Module 1 Assignment Management Introduction

Module1 Assignment Managementintroductionthis Assignment Is Divided I

This assignment is divided into three parts. In Part A, you will consider the skills and competencies of a manager. In Part B, you will analyze ethics and corporate social responsibility. In Part C, you will write a profile of your views on management. Parts A and B will contribute to your final course grade, with specific marks allocated for each section. Part A involves evaluating a manager you are familiar with, examining their competencies, roles, and effectiveness. Part B requires discussing social responsibility from various perspectives and your personal stance. Part C entails reflecting on your current understanding of management, which will be compared to your future reflections after completing the course.

Paper For Above instruction

Management remains a cornerstone of organizational success, requiring a blend of technical skills, strategic vision, and ethical considerations. This paper explores key aspects of management, focusing on managerial competencies, ethical responsibilities, and personal leadership perspectives. Drawing from real-world examples and academic frameworks, I will analyze a manager I am familiar with, evaluate their effectiveness, and reflect on how ethical considerations influence contemporary management practices.

Part A: A Manager With Whom I Am Familiar

My choice of a manager is the director of the local non-profit organization where I volunteer. This manager exemplifies several key competencies aligned with Mintzberg's managerial roles, notably in leadership and resource allocation. One of her primary competencies is strategic thinking—she demonstrates foresight in developing programs that align with the organization’s mission, exemplifying Mintzberg’s role of the 'Entrepreneur' and 'Disturbance Handler' when resolving conflicts or adapting programs to changing community needs.

Another competency is interpersonal skill, particularly in motivating volunteers and securing community partnerships. Her ability to communicate effectively aligns with the 'Figurehead' and 'Liaison' roles, fostering collaboration and maintaining organizational reputation.

Her tasks can be categorized into four management functions: planning, she develops annual activity plans and fundraising strategies; organizing, she assigns tasks to volunteers and manages resources; leading, she motivates her team and advocates for the organization; and controlling, she monitors program outcomes and adjusts strategies accordingly. This comprehensive approach ensures organizational objectives are met efficiently.

In terms of efficiency and effectiveness, she adds value by streamlining volunteer coordination, reducing redundant efforts through clear communication systems, and consistently achieving fundraising targets—examples of efficiency. Additionally, she effectively builds community trust, which enhances program participation and sustainability, exemplifying effectiveness.

To improve her managerial efficiency, she could implement digital management tools for data tracking to further streamline operations. To increase effectiveness, fostering stronger team development through leadership training could enhance overall organizational impact.

Regarding delegation and empowerment, she delegates responsibilities appropriately and encourages volunteers to take ownership of tasks, fostering a sense of empowerment. However, she could further empower her team by providing more decision-making authority and training opportunities, which would enhance their engagement and capacity building.

Part B: Ethical and Social Responsibility

The classical view of corporate social responsibility (CSR) emphasizes profit maximization within legal and ethical boundaries, focusing on shareholders' interests. Conversely, the socio-economic view advocates that corporations have broader responsibilities impacting stakeholders and society, emphasizing sustainable and ethical practices beyond mere compliance.

Stakeholders—such as employees, customers, suppliers, communities, and shareholders—play pivotal roles in the four CSR approaches: economic, legal, ethical, and philanthropic. In the economic approach, stakeholders are seen primarily as beneficiaries of profit generation. The legal approach emphasizes adherence to laws and regulations as the minimum standard. The ethical approach considers moral obligations toward stakeholders, requiring organizations to act ethically even when not mandated by law. The philanthropic approach encourages organizations to contribute positively to society voluntarily, fostering goodwill and trust.

Personally, corporate social responsibility means actively engaging in practices that promote social and environmental well-being while maintaining economic viability. It involves accountability, transparency, and a genuine commitment to making a positive impact beyond profit margins. I believe organizations should be socially responsible because sustainable practices ensure long-term success, preserve societal trust, and reduce negative externalities such as environmental degradation and social inequality.

For instance, companies adopting environmentally sustainable practices not only fulfill ethical obligations but also appeal to increasingly conscious consumers, leading to competitive advantages. Social responsibility also mitigates risks associated with unethical behavior, such as brand damage or legal penalties. Therefore, embedding social responsibility into business strategy is not merely a moral choice but a strategic imperative for long-term success.

Part C: Self-Profile of My Views on Management

Currently, my perception of management is that it is a dynamic blend of strategic planning, effective communication, and ethical responsibility. I view managers as facilitators who coordinate resources and motivate teams to achieve shared goals. I also believe that effective management requires adaptability, emotional intelligence, and a strong ethical compass.

Over the course of this module, I have come to understand that management is not solely about administrative tasks but also about fostering a positive organizational culture. Ethical considerations and social responsibility play increasingly vital roles in shaping sustainable practices and trust-building with stakeholders. I see management as a balancing act between achieving organizational objectives and maintaining moral integrity.

In the future, I anticipate that my views on management may evolve as I gain more practical experience and insights into emerging trends such as digital transformation and global sustainability challenges. Nonetheless, I will prioritize ethical leadership, stakeholder engagement, and continuous learning as fundamental principles guiding my management philosophy.

Overall, this reflection has reinforced my commitment to developing managerial skills that are not only effective in achieving goals but also responsible and ethically grounded. I believe that competent, ethical management is essential for building resilient organizations capable of adapting to an ever-changing environment.

References

• Friedman, M. (1970). The Social Responsibility of Business is to Increase its Profits. The New York Times Magazine.
• Carroll, A. B. (1999). Corporate Social Responsibility: Evolution of a Defining Concept. Business and Society, 38(3), 268-295.
• Mintzberg, H. (1975). The Manager's Job: Folklore and Fact. Harvard Business Review.
• Donaldson, T., & Preston, L. E. (1995). The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications. Academy of Management Review.
• Moon, J. (2007). The Contribution of Corporate Social Responsibility to Sustainable Development. Sustainable Development.
• Freeman, R. E. (1984). Strategic Management: A Stakeholder Approach. Pitman Publishing.
• Maak, T., & Pless, N. M. (2006). Responsible Leadership in a Stakeholder Society. Journal of Business Ethics.
• Vogel, D. (2005). The Market for Virtue: The Potential and Limits of Corporate Social Initiatives. Brookings Institution Press.
• Etzioni, A. (1988). The Moral Dimension: Toward a New Economics. Free Press.
• Organ, D. W. (1988). Organizational Citizenship Behavior: The Good Soldier Syndrome. Lexington Books.