Efficiency and effectiveness Assignment

Efficiency and effectiveness Assignment Words: 944

Explain the deference between efficiency and effectiveness. Efficiency Involves accomplishing something with the least amount of effort, expense, or waste. Effectiveness simply involves getting work done that helps achieve organizational goals and may or may not be done efficiently. 2. What are the four management functions? The four management functions are: planning, organizing, leading, and controlling. 3. What are the four management functions? -planning: This includes developing organizational goals and how they’ll be accomplished.

It is a meaner for getting employees to work hard and engage in behaviors directly related to goal achievement. -organizing: this involves deciding where decisions are to be made, task assignments, and who works for whom. -leading: this function is important for inspiring workers and for motivating them to work towards achieving the company’s goals. -controlling: This Important function starts with having clear, set standards for achieving goals and comparing performance to the standards. When deviations are found, changes would be made to get things back on track. . What distinguishes a first-line manager from a team leader? A first-line manager Is a traditional position where the manager manages the employees who are directly responsible for producing the company’s goods or service. He/she monitors, teaches, and helps with planning. A team leader is different than the first-line manager in that he/she is more of a facilitator. He/she facilitates the team helping plan and schedule work, helping them work well together, and helping problem-solve while the team itself is responsible for accomplishing the goal. 5.

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Describe the three principal managerial roles Identified by Meltzer and give examples of each. -interpersonal role: in this role, the manager fill the role of figurehead, performing ceremonial duties. He/she acts as a leader by motivating and encouraging workers to achieve organizational objectives. And he/she fulfills a liaison role by dealing with -informational: This role involves getting and receiving information. Acting in a monitor (sub)role, a manager scans his/her environment, contacting others for information, and taking in unsolicited information.

Acting as dissemination, the manager shares information gathered with others in the company. Acting as bookkeepers, he/she shares gathered information with others outside his/her department and the company. -decisional: This role involves using gathered information to make decisions. Within this role, acting as entrepreneur, the manager adapts him/herself and his subordinates to needed change. As disturbance handler, the manager must respond to critical pressures and problems that require immediate attention. As resource locator, he/she determines who gets which resources as well as how much. . How do companies determine that employees would be good managers? Companies look for employees with: chemical skills- the employee should be able to apply the specialized methods, steps, and knowledge to do the Job. Human skills: he/she must work well with others, having good communication skills. Conceptual skills: he/she should be smart enough to see the whole of the organization, including its different parts and how they affect each other as well as how the organization is affected by its local community.

He/she must be able to handle complex tasks. Motivation to manage: he/she has to have a strong desire to manage others’ work. He/she has to want to interact with superiors, direct others, handle administrative asks, reward and correct employees’ behaviors, and handle competitive situations. 7. How important is competence in the core managerial skills for the different types of managers? Competence, taken to mean a balance of technical, human, and conceptual skills, along with a motivation to manage, is vital to the different types of managers.

Conceptual skills is most desired for top managers, while human skills are top for all managers and team leaders. Technical skills are most important for team leaders. From a derailed? A. -insensitivity: being abrasive, intimidating, and/or bullying -cold, aloof, arrogant: eyeing contemptuous towards others for not being as expert as he/she is -betrayal of trust: failing to admit or take responsibility for mistakes or inform others when you can’t come through on time; failing to fix your own mistakes without blaming others. Overly ambitious or political: too focused on the next Job; failing to connect with others; treating others as if they don’t matter -overhanging: failing to delegate or to build a team B. An arriver is one who makes it to the top of his company. Usually, he has a maximum of one fatal flaw and/or he is able to minimize the effects of his flaws on hose around him. A derailed usually has two or more fatal flaws related to how he manages people. 9.

Describe how managers typically change in their first year on the Job. Initially, managers believed their main Jobs were to tell others what to do, make decisions, and get things done. Gradually, they came to realize the how much more work they were responsible for than they were in their previous positions. They also tended to define themselves as doers and tended to think they were being supportive or helpful by their “doing” while their subordinates considered their doing” interference.

Eventually, they learned they were not “doers” and that their main Job was people management. 10. How does the way a company is managed affect its competitive advantage? A company without clear goals, strategies, and operations that sustain its competitive advantage over time, will ultimately destroy its competitive advantage. The company’s corporate culture and values of the employees need to align with the company’s goals and operations, and its operations must be sustainable in order to maintain a competitive advantage over time.

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