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Management

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The process of working with and through others to achieve organizational objectives in a changing environment

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Explain the managerial significance of efficiency and effectiveness

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Efficiency- when resources required to achieve an objective are weighed against what was actually accomplished. Effectiveness- promptly achieving a stated objective

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Identify and Summarize five major sources of change for today's managers

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1. Globalization 2. Evolution of Product Quality- fix-it-in, inspect-it-in, build-it-in, design-it-in 3. Environmentalism and sustainability 4. An ethical reawakening 5. internet and social media

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Distinguish between managerial functions and skills

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functions-characterizes the management process as a sequence of rational and logical steps skills-to communicate goals and coordinate teams

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identify the eight basic managerial functions

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planning, decision making, organizing, staffing, communicating, motivating, leading, controlling

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Demonstrate your knowledge of Wilson's three managerial skill categories

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1. Technical- applying education, experience, and training to effectively organize a task, job, or project 2.teambuilding- listening carefully and communicating clearly to develop and coordinate an effective group 3. drive- setting and maintaining goals and standards to achieve effective outcomes

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Explain the practical significance of his research findings

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managers must be effective jugglers

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Explain how managers learn to manage

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50% "school of hard knocks" 30% relationships 20% formal training and education

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Describe entrepreneurs

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the process by which individuals-either on their own or inside an organization- pursue opportunities without regard to the resources they currently control

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Identify two key assumptions supporting the universal process approach

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1. a core management process remains the same across all organizations 2. can be reduced to a set of separate functions and related principles

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describe Henri Fayol's contribution

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created practical guidelines for the successful management of all types of organizations- Fayol's 14 universal principles of management

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Discuss Fredrick W Taylor's approach to improving the practice of industrial management

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scientific management- standardization, time and task study, systematic selection and training, and pay incentives

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Describe the general aim of the human relations movement

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effort among theorists and practitioners to make managers more sensitive to employee needs

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Explain why the human relations movement arose

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special circumstances that happened in the early 20th century 1. the threat of unionization 2. the Hawthorne studies 3. the philosophy of industrial humanism

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Explain the significance of applying open-system thinking to management

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success depends on the surrounding environment, how subsystems interact with outside social, cultural, political, and economic systems

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Explain the practical significance of adopting a contingency perspective

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emphasizes situational appropriateness

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Describe what "management by best seller" involves

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practicing a management style based on a popular management book

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summarize the demographics of the new American workforce

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-getting larger -increasingly female -more racially and ethnically diverse -becoming older -age diversity

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explain why America's education and workplace readiness situation is a crisis

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-lower reading levels -less high school diploma's awarded in the four year cycle -U.S. ranked 12th for the percentage of adults with an associate or higher degree -decline in computer science degrees

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Define managing diversity

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the process of creating an organizational culture that enables all employees to realize their full potential

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explain why managing diversity is important today

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growly diverse work force

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discuss how the changing political-legal environment is affecting the practice of management

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-dealing with issues with clearly political overtones -politicization of management -increased personal legal accountability

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Discuss why business cycles and the global economy are vital economic considerations for modern managers

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to understand and be able to predict when to hire people or when to not, to know whether an up or down from the business cycle is next

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Define the three-step innovation process

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1. concept 2. product technology 3. production technology

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define intrapreneur

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an employee who take personal "hands-on" repsonibility for pushing an type of innovative idea

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describe the 6 step internationalization process

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1. Licensing- to produce/market/sell in one country 2. Exporting-made in