Read the short scenario about a newly promoted manager. Then, in the role of that manager's mentor, answer the questions that follow. Management at Work As a seasoned manager, you are mentoring Enrique, who was recently promoted to manage a sales team that has been struggling. Enrique is very excited about his new responsibilities and is eager to begin improving the team's performance. He has set several goals and developed plans to achieve them. As you read over Enrique's plans, you anticipate that he will face some barriers as he tries to implement them. For your next meeting with Enrique, you need to consider how you will advise him to overcome these barriers.
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As a seasoned manager, I am proud to be mentoring Enrique, who was recently promoted to manage a sales team that has been struggling. Enrique is very excited about his new responsibilities and He is eager to begin improving the team's performance. To ensure that he is successful in his new role, I plan to advise him on how to overcome any potential barriers he may face.
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- Read the short scenario about a newly promoted manager. Then, in the role of that manager's mentor, answer the questions that follow. Management at Work As a seasoned manager, you are mentoring Enrique, who was recently promoted to manage a sales team that has been struggling. Enrique is very excited about his new responsibilities and is eager to begin improving the team's performance. He has set several goals and developed plans to achieve them. As you read over Enrique's plans, you anticipate that he will face some barriers as he tries to implement them. For your next meeting with Enrique, you need to consider how you will advise him to overcome these barriers. Enrique wants to set a goal for his team to generate 50% more in revenues than it did last quarter. Which major barrier to goal setting is most relevant for him to consider given what you know about his team? O Improper reward system Inappropriate goals O Dynamic environment O Resistance to change Enrique wants to encourage…Rozana is promoted from a non-management to a management position. What changes inmanagement functions and skills occur as she now performs the role of a manager? Whatsimilarities do you see among the four management functions of planning, organising, leading and controlling when she was a non-manager and now that she is? Discuss in detail.Do you think these functions are inter-related: that is, does a manager who performs well in one function likely to perform well in others? Discuss and support your answer with relevant examples.Tom has recently opened a new vehicle service centre with eight employees. As part of his managerial function, he needs to set business goals, but is unsure of the value in setting goals for the business. Create a mind map explaining the importance of setting goals to Tom.
- Define technical skills, human skills, and conceptual skills. How do these three skills connect with the different levels of management? Name and explain the three levels of management planning. Include the level of management involved, the scope of planning and typical questions and concerns. Name and describe the three leadership styles. What leadership style do most effective leaders use? Explain.Analyse the founder’s leadership style with Macdonald’s staff? Did he have concern for them? Was his leadership style effective in motivating employees to produce high quality products which were delivered with high speed? Was his leadership style with his partners different? Was his leadership style with Macdonald’s Brothers different? Was it effective? If your answer is no then how was he supposed to lead them to prevent the conflicts that happened between them?You are a manager at Canadian Tire, and I am a student interviewing you with the following questions. Please provide your answers: Question 1: Foundations of Management (Unit 1) / Management Challenges (Unit 3) What do you see as the biggest challenges for a manager in today's work environment, and how do you try to approach those challenges? Question 2: Planning (Unit 2b) How do you plan and set goals for your team? What is your process for converting those goals into action plans? Question 3: Leading (Unit 2a) How would you describe your leadership style, and what are some ways you use to motivate and engage your team members? Question 4: Organizing (Unit 2b) How are responsibilities and tasks distributed in your team? Question 5: Controlling (Unit 2b) How do you track the performance of your employees? Could you describe a time where you had to put some measures in place in order to a problem or situation at the workplace?
- Rozana is promoted from a non-management to a management position. What changes in management functions and skills occur as she now performs the role of a manager? What similarities do you see among four management functions of planning, organising, leading and controlling when she was a non-manager and now that she is? Discuss in detail.Scenario: Leading and managing are two very different things. Being a manager means something more than gaining authority or charge over former colleagues. With the title does come the power to affect company outcomes, but it also comes with something more: the power to shape the careers and personal growth of subordinates. According to Steve Keating, a senior manager at the Toro Company, it is important not to assume that being made a manager automatically makes you a leader. Rather, being a manager means having the opportunity to lead. Enterprises need managers to guide processes, but the employees—the people—need a leader. Keating believes that leaders need a mindset that emphasizes people, and the leader’s job is to help the people in the organisation to be successful. According to Keating, “If you don’t care for people, you can’t lead them” (Hakim 2017 n.p.). For someone who has been promoted over his peers, ground rules are essential. "Promotion doesn’t mean the end of…Explain four leadership styles associated with path–goal theory and relate it to styles described in other theories.
- PLEASE answer these question: 1. Discuss why two people with similar abilities may have very different expectancies for performing at a high level. 2. Describe why some people have low instrumentalities even when their managers distribute outcomes based on performance. 3. Describe three techniques or procedures that managers can use to determine whether a goal is difficult.The MBO technique has been criticized for putting too much emphasis on achieving goals (ends) and not enough on the methods that people use to achieve them (means). Do you think this is a flaw in the technique, or in the way managers apply it? How would you place a balanced emphasis on ends and means?Starting with Apple's founding in 1977, Steve Jobs saw his main task as leading the planning process to develop new and improved PCs. Although this was a good strategy, his management style was often arbitrary and overbearing. For example, Jobs often played favorites among the many project teams he created. His approach caused many conflicts and led to fierce competition, many misunderstandings, and growing distrust among members of the different teams. Jobs' abrasive management style also brought him into conflict with Apple's directors, and they became convinced Jobs's management style was the heart of the problem and asked him to resign. Question: Steve Jobs was a world-renowned founder for his innovativeness, but his leadership skills were questionable. discuss the importance of leading function. Support your answer with two fully explained reasons