ACTIVITY 1

1. According to Koontz, O’ Donnell, and Weihrich, effective managers need to

possess certain personal characteristics. What are these characteristics?
Explain each.
ANSWER:

Harold Koontz and Cyril O’Donnell, in their book,  Principles of

Management: An Analysis of Managerial Functions, clearly described
the principles to be used in performing various functions of
management. Managers have to set in a procedure to revise these
principles periodically so that they can recollect the relevant principles
when performing the managerial tasks and explicitly consider the
relevance and application of these principles in their practice. Many of
us use them implicitly. But a professionally educated and
trained manager must use them explicitly. He has to ensure that these
principles are applied and if any exceptional situation is there, managers
should ignore the principles consciously and be clear in their mind they
chose not to use them due to the exceptional nature of the situation.
2. What additional item do Koont, O ‘ Donnell, and Weihrich mention as another
factor that contributes to a manager’s effectiveness?

ANSWER:
To ensure that these principles are applied and if any exceptional
situation is there, managers should ignore the principles consciously
and be clear in their mind they chose not to use them due to the
exceptional nature of the situation.

3. Enumerate and discuss Herbert Armstrong’s seven laws of success. Do you

think these laws would also apply to managers?

ANSWER:
 Fix the right goal-the goals are connected to a larger purpose, you see
why they are important and it helps answer the question what is next?
once they are achieved. When you see a clear line of sight between your
goals and your personal vision, it's easier to stay motivated.
 Education or Preparation- educating is the first preparation on opening a
business after educating yourself you may now need what should be
prepared and strategize to become success on your business.
 Good health
  Drive: deals with the goal and path of your business
 Resourcefulness deals in creating and suggesting an alternative solution
to a problem.
 Perseverance deal in persistence in doing something despite difficulty or
delay in achieving success
 Having contact with, and the guidance and continuous help of god dealing
in every problem come always pray and give guidance in every moment
you need GOD.
 Success does not just happen! It is governed by seven definite laws."
Failure can come from just ignoring one of them. And of course, if you
ignore two or more, you're really in for it! The first law is to settle on the
right goal for your life. But it has to be a goal that deeply motivates you
and contributes to the good of others. Then the next five laws cover "right
education," good health, inner drive, resourcefulness, perseverance. And
then the all-central seventh law, which I would've thought should be first.

4. What are the three kinds of managerial skills identified by Robert Katz? What is
the fourth skill suggested by koontz, O ‘ Donnell, and Weihrich? Elaborate on
each.
ANSWER:

The three kinds of managerial skills identified by Robert Katz are technical,
conceptual and human skills. That Leaders must possess certain technical skills
that assist them in optimizing managerial performance.

5. Why are analytical and problem – solving skills needed by managers?

ANSWER:
Managers must be able to identify problems, analyze complex situations, and by
solving the problems encountered, exploit the opportunities presented. They
must scan the environment and identify, through a rational process, those factors
that stand in the way of opportunities. But problem identification and analysis are
not enough.

6. According to Peter Drucker, What are the skills needed for top – management
tasks?

ANSWER:
They require the capability to analyze, to think, to weigh alternatives, and
harmonize dissent. But they also require being at home with abstract ideas,
 concepts, calculations, and figures. They also require perception of people, a
human awareness, and empathy and altogether a lively interest in people and
respect for them.

7. In Charles Margerison’s study of 20 chief executives, it was found that senior

managers consider certain issues important for those who wish to make the
cross – over a success. What are these issues?

ANSWER:
Margerison’s study focused on two questions: (1) What is the secret of
managerial success (2) How do certain people make a successful transition to
senior management and others fail

8. Explain Dr. Margerison’s “process approach” to management development.

ANSWER:

We must move management education away from delivering set products of

knowledge towards a process approach. This will involve enabling managers to
ascertain their own areas of strength and related this to their jobs in a practical
way. We shall move from concepts of assessment centers towards development
centers; from courses to workshops’ positive coaching rather than remedial
counselling.

9. Do you agree with the aphorism that leaders are born, not made?

ANSWER:
According to this point of view, great leaders are simply born with the necessary
internal characteristics such as charisma, confidence, intelligence, and social
skills that make them natural-born leaders

10. According to Richard Garfield, what are the various ways of bringing peak
performance under voluntary control and of initiating action leading to exceptional
achievement?

ANSWER:
In accordance to Richard Garfield the various ways of bringing peak performance
under voluntary control and of initiating action leading to exceptional
achievement compost of the following, envision a mission, be results oriented,
tap your internal resources, enlist team spirit and treat setbacks as
steppingstones.
11. Elaborate: “A third – rate something is no better than a first – rate good – for –
nothing.”
ANSWER:
Clarification on the use of these three words. First-rate has positive connotations
and its meaning is manifest, but the meanings of second-rate and third-rate are
relatively muddy in comparison. I know that both of them have negative
connotations, and that third-rate is even more forceful in the claim it’s making
than is second-rate, but when would it be appropriate to use either is second-
rate a better choice of words when doing an explicit comparison like

12. According to the Monthly Letter of the Royal Bank of Canada, what are the
imperatives of management?

ANSWER:
The organizational imperative is the directive in a group of people, all working to
accomplish a singular task, or tasks that share the same goals and different parts
of the same base requirements, forming a structured, symbiotic organization
intended to achieve more effectively and reliably, said goal.

