Textbook: Management, 13th Edition by S. Robbins and M. Coulter, published by Pearson Education. The book we are using Part A Chapter 1 This is a three part question: Why are managers impo Nursing Assignment Help

Textbook: Management, 13th Edition by S. Robbins and M. Coulter, published by Pearson Education.        The book we are using

Part A Chapter 1 

This is a three part question:

  • Why are managers important?
  • What characteristics do you already possess to help you become an effective manager?
  • What experiences do you think you need to become an effective manager in the future?

Part B Chapter 2

  1. This is a four part discussion board question.
  • How do managers make decisions?
  • What would impact your decision-making process if/when you become a manager?
  • How would you protect the integrity of your decision-making process as a manager?
  • Provide a hypothetical example of an important managerial decision you would need to make as a manager.

Part C

It never ceases to amaze me that hiring managers tell me they have a “good feeling” about a candidate. “Let’s hire the person!” If a manager makes a fact-based hiring decision and has a good feeling, that’s OK!   However, if the hiring manager is just going by “gut feeling,” or an intuitive approach alone, that is a big mistake and a bad decision.

 In this role-play, your role is that of the company’s Recruiter.

The scenario is as follows:

Several candidates are being interviewed for positions at Visa. After going through a number of evaluation and eliminations rounds you are down to the final five candidates. Employment history (all currently working at American Express), technical expertise and educational level of the candidates are similar and all seem totally qualified for the positions. Considering these factors, feedback from the recruiter and other members of the selection team gain in importance in the final selection decision-making process.

Everyone on the Selection Team has a good feeling about three of the candidates but isn’t so excited about the other two. Pressure from the top of the organization builds and word gets to the team that the President of Visa has given the order to “fill the openings now!” The Selection Team goes with its “gut feelings” and hires the first three candidates.

At the end of the three-month probationary period, one of the three candidates is doing well: she is a good match to the company culture, her boss likes her, she is contributing to her team and she is learning quickly. However, the other two candidates that were hired are not doing well. They don’t seem to be acclimating to the company’s culture since it is not as structured as American Express. They are stubborn and don’t work well on project teams. They are “know-it-alls” and team conflicts have erupted around projects and the work is not getting done. Individuals on their teams are looking into transfers to different teams.

Role-play: Questions to be answered…

  1. Why do you think the one candidate did better than the others?
  2. Did the HR Recruiter or Selection Team make any mistakes? If no, why not? If yes, what mistakes were made?
  3. Now what? What can be done to rectify the situation?

Expert Solution Preview

Introduction:
In this assignment, we will be discussing various topics related to management in the context of a medical college. The content is based on the textbook “Management, 13th Edition” by S. Robbins and M. Coulter. The assignment is divided into three parts, each focusing on different aspects of managerial roles and decision-making processes.

Part A Chapter 1:

1. Why are managers important?
Managers play a crucial role in organizations as they are responsible for planning, organizing, leading, and controlling activities to achieve organizational goals. They provide direction, allocate resources, make decisions, and manage people. Managers are essential to ensure effective coordination and efficient functioning of various departments and individuals within an organization.

2. What characteristics do you already possess to help you become an effective manager?
To become an effective manager, certain characteristics are necessary. Some of these characteristics may already be possessed by individuals or can be developed over time. These characteristics include good communication skills, leadership abilities, problem-solving and decision-making skills, adaptability, determination, and the ability to work well in teams. Additionally, possessing domain-specific knowledge and expertise in the medical field is also vital for medical college students aiming to become effective managers.

3. What experiences do you think you need to become an effective manager in the future?
Becoming an effective manager requires gaining relevant experiences in various aspects of management. This can include practical experiences in leading teams, managing projects, and handling day-to-day operational challenges. Additionally, exposure to diverse organizational settings and contexts, such as internships or part-time job experiences, can provide valuable insights into different managerial approaches and challenges. Continuous learning and professional development through workshops, seminars, and networking can also enhance the skillset needed to become an effective manager in the future.

Part B Chapter 2:

1. How do managers make decisions?
Managers make decisions by following a systematic decision-making process. This process typically involves identifying the problem or opportunity, gathering relevant information, analyzing alternatives, evaluating potential outcomes and risks, and selecting the best course of action. The decision-making process may vary depending on the situation and complexity of the problem, and managers may also involve key stakeholders or utilize decision-making tools and techniques to improve the quality of their decisions.

2. What would impact your decision-making process if/when you become a manager?
As a manager, various factors can impact the decision-making process. These factors may include time constraints, availability and reliability of information, organizational culture and values, personal biases or preferences, external influences such as legal or ethical considerations, and the opinions and perspectives of stakeholders. The ability to effectively manage these influences and make informed decisions is crucial for successful managerial decision-making.

3. How would you protect the integrity of your decision-making process as a manager?
To protect the integrity of the decision-making process, managers need to be aware of potential biases and blind spots that may influence their decisions. They should strive for objectivity, considering different perspectives and consulting with experts or trusted colleagues for input. Utilizing data and evidence-based decision-making, fostering an open and transparent decision-making culture, and encouraging feedback and accountability can also help in protecting the integrity of the process.

4. Provide a hypothetical example of an important managerial decision you would need to make as a manager.
One example of an important managerial decision could be whether to invest in upgrading the medical college’s technology infrastructure. This decision would involve assessing the current technology limitations, analyzing the potential benefits and costs of upgrading, considering the financial feasibility, and evaluating the impact on faculty, students, and overall operational efficiency. Factors such as future growth projections, competitive advantages, and available resources would also influence the decision-making process.

Part C:

1. Why do you think the one candidate did better than the others?
The candidate who performed better than the others may have aligned well with the company culture and exhibited the desired attitudes, behaviors, and competencies. She may have been adaptable to the less structured environment compared to the other candidates, displaying flexibility and openness to new ways of working. Additionally, her ability to work effectively in teams, learn quickly, and gain the support of her boss contributed to her success.

2. Did the HR Recruiter or Selection Team make any mistakes? If no, why not? If yes, what mistakes were made?
Yes, the HR Recruiter or Selection Team made a mistake by relying solely on their “gut feelings” to make the hiring decision. They neglected to consider objective criteria and feedback from the evaluation and elimination rounds. This decision-making approach lacked objectivity and failed to assess the candidates’ fit with the company’s culture and the requirements of the position adequately.

3. Now what? What can be done to rectify the situation?
To rectify the situation, the HR Recruiter and Selection Team should undertake a thorough evaluation and analysis of the hiring process. They should identify the specific mistakes made and understand the consequences of those decisions on the organization. It is crucial to establish a more rigorous and objective selection process that includes clear criteria, multiple assessments, and involvement of different stakeholders to ensure a reliable and unbiased decision-making process. Additionally, addressing the performance issues of the two candidates who are struggling could involve providing additional training, support, or reassigning them to roles that better align with their strengths and interests.

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