Introduction to Management, questions help

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Question Description

Each question should be around 150 to 200 words.
TOPIC 1: ORIGINS OF MANAGEMENT PRACTICES Lecture + Robbins Ch. 1

  1. Explain what is meant by ‘management’. In your answer discuss how the definitions or ‘management’ have changed over time.

 

  1. Explain the differences between effectiveness and efficiency. Give examples to illustrate your answer. Discuss ways that managers at each of the four levels of management can contribute to efficiency and effectiveness.

 

  1. In today’s environment, which is more important to organisations—efficiency or effectiveness? Explain your choice.

 

  1. Fayol, Mintzberg and Katz studied and wrote about management – though each in a different way. Discuss the focus of each contribution for the management of contemporary organisations.

 

  1. Describe the key similarities and differences between the management theories developed by Fayol, Mintzberg and Katz.

 
TOPIC 2: MANAGING ORGANISATIONAL BEHAVIOUR Lecture + Robbins Ch. 8

  1. Describe the three ‘attitude orientations’ of organisational behaviour and give an example for each. In your answer discuss why it is helpful for managers to be aware of these orientations.

 

  1. ‘Instead of worrying about job satisfaction, companies should be trying to create environments where performance is enabled.’ Discuss the implications of this statement for managers.

 

  1. Explain the challenges facing managers in managing generational differences and negative behaviour in the workplace.

 

  1. Describe the two approaches of perception and the categories in each approach. Discuss why it is important for individuals to be aware of these approaches and the barriers to accurate perception that can occur.

 
TOPIC 3:  GROUPS AND TEAMS Lecture + Robbins Ch. 9

  1. Explain the impact of work teams on productivity in countries such as the United States and Australia, whose national cultures place a high value on individualism.

 

  1. Compare how early scientific management theorists and behavioural science theorists might react to the increased use of teams in contemporary organisations.

 

  1. Discuss ways in which norms and conformity can affect group behaviour. In your answer provide an explanation of what is meant by ‘norms’ and ‘conformity’.

 
 

  1. Discuss the challenges that managers face with managing global teams. In your answer provide a solution for overcoming each challenge.

 

  1. Discuss the impact of group size on group behaviour, group cohesiveness, and productivity. (pg250,251)

 
 
TOPIC 5: MANAGING CSR AND ETHICAL BEHAVIOUR Lecture + Robbins Ch. 2

  1. Taking a systems view of organisations, discuss the influence of systems, culture and values on corporate social responsibility (CSR).

 

  1. Secchi developed three theories of corporate social responsibility (CSR). Describe the differences between the three theories and give an example for each.

 

  1. Discuss how ‘corporate social responsibility’ (CSR) evolved and the early influences on the multidisciplinary interconnections evident in contemporary corporations.

 

  1. In terms of corporate social responsibility (CSR), discuss the levels of influence that managers actually have on an organisation’s success or failure.

 

  1. You are a manager developing a CSR (corporate social responsibility) statement for key stakeholders in your organisation. Describe with examples four components that the manager should consider when communicating to stakeholders.

 
TOPIC 6: MANAGERIAL LEADERSHIP Lecture + Robbins Ch. 3 & 11

  1. Explain with examples what would a manager might need to know when using Fiedler’s contingency model.

 

  1. ‘All managers should be leaders, but not all leaders should be managers.’ Discuss this statement and support your argument with examples. in your answer explain the circumstances that might make organisational leaders irrelevant.

 

  1. ‘It is the leaders in organisations who make things happen’. Critically discuss this statement explaining the implications for understanding behavioural leadership theories.

 

  1. Draw on your knowledge of the conventional leader-celebratory approaches to leadership. Describe Adair’s three circles model. In your answer explain the model’s core management responsibilities.

 

  1. Bass and Avolio developed a model of Transformational Leadership. Discuss the key features of the model including what is meant by the term ‘Transformational Leadership’.

 
TOPIC 7: MANAGING STRATEGICALLY Lecture + Robbins Ch. 4 & 6

  1. ‘The primary means of sustaining a competitive advantage is to adjust faster to the environment than your competitors do.’ Critically discuss this statement explaining the implications for the organisation and the benefits of managers understanding the six-step strategic management process.

