<b>One of the key competenciesb> for managers are ethics and the ability to motivate others. ?->(Show Answer!)

1. One of the key competencies for managers are ethics and the ability to motivate others.

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MCQ->One of the key competencies for managers are ethics and the ability to motivate others.....

MCQ-> Read the following passage carefully and answer the questions given below. Certain words/phrases have been printed in bold to help you locate them.Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organising, staffing, controlling, and problem-solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. This distinction is absolutely crucial for our purposes here: Successful transformation is 70 to 90 per cent leadership and only 10 to 30 per cent management. Yet for historical reasons, many organizations today don't have much leadership. And almost everyone thinks about the problems here as one of managing For most of this century, as we created thousands and thousands of large organizations for the first time in human history, we didn't have enough good managers to keep all those bureaucracies functioning. So many companies and universities developed management programmes, and hundreds and thousands of people were encouraged to learn management on the job. And they did. But, people were taught little about leadership. To some degree, management was emphasized because it's easier to teach than leadership. But even more so, management was the main item on the twentieth-century agenda because that's what was needed. For every entrepreneur or business builder who was a leader, we needed hundreds of managers to run their ever growing enterprises.Unfortunately for us today, this emphasis on management has often been institutionalized in corporate cultures that discourage employees from learning how to lead. Ironically, past success is usually the key ingredient in producing this outcome. The syndrome, as I have observed it on many occasions, goes like this: success creates some degree of market dominance, which in turn produces much growth. After a while keeping the ever larger organization under control becomes the primary challenge. So attention turns inward, and managerial competencies are nurtured. With a strong emphasis on management but not on leadership, bureaucracy and an inward focus take over. But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins to evolve. All of these characteristics then make any transformation effort much more difficult.Arrogant managers can over-evaluate their current performance and competitive position, listen poorly, and learn slowly. Inwardly focused employees can have difficulty seeing the very forces that present threats and opportunities. Bureaucratic cultures can smother those who want to respond to shifting conditions. And the lack of leadership leaves no force inside these organisations to break out of the morass.Why, according to the author, is a distinction between management and leadership crucial?
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MCQ-> Read the following passage carefully and answer the questions given below it. Certain words/phrases are given in bold to help you locate them while answering some of the questions. Core competencies and focus are now the mantras of corporate strategists in Western economies. But while managers in the West have dismantled many conglomerates assembled in the 1960s and 1970s, the large, diversified business group remains the dominant form of enterprise throughout most emerging markets. Some groups operate as holding companies with full ownership in many enterprises, others are collections of publicly traded companies, but all have some degree of central control. As emerging markets open up to global competition, consultants and foreign investors are increasingly pressuring these groups to conform to Western practice by scaling back the scope of their business activities. The conglomer-, ate is the dinosaur of organizational design, they argue, too unwieldy and slow to compete in today’s fast-paced markets. Already a number of executives have decided to break up their groups in order to show that they are focusing on only a few core businesses. There are reasons to worry about this trend. Focus is good advice in New York or London, but something important gets lost in translation when that advice is given to groups in emerging markets. Western companies take for granted a range of institutions that support their business activities, but many of these institutions are absent in other regions of the world. Without effective securities regulation and venture capital firms, for example, focused companies may be unable to raise adequate financing; and without strong educational institutions, they will struggle to hire skilled employees. Communicating with customers is difficult when the local infrastructure is poor, and unpredictable government behavior can stymie any operation. Although a focused strategy may enable a company to perform a few activities well, companies in emerging markets must take responsibility for a wide range of functions in order to do business effectively. In the case of product markets, buyers and sellers usually suffer from a severe dearth of information for three reasons. First, the communications infrastructure in emerging markets is often underdeveloped. Even as wireless communication spreads throughout the West, vast stretches in countries such as China and India remain without telephones. Power shortages often render the modes of communication that do exist ineffective. The postal service is typically inefficient, slow, or unreliable; and the private sector rarely provides efficient courier services. High rates of illiteracy make it difficult for marketers to communicate effectively with customers. Second, even when information about products does get around, there are no mechanisms to corroborate the claims made by sellers. Independent consumer-information organizations are rare, and government watchdog agencies are of little use. The few analysts who rate products are generally less sophisticated than their counterparts in advanced economies. Third, consumers have no redress mechanisms if a product does not deliver on its promise. Law enforcement is often capricious and so slow that few who assign any value to time would resort to it. Unlike in advanced markets, there are few extrajudicial arbitration mechanisms to which one can appeal. As a result of this lack of information, companies in emerging markets face much higher costs in building credible brands than their counterparts in advanced economies. In turn, established brands wield tremendous power. A conglomerate with a reputation for quality products and services can use its group name to enter new businesses, even if those businesses are completely unrelated to its current lines. Groups also have an advantage when they do try to build up a brand because they can spread the cost of maintaining it across multiple lines of business. Such groups then have a greater incentive not to damage brand quality in any one business because they will pay the price in their other businesses as well.Which of the following sentence(s) is/are correct in the context of the given passage ? I. Consultants and foreign investors argue that the conglomerate is the dinosaur of organisational design too unvvieldly and slow to compete in today’s fast-paced markets. II. Core competencies and focus are now the mantras of corporate strategists in western economies. III. Due to lack of information required, companies in emerging markets face much higher costs in building credible brands in comparison to their counterparts in advanced economies.....

