Examining Input/Output Controls and Management Trends môn Principles of Management | Trường Đại học Quốc tế, Đại học Quốc gia Thành phố Hồ Chí Minh

chap 9
1. can strong input and output controls make up for poor concurrent controls?
1. what r the potential downsides to management by exception?
Promotes effective problem solving (pro)
One of the primary benefits of MBE is that it promotes optimum effectiveness in problem-solving.
It encourages employees to solve problems that they're capable of tackling on their own without
wasting time by reaching out to other members of the organisation. It also means that managers
have more time and resources to deal with larger problems, allowing them to tackle these issues head-on in a timely manner.
Results in a healthy work culture
MBE allows employees to work with a healthy level of independence. It helps to avoid
micromanagement in the workplace, and in doing so, often helps to motivate employees to
embrace a higher level of responsibility. As employees take on a more challenging role in the
company, they become more valuable assets, capable of providing an increased level of value with
minimal intervention from management.
Enhances focus on performance
One effect of MBE is that managers place a heightened focus on employee performance. With
clearer boundaries on what constitutes good and less effective performance, employees have an
increased incentive to perform to the best of their ability. This helps to reduce ambiguity about
the importance of KPIs and encourages employees to focus on what the company values most.
Promotes efÏciency
MBE promotes a culture in which managers can successfully delegate tasks to competent
employees. As a result, it promotes efÏciency, as the team member who is most capable in the
specific role performs the task. Managers are free to focus on the bigger picture, while other
employees can focus on the more specific daily tasks necessary for the operation of the company.
Focuses on reactive solutions (pro)
Due to its focus on challenges, MBE may focus more effectively on reacting to problems rather
than preventing them in the first place. If this strategy becomes deeply ingrained in a company's
culture, it may not lead to the best outcome in the long term. Remember that this isn't necessarily
a result of MBE. If a company can remain conscious of preventative measures and also respond to
challenges as they arise, it can emphasise the positive cultural aspects of MBE.
Requires highly competent employees
MBE depends on the ability of all employees, rather than solely the managers, to solve a range of
problems independently. This may be less effective in companies without a large pool of capable
employees, but if it promotes hiring only the best talent and ongoing employee training, it can
quickly become a positive. Having a management style that depends on employees being highly
competent in their roles can help promote a stronger company overall, with self-motivated and hard-working employees.
Heightens the focus on competent managers
While MBE promotes less direct management intervention, as a system it depends on highly
competent managers. It's important that managers can closely monitor the professionals that
they're responsible for to ensure that they're dealing with problems effectively. This takes a subtle
approach and requires experienced and highly trained managers. For companies with competent
managers, this is rarely a problem. Relies on data
Often, MBE works best in industries with clearly identifiable numerical results. Therefore, it's most
common as a management style in the finance and accounting sectors, where data is most often
quantitative, and it's easy to identify limits to define what's exceptional. In areas where success
and failure are more qualitative concerns, it can be more challenging to make these clear
distinctions, sometimes meaning that MBE isn't a viable option.
2. should all employees of a business be regularly informed of the firm’s overall financial performance?
Frequency. Share information at least quarterly, with monthly updates on specific project metrics.
Consistency is key—you want employees to feel connected to the firm’s ongoing performance.
Methodology. Use visuals and graphs to explain financial performance. Many employees won’t be
comfortable with financial jargon, so making the data digestible is crucial. Tools such as
dashboards or scorecards can help employees track their contributions to the firm’s success in real-time.
Context. Numbers on their own can be confusing or misleading. Always provide context for the
data you’re sharing. For example, if project profitability is down, explain why and what can be done to improve it.
3. (chap11) if organization charts are imperfect, why bother with them?
4. why use functional structures if they are prone to functional chimneys problems?
Common problems of functional structures include difÏculties in pinpointing responsibilities for
things like cost containment, product or service quality, and innovation. When each department or
function focuses only on its own concerns, the bug picture issues can easily get neglected. This
relates to sth called the functional chimneys or functional silos problem a lack of communication,
coordination, and problem-solving across functions. This happens because the functions become
formalized not only on an organization chart but also on the mindset of people. A sense of
common purpose gets lost and self-centered, narrow viewpoints become prominent. When a
problem like this occurs, an alter manager steps in to correct things before they can do persistent
harm to organizational performance
5. how can problems with group decision-making hurt team structures?
The complexities of teams and teamwork contribute to the potential disadvantages of team
structures. These include conflicting loyalties for persons with both team and functional
assignments. They also include issues of time management and group process. By their very
nature, teams spend a lot of time on meetings. Whether these meetings are face-to-face or virtual,
not all of the time spent together is productive. The quality of outcomes depends a lot on how
well tasks, relationships, and overall team dynamics are managed.
6. which of the organizing trends is most subject to change under current conditions?