 

  1. You have just been appointed as a strategic manager. In your planning you are considering undertaking either a macro analysis or an organisational analysis. Discuss the key features of both approaches and in what circumstances you would apply each analytical tool.

 

  1. You have just been appointed as a strategic manager. In your planning you are considering undertaking either an industry/sector analysis or an organisational analysis. Discuss the key features of both approaches and in what circumstances you would apply each analytical tool.

 

  1. Discuss two tools that could be applied by managers when facing a strategic dilemma. Explain which tool would be more useful in this context.

 

  1. Discuss how understanding and managing ‘Communities of Practice’ can contribute strategic value in organisations.

 
TOPIC 9: CREATIVITY, INNOVATION & DESIGN Lecture + Robbins Ch. 7, 13 
 

  1. Define each of the following types of innovation and give an appropriate example for each from the motorcar industry: Product/Service innovation; Marketing innovation; Technology innovation

 

  1. Explain why it is necessary, and very important, to measure innovation within organisations. In your answer discuss what would be appropriate metrics for product and technology innovation.

 

  1. Discuss what Peter Drucker meant when he said “Culture eats strategy for breakfast.” In your answer describe two counter arguments in favour of strategy.

 

  1. Discuss what the main purposes of innovation portfolio management are. In your answer explain how creativity and innovation differ. Provide examples to illustrate your answer.

 

  1. Describe the circumstances in which an innovative culture can make an organisation both more effective and less effective. Provide examples to illustrate your answer.

 
TOPIC 11:  FUTURE TRENDS Lecture + Robbins Ch. 10

  1. Describe three effects of globalisation on organisations.

 

  1. Discuss five challenges that managers face in motivating today’s workforce and ways in which these challenges can be overcome.

 

  1. ‘The workforce has changed in recent years.’ Discuss four changes that have occurred since the year 2005, and their implications for managers.

 

  1. Many job design experts who have studied the changing nature of work say that people do their best work when they’re motivated by a sense of purpose rather than by the pursuit of money. Discuss what the implications of this statement are for managers.
 
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F7J7 35: Business Culture and Strategy

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CONDITIONS FOR ASSESSMENT
The assement may take the form of open book assessments with structured questions for all the outcomes.
The instrument of assessment is having a stimulus case study based on organisation and which will be used for all the outcomes.
The candidate evidences show remarkably shows the linkage with the evidence requirement for each outcome. Candidates are encouraged to produce report based structured answers for each outcomes.
Where the candidate does not meet the required standard on the first submission, remediation should occur on the existing questions after authentication and feedback with guidance from the concerned lecturer.
Candidates should submit all the work for all the assessement tasks on the agreed date by the lecturer.
Candidates should be given copies of the case study and the questions in sufficient time so as to allow them to prepare and submit work on the agreed submission date.
 
