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Unit 1: To what extent is effective management something you are born with, as opposed to a set of skills that can be taught?

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Unit 1: To what extent is effective management something you are born with, as opposed to a set of skills that can be taught?

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Exercise 1: Gap Filling (Unit 1: Management)

1. A key function of management is ____________, where managers define the objectives of the company and plan how to achieve them.

2. ____________ involves motivating and leading employees to achieve the organization’s goals.

3. One of the most important responsibilities of a manager is to ____________ tasks to the appropriate employees.

4. The process of managing and assessing employees’ performance is known as ____________.

5. A successful manager should be able to ____________ to the ever-changing business environment.

Exercise 2: Gap Filling (Unit 2: Work and Motivation)

6. According to Maslow's hierarchy of needs, the basic physical needs such as food, water, and shelter fall under ____________ needs.

7. ____________ motivation refers to the drive to do something because it is inherently rewarding, such as personal growth or job satisfaction.

8. ____________ motivation is driven by external factors, such as monetary rewards or recognition.

9. A company can use ____________ to enhance job satisfaction by increasing the responsibility and variety in employees' roles.

10. ____________ refers to the systematic process of evaluating an employee’s performance and providing feedback for improvement.

Exercise 3: Gap Filling (Unit 3: Company Structure)

11. In a ____________ structure, employees are grouped according to their specialized functions, such as marketing, finance, or operations.

12. A ____________ structure is characterized by employees being grouped according to the products or services they work with.

13. A ____________ structure allows for flexibility, where employees have multiple reporting relationships based on projects and functions.

14. A ____________ structure is common in large organizations and features many hierarchical levels, making decision-making more formal and centralized.

15. The main advantage of a ____________ structure is that it can lead to quicker decision-making and greater employee autonomy.

Exercise 4: Gap Filling (Unit 4: Managing Across Cultures)

16. Understanding cultural differences is important in business because it helps managers ____________ communication and improve teamwork.

17. One of the key dimensions of Hofstede’s Cultural Dimensions is ____________ vs. collectivism, which reflects whether people prioritize individual achievements or group goals.

18. Cultural ____________ refers to the ability of managers and employees to work effectively with colleagues from different cultural backgrounds.

19. Managers must be aware of the ____________ between cultures in decision-making, leadership, and communication styles to avoid misunderstandings.

20. In managing across cultures, it is important to promote ____________ by creating a work environment where all employees feel valued and respected, regardless of their cultural background.

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Unit 1: Differences between managers and leaders

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Unit 1: Differences between managers and leaders

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1. According to Peter Drucker, how many main tasks can a manager’s work be divided into? What are they?

2. What is the purpose of the planning task for a manager?

3. When performing the organizing task, what does a manager need to do with the organization’s activities and resources?

4. Why might some people be unable to effectively apply management techniques, even if they have learned them?

5. Besides technical skills, what other type of skills do managers need to succeed?

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Peter Drucker, known as the "____________ of Modern Management," classified the tasks of a manager into five main groups.

The first task of a manager is planning, which means ___________ objectives and deciding how to achieve them.

When performing the task of organizing, a manager will ___________ and classify the organization’s activities.

Integrating involves the manager ___________ and ___________ with employees to ensure they work effectively.

In the measuring performance task, a manager must evaluate whether the ___________ and goals are being met.

Developing people is a task in which the manager helps develop the ___________ of both their subordinates and themselves.

Top managers must be able to adjust the organization’s ___________ when necessary to adapt to changes.

A good manager needs not only technical skills but also strong ___________ skills, as management is very people-oriented.

When dealing with stakeholders, managers must maintain relationships with ___________, suppliers, and the community.

According to Drucker, besides setting objectives, a manager must also ___________ the performance of employees to ensure the organization’s goals are met.

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Unit 2:What is the difference between intrinsic and extrinsic motivation?

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Unit 2:What is the difference between intrinsic and extrinsic motivation?

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Unit 3: How does a 'matrix structure' work in a company?

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Unit 3: How does a 'matrix structure' work in a company?

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1. What are physiological needs according to Maslow's hierarchy? Give some examples

2. In what way does Theory Y align with the higher order of Maslow’s hierarchy?