The proposals the manager makes are the topic during Week 4 (Bateman and Snell 2004, De Janasz et al. 2003). It must possess adequate support beforehand so as not to miss opportunities and must build and maintain partnerships and alliances for increased managerial effectiveness. The manager must review their impact on internal and external partners. He must also have the required excellence in communication and networking skills. And the formation of ethical decisions is the topic during Week 5 (Bateman and Snell). It has been observed that rapid changes in the business and organizational scenario have often led to a manager's unethical decisions in his desire to satisfy customers or the organization's shareholders. Employees may also apply pressure and expectations for more meaningful career opportunities and greater participation in management. Readings for this Week explore the competing needs of these stakeholders against those of employees and the decision-making tools the manager can use in rendering wise and ethical decisions (Bateman and Snell). Broken trust with constituents due to unethical behavior and support options for advanced health care are common examples or arenas where unethical decisions are made. Conclusions. The modern-day manager is a new and versatile breed (Bateman and Snell 2004, Kinicki and Williams 2003, Rue and Brays 2003). He is aware and competently matches new challenges in today's organizational environment. He must maximize productivity and reduce resources; tackle complex processes; perform new and various key functions and roles; remain aware of the natural life cycle of organizations and the external forces that affect it and respond adequately to them. He must also provide adequate...

2003). He must have excellent communication and networking skills and remain aware of the impact of internal and external partners of the organization. Lastly, the modern manager must render ethical decisions, considering that current rapid changes in the organizational environment may compel him to form unethical decisions out of the desire to satisfy the needs of customers, employees or stakeholders. Customers give them business, employees want more meaningful career opportunities and greater organizational participation and stakeholders want to protect their interests. There are pertinent decision-making tools that can help the manager attain that balance and reach the best and ethical decisions (Bateman and Snell).
Bibliography

Bateman, T.S. And Snell, S (2004). Chapter 1: Managing. Management: the New Competitive Landscape. New York: The McGraw-hill Companies.

Chapter 12: Leadership.

Chapter 16: Managerial Control.

Chapter 2: The External Environment.

Chapter 3: The Managerial Decision-Making.

Chapter 15: Communicating.

Chapter 5: Ethics and Corporate Responsibility.

DaJanasz, C. et al. (2002). Interpersonal Skills in Organizations. New York: McGraw-Hill Companies

Kinicki, A and Williams, B.K. (2003). Chapter 2: The Exceptional Manager - What To Do, How You Do It. Management: a Practical Introduction. New York: The McGraw-Hill Companies.

Chapter 5: Planning the Foundation of Successful Management.

Chapter 8: Organizational Culture, Structure and Design Building Blocks of…