13. The same source cited in No. 12 states that management obsolescence can
come about through failure to measure up to certain fundamental qualities of
management. What are these qualities?

ANSWER:
base requirements, forming a structured, symbiotic organization intended to
achieve more effectively and reliably, said goal.

14. What does the aforementioned Monthly Letter means when it states that
management obsolescence can also come about through resistance to technical
progress?

ANSWER:

Something that was mentioned before is aforementioned. Once you've written

about something, it can then be referred to as aforementioned.

15. What are the factors that contribute to managerial obsolescence?

ANSWER:
 The manager who is actively withstanding obsolescence takes an interest in his
personal growth and learning, has belief in his ability to master new ways of
doing things and to improve upon them, and believes in the worth of his job.

16. Discuss Professor Schell”s ideas on how to be a successful manager and how to
achieve managerial excellence.

ANSWER:
The high nervous potential which is the strength of the business leader can be
assumed only through a proper balance of all activities conductive to constructive
living. “ Being a successful manager necessitates having skills, capacity and
staying power, alertness, honesty, sincerity, and understanding.

17. What qualities make tycoons – and successful managers – tick, according to
Arthur Louis?

ANSWER:
That qualities that makes them successful are driven in their passion in the place
of work. Amount of energy to satisfy their work. Competitive to take in winning
and believe in and implement more ideas you can and you should put out your
best in work.

18. What three powerful skills can managers apply to increase productivity, profits,
and prosperity?

ANSWER:
The three powerful skills can managers apply are one minute goal setting. One
minute praising and one minute reprimands.
19. Why should managers take good care of their health? According to Herbert
Armstrong, what are the ingredients of good health?
ANSWER:

management skills are not enough. To bring effective, efficient and equitable
services to patients and other stakeholders, and to thrive in the dynamic,
complex and diverse health care field, and other stakeholders, health care
leadership is crucial.

20. Why should managers keep a sense of humor?

ANSWER:
As you can see, used appropriately, humour has the power to contribute to a
more attractive, nurturing, sustainable and high performing
21. Managers sometimes encounter situations that can lead to stress. Discuss the 10
sure – fire tips to beat stress presented in this chapter.
ANSWER:
Reducing stress not only makes your life easier; it can actually keep you healthy
and help you live longer. Intense stress weakens the immune system and has
been linked to everything from the common cold to cancer.

22. What example of “credibility gap” in management did author Flory and Mackenzie
relate in their book?
ANSWER:
A disparity between claims or statements made and the evident facts of the
situation or circumstances to which they relate.

23. What four things should a manager bear in mind to ensure that he is believable,
and free from the ill effects of a credibility gap?
ANSWER
A credibility gap is a difference in perception between the government and its
people. It occurs when there is a disconnect between what is being told to the
people and what they actually believe.

24. Why should a manager’s actions match his intentions, whether explicit or implied.
ANSWER:
The intentions are formed in the same manner for both types of intentions. The
difference is whether the intention is realized immediately or realized at a later
time. When making a voluntary action, we experience it as different from passive
or involuntary actions.

25. According to Sherry Cohen, what are the skills one can develop to motivate
others?
ANSWER:
motivation is doing something because it feels good to you. You feel internally
rewarded for doing it, In a job, this can be doing work that feels purposeful,
enjoying time with your teammates or achieving goals you've set for yourself.

26. Explain each of the seven habits of highly effective people.

ANSWER:
Seven Habits bring the maximum long-term beneficial results possible.
HABIT 1 – Be Proactive is when someone says “I have to do this” or “I can't do
that”. Here they are transferring the responsibility to the external circumstances,
in other words “I am not responsible, not able to choose my response”.
HABIT 2 – Begin with the End in Mind means to begin each day, task, or
project with a clear vision of your desired direction and destination, and then
continue by flexing.
HABIT 3 – Put First Things First include urgent but not important activities,
such as interruptions; some phone calls, mail, reports and meetings; pressing
matters and popular activities.
HABIT 4 – Think Win/Win Win/Win agreements focus on results. An example is
a performance agreement between a manager and his employee.
Habit 5 – Seek First to Understand, Then to Be Understood the habit of
listening to people's ideas and feelings. It's trying to see things from their
viewpoints. I listen to others without interrupting. It's about being confident in
voicing your ideas.
HABIT – 6 Synergize means “two heads are better than one.” Synergize is the
habit of creative cooperation. It is teamwork, open-mindedness, and the
adventure of finding new solutions to old problems
HABIT7 – Sharpen the Saw Means preserving and enhancing the greatest asset
you have—you. It means having a balanced program for self-renewal in the four
areas of your life: physical, social/emotional, mental, and spiritual.