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What is an organization and what characteristics do organizations share?

An organization is a group of people who work together to accomplish a certain target.


Organizations have common characteristics like goals, people who make up the organization and
a proper structure.
Duties define the manager. Do you agree or disagree with this statement? Discuss the roles
of managers.
I agree with the statement. Managers are classified into top, middle, first-line or team leader
according to their job descriptions. Managers are individuals who work in an organization
directing and overseeing the activities of other people.

In todays environment, which is more important to organizations-efficiency or


effectiveness? Explain your choice.
Both are fundamental to good management. Management comprises planning and executing
tasks so the tasks are done in an efficient and effective manner by the employees. Efficiency is
getting the most yield from minimal resources in order to save operational costs. Effectiveness is
finishing exercises so hierarchical objectives are accomplished; regularly depicted as "doing the
correct things
Are there any differences between the managerial functions in a profit organization and a
non-profit organization? Explain.
No there is not.
Using any of the popular business perodicals, find examples of managers doing each of the
four management functions. Write up a description and explain how these are examples of
that function.
First-line managers are usually called supervisors, are responsible for day-to-day activities, and
work with the operatives. Middle managers are usually called department or agency heads or
project leaders, manage other managers, and are responsible for translating the goals set by top
management into specific details that lower managers can perform. Top managers, typically
called presidents, CEOs, or managing directors, are responsible for making decisions about the
direction of the organization and establishing policies that affect all organizational members.
The managers at the three levels of management are top managers, middle managers and first-
line managers or supervisors;
Supervisors are responsible for directing the day-to day activities of operative employees.
Middle Managers are typically responsible for managing supervisors and operative employees
and for translating the goals set by top management into specific details and objectives that
lower-level managers can perform.
Top Managers are responsible for making decisions about the direction of the organization and
establishing policies that affect all organizational members.

Consider your local greengrocer. Discuss how managers of such small business can adopt
Mintzbergs ten managerial roles to run their business.
Interpersonalroles consist of being the figurehead for the organization, assuming the
leadership role, and acting as a liaison for the organization.
Informationalroles consist of being a monitor of current information which is then dispersed to
employees needing that information; also involves being the spokesperson for the organization.
Decisionalroles consist of being an entrepreneur for the organization, handling disturbances,
allocating resources, and negotiating.

Business is changing over time, which requires management methods to evolve. What are
the factors that contribute to management changes?

Managers must contend with all factors that affect their organizations. The following lists
internal and external environmental factors that can encourage organizational changes:

The external environment is affected by political, social, technological, and economic


stimuli outside of the organization that cause changes.
The internal environment is affected by the organization's management policies and
styles, systems, and procedures, as well as employee attitudes.

Typically, the concept of organizational change is used to describe organizationwide change, as


opposed to smaller changes such as adding a new person, modifying a program, and so on.
Examples of organizationwide change might include a change in mission, restructuring
operations (for example, restructuring to selfmanaged teams or due to layoffs), new
technologies, mergers, or new programs such as Total Quality Management, reengineering, and
so on.

Managers should note that all changes should be implemented as part of a strategy to accomplish
an overall goal; these transformations should not take place just for the sake of change.

Is there one best style of management? Why or why not?

It would be difficult to say that there is a "best" style, since we are dealing with interpersonal
relationships here. There are a lot of different factors involved.

First, you have the manager. As people, they have certain personality styles and skills that more
naturally lend them to certain styles of leadership. If the person is not good with a certain style,
that style certainly isn't going to be highly effective for them. (That doesn't mean that managers
should not try different styles and try to learn new things. But some will work better than others
for any given person.)

Second, there are those being managed. A good manager often uses different styles with different
employees. Different people are led and motivated in different ways, so the manager might have
to use different styles with different workers to get peak performance out of everyone.

Third, the workplace and the type of work might call for different styles. While the manager of a
team of researchers might be able to use a consensus-building style to guide the team, a football
coach is probably not going to be highly successful that way--he needs to be more of an
autocrat.

Since there are people involved who possess individual differences, and since different situations
will call for different approaches, the answer to your question is, "No." The good manager is one
who has several styles that he can use well, and he is able to determine when each will be most
effective.

These differences include flexible work arrangements, employee work teams, open communicati
on systems, and supplier alliances. Organizations are becoming more open, flexible, and responsi
ve to changes. Students should reflect on these new elements and defend their selections.

In what ways can managers at each of the four levels of management contribute to
efficiency and effectiveness?
First-line managers are usually called supervisors, are responsible for day-to-day activities, and
work with the operatives. Middle managers are usually called department or agency heads or
project leaders, manage other managers, and are responsible for translating the goals set by top
management into specific details that lower managers can perform. Top managers, typically
called presidents, CEOs, or managing directors, are responsible for making decisions about the
direction of the organization and establishing policies that affect all organizational members.
The managers at the three levels of management are top managers, middle managers and first-
line managers or supervisors;
Supervisors are responsible for directing the day-to day activities of operative employees.
Middle Managers are typically responsible for managing supervisors and operative employees
and for translating the goals set by top management into specific details and objectives that
lower-level managers can perform.
Top Managers are responsible for making decisions about the direction of the organization and
establishing policies that affect all organizational members.
Top-Level managers can develop plans to make the organization more efficienct and
effective.Middle-Level managers can improve on the plans Top-Level has developed.Frontline
managers can implement the plans and report any sustainments or improvements.

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