Decision Making Process - Ethical Decisions

How can managers ensure they are making ethical decisions?

Ans:

Any decision that managers make should be ethical. Any decision that managers make should meet the “spotlight questions” test of Step 3 of the decision-making process. The “spotlight questions” test should address two spotlight questions: “How would I feel if my family found out about this decision?” and “How would I feel if this decision were published in the local newspaper?” If a manager experiences any discomfort in answering these questions honestly, the decision probably has ethical shortcomings. In addition to the two spotlight questions, managers should ask and answer the following questions:

•       Does the decision satisfy all constituents or stakeholders?

•       Does the decision respect the rights and duties of everyone?

•       Is the decision consistent with the canons of justice?

•       Is the decision consistent with my responsibilities to care?

Source: Management, 11th Edition - John R. Schermerhorn

Management Process - 3 Levels of Management & Responsibilities of Managers

Define the three levels of management and explain the major responsibilities of managers at each level.

Ans: 

The three levels of management are top managers, middle managers, and team leaders or supervisors. Top managers ensure that major performance objectives are established and accomplished in accordance with the organization’s purpose. Top managers are responsible for the performance of an organization as a whole or for one of its larger parts. Middle managers are in charge of relatively large departments or divisions consisting of several smaller work units. Middle managers report to top managers and coordinate with peers to develop and implement action plans to accomplish organizational objectives. A team leader or supervisor is someone in charge of a smaller work unit composed of non-managerial workers. Team leaders or supervisors ensure that their work teams or units meet performance objectives that are consistent with the plans of middle and top management.

Source: Management, 11th Edition - John R. Schermerhorn

Management Process - Organization & Manager

What is an organization? What is a manager? Why do organizations need managers?

Ans: 

An organization is a collection of people working together to achieve a common purpose. A manager is a person in an organization who supports and is responsible for the work performance of one or more other persons. Every manager’s job includes the responsibility of helping other people to achieve high performance. Without this help, the efforts of the organization’s members probably would not be coordinated sufficiently to achieve the organization’s common purpose.

Source: Management, 11th Edition - John R. Schermerhorn

 

Managing in a Global Environment | Three Attitudes Managers for International Business

List and discuss the three attitudes managers might have toward international business.

Answer:  

• a. Ethnocentric attitudethe parochialistic belief that the best work approaches and practices are those of the home country. Managers with an ethnocentric attitude believe that people in foreign countries do not have the needed skills, expertise, knowledge, or experience to make the best business decisions as people in the home country do. They wouldn't trust foreign employees with key decisions.
• b. Polycentric attitudethe view that managers in the host country know the best work approaches and practices for running their business. Managers with a polycentric attitude view every foreign operation as different and hard to understand. Thus, these managers are likely to leave their foreign facilities alone and let foreign employees figure out how best to do things.
• c. Geocentric attitudethis is a world-oriented view that focuses on using the best approaches and people from around the globe. Managers with this type of attitude believe that it's important to have a global view both at the organization's headquarters in the home country and in the various foreign work facilities. Major issues and decisions are viewed globally by looking for the best approaches and people regardless of origin.

Management, 10e (Robbins/Coulter)

Management and Organizations | Efficiency and Effectiveness

Discuss the difference between efficiency and effectiveness and include a specific example to support each concept.

Answer:  

• a. Efficiency refers to getting the most output from the least amount of inputs. Because managers deal with scarce inputsincluding resources such as people, money, and equipmentthey are concerned with the efficient use of resources. For instance, at the HON Company plant in Cedartown, Georgia, where employees make and assemble steel and wooden office furniture, efficient manufacturing techniques were implemented by doing things such as cutting inventory levels, decreasing the amount of time to manufacture products, and lowering product reject rates. From this perspective, efficiency is often referred to as "doing things right"that is, not wasting resources.
• b. Effectiveness is often described as "doing the right things"–that is, those work activities that will help the organization reach its goals. For instance, at the HON factory, goals included meeting customers' increasingly stringent needs, executing world-class manufacturing strategies, and making employee jobs easier and safer. Through various work methods and programs, these goals were pursued and achieved. Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals.

Management, 10e (Robbins/Coulter)

Management and Organizations | First-Line, Middle, and Top Managers

Describe and provide examples of first-line, middle, and top managers.

Answer

• a. First-line managers are the lowest level of management and manage the work of nonmanagerial individuals who are directly involved with the production or creation of the organization's products. First-line managers are often called supervisors, but may also be called line managers, office managers, or even foremen.
• b. Middle managers include all levels of management between the first-line level and the top level of the organization. These managers manage the work of first-line managers and may have titles such as department head, project leader, plant manager, or division manager.
• c. Top managers are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization. These individuals typically have titles such as executive vice president, president, managing director, chief operating officer, chief executive officer, or chairman of the board.

Source: Management, 10e (Robbins/Coulter)