Mr. Ahmed is a newly hired first-line manager. He foresees and coordinates the work of non-managerial staff. Soon after his joining, he realized that his subordinates are taking him and their individual goals for granted. Suggest power tactic(s) to influence the subordinates of Mr. Ahmed. The answer should not exceed more than 400 words
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Mr. Ahmed is a newly hired first-line manager. He foresees and coordinates the work of non-managerial staff. Soon after his joining, he realized that his subordinates are taking him and their individual goals for granted. Suggest power tactic(s) to influence the subordinates of Mr. Ahmed.
The answer should not exceed more than 400 words.
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- Mr. HALES is a newly hired first-line manager. He foresees and coordinates the work of non-managerial staff. Soon after his joining, he realized that his subordinates are taking him and their individual goals for granted. Suggest power tactic(s) to influence the subordinates of Mr. HALES. Justify your choice. (400 words)Q1. Mr. Ahmed is a newly hired first-line manager. He foresees and coordinates the work of non-managerial staff. Soon after his joining, he realized that his subordinates are taking him and their individual goals for granted. Suggest power tactic(s) to influence the subordinates of Mr. Ahmed.Sam is the manager at a hotel, with 35 employees reporting to his. Many of his staff are extremely impressed with the way he handles his work and the people at the workplace. They take pride in being associated with his team. He is not only fair and understanding, but ensures that the deserving employees are compensated well. Which two sources of power does Sam use in this example?a. Reward and referent power b. Referent and expert power c. Expert and reward power d. Referent and coercive power X
- Note:- Do not provide handwritten solution. Maintain accuracy and quality in your answer. Take care of plagiarism. Answer completely. You will get up vote for sure. Based on OB research, which of the following can be concluded about leadership? a. Among the Big 5, extraversion is the most consistently and positively related to leadership emergence and effectiveness b. Research has shown that leaders and followers have very different traits c. Leaders are born, not made d. All of the aboveInstruction: Rank these items in terms of their importance for effective performance as a manager. Put 1 to the next item you think is most important and 10 as the least important. Communicate and interprets policy so that it is understood by the members of the organization Makes prompt and clear decisions Assigns subordinates to the jobs for which they are best Encourages associates to submit ideas and plans Stimulates subordinates by means of competition among employees Seeks means of improving management capabilities and competence Fully supports and carries out company policies Participates in community activities as opportunities arise Is neat in appearance Is honest in all matters pertaining to company property of funds Justify your answer.Gillian is the manager of a nursing home with a diverse workforce, in regards to qualification, age, experience and enthusiasm. Her most senior staff, Mary, is very competent, enthusiastic and worked there for 35 years. Which leadership style, according to Hersey and Blanchard, would probably work best with Mary? a. The selling style b. The telling style c. The participating style d. The Delegating style
- According to the situational leadership model, which style of leadership will be most appropriate for subordinates who have low levels of development and commitment? A. Directing style B. Middle-of-the-road management C. Supporting style D. Coaching style All of the following are necessary for making work and workers productive, except: A. organizing. B. leadership. C. rewards. D. control. Which of the following is not a function of the governing board? A. To establish broad policies for the facility B. To ensure compliance with quality standards C. To establish or review the mission and vision of the facility D. To address staffing-related issues The recommended procedure for terminating an associate for a serious offense is to: A. involve local law enforcement. B. place the associate on suspension pending an investigation. C. fire the associate on the spot. D. give the…Reflect on own management and leadership skills using a range of models. Develop and justify a personal development plan with goals recruited from preparatory analytical steps. Focus on various communication skills in at least two of the minimum five entries.12. Based on Fiedler’s Contingency Model, identify the situation and appropriate leader’s style in following, a. Ms. Yusra is a polite manager working in advertising agency. She always deals with different types of clients with varying requirements of content. She is not having powers as her position in organization. b. Mr. Hammad is a strict manager with strong influence on subordinates promotions, pay and deductions. He is a designing manager in a garment factory.
- "I am planning to reduce the duration of lunch break by 10 minutes. Does anyone have any objection to this policy?" In the context of leadership continuum, this is an example of a leadership style where Question 20 options: the leader presents ideas and invites questions. the leader presents a tentative decision that is subject to change. the leader makes a decision and announces it. the leader sells a decision.Which of the following statements is not true of the transformational approach to leadership, according to Burns (1978)? Group of answer choices The difference between power and leadership is that power serves the interests of the leader. Power is exercised when potential power wielders gather resources that enable them to influence others. Power is exercised to realize the purposes of the power wielders, whether or not those purposes also are the purposes of the respondents. Leadership is an aspect of power, but is a separate process.Professor explains that he learned early in his career from his mentors at MoneyHeist Ltd the importance of managing individuals in a variety of ways and not intentionally intimidating people, but rather relating to them and their unique perspectives. As CEO, he wishes to encourage employees to complete tasks and take risks without fear. He inspires his teams by effectively communicating her goals and objectives. He also directed his management team to conduct employee performance evaluations every six months. Professor not only successfully led the company through this difficult period, but he also helped to build a stronger and more focused organization. MoneyHeist Ltd was turned around by Professor. Professor began working for the company in 1993 and worked his way up the corporate ladder, holding several management positions before becoming CEO in 2002. Based on his previous experience with MoneyHeist Ltd, he knew that when he took over, the company had powerful employees with…