 
Case Study (Stimulus material) for all Outcomes
Al Amalia – Taste of Oman
Al Amalia Group of Industries is the pioneer in the food and beverages industries in Sultanate of Oman. It is a market leader of international quality snacks and beverages. Established in 1980 with modest beginning, the Group has diversified itself into an industrial house with multifaceted business activities comprising manufacture of snacks, soft drinks, juices, hot beverages (Tea and Arabic coffee) besides facial tissues and sanitary napkins. Company strongly believes manufacturing products under hygienic conditions with highest quality standards using best quality raw materials from standard suppliers and making fresh products in the market.
The management of Al Amalia industries has been instrumental in making the business one of the most successful and leading industrial houses in Sultanate of Oman. Mr. Khalid is the founder and Managing Director of Al Amalia Industries, who is behind the growth and prosperity of this company. The business was an immediate success, with sales exceeding expectations. Factories were opened in different parts of Sultanate. The informal working relationships between partners have reinforced professionalism and overall strategic development at Al Amalia. Al Amalia Food Industries continue to maintain its number one position in the market, on its own merits and some of their products are household names throughout Sultanate of Oman.
From the days of its introduction in 1980, GOLDEN CHIPS – chilli flavour is the market leader in its segment. Made from the finest quality fresh potato, GOLDEN CHIPS is the sought after potato chips in Oman and other GCC Countries. The Company also manufactures several other brands of chips from fresh potato and potato / Oats based pellets. „Crispy Chips‟ and „Potato rings‟ are the famous brands among other brands. According to the company‟s mission statement Al Amalia sees itself “as the leading source of the finest chips in the world by maintaining uncompromising principles”.
The need to align to the principles and ethos of Al Amalia has been a primary concern when recruiting its staff to create a positive working attitude. The company refers its employees (including part-time employees) as partners who enjoy several benefits that include Al Amalia-wide stock option plans, health, medical, dental and optical benefits.
One of the biggest challenges affecting Al Amalia in 2015-16 was the growing concern about obesity, particularly in children. Eating habits are always changing. Currently one in four of Omanis consume potatoes in the form of chips. Recently „Golden Chips‟ have seen a slowdown in sales as a result of social campaigns by health organisations to encourage healthier eating habits. Al Amalia responded to this challenge by reducing quantities of salt and oil throughout its potato products range.
The company has launched various marketing campaigns emphasizing that „Golden chips‟ contain only 5% fat, 0.8% saturated fat and 62mg of sodium in every 100g portion. They are made with only natural ingredients – specially selected potatoes and sunflower oil. Advertisement campaigns and advertising is that all Al Amalia potato products are made from simple ingredients such as whole potatoes and sunflower oil. It conveys that the foods that it provides, including potato based products, which are nutritious provided that they are prepared in a healthy and simple way.
Al Amalia takes its responsibilities towards its stakeholders very seriously. It is important to build a reputation for honesty and fair play. In addition Al Amalia‟s products comply with a range of UK law, including: The Food Safety Act, covering the way in which food is prepared and served, The Trades Descriptions Act, which states that goods and services must be exactly as described and the Weights and Measures Act governing such aspects as giving the right weight on packs.
The actual strong point of organization lies in the quality of its human resource and Al Amalia Group is not an exception to this rule. With an effective strength of over 600 employees no effort is spared in equipping the employees with appropriate training and orientation. As a Group with a determination to assist the Government‟s drive to create a national workforce, Omanisation has been prominent on the agenda. At present the Group has over 40 percent Omanisation and this percentage is set to increase in the years to come. The Group has arrangements with famous Training and Human Resources Development Institutions to conduct regular training programmes.
Food technology is one of the most dynamic technologies in the modern economy. Food technology involves researching and developing new techniques for making products as diverse as ice cream, probiotic yoghurt, frozen oven chips and muesli bars. Al Amalia seems to be aware of these challenges and started to focus more on its diversification. As Al Amalia fight to control spiraling costs, other factors such as technological advancement, consumer demands and economic conditions have all conspired to challenge business models and strategic positioning.
In the meantime, another company called Al Maara Company established in 2007 has started selling Tortillas Chips plant at an Industrial Estate of Oman which was an innovative concept as it was the first plant of its kind in this region introducing Mexican chips for the first time in Oman. It produced delicious pizza flavour, which was highly appreciated by consumers. Later after 4 years company established fresh potato chips with varied flavors which turned out to be popular throughout the Middle East in no span of time.
In continuation of these developments from upcoming competitors, Al Amalia took a major policy decision in 2012 to venture into the production of carbonated drinks under the names of „FRUITI‟ and „SWEETY‟. AL AMAL Tea was added to the product portfolio in 2013. Available from tea bags to loose tea, this product was followed by other brand „KAHWA‟ tea bags which are containing traditional Arabic coffee. Al Amalia came up with another business unit which manufactured facial tissues and sanitary napkins which have also captured Oman market.
Al Amalia Group‟s products are household names in the Sultanate of Oman and many of the manufactured items are market leaders in their particular category. Undisputed and unchallenged asset of the Group is their unique marketing & distribution network which is spreading all over the country including the mountainous areas and Salalah. The Group also caters to a large market segment in Saudi Arabia, United Arab Emirates, Qatar, Bahrain and Kuwait and is looking into UK potential market segments.
Another considerable move by Al Amalia involves partnering with other companies and coffee shops that are located in Oman and other GCC countries. It also started giving licenses to college campuses and schools. The fact that Al Amalia operates with local partners is to improve the company‟s share of profits. While generally operating successfully in local market, the company has recently faced some economic problems due to increased competition. Dubai based companies are the major threats with their innovative product lines and flavours. The company is seriously thinking of different strategies to handle competitors and the innovative product lines.
Long-term goals of Al Amalia are to have worldwide supply. Hence, the company is aggressively focusing on various issues and wants to take decisions which can determine the future. The company has to navigate its brand to a market position where it can satisfy both types of customers: the old aged customers who are now missing the Al Amalia “experience” and the younger generation who are perceiving Al Amalia as „hip‟ and „cool‟ product but feeling unrelated to product sometimes. As their new approach is to attract new customers, Al Amalia ensures that each store looks distinctively local. This concept helps them to create a calm and contemporary style merchandising respite from the clamour of the fast-paced world. Furthermore, a stagnant but promising market for specialty coffee provides Al Amalia the chance of capturing additional consumers‟ shares of wallet. For an already established company like Al Amalia this should be easier than for new market entrants and small competitors.
The company has established their name as good employer and they always focus and emphasis on becoming Equal Opportunity employer. All qualified applicants receive consideration for employment without regard of race, nationality, origin, age, sex, religion, disability, sexual orientation, marital status, veteran status, gender identity or expression, or any other basis protected by local, state or federal law. They are balancing the omanisation policy with their HR recruitment policy.
The future looks promising and it also has added pressures on company to perform better in all business units. The Market for snack foods and soft drinks in Oman and other Countries is expected to expand offsetting the demand-supply equilibrium. Al Amalia Group looks to the future with more innovative products and excellent customer satisfaction. The customer has been and will continue to remain the focal point of their development and success. The Group is committed to provide across-the-board products and services to a wide spectrum of consumers for many more years to come.
Note: The information used in the above case study is a stimulus material and is imaginary where all the required information about an Organisation is given to facilitate the unit requirements.
 