Among the organizing trends you’ve mentioned — reduced use of staff, decentralization with
centralization, more delegation and empowerment, and fewer levels of management —
decentralization with centralization is likely the most subject to change under current conditions. Here's why:
1. Shifting Business Environments:
oGlobalization, technological advancement, and market volatility require
organizations to be highly adaptable. In this context, organizations often need
both centralized control for strategic direction and decentralized decision-making
to be agile at the operational level. However, the balance between centralization
and decentralization can shift based on the company's strategy, market pressures, and technological changes.
oHybrid models are increasingly common, where decision-making is decentralized
to improve responsiveness and local flexibility, but there are also centralized
functions to maintain coordination, standardization, and oversight.
2. Technological Disruption:
oTechnology is transforming how information flows within organizations. With the
rise of digital tools, artificial intelligence, and data analytics, some tasks that once
required centralization (such as managing information, controlling budgets, etc.)
are becoming more decentralized through technology. On the other hand, the need for has caused some compani
strategic control and data security es to pull
back decision-making power to central levels. Thus, organizations are continuously
adjusting the balance between centralized oversight and decentralized execution.
3. Increased Demand for Agility:
oIn rapidly changing industries, businesses often require flexibility at local levels to
respond quickly to customer needs, market trends, or innovations. This leads to
greater decentralization in terms of authority, but centralized strategic oversight
remains essential to ensure that decisions are aligned with the company’s overall
vision and goals. This dynamic nature makes the balance between centralization
and decentralization highly fluid, and subject to regular adjustment depending on external and internal factors.
4. Cultural Shifts in Management:
oMany companies are increasingly empowering employees by decentralizing
decision-making and flattening hierarchical structures. Empowerment, delegation,
and autonomy are key aspects of modern leadership, but this is often done within
the framework of centralization where strategic control or core competencies are
kept at the top. However, as organizations strive to stay competitive and
innovative, the balance between these two approaches may change frequently.
How it compares to the other trends:
Reduced use of staff: While automation and AI are reducing the need for some positions,
the overall trend toward automation is less subject to change, as technological
advancements continue to drive this trend forward.
More delegation and empowerment: This trend is likely to continue, as employees expect
greater autonomy, and organizations recognize the benefits of empowering individuals. It
is somewhat stable as part of the broader movement toward more inclusive, participative leadership styles.
Fewer levels of management: Flattening organizational hierarchies is a consistent trend
that supports agility and responsiveness. However, it’s more about structure than the
balance of centralization vs. decentralization. The trend of fewer levels of management
tends to be more stable than the shift between centralization and decentralization, though
it can evolve with organizational needs. Conclusion:
The balance between decentralization and centralization is the most dynamic and subject to
change under current conditions due to the rapidly evolving business environment, technological
advancements, and the need for both flexibility and control. Organizations continuously adjust this
balance based on external market demands, internal needs for control, and the drive for innovation.
How it compares to the other trends:
Reduced use of staff: While automation and AI are reducing the need for some positions,
the overall trend toward automation is less subject to change, as technological
advancements continue to drive this trend forward.
More delegation and empowerment: This trend is likely to continue, as employees expect
greater autonomy, and organizations recognize the benefits of empowering individuals. It
is somewhat stable as part of the broader movement toward more inclusive, participative leadership styles.
Fewer levels of management: Flattening organizational hierarchies is a consistent trend
that supports agility and responsiveness. However, it’s more about structure than the
balance of centralization vs. decentralization. The trend of fewer levels of management
tends to be more stable than the shift between centralization and decentralization, though
it can evolve with organizational needs.
Shifting Business Environments:
Globalization, technological advancement, and market volatility require organizations to
be highly adaptable. In this context, organizations often need both centralized control for
strategic direction and decentralized decision-making to be agile at the operational level.
However, the balance between centralization and decentralization can shift based on the
company's strategy, market pressures, and technological changes.
Hybrid models are increasingly common, where decision-making is decentralized to
improve responsiveness and local flexibility, but there are also centralized functions to
maintain coordination, standardization, and oversight.
Technological Disruption:
Technology is transforming how information flows within organizations. With the rise of
digital tools, artificial intelligence, and data analytics, some tasks that once required
centralization (such as managing information, controlling budgets, etc.) are becoming
more decentralized through technology. On the other hand, the need for strategic control
and data security has caused some companies to pull back decision-making power to
central levels. Thus, organizations are continuously adjusting the balance between
centralized oversight and decentralized execution.
Increased Demand for Agility:
In rapidly changing industries, businesses often require flexibility at local levels to respond
quickly to customer needs, market trends, or innovations. This leads to greater
decentralization in terms of authority, but centralized strategic oversight remains
essential to ensure that decisions are aligned with the company’s overall vision and goals.
This dynamic nature makes the balance between centralization and decentralization
highly fluid, and subject to regular adjustment depending on external and internal factors.
Cultural Shifts in Management:
Many companies are increasingly empowering employees by decentralizing decision-
making and flattening hierarchical structures. Empowerment, delegation, and autonomy
are key aspects of modern leadership, but this is often done within the framework of
centralization where strategic control or core competencies are kept at the top. However,
as organizations strive to stay competitive and innovative, the balance between these two
approaches may change frequently.
