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Role of management in organizations: Effectiveness, efficient, ethics, specialization

1. Discuss the three reasons to reach objectives to maintain balance with conflicting goals, to achieve efficiency and effectiveness and why management is needed. Be specific and thorough.

2. Briefly describe one specific, real-world example for each of the following:

a. organizational effectiveness
b. organizational ineffectiveness
c. organizational efficiency
d. organizational inefficiency

3. Define managerial ethics. List three common ethical problem areas for managers and provide a specific real-world example of each problem area.

4. Why is the practice of specialization so important to organizations? What are the downsides to specialization?

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1. Discuss the three reasons to reach objectives, to maintain balance with conflicting goals, to achieve efficiency and effectiveness why management is needed. Be specific and thorough.

Managers are used to provide structure and direction to an organization. They are the individuals that monitor an organizationâ??s daily processes by ensuring that the day-to-day operations are functioning both effectively and efficiently. Although management is utilized to maintain effectiveness, it is safe to assume that there are both good and bad examples of what constitutes a good manager and if he or she is able to maintain high standards of performance. A manager is integrated into corporations as a means to provide guidance and structure to ensure that everyone within the organization or within specific departments are doing what is necessary to maintain compliancy with state and local legal regulations as well as to maintain a professional code of ethical conduct. In most cases management will enforce various safety requirements depending on the type of organization one is affiliated with. Management plays a significant role in the recruiting of applicants to connect the most qualified individuals within internal departments.

In addition, management also delegates authority to ensure that everyone within the organization acknowledges their obligations, and are able to prioritize tasks according to level of importance. Managers are relied upon to make critical decisions that result in determining an employeeâ??s future with the company. For instance, when an organization is under significant reconstructing within the internal framework, managers must decide as to which employees would be beneficial in the forward progression of the organization, or which employeeâ??s are more of a liability to the organization and should be terminated, or laid-off. Managers have the obligation to reduce conflict among staff and co-workers, and in some cases a manager takes on the role as mediator, which is a person who considers opposing arguments from two individuals and works with either party to develop an amicable decision that would benefit the entire organization or department.

For example, when I was working in the medical industry, a co-worker and I were almost never on the same page. My co-workers job function was to check patients out after they were seen by a physician, and my job function was medical records, which are two modes of operation that were totally unrelated. Unfortunately, my coworker felt a sense of superiority because she was best-friends with the boss, in which case she tried to extend her duties to manager (without actually being promoted as such) to tell me and a few other employees what to do, regardless of the fact that we all received equal salaries. Needless to say, there was conflict between us, which in turn created a hostile working environment. The manager intercepted the conflict by offering a simple solution i.e. â??to learn get alongâ?? and to learn to work together in unity. The manager had to reiterate what my coworkersâ?? responsibilities are and informed her that her duties does not include managing and/or micromanaging her coworkers. Sometimes management is considered to be the voice of reason in a hostile situation. Managers are the ones who ...