 
Assessment 1
Outcomes(s) covered 1 & 2 (Open Book)
Assessment task instructions
Examine the given case study and answer the following questions with detailed explanations drawing from range of sources to support your answer. Your answer should include contents/examples from the case study.
General instructions for the candidates:
–   Each question must be correctly answered.
– Using diagrams or tables is possible, but not enough without associating with some accompanying explanation or discussion.
– A detailed knowledge of relevant concepts and adopt a critical approach to explanation, comparison and the application of theoretical perspectives should be provided.
Task 1
(a) Explain how the PESTLE environments constitute forces for change for Al Amalia Company. Your answer should:

  • use a recognised analytical framework.
  • show at least four examples of the forces for change (at least one example of each of the four factors should be mentioned).
  • – explains why the example fits into the particular category concerned and the effect it has on it.

(b) Using a SWOT analysis, illustrate and analyze the relationship that Al Amalia has with its external environment. Your answer should:

  • – include at least one example of each area of the SWOT analysis on Al Amalia Company.
  • – include examples from the case study.

(c) The senior manager of Al Amalia asked you to provide him a set of guidelines to follow to carry out effective SWOT analysis.
You are requested to provide with a set of guidelines which will help them to carry out an effective SWOT analysis.
Task 2

  • Explain elements of organisational culture at Al Amalia. Your answer should :
  • include at least one definition of the organisational culture
  • be in terms of shared values of Al Amalia
  • include example for granted assumptions which has led to Al Amalia success.

 

  • Apply another model of organizational culture and justify how this shapes current management approaches of Al Amalia. Your answer should:
  • include a specific model of culture.
  • Determine which model is acceptable for Al Amalia case, and why?

 

  • Assess the importance of the relationship between organisational culture and organisational behaviour by using a recognised framework.

 

  • (Assess the impact this change in culture would have upon managerial approaches to reflect the changing environment within which it operates.

