SOLVE ALL THE QUES PLOXX
Answers
Explanation:
(a) Line and staff conflicts and their resolution
It is common for line and staff workers to come into conflict. Staff specialists say line workers avoid and ignore them, and line workers say staff workers lack expertise in the organization's core work, distract them, and get in their way.
Solutions:-
(i) the limits of line and staff authority should be laid down clearly. It must be clearly understood that ultimately the departments are responsible for operating decisions and that staff is responsible only for providing advice and service to appropriate line departments.
(ii) A line department must give serious consideration to advice given by the staff. In case the line manager disagrees with the suggestions of the staff man, both of them should have the right to appeal to higher authorities,
(iii) The staff men must also recognise the difficulties in the way of implementing ideas
(iv) Line and staff people should try to understand the orientation of each other. They should try to achieve cooperation for the achievement of enterprise objectives.
(b) social system approach of management
Social systems theory assumes that organizations consist of decision communication.
The German social theorist Niklas Luhmann (1927-1998) argued that organizations consist of decision communication. Organizations, including business firms, produce decisions from decisions, which makes them operationally closed social systems (Luhmann, 2013a, p. 143). Organizations, in this view, consist not of human decision-makers but communication--in this case, decision communication. We might also say that organizations exist in order to facilitate the communication of decisions. The decision-makers are said to reside in the organization’s environment. While human beings, at least for now, are a necessary precondition of organizations, the organizations themselves, as social systems, consist only of decision communications. A decision that relates to subsequent decisions can live on and influence an organization long after the decision-maker has left the organization.
(c) Integrative model of leadership
The issues organizations face are frequently recurring or unclear. Quick fixes just won’t work! They are cosmetic cover-ups, waste resources in the long term, and squander the trust needed to sustain motivation and create change.
In our experience with organizations, executives, program staff, and governance leaders over several decades we saw the need for a more comprehensive integration of theory and practice that results in leadership that is authentic, evokes effective problemsolving, strengthens culture, and fosters transformation.
The Integrated Model of Leadership© is the result. It reflects the energy of ki and the groundedness of connecting thoughts and actions.
(d) Problems of management by objectives
The concept of MBO is very important in terms of its managerial implications. Besides being a philosophy of management, it is a system which helps in synchronizing the objectives of the individuals with the objectives of the organization.
MBO is basically a result oriented process. Its main focus is on setting and controlling goals. Managers are encouraged to do detailed planning. They concentrate on the important task of improving performance by reducing the costs and harnessing the opportunities. Improved planning will lead to improved productivity arid more profits.
A system of MBO has certain weaknesses and limitations. Some of these are inherent in the system while some arise when introducing and implementing it.
(e) Assumption of theory x and theory y
Management style in organizations is highly influenced by the manager’s beliefs and assumptions about human behavior at the workplace and focus on what motivates the members of the team. Theory X and Theory Y are the two theories of motivation suitable for the workplace; the essence of these theories states that how two different managerial styles motivate the workers on the basis of two opposing assumptions.
Theory X assumes that employees dislike working, naturally, they are unmotivated, ambitionless, non-initiative and dislike responsibilities.
Theory Y managers believe that their employees/workers are self-directed, highly motivated, committed, highly skilled and capable of exercise their efforts in an inherent manner in order to achieve the individual and organizational objectives. Theory Y managers assume that control and supervision are not necessary for these people to meet their own objectives and organizational objectives.
Answer:
b)Poverty and Homelessness. Poverty and homelessness are worldwide problems. ...
Climate Change. A warmer, changing climate is a threat to the entire world. ...
Overpopulation. ...
Immigration Stresses. ...
Civil Rights and Racial Discrimination. ...
Gender Inequality. ...
Health Care Availability. ...
Childhood Obesity.
e)It describes two contrasting sets of assumptions that managers make about their people: Theory X – people dislike work, have little ambition, and are unwilling to take responsibility. ... Theory Y – people are self-motivated and enjoy the challenge of work.
c)Social systems theory assumes that organizations consist of decision communication. Social systems theory is all about distinctions. Decisions are communicative events and constitute an organization. Individuals are not the organization itself according to social systems theory.
c)Integrative leadership is an emerging leadership approach that fosters collective action across many types of boundaries in order to achieve the common good. It brings together leadership concepts and practice rooted in five major sectors of society—business, government, nonprofits, media, and community.
d)5 Major Limitations of Management by Objectives (MBO)
Failure to Teach Philosophy: As simple as MBO may seem, managers who are to put it into practice must understand and appreciate a good deal about it. ...
Problems of Goal Setting: ...
The Short Run Nature of Goals: ...
Dangers of Inflexibility: ...
Other Dangers:
Lack of Support of Top Management: ...
Resentful Attitude of Subordinates: ...
Difficulties in Quantifying the Goals and Objectives: ...
Costly and Time Consuming Process: ...
Emphasis on Short Term Goals: ...
Lack of Adequate Skills and Training: