summative assignment
jennyswufe
module1.zipmodule 1/.DS_Store
__MACOSX/module 1/._.DS_Store
module 1/Lesson 1: What is an Organization?: Business Leadership: Management Fundamentals副本.pdf
Lesson 1: What is an Organiza!on? Learning Goals: In this lesson, you will learn about the basic characteristics and purpose of an organization.
What is an Organiza!on? An organiza!on is an arrangement of people and resources working
in a planned manner toward specified strategic goals.
Organizations come in all shapes and sizes. Think about organizations in your own community and the surrounding area. You can probably think of large corporations that employ many people and small businesses operated by one or two individuals. There are also non-profit government organizations such as schools and hospitals, and charitable organizations such as churches and food banks.
The Purpose of an Organiza!on: All organiza!ons exist to provide goods or services to
society. When the organiza!on is a business, it does this service for the purpose of earning a
profit or making money. Every organiza!on has a mission or a purpose. Most organiza!ons
describe this purpose in a wri"en mission statement or vision statement. A mission statement
usually iden!fies:
the customers/clients the organization serves; the products/services the organization provides; and the underlying philosophy or values of the organization.
Organiza!onal Theory: Max Weber, a German sociologist (1864-1920), described
organiza!ons as bureaucracies. According to Weber, the ideal organiza!on is a hierarchy with
strong lines of authority and control. He believed that an organiza!on is more efficient when
each person within the organiza!on works on specialized tasks. This is called the division of
labor.
__MACOSX/module 1/._Lesson 1: What is an Organization?: Business Leadership: Management Fundamentals副本.pdf
module 1/Lesson 2: What is a Manager?: Business Leadership: Management Fundamentals.pdf
Lesson 2: What is a Manager? Today, you will learn about three different levels of management. You will also explore management roles, responsibilities, activities, skills, and competencies.
What is a Manager? You will find managers in all organiza!ons. Managers are the people in a
business who other employees rely on for support and assistance in their own jobs. The job
!tle for a manager might be the group leader, sec!on manager, director, vice president, senior
vice president, execu!ve vice president, or chief execu!ve officer. Each of these posi!ons has
a different scope of responsibility, but they have the same four fundamental func!ons in
common.
(1) Leading: As a leader, the manager establishes and directs the vision and mission of the team. In this capacity, the manager keeps the staff on a consistent track to achieving the vision.
(2) Planning: A manager sets performance objectives and decides the best way to achieve them. Managers may involve the people on their teams in the planning process, but it is the manager who is ultimately responsible for developing a plan.
(3) Organizing: A manager is responsible for directing the activities of the team by scheduling the use of the department's resources. The manager is responsible for establishing and executing the necessary work.
(4) Controlling: This function requires a manager to measure the performance of the team and, if necessary, to take action to ensure that the desired results are achieved.
Management Levels: In larger organiza!ons, there are typically three levels of management:
top-level, middle-level, and first-level. These three main levels of managers form a hierarchy. In
most organiza!ons, the number of managers at each level is such that the hierarchy resembles
a pyramid, with many more first-level managers, fewer middle managers, and the fewest
managers at the top level.
Managerial Roles: Henry Mintzberg (h"p://www.mintzberg.org/) , a professor at McGill
University in Montreal, describes ten roles that are common to all managers. The roles are
divided into three categories represen!ng the fact that managers manage people, informa!on,
and ac!on.
Managerial Skills: A skill is the ability to do something well, usually gained through training and
experience. Robert L. Katz’s research concluded that managers need three essen!al skill sets.
• Technical skills: the ability to use tools, procedures, and techniques in a specialized area.
• Human skills: the ability to work with, understand and motivate people as individuals or groups.
• Conceptual skills: the mental ability to coordinate and integrate all of an organization's activities; the ability to think analytically and solve complex problems.
Katz said that the importance of each set of skills depends on the manager’s level of responsibility, e.g., conceptual skills are most important to a top-level manager, technical skills are most important to a first- level manager.
Managerial Competencies: Competencies are the sum of a person’s experiences and the
knowledge, skills, values, and a$tudes he/she acquires. A managerial competency is a skill-
based capability that helps a person be a good manager.
__MACOSX/module 1/._Lesson 2: What is a Manager?: Business Leadership: Management Fundamentals.pdf
module 1/Lesson 4: Business Communication: Business Leadership: Management Fundamentals.pdf
Lesson 4: Business Communica!on Today, you will learn some basics about the appropriate use of communication techniques related to business management. You will explore the benefits and challenges of e-mail, effective searching of the Internet, appropriate techniques for the group and individual presentations, and the effective use of business communication documents (e.g., business reports and correspondence).
Useful Informa!on: All workers in today’s organiza!ons need to learn to use informa!on
effec!vely. It is especially important for managers to have excellent communica!on skills.
