I don’t know how to handle this Management question and need guidance.
Read the book and answer following 10 questions
2. Reading 1: Understanding and Using the Best Sellers. Pierce and Newstrom describe twelve general areas that readers should use to guide evaluations of popular management books. Within these areas, the authors provide examples of questions readers should ask to help them approach these works more critically.
a. What are three of these twelve areas you believe to be particularly important for readers to assess when reading popular management books? [1 point each for listing; 3 points total] Why? [1 point each (answer for each area individually); 3 points total]
b. According to Pierce and Newstrom, what is an example question that readers should ask for each of these three general areas? [1 point each (answer for each individually); 3 points total]
c. Opinion: Explain why it is important for a reader of these books, particularly managers, to ask these questions as they read popular management books. [1 point]
3. Gibson & Tesone (2001). Management fads: Emergence, evolution, and implications for managers
a. What is a management fad (define)? [1 point]
b.List [0.5 point each; 1.5 points possible] and explain [1 point each; 3 points total] the three variables Gibson and Tesone (2001) discuss that may lead organizations to adopt management fads?
c.Provide an example of one of the five management practices identified as a management fad. [1 point]
i. Explain what the practice is (e.g., how it works). [1.5 points]
ii. Explain its significance today (e.g., is it still in practice, possibly in its original form or as a precursor to another management practice?). [1 point]
d. What is one question Gibson and Tesone suggest managers should ask themselves and reflect on when considering adopting a new management fad? [1 point]
From Part 2: Best-Seller “Classics”
4. Reading 1: The Practice of Management. Drucker suggests that organizations and their managers should be: (1) outward looking, (2) a social institution, (3) pursuing multiple goals, (4) innovative, (5) focused, and (6) spirited. Choose five of these characteristics and describe what Drucker means by each. [identifying your five choices is required for credit; 2 points each for description; 10 points total]
5. Reading 1: The Practice of Management. Drucker provides and discusses eight jobs of management: (1) determining the business and purpose, (2) setting and measuring progress against the objectives of a business, (3) managing managers by objective, (4) productively utilizing all resources, (5) fostering a positive spirit, (6) developing managers, (7) management of the worker and work, and (8) structure of management. Choose five of these jobs and describe, according to Drucker, what each entails (e.g., what is involved, etc.). [identifying your five choices is required for credit; 2 points each for description; 10 points total]
6. Reading 2: The One Minute Manager.
a. In the summary of The One Minute Manager, Manz suggests that the major philosophical theme of the books is that “Good management does not take a lot of time” (p. 31) and that this theme seems to be based on two underlying premises.
i. What are those two premises? [1 point each; 2 points total]
ii. What do the authors mean by each of the two premises? [1 point each; 2 points total]
b. Blanchard and Johnson offer prescriptions that center around three management techniques: “one-minute goals,” “one-minute praising,” and “one-minute reprimands.” Note: designating which technique you are referring to in your responses is required for credit on the following questions.
i. Describe what is meant by each of these techniques [1 point each; 3 points total]
ii. Provide one suggestion each for how the authors suggest each of these techniques should be applied. [1 point each; 3 points total]
7. Reading 3: Out of the Crisis.
a. Identify one of the “chronic ailments that can plague an organization and limit its success” (i.e., “deadly diseases”) [1 point]
b. According to Gartner and Naughton, what is “the basis for Deming’s theory”? [1 point]
c. What does Deming propose is needed in order for a phenomenon to be understood well enough to manipulate and change it? [2 points]
d. Briefly describe the “red bead experiment.” [3 points]
e. What are two of the insights Deming suggests can be drawn from this experiment? [1 point each; 2 points total]
f. What is a system? [1 point]
8. Reading 4: The Human Side of Enterprise. McGregor suggests that the assumptions managers have about controlling employees set the tone for the whole character of the enterprise and proposes terms used to represent two different sets of assumptions: Theory X and Theory Y.
a. Describe two of the major assumptions of Theory X. [1 point each; 2 points total]
b. Opinion: Describe a work situation or environment where Theory X assumptions may be more appropriate. [1 point] Why? [1 point]
c. Describe two of the major assumptions of Theory Y. [1 point each; 2 points total]
d. Opinion: Describe a work situation or environment where Theory Y assumptions may be more appropriate.[1 point] Why? [1 point]
e. In practice, explain two problems connected to Theory X assumptions according to McGregor? [1 point each; 2 points total]
9. Reading 6: The Seven Habits of Highly Successful People. List [1 point each; 5 points total] and describe [1 point each; 5 points total] five of the seven “key habits that form the basis for character development and build a strong foundation for interpersonal success in life and work” according to Covey.
From Part 3: High- and Low-Performing Organizations
10. Reading 3: How the Mighty Fall. List [1 point each; 5 points total] and describe [1 point each; 5 points total] (e.g., What is happening in each stage? Why?) the five stages of decline.
From Part 5: Organizational Culture
14. Reading 2: Transparency: How Leaders Create a Culture of Candor
a. What is organizational transparency? [1 point]
b. List [1 point] and explain (e.g., what the impediment is and why it gets in the way) [2 points] one of the three “impediments to transparency (e.g., things that get in the way of being transparent).
c. List [1 point each; 2 points total] and explain [1 point each; 2 points total] the two main responsibilities of listeners.
d. Opinion: In what type of organization do you think organizational transparency would work best? [answer required for credit] Why? [2 points]