You can only control someone if you have what is important of value to them and that is terms of knowledge and resources, using the power dependency matrix, justify the statement.
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You can only control someone if you have what is important of value to them and that is terms of knowledge and resources, using the power dependency matrix, justify the statement.
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- What are the disadvantages of the Autocratic Model, custodial Model, Supportive Model, Collegial Model and The System model?Think of at least 5 ways of improving relations between groups. You can use the legal system, schools, business firms, or any other methods. Name the groups involved, explain completely the methods, and give examples of what could be done, what your goals are, and how those methods would help to reach the goals.Explain how managerial overconfidence can be efficient when the firm provides contractual incentives to its manager.
- Define “significant influence.” Is it more beneficial to have “significance influence” over an organization or is it better to exercise control through voting rights? Please discuss your rationaleSuppose a client comes to you with a story about being discriminated against. She asks you if she should quit her job, or wait until she gets fıred. Tell her the pros and cons of each option. Be sure to explain both options, not just one.Is there such a thing as absolute right?
- What are the main principles of the stakeholder theory and its implications for management practices?Discuss the concept of ethical leadership and its significance in promoting ethical behavior within organizations. How can managers integrate ethical considerations into decision-making processes?List the eight influence tactics described in this chapter in terms of how they are used by students to influence their course instructors. Which influence tactic is applied most often? Which is applied least often, in your opinion? To what extent is each influence tactic considered legitimate behaviour or organisational politics?
- Using Mintzberg’s role delineation, compare and contrast the roles of managers within government and private companiesSarah Levy, Owner, S. Levy Foods Sarah Levy didn’t know anything about sociology when she entered Northwestern University, but she knew that someday she wanted to start a bakery. After graduating from North- western with a major in sociology, she enrolled in Chicago’s French Pastry School and spent some time interning at local bakeries and restaurants. A year later she started her own bakery in her mother’s kitchen. Today Sarah owns and man- ages S. Levy Foods, which operates food concessions at air- ports in New York, Sacramento, Phoenix, and San Diego. Like many small-business owners, Sarah does anything and everything in a typical workweek, from consulting to blogging (“Simply Sweet”) and serving as brand ambassador for Callebut chocolate, Karo, and Fleischmann’s yeast. She is also the dining editor for Today’s Chicago Woman maga- zine. A gifted publicist, Sarah once participated in a Food Network chal- lenge that involved baking a three-foot animated dinosaur cake. Through Sarah’s…It is common practice for managers to hold people accountable to meet "stretch" goals, quotas, and budgets. How does this encourage employees to engage in unethical conduct? How can this be done in a way that does not encourage unethical behavior on the part of employees?