Managers must be able to receive, understand, and distribute informa!on. Useful informa!on
meets five criteria:
Email Communication: an Email is a ubiquitous form of business communication that is used to communicate with others inside an organization and with those outside the organization. Email has essentially replaced the paper “interoffice memo” that was commonly used to communicate within an organization in the twentieth century. Managers must educate their employees as to what can and cannot be said in an email. Most businesses have written email policies intended to prevent mistakes and misunderstandings (like unintentionally offending others or being offended).
Business Documents: Two important types of business wri!ng are reports and
correspondence. As men!oned earlier, wri!ng for the business world is not the same as
correspondence. As men!oned earlier, wri!ng for the business world is not the same as
wri!ng fic!on or much of the wri!ng you do in a classroom. Less is definitely more when
wri!ng a business report. The biggest difference between an essay and a report is the
structure. Reports have headings and numbering; essays typically do not. Essays flow as
con!nuous text paragraphs. Reports are broken into clear sec!ons.
Making a Presenta!on: A presenta!on is another familiar form of communica!on used to
share informa!on and ideas. Learning to plan and deliver an effec!ve presenta!on, either
individually or as a member of a team, is cri!cal for a business student. Speaking clearly and
professionally when making a face-to-face presenta!on is an important skill learned through
prac!ce. Using proper business vocabulary is essen!al in both oral and wri#en
communica!on.
__MACOSX/module 1/._Lesson 4: Business Communication: Business Leadership: Management Fundamentals.pdf
module 1/Lesson 5: Effective Leadership: Business Leadership: Management Fundamentals.pdf
Lesson 5: Effec"ve Leadership In this lesson, we will look at what it takes to be an effective leader.
Contingency Theory: In 1967, Fred Fielder (https://en.wikipedia.org/wiki/Fred_Fiedler) developed the Contingency Theory that suggests the most effective style of leadership depends on the situation. Contingency theory says that the best style of leadership depends on three factors:
Are leader-member relations good or poor? Does the group support the leader? How structured is the task? Are procedures and guidelines for the task clearly spelled out? Is the leader’s positional power strong or weak? To what degree can the leader reward or punish the group members?
Transactional Leadership: A Transactional Model states that employees are motivated by rewards and punishment. If employees do their jobs well then they can expect to be rewarded. If employees do something poorly, they can expect to be punished. Transactional Leadership can be quite effective for short-term goals with certain employees. The major disadvantage of this model of leadership is that it does not take into account that most people want more from their jobs than just a paycheque.
Transformational Leadership: Transformational Leadership is a theory of leadership that is based on visioning, enabling, and challenging followers. The theory of Transformational Leadership states that people will follow a leader who has the ability to inspire and motivate them. A transformational leader helps people to see deeper purposes behind their work, thus making them achieve high levels of motivation.
Servant Leadership is an approach defined by Robert Greenleaf (https://www.greenleaf.org/) in his 1970 essay, The Servant as Leader. Greenleaf wrote that true leaders are selected by their followers.
__MACOSX/module 1/._Lesson 5: Effective Leadership: Business Leadership: Management Fundamentals.pdf
module 1/Lesson 6: Corporate Social Responsibility: Business Leadership: Management Fundamentals.pdf
Lesson 6: Corporate Social Responsibility Today, you will learn about the nature of corporate social responsibility.
What is a Stakeholder? A stakeholder is any individual, group, or organiza!on who has an
interest in the ac!vi!es of an organiza!on. Stakeholders can influence the success of the
ac!vi!es of a business. A list of stakeholders for a typical business includes:
(1) employees,
(2) customers/clients,
(3) suppliers, i.e., businesses who provide materials and financial resources,
(4) owners, i.e., investors or shareholders of a corpora!on,
(5) the government, i.e., municipal, provincial, and federal governments that create and enforce
laws and regula!ons, and
(6) the community, i.e. ci!zens and society.
What is Corporate Social Responsibility?
Corporate Social Responsibility (CSR) is not something that businesses must do, but it is increasingly regarded as an obligation to act in a responsible and socially desirable way. A business that is socially responsible will move beyond making a profit, obeying the laws, and doing what is ethical to make a contribution to the community. These ideas are linked together in this diagram.
What is Stakeholder Analysis?
Stakeholder analysis is a technique you can use to identify stakeholders and analyze their needs. This is a useful way to look at corporate social responsibility to see if the business is meeting the needs of its stakeholders.
Benefits of Stakeholder Analysis
Stakeholder analysis allows businesses to identify key factors. These factors are: • to discover key people, who need information about a project, • to allow groups to participate in different stages of the project, • to communicate in a more effective way, • to avoid potential issues that could disrupt a project, and • to reduce potential negative impacts and manage negative stakeholders.
