1. Management Competencies: The five management principles which he suggests are evolving to new competencies required in...

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Question:

1. Management Competencies:

The five management principles which he suggests are evolving to new competencies required in organizations today. Do you agree? What about the traditional roles, are they still needed, and how do you judge which is the most appropriate in any given setting of situation?

2. Top cause of management failure:

The top ten causes of failure for a manager. In your experience, have you observed any of these? Do you agree these are the top reasons, or would you suggest others? Would you change the order of importance for a manager in a technical area, or one managing technical workers or functions?

3. Critical Analysis:

Read the case study "More Hassles from HR?"

In their three years at Vreeland Pharmaceuticals, Vitoria Nuños and Gary Shaw had rarely crossed paths, and they had exchanged no more than a dozen sentences. But here they were, seatmates on a plane headed to company headquarters in Kansas City, Missouri. And suddenly, they had a lot to say to each other. “What I’d like to know is why we’re wasting a trip to Kansas City to hash out some new policies about leader competencies,” Vitoria said. “Because Connie Wyland is HR at Vreeland, and you and I both know that policies and models and all of that touchy-feely people stuff are the lifeblood of HR,” Gary replied. “I also think a lot of this is the result of panic on the heels of the scandals in sales last year.”“I don’t think there’s cause for panic. The company fired the guys, apologized, and then you just move on,” said Vitoria. Gary laughed sarcastically. “No, you fire them, you apologize, and then you analyze the whole thing ad nauseam, and then you hamstring your management team with endless rules and bureaucratic standards just to make sure it doesn’t happen again.” “So we all pay for their mistakes,” replied Vitoria. “We pay because HR feels guilty that those guys moved up so high in the system,” Gary replied. “So now Connie and her staff have devised the ultimate solution to the problem. I don’t know why we all have to go in to discuss it; she’s already decided what she’s going to do, and she’s positive this is the cure-all to prevent any further embarrassment to the company.” “Let’s look at the document,” Vitoria said. He reached under the seat, retrieved and unpacked his tablet, placed it on the tray table, and turned it on. “Too much glare,” Gary said, peeking over. Vitoria pulled down the window shade. “Is that better?” Gary nodded. The two men read through the document. “I resent the term ‘rogue leaders,’?” Gary remarked, pointing to the phrase. Vitoria shrugged. “It’s a rough draft. They’ll clean up the language … I think.” “It’s really just a rehash of the mission statement and all of the things we learned in training. This is stuff we all learned in business school. I feel like I’m being lectured.”