MCQ-> Some psychologists and sociologists believe that psychopathy can be an asset in business and politics and that, as a result, psychopathic traits are overrepresented among successful people. This would be a puzzle if it were so. If our moral feelings evolved through natural selection, then it shouldn‘t be the case that one would flourish without them. And, in fact, the successful psychopath is probably the exception. Psychopaths have certain deficits. Some of these are subtle. The psychologist Abigail Marsh and her colleagues find that psychopaths are markedly insensitive to the expression of fear. Normal people recognize fear and treat it as a distress cue, but 13 psychopaths have problems seeing it, let alone responding to it appropriately. Other deficits run deeper. The overall lack of moral sentiments—and specifically, the lack of regard for others—might turn out to be the psychopath‘s downfall. We non-psychopaths are constantly assessing one another, looking for kindness and shame and the like, using this information to decide whom to trust, whom to affiliate with. The psychopath has to pretend to be one of us. But this is difficult. It‘s hard to force yourself to comply with moral rules just through a rational appreciation of what you are expected to do. If you feel like strangling the cat, it‘s a struggle to hold back just because you know that it is frowned upon. Without a normal allotment of shame and guilt, psychopaths succumb to bad impulses, doing terrible things out of malice, greed, and simple boredom. And sooner or later, they get caught. While psychopaths can be successful in the short term, they tend to fail in the long term and often end up in prison or worse. Let‘s take a closer look at what separates psychopaths from the rest of us. There are many symptoms of psychopathy, including pathological lying and lack of remorse or guilt, but the core deficit is indifference toward the suffering of other people. Psychopaths lack compassion. To understand how compassion works for all of us non-psychopaths, it‘s important to distinguish it from empathy. Now, some contemporary researchers use the terms interchangeably, but there is a big difference between caring about a person (compassion) and putting yourself in the person‘s shoes (empathy).I am too much of an adaptationist to think that a capacity as rich as empathy exists as a freak biological accident. It most likely has a function, and the most plausible candidate here is that it motivates us to care about others. Empathy exists to motivate compassion and altruism. Still, the link between empathy (in the sense of mirroring another‘s feelings) and compassion (in the sense of feeling and acting kindly toward another) is more nuanced than many people believe. First, although empathy can be automatic and unconscious—a crying person can affect your mood, even if you‘re not aware that this is happening and would rather it didn‘t—we often choose whether to empathize with another person. So when empathy is present, it may be the product of a moral choice, not the cause of it. Empathy is also influenced by what one thinks of the other person. Second, empathy is not needed to motivate compassion. As the psychologist Steven Pinker points out, “If a child has been frightened by a barking dog and is howling in terror, my sympathetic response is not to howl in terror with her, but to comfort and protect her” Third, just as you can have compassion without empathy, you can have empathy without compassion. You might feel the person‘s pain and wish to stop feeling it—but choose to solve the problem by distancing yourself from that person instead of alleviating his or her suffering. Even otherwise good people sometimes turn away when faced with depictions of pain and suffering in faraway lands, or when passing a homeless person on a city street.The core deficit of Psychopaths affects their long term success because,
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MCQ->Our municipal corporation are understaffed. The issue of skills and competencies of the staff poses an even greater challenge. Urban service delivery and infrastructure are complex to plan and execute.They require a high degree of specialization and professionalism. The current framework within which municipal employees, including senior management, are recruited does not adequately factor In the technical and managerial competencies required. Cadre and recruitment rules only specify the bare minimum in academic qualifications. There is no mention of managerial or technical competencies, or of relevant work experience. This is the case with most municipal corporations. They also suffer from weak organisation design and structure. Which among the following in the most logical and rational assumption that can be made from the above passage?....