Q1:

Middle management is the intermediate leadership level of a hierarchical

organization, being subordinate to the senior management but above the
lowest levels of operational staff. In day-to-day operations, the major
responsibilities of the manger are to design and implement effective group
work and information systems, define and monitor group-level performance
indicators, diagnosing and resolving problems within and among work
groups, establish reward systems, and to support the cooperative behaviour.
In the same lower level manager plays a supervisory role with subordinate.
Managers at the operational level in a company occupy the lowest rung in
the management hierarchy. These managers directly supervise employees
and may be known as first-line or front-line managers, supervisors, team
leaders or team facilitators. To operational managers falls the responsibility
of the day-to-day operations that directly affect a company's external
customers. This makes the operational management level crucial to the
success of the strategic and competitive goals of an organization.

Q2:

The bottom line value of ethical behaviour can be demonstrated using

traditional economics and rational decision-making models. Such an
approach begins from the premise that honesty and trust reduce transaction
costs, because fewer protective devices are needed if the firm has
trustworthy agents and less time is spent in negotiation if initial claims are
truthful. Thus the costs of an option based on these characteristics are
lowered, so that it may become the preferred option, especially where
transaction costs are high relative to other costs. Similarly, the strategic
alliances so important to global manufacturing, virtual factories and the
collaborative development of new products can only survive if there is
cooperation between the parties. Where no such cooperation exists, effort is
dissipated in bureaucratic wrangling or misdirected activity.

Q3:

Ethical decision making uses ethical (moral) principles to make decisions,

while ethics decision making can employ all kinds of principles (i.e., including
potentially unethical principles or decisions that lead to unethical outcomes).
Further, not widely used, ethics decision making is sometimes used by
investment managers to manage risk and uncertain investments. Risk and
portfolio managers may turn to ethics decision making for complex risk
management problems that cannot be modelled or solved. Ethics decision
making emphasizes the process of decision making, with the results of the
decision being of secondary concern.