7. what are the career development implications of Fiedler’s contingency model of leadership?
8. is transformational leadership always moral leadership?
9. (chap 15) are there times when self-serving bias is actually helpful?
10. what dimension would you add to make the big five and the big six personality model?
11. what should a manager do with someone who has high job satisfaction but is a low performer?
12. is a type A personality required for managerial success?
13. (chap 17) why do people often tolerate social loafers at work?
14. what are some of the things that virtual teams probably can’t do as well as face to face teams?
Poor Communication Many digital tools help remote teams stay connected; but, these tools can
lack the personalization of face-to-face interaction. Text-based communication, such as email and
text messages, lacks body language, tone, and other subtle nonverbal cues that workers receive
from the in-person conversation, increasing the likelihood of misinterpretation. Team members
may be more reserved on digital channels and less likely to participate in meetings or reply to emails if working remotely.
Delegation Issues Communication failures also confuse staff responsibilities. Leaders must
delegate assignments, being careful to avoid misinterpretation and inference. Confusion over
who’s doing what and when risks upsetÝng team unity. Leaders also must avoid the temptation to
micromanage their virtual teams, knowing when to take a hands-off approach and trust their
employees. They must balance the need to set clear expectations and trust that they’ll be met.
Work Ethic Differences Evidence exists that some people work harder in ofÏce environments
where they’re surrounded by others, a phenomenon known as “social facilitation,” according to an
article in the journal SN Applied Sciences. Others may ignore requests or delay responses in a
virtual setÝng. If employees perceive that coworkers aren’t putÝng in as much effort as them, it
can cause distrust, disrupting the team and derailing projects. Team leaders must remain vigilant
in assessing team members’ work and providing ongoing feedback to address problems.
Lack of Personal Connection: Remote workers can often feel isolated, that can create a degrading
effect on team unity. A lack of face-to-face contact may lead to lower team cohesion and a lack of
rapport between team members. Spontaneous, informal communication—chatÝng over coffee or
in a hallway—has shown to reduce conflict. However, itis hard to replicate in a virtual sett
17. what can be done if a team gets trapped in the storming stage of group development? 1. Focus on building trust
How you build trust will depend on the team. Some teams will appreciate you trusting them to do
their jobs how they see fit. Others will develop trust more quickly and easily when you set clear
expectations and provide structure and oversight. Some employees will build trust by throwing
themselves into partnering on projects. Others will prefer to ease into collaborative work slowly to
get a better feel for their new teammates.
The point is, building trust is a crucial part of getÝng through the storming phase. But to effectively
build that trust, you need to…
2. Get to know your team members (and help them get to know each other)
GetÝng to know individual team members gives you the insights you need to foster trust, and
structure your team in a way that empowers their best work. Spend time getÝng to know your new team members. Find out things like:
What are their personality types?
What are their goals, for themselves and for the team?
How do they do their best work?
What work styles do they find frustrating?
Do they prefer having structure and direction, or more autonomy?
When you know and understand people on a more personal level, you’ll manage the team more effectively.
For example: After getÝng to know your team, you may identify a potential personality clash
between two employees. With that information, you can structure the team in a way that
minimizes collaboration with those two team members — and minimize team conflict as a result.
As important as it is to get to know your team members, it’s just as important for them to get to
know each other. Make sure you’re carving out time for team building activities, social
interactions, and 1-on-1 collaboration opportunities to help build trust within the team.
3. Create a team culture of honesty and transparency
When you create a team culture that values honesty and transparency, you create a sense of
psychological safety for your team. That sense of safety makes people feel comfortable speaking
openly and honestly, helping to build trust and push the team through the storming phase.
For example: If employees feel like they can give you direct feedback on what's not working, you
can work to fix those things. Even better, you can get team members to work collaboratively with you towards solutions.
So, how do you create a culture of honesty and transparency? It starts with you. If you’re open,
honest, and transparent with your team, it gives them permission to do the same. Be as candid as
possible when discussing issues with your employees. Ask for feedback, and make sure they know
it’s valued (even if it’s hard to hear). Address issues and conflict immediately and directly (instead
of aggressively or passive aggressively), and encourage your team to do the same.
4. Continually work on better collaboration
These strategies will help you move your team through the storming phase. But getÝng your team
to the performing stage isn’t a one-time accomplishment. To keep your team performing at a high
level, have them continually reflect on what’s working and what’s not working. Support your team
in using those insights to improve and encourage better team collaboration.
Check in frequently with your team, both individually and as a team. Retrospective meetings are a
great opportunity for everyone to work together to make improvements. It’s also important for
you to touch base individually with employees in one-on-one meetings. They might share things
they don’t feel comfortable sharing in a group setÝng. Ask questions like:
How is the team working well together? Where are they struggling?
Are there any systems or processes you can change to better support them?
18. is it possible that groupthink doesn’t only occur when groups are highly cohesive, but also when they are pre-cohesive?