Explain what is meant by 'management'. In your answer discuss the competing explanations of 'management'. In your answer, draw on foundation management studies to justify each explanation.

Fayol, Mintzberg and Katz studied and wrote about management - though each in a different way. Discuss the focus of each contribution for the management of contemporary organisations, and key similarities and differences between their findings.

Discuss how understanding of 'attitude orientations' and 'perception' can help managers be more effective. In your answer draw on the influences of each attitude orientation for managers, and how this can sometimes distort his/her perception of employees. Give examples to illustrate your answer.

Mintzberg proposed that 'management as practice combines art, craft, and science.' Discuss the various characteristics of managing under 'art', 'craft', and 'science'. In your answer explain how each characteristic approaches strategy. Give examples to illustrate your answer.

Discuss the similarities and differences between work groups and work teams. In your answer draw on the different types of work teams and the implications for managers in managing work groups and work teams.

Discuss ways in which the five major concepts (roles, norms and conformity, status systems, group size, and group cohesiveness) affect group behaviour both positively and negatively. In your answer provide an explanation of what is meant by each concept.

Explain why it is important to understand the different communication styles when communicating with people. In your answer discuss the barriers to communication that managers need to be aware of when communicating with culturally diverse teams.

Describe the foundations of good communication in organisations with a diverse range of employees and how these can help minimise toxic communications in the workplace. In your answer discuss characteristics of diversity, and the implications for verbal and non-verbal communication that managers and employees need to be aware of.

Secchi developed three theories of corporate social responsibility (CSR). Describe the differences between the three theories and give an example for each.

You are a manager developing a corporate social responsibility (CSR) strategy for your organisation. Discuss with examples the influence of organisational culture and personal values when wanting to make an organisation more ethical. Use examples to illustrate your answer.

Discuss two key leadership theories /models from the past 50 years and how each has contributed to our understanding of managerial leadership. Explain with examples the key characteristics of each theory/model that a contemporary manager might find useful to adopt.

Critically discuss the key characteristics of the Bass and Avolio model of 'Transformational Leadership' and the 'Leader-Member Exchange Theory'. Discuss the relevance of each for contemporary organisations. Use examples to illustrate your answer

Discuss what the main purposes of innovation portfolio management are. In your answer explain the differences between 'creativity' and 'innovation' and the importance of each concept for organisations. Discuss which concept 'design thinking' fit into? Use examples to illustrate your answer.

"The reality is that innovation is impossible to manage". Discuss why organisations need an Innovation Management (IM) Framework.

In your answer define what an IM Framework is. Describe the 3 components of an IM Framework. Use examples to illustrate your answer.

A 'network of teams' is a new model in the redesign of work. Discuss the '4 keys to success' that managers will need to incorporate when introducing a network structure, and some of the challenges they might face with its implementation. Provide examples to illustrate your answer.

Deloitte identified 10 Global 'Human Capital' trends for 2016. Discuss 5 of these trends. In your answer discuss how managers will manage these trends with a flexible work force. Provide examples to illustrate your answer.