Question 1: Values and attitude capture how managers experience their jobs as individuals. Value and attitude have essential influence on how managers behave, treat, and respond to others and how managers take effort to contribute to organisational effectiveness through planning, organising, leading and controlling. Explain values and attitudes and describe their impact on managerial action in an organisation.
Question 2: Regardless of the specific decisions a manager makes, the decision-making process is either programmed or non-programmed. Decades of research by Nobel Prize winner Daniel Kahneman, his longtime collaborator the late Amos Tversky, and other researchers suggests that managers tend to be overconfident in the decisions they make, whether based on intuition or reasoned judgment.
Differentiate between programmed and non-programmed decisions and explain how effective non-programmed decision is made by managers in the absence of rules and procedures.
Question 3: Managers cannot plan, organize, lead, and control effectively unless they have access to information. Information is the source of the knowledge and intelligence they need to make the right decisions. Information, however, is not the same as data.
Explain how the attributes of useful information allow managers to make better decisions and describe three reasons why managers must have access to information to perform their tasks and roles effectively.
Question 4: The moods and emotions leaders experience on the job, and their ability to effectively manage these feelings, can influence their effectiveness as leaders. Explain how emotional intelligence may contribute to leadership effectiveness.