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1. What are the primary activities managers must perform as part of the
leading function?
2. Identify characteristics of effective work teams?
3. What are the primary activities managers must perform as part of the
leading function?
4. Identify several types of changes that can occur in an organization that
can create problems in accomplishing plans?
5. Why should managers understand motivation theories?
6. What are the three basic steps in controlling?
7. Provide an example of each of the four types of standards
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1 & 3 (duplicate). What are the primary activities managers must perform as part of the leading function?
- Communicating: clearly transmitting goals, expectations, feedback and information both up and down the organization.
- Motivating: inspiring people to work toward goals through rewards, recognition, meaningful work and purpose.
- Directing/supervising: assigning work, setting priorities, giving instructions and monitoring daily operations.
- Coaching and developing: training, mentoring, providing growth opportunities and performance coaching.
- Delegating and empowering: assigning authority and responsibility appropriately and enabling employees to make decisions.
- Building and maintaining team morale and culture: modeling behavior, resolving conflicts, fostering trust and collaboration.
- Influencing and persuading: shaping attitudes and getting buy-in for plans, changes and decisions.
2. Identify characteristics of effective work teams
- Clear, shared goals and a common purpose.
- Complementary skills and role clarity (members’ skills fit the team’s needs).
- Mutual trust and psychological safety (members feel safe to speak up).
- Open, honest communication and constructive conflict resolution.
- Strong commitment and mutual accountability for results.
- Effective leadership or shared leadership when appropriate.
- Appropriate team size and diversity (enough members for tasks, but not so many coordination suffers).
- Measurable performance standards and regular feedback.
- Access to needed resources and organizational support.
- Well-defined processes for decision making and coordination.
4. Several types of changes that can occur in an organization that can create problems in accomplishing plans
- Personnel changes: turnover, key hires or departures, restructuring of teams.
- Leadership changes: new managers or strategic direction shifts.
- Resource changes: budget cuts, shifts in staffing, equipment failures or supply problems.
- Process or technology changes: new IT systems, automation, process redesigns.
- Market/external changes: competitor moves, customer preference shifts, new regulations, economic downturns.
- Mergers, acquisitions or alliances: integration issues, culture clashes.
- Organizational culture changes: shifts in norms, values, or informal power structures.
- Unexpected events/crises: natural disasters, pandemics, supplier bankruptcies.
5. Why should managers understand motivation theories?
- To design work, rewards and environments that increase effort, performance and retention.
- To diagnose why employees are disengaged and choose appropriate remedies (e.g., better pay vs. job enrichment).
- To tailor incentives and communication to different people (what motivates one employee may not motivate another).
- To improve morale, reduce turnover and increase productivity by aligning organizational practices with human needs.
- To predict responses to change, design effective performance systems and avoid unintended negative consequences.
(Practical payoff: using expectancy theory to link performance to valued rewards, or Herzberg to focus on hygiene vs. motivators.)
6. What are the three basic steps in controlling?
- Establish standards/targets (what should be achieved).
- Measure actual performance (collect relevant, timely data).
- Compare performance to standards and take corrective action as needed (adjust plans, processes, resources or standards); then follow up.
7. Provide an example of each of the four types of standards
- Quantity/output standard: Production line must assemble 100 units per shift.
- Quality standard: No more than 1% defect rate on finished products (or customer satisfaction score ≥ 4.5/5).
- Time/efficiency standard: Average customer service call handled within 6 minutes; order cycle time ≤ 48 hours.
- Cost/financial standard: Cost per unit must not exceed $12; monthly departmental budget $75,000.
If you want, I can tailor these examples to a specific industry (manufacturing, healthcare, retail, IT) or expand on how to set effective standards and design corrective actions.
- Communicating: clearly transmitting goals, expectations, feedback and information both up and down the organization.
- Motivating: inspiring people to work toward goals through rewards, recognition, meaningful work and purpose.
- Directing/supervising: assigning work, setting priorities, giving instructions and monitoring daily operations.
- Coaching and developing: training, mentoring, providing growth opportunities and performance coaching.
- Delegating and empowering: assigning authority and responsibility appropriately and enabling employees to make decisions.
- Building and maintaining team morale and culture: modeling behavior, resolving conflicts, fostering trust and collaboration.
- Influencing and persuading: shaping attitudes and getting buy-in for plans, changes and decisions.
2. Identify characteristics of effective work teams
- Clear, shared goals and a common purpose.
- Complementary skills and role clarity (members’ skills fit the team’s needs).
- Mutual trust and psychological safety (members feel safe to speak up).
- Open, honest communication and constructive conflict resolution.
- Strong commitment and mutual accountability for results.
- Effective leadership or shared leadership when appropriate.
- Appropriate team size and diversity (enough members for tasks, but not so many coordination suffers).
- Measurable performance standards and regular feedback.
- Access to needed resources and organizational support.
- Well-defined processes for decision making and coordination.
4. Several types of changes that can occur in an organization that can create problems in accomplishing plans
- Personnel changes: turnover, key hires or departures, restructuring of teams.
- Leadership changes: new managers or strategic direction shifts.
- Resource changes: budget cuts, shifts in staffing, equipment failures or supply problems.
- Process or technology changes: new IT systems, automation, process redesigns.
- Market/external changes: competitor moves, customer preference shifts, new regulations, economic downturns.
- Mergers, acquisitions or alliances: integration issues, culture clashes.
- Organizational culture changes: shifts in norms, values, or informal power structures.
- Unexpected events/crises: natural disasters, pandemics, supplier bankruptcies.
5. Why should managers understand motivation theories?
- To design work, rewards and environments that increase effort, performance and retention.
- To diagnose why employees are disengaged and choose appropriate remedies (e.g., better pay vs. job enrichment).
- To tailor incentives and communication to different people (what motivates one employee may not motivate another).
- To improve morale, reduce turnover and increase productivity by aligning organizational practices with human needs.
- To predict responses to change, design effective performance systems and avoid unintended negative consequences.
(Practical payoff: using expectancy theory to link performance to valued rewards, or Herzberg to focus on hygiene vs. motivators.)
6. What are the three basic steps in controlling?
- Establish standards/targets (what should be achieved).
- Measure actual performance (collect relevant, timely data).
- Compare performance to standards and take corrective action as needed (adjust plans, processes, resources or standards); then follow up.
7. Provide an example of each of the four types of standards
- Quantity/output standard: Production line must assemble 100 units per shift.
- Quality standard: No more than 1% defect rate on finished products (or customer satisfaction score ≥ 4.5/5).
- Time/efficiency standard: Average customer service call handled within 6 minutes; order cycle time ≤ 48 hours.
- Cost/financial standard: Cost per unit must not exceed $12; monthly departmental budget $75,000.
If you want, I can tailor these examples to a specific industry (manufacturing, healthcare, retail, IT) or expand on how to set effective standards and design corrective actions.
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