1/ Discuss management roles and management skills ( Chapter 1 ):

 Management roles:
- Interpersonal:
+ Figurehead: Sybolic head; required to perform a number of routine duties of a legal or
social nature
For example: the president greets the touring dignitaries, the sales manager takes an important
customer to lunch
+ Leader: Responsible for the motivation and direction of employees
For example: the manager is responsible for hiring an training his own staff
+ Liaison : includes developing and maintaining a network outside the office for information
and assistance.
For example:
- Informational roles:
+ Monitor – includes seeking information regarding the issues that are affecting the
organization. Also, this includes internal as well as external information.
For example: the manager perpetually scans his environment for information, interrogates
liaison contacts and subordinates and receives unsolicited information.
+ Disseminator – On receiving any important information from internal or external sources,
the same needs to be disseminated or transmitted within the organization.
+ Spokesperson: transmits information to outsiders to organization’s plans, policies, action,
and results; serves as expert on organization’s industry
- Decisional:
+ Entrepreneur – involves all aspects associated with acting as an initiator, designer, and also
an encourager of innovation and change.

+ Disturbance handler – taking corrective action when the organization faces

unexpected difficulties which are important in nature.

+ Resource Allocator – being responsible for the optimum allocation of resources like time,
equipment, funds, and also human resources, etc.

+ Negotiator – includes representing the organization in negotiations which affect the

manager’s scope of responsibility.
  Management skills:
- Technical skills: encompass the ability to apply specialized knowledge or expertise.
When you think of the skills of professionals such as Caivil engineers or oral
surgeons, you typically focus on the technical skills they have learned through
extensive formal education. Of course, professionals don't have a monopoly on
technical skills, and not all technical skills have to be learned in schools or other
formal training programs. All jobs require some specialized expertise, and many
people develop their technical skills on the job.
- Human skills: The ability to understand, communicate with, motivate, and sup- port
other people, both individually and in groups, defines human skills. Many people may
be technically proficient but poor listeners, unable to understand the needs of others,
or weak at managing conflicts. Because managers get things done through other
people, they must have good human skills.
- Conceptual Skills: Managers must have the mental ability to analyze and diag- nose
complex situations. These tasks require conceptual skills. Decision mak- ing, for
instance, requires managers to identify problems, develop alternative solutions to
correct those problems, evaluate those alternative solutions, and select the best ane.
After thcy have selected a course of action, managers must be able to organize a plan
of action and then execute it

2/ Discuss 6 Form of Discrimination in detail, including names of the Three example form
each form ( Chapter 2):
- Discriminatory policies or practices: Actions taken by representatives of the
organization that deny equal opportunity to perform or unequal rewards for
performance.
For example: if an older employee is not allowed to work as part of a social media
marketing team because they are considered too old to understand the concepts,
despite having the same level of expertise as younger employees. This example is a
direct form of discrimination against this more senior employee due to their age.
- Sexual harassment: Unwanted sexual advances and other verbal or physical conduct
of a sexual nature that create a hostile or offensive work environment.
For example: Mary is the only woman on her team. Her supervisor, Jonh frequently
makes comments about women that Mary finds offensive, such as saying that their
industry shouldn't let women in. This is a person's sexual harassment.
- Intimidation: Overt threats or bullying directed at members of specific groups of
employees.
For example: Employers are using threats to keep their workers quiet about their
illegal activities.
- Mockery and insults: Jokes or negative stereotypes; sametimes the result of jokes
taken too far.
For example: Arab-Americans have been asked at work whether they were carrying
bombs or were members of terrorist organizations.
- Exclusion: Exclusion of certain people from job opportunities, social events,
discussions, or Informal mentoring; can occur unintentionally.
For example: if a team meeting is in progress and a team member is intentionally
uninvited, this could be a form of exclusion.
- Incivility: Disrespectful treatment, including behaving in an aggressive manner,
interrupting the person, or ignoring his or her opinions.
For example: During an argument in court, the male lawyer often interrupts what the
female lawyer is saying