The critics of scientific management claimed that managers may ignore appropriate rules and regulations. organizations that need rapid decision making and flexibility may suffer with this approach. managers were not trained to apply the principles of the theory. O it did not help managers deal with broader external issues. O it leads to too much authority being vested in too few people.

: C2: Formative 1 Instructions Watch Topic ▪ Leadership approach ▪ Leader's position in the organization ▪ Number of direct reports (if known) and the general environment ▪ Work taking place in the situation ▪ Relationship the leader appears to have with others 09 Your Activity KA ку Now that you have reviewed case studies in the first seven chapters, you should be able to describe a situation in your organization where you can identify the leadership style or approach demonstrated by the leader. Which actions are the most clearly aligned with the strengths/criticisms noted in the text? After writing a short description of the situation, create a list of the other key components you have seen in the other case studies, such as: If there are any of these areas you do not readily know, how could you find the information? If the information is not available to you, how could you create generalized information to support your audience's understanding of the background information? After…

Decision-related conflict frequently revolves around an ethical conundrum of some kind. The best way to handle ethical dilemmas, according to Carter McNamara, is to prevent them from occurring in the first place. That is why actions like creating codes of ethics and conduct are so crucial. Employees become more ethically aware as a result of their development, which also lowers the likelihood that unethical behaviour will ever take place. What might have gone wrong if an organization did this and used a good DM strategy but still experienced issues with lingering conflict?What are the leaders of the company lacking? How could something that they are "not getting right" (or not getting at all!) be successfully challenged and corrected?

Implementing change is often one of the most difficult aspects of organization management. Imagine that you are the CEO of a large corporation, and your legal advisors have just informed you that the federal government has passed a new law that will affect every employee’s health care coverage. Using this example, discuss the forces that most likely spurred the organizational change and identifying some reasons why employees might resist this change.

Change management is a structured approach aimed at transitioning individuals, teams, and organizations from their current state to a desired future state. Whether it involves implementing new technologies, restructuring operations, adapting to market shifts, change is inevitable in today's dynamic business environment. Effective change management strategies involve thorough planning, clear communication, and active stakeholder engagement to minimize resistance and facilitate smooth transitions. By embracing change management practices, organizations can navigate complexities more effectively, capitalize on opportunities, and sustain long-term growth and success   Question: How can organizations foster a culture that embraces change and encourages employees to adapt to new initiatives and transformations?

Using a hypothetical scenario, discuss the challenges faced by a company undergoing organizational change, and evaluate the effectiveness of different approaches to managing change, such as Lewin's Three-Step Model, Kotter's Eight-Step Model, and the Agile approach. Consider factors like employee resistance, communication strategies, leadership involvement, and the impact on organizational culture and performance. Additionally, analyze the potential benefits and limitations of each approach and provide recommendations for selecting the most suitable approach based on the company's specific context and objectives.   Please note that this question can serve as a starting point for a comprehensive discussion on Approaches to Organizational Change. You can delve into each approach, analyze its implementation, and provide insights based on the hypothetical scenario.

The choice of a CEO signals potential actions to stakeholders about a firm’s potential actions. Howard Schultz served as Starbucks CEO for many years; the firm achieved multiple successes during his service. As of April 2017, Schulz became executive chairman of Starbucks’s board while Kevin Johnson, a former CEO of Juniper Networks and a 16 year veteran of Microsoft, assumed the CEO position for the coffee giant. Johnson’s background may find him concentrating on the firm’s digital operations, information technology practices and supply chain operations as a means of increasing Starbucks’s effectiveness and efficiency. Many brick and mortar stores have experienced decreasing sales in the United States as online traffic has increased. Interestingly, 2014 Starbucks sales store operations increased 5 percent in the fourth quarter; this 5 percent uptick in revenue came from increased traffic (2 percent from growth in sales and 3 percent in increased ticket size). Additional and more…

1. What questions do leaders ask to promote innovation? 2. What is the role of leadership in innovation? 3. How can you demonstrate innovative leadership? 4. How do you approach innovation?

How best should a manager/leader best communicate the companies actions as a result of theCOVID 19 event? Please provide detail and potential protocals a manager/leader could follow in order to best suit a companies interest.

The advent of professional managers was accompanied by skepticism regarding their trustworthiness and ethics in controlling large corporate assets on behalf of the shareholders. Today, this skepticism remains and has changed little since the founding of the managerial class a century ago, and new laws concerning appropriate governance, such as Sarbanes- Oxley, continue to be introduced. Why has this skepticism remained so strong?