Question 1. Question 2. Briefly explain the importance of interpersonal skills. Answer Selected Answer:

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1 Question 1 Briefly explain the importance of interpersonal skills. Helps organizations attack and keep high performing employee. Regardless of labor market conditions., out standing employees are always in short supply. Companies that are known for a good place to work have a big advantage.having a managers with good interpersonal skills is likely to make the workplace more pleasant, which in turn makes it easier to hire and keep qualified people. Creating a pleasant work place also appears to make good sense. To attract and retain high-performing employees, managers must possess interpersonal skills in order to relate to the employees and create a positive and supportive work environment where people want to work. People skills in addition to technical skills are imperative for managers to succeed in the modern demanding workplace. [Page 4] Question 2 Briefly describe each of the three (3) essential management skills that differentiate effective managers from ineffective ones. Technical skills: the ability to apply specialized knowledge or expertise Human skills: The ability to work with, understand, and motivate other people, both individually and in a group. Conceptual skills: The mental ability to analyze and diagnose complex situations. The three essential management skills identified by researchers are technical, human, and conceptual. (1) Technical skills are defined by the ability to apply specialized knowledge or expertise. (2) Human skills are defined by the ability to work with, understand, and motivate other people. (3) Conceptual skills are defined by the ability to analyze and diagnose complex situations. [Pages 7 8]

2 Question 3 Briefly outline the four (4) main managerial activities that managers engage in, as studied by Fred Luthans and his associates. 1. Traditional management. Discussion making, planning, and controlling 2. Communication. exchanging route information and processing paperwork. 3. Human resource management. Motivating, disciplining, managing conflict, staffing, and training. 4. Networking. socializing, politicking, and interacting with outsiders. (1) Traditional Management: Decision making, planning, and controlling. (2) Communication: Exchanging routine information and processing paper work. (3) Human Resource Management: Motivating, disciplining, managing conflicts, staffing, and training. (4) Networking: Socializing, politicking, and interacting with others. [Page 8] Question 4 What common thread relates functions, roles, and skills of managers? Each recognizes the paramount importance of managing people, wether it is called "the leading function," "interpersonal roles." Human skills," or "human resource management, communication, and netwroking activities." One common thread runs through the functions, roles, and skills of managers: The need to develop people skills if they are going to be

3 effective and successful. Managers get things done through other people. [Page 9] Question 5 Define: Organizational Behavior. A field of study that investigates the impact individual, groups and structure have and behavior within organization, for the purpose of applying such knowledge toward improving an organizations effectiveness. To sum it up, It is a study of what people do in and organization and how their behavior affects the organization performance. Organizational behavior (abbreviated OB) is a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations for the purpose of applying such knowledge toward improving an organization s effectiveness. [Page 9] Question 6 What are the challenges for managers in using OB concepts? The typical employee is getting older, more women and people of color are int the workplace; corporate downsizing and the heavy use of temporary workers are serving the bonds of loyalty that tied many employees to their employers; global competition requires employee to become more flexible and cope with rapid change. Challenges can be found in the critical labor shortages, the fast pace of change in a world of temporariness, and the need for continuous innovation. [Pages 14 15]

4 Question 7 During times of economic pressure, how is good management differentiated from bad management? it reflects the difference between making a lot of money and making a lot more money. Can be the difference between profit and loss or, ultimately, between survival and failure. When you not bring in the money the manager is being put on the front line with the employee. Managing employees well when timea re atough is just as hard as when times are good- if not more. When economic times are bad, managers are on the front lines with employees who must be fired, who are asked to make do with less, and who worry about their futures. The difference between good management and bad management can be the difference between profit and loss or, ultimately, between survival and failure. [Page 15] Question 8 Briefly outline the three (3) main ways by which globalization affects a manager's job. Increases foreign assignments Working with people from different cultures Overseeing movement of jobs to countries with low cost labor. Globalization affects a manager's people skills in at least three ways. (1) Managers are increasingly likely to find themselves on foreign assignments. Once there, they may be managing a work force that is defined by very different needs, aspirations, and attitudes from the workforce back at home. (2) Managers are going to find themselves working with people from different cultures. To work effectively with these people, managers will need

5 to understand their culture, how it has shaped them, and how to adapt a management style to these differences. (3) Outsourcing jobs to countries with low-cost labor. [Pages 16 17] Question 9 Explain "workforce diversity." The concept that organizations are becoming more heterogeneous in terms of gender, age, race, ethnicity, sexual orientation, and inclusion of other diverse groups. It acknowledges a workforce of women and men; many racial and ethnic groups; individuals with a variety of physical or psychological ability; and people who differ in age and sexual orientation. Workforce diversity is a term used to describe how organizations are becoming more heterogeneous with regard to gender, race, and ethnicity. It also includes disabilities, sexual orientation, and age. [Page 17] Question 10 Explain what key managerial skill you think is most important when dealing with workforce diversity. Human skills would be the main skill for me. I believe that by having these skill you have more of a chance of communicating with them, which means a more relaxed work place with more work getting done the right way. Human skills are defined by the ability to work with, understand, and motivate other people and would be important to manage a diverse workforce because of the different individual variables that the manager

6 would be working with. [Page 17]