Deadline: 20 October 2016
Note:

  • Candidates are expected to prepare this report individually and also upload via the Turn-It-In tool provided by Muscat College on or before the date of submission. It is the individual responsibility of each candidate to ensure that there is a low similarity index score.
  • Your answer should depict clear understanding of the case study by providing appropriate examples wherever applicable.
  • You must provide bibliography/references for your sources
 
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Strategic Planning Professional (SPP) assignment

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p.5 Notes for Learners

  1. The purpose of the assignment is to demonstrate learning from the programme and how this has been applied in the workplace.

 
To do this, there must be reference to the course material and how you have selected aspects, maybe some of the models, in carrying out a piece of work. This must be an actual piece of work, not a description of something you might like to do at some time in the future.
 
Assessment Criteria

  1. It is essential to describe the organisation’s strategic intent in your own words and very important not to plagiarise i.e. not to copy word for word, nor to cut and paste, from other people’s documents. You must demonstrate your understanding and how it is relevant to the piece of work you are doing for this assignment.

 

  1. What piece of work have you undertaken with regards to strategy and the learning from the course? Can you briefly describe it and what you have learned from carrying it out? The assessment criteria refer to ‘alignment’ – what is being aligned? Is it successfully done? For example, is there a link between your personal or departmental objectives and those of the company or business unit you work for? If not, how could they be better aligned?

When you evaluate or assess the organisational and more local strategies against the tools and techniques you learned in the course, what did you discover? Were there strengths? Were there areas you would like to see changed or improved and why? You may refer to the course but always in your own words, showing your understanding of the topics.
 

 
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Change in healthcare as Leader Essay

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Essay -Identifying an innovative change in healthcare Australia Section 1 and section 2 (40% weightage)
 

Learning outcomes

This assessment task is aligned to the following learning outcomes:

  • Discuss the context of organizational environments to identify and respond to drivers that support and negate opportunities for innovative change.
  • Explore the components of change management models when planning innovative organisational change

 

 Overview

This assignment encourages you to network and reflect with fellow students, colleagues and learning facilitators. You will practice identifying and articulating drivers that support and negate opportunities for innovative change in your organisation. In undertaking this assessment, you are developing the ideas and resources that will become the basis of further assessment in this Unit.

Section1 Details

How does planning for change take place? Using the models you’ve learned, practice thinking through planning for significant organisational change. Follow these steps and post your response to the questions below.
 

  1. Identify an innovative change your workplace is taking on, or could take on, that would require organisational change. (Australia based healthcare changes- Ed, Rural/remote, medium size hospital etc)
  2. Select one of the five models (ADKAR, Virginia Satir’s Change Process, Kotter’s 8 Steps, Bridge’s Transition, or the Switch Framework) and answer these questions, briefly, using the model as your framework for addressing the innovative change:

 

  • What are the major drivers of organisational change that need to be addressed? Consider drivers that support and negate opportunities for innovative change in your organisation (Some examples of drivers can be found in

Stanley, J. D. (2012). Clinical leadership and innovation. Journal of Nursing Education and Practice, 2(2), 119–126.
 

  • What are the critical steps in planning for this organisational change?
  • How should you communicate the change throughout the organisation?
  • How do you bring key stakeholders on board?

 
Structure of Section-1 (500 words)
Please be advised that there can be variations in preparing your discussion. However, the below outline can be considered in your writing:

  • Cover sheet
  • Title
  • Discussion post identifying an innovative change (headings/sub-headings can be used for this section) – 500 words
  • References

Please be advised that in-text citations are included in the word count, however, the reference list and appendices are not included in the word count.
Using information from workplace: The assignments are designed to provide an opportunity to work with real workplace events (Eg; rural/ remote/ medium sized hospital) to enhance the maximum relevance and possibility of translation of the work to practice. However, if there is no possibility of relating the assignments to the workplace, please describe the work in general terms and/or consider the case hypothetically.
If using any real information from your workplace, it needs to be secondary (e.g. online report), not primary (e.g. conducting interviews), as this would require ethical approval. Use the information provided anonymously, and seek permission from your workplace, before the usage of the information for the purpose of the assignment.

 
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