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What is the difference between efficiency and effectiveness? Which is more important for performance? Can managers improve both simultaneously?

What is the difference between efficiency and effectiveness? Which is more important for performance? Can managers improve both simultaneously?

Understanding Business
Understanding Business
12th Edition
ISBN:9781259929434
Author:William Nickels
Publisher:William Nickels
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
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What is the difference between efficiency and effectiveness? Which is more important for performance? Can managers improve both simultaneously?
Done DISCUSSIUS quesuons UI uverview uI ManayemeIL TIougnt a PruCIces 1. What do you think about having a manager's responsibility in today's world, characterized by uncertainty, ambiguity, and sudden changes or threats from the environment? Describe some skills and qualities that are important to managers under these conditions. 2. Assume that you are a project manager at a biotechnology company, working with managers from research, production, and marketing on a major product modification. You notice that every memo you receive from the marketing manager has been copied to senior management. At every company function, she spends time talking to the big shots. You also are aware that sometimes when you and the other project members are slaving away over the project, she is playing golf with senior managers. What is your evaluation of her behavior? As project manager, what do you do? 3. Jeff Immelt of GE said that the most valuable thing he learned in business school was that "there are 24 hours in a day, and you can use all of them." Do you agree or disagree? What are some of the advantages to this approach to being a manager? What are some of the drawbacks? 4. Why do some organizations seem to have a new CEO every year or two, whereas others have top leaders who stay with the company for many years (e.g., Jack Welch's 20 years as CEO at General Electric)? What factors about the manager or about the company might account for this difference? 5. What is the difference between efficiency and effectiveness? Which is more important for performance? Can managers improve both simultaneously? 6. You are a bright, hard-working entry-level manager who fully intends to rise through the ranks. Your performance evaluation gives you high marks for your technical skills but low marks when it comes to people skills. Do you think people skills can be learned, or do you need to rethink your career path? If people skills can be learned, how would you go about it? 8. A college professor told her students, "The purpose of a management course is to teach students about management, not to teach them to be managers." Do you agree or disagree with this statement? Why? 9. Discuss some of the ways that organizations and jobs changed over the past 品 Wrap Text Tools Keyboard
Transcribed Image Text:Done DISCUSSIUS quesuons UI uverview uI ManayemeIL TIougnt a PruCIces 1. What do you think about having a manager's responsibility in today's world, characterized by uncertainty, ambiguity, and sudden changes or threats from the environment? Describe some skills and qualities that are important to managers under these conditions. 2. Assume that you are a project manager at a biotechnology company, working with managers from research, production, and marketing on a major product modification. You notice that every memo you receive from the marketing manager has been copied to senior management. At every company function, she spends time talking to the big shots. You also are aware that sometimes when you and the other project members are slaving away over the project, she is playing golf with senior managers. What is your evaluation of her behavior? As project manager, what do you do? 3. Jeff Immelt of GE said that the most valuable thing he learned in business school was that "there are 24 hours in a day, and you can use all of them." Do you agree or disagree? What are some of the advantages to this approach to being a manager? What are some of the drawbacks? 4. Why do some organizations seem to have a new CEO every year or two, whereas others have top leaders who stay with the company for many years (e.g., Jack Welch's 20 years as CEO at General Electric)? What factors about the manager or about the company might account for this difference? 5. What is the difference between efficiency and effectiveness? Which is more important for performance? Can managers improve both simultaneously? 6. You are a bright, hard-working entry-level manager who fully intends to rise through the ranks. Your performance evaluation gives you high marks for your technical skills but low marks when it comes to people skills. Do you think people skills can be learned, or do you need to rethink your career path? If people skills can be learned, how would you go about it? 8. A college professor told her students, "The purpose of a management course is to teach students about management, not to teach them to be managers." Do you agree or disagree with this statement? Why? 9. Discuss some of the ways that organizations and jobs changed over the past 品 Wrap Text Tools Keyboard
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