Influencing is referred to as motivating, leading, directing, or actuating. d. Controlling is the management function through which managers i. Gather information that measures recent performance within the organization ii. Compare present performance to pre-established performance standards. iii. From this comparison, determine whether the organization should be modified to meet pre-established standards. These functions are interrelated because the performance of one depends on the performance of the others.
For example, organizing is based on well thought out plans developed during the planning process, and influencing systems must be tailored to reflect both these plans and the organizational design used to implement them. The fourth function, controlling, involves possible modification to existing plans, organizational structure, or the motivation system used to develop a more successful effort. 2. How can controlling help a manger to become more efficient? e. Managerial efficiency is the proportion of total organizational resources that contribute to productivity during the manufacturing process.
The higher this proportion, the more efficient the manager. So if the manager is controlling properly like gathering information, comparing and contrasting pre-established standards and uses resources correctly then they are being efficient. 3. What is the value in having managers at the career exploration stage within an organization? Why? The decline stage? Why? f. The value of having mangers at the career exploration sage is because individuals at this stage is about 15 to 25 years old and are involved in some type of formal training, such as college or vocational education who may have fresh ideas to the organization.
Whereas the decline stage is where individuals of about 65 years or older is either close to retirement, semiretired, or fully retired. So these type of individuals may find it difficult to maintain prior performance levels, perhaps because they have lost interest in their careers or have failed to keep their job skills up to date. 4. Discuss your personal philosophy for promoting the careers of women managers within an organization. Why do you hold this philosophy? Explain any challenges that you foresee in implementing this philosophy within a modern organization, how will you overcome these challenges? . I don’t believe there should be women managers, because women are too emotional. Possibly getting sued for discrimination. I would get a well-paid attorney to overcome these challenges. 5. List and define five skills that you think you’ll need as CEO of a company. Why will these skills be important to possess? h. (1) Technical skills: involves the ability to apply specialized knowledge and expertise to work-related techniques and procedures. i. (2) Human skills: build cooperation within the team being led.
They involve working with attitudes and communication, individual and group interests. j. (3) Conceptual skills: involves the ability to see the organization as a whole. k. (4) Defining organizational roles: the duty and responsibilities everyone has within the organization l. (5) Encouraging innovative thinking: motivating/encouraging those who have the best interests of the organization. These skills will provide to be important to possess in a CEO because there should be a balance of skills to make an organization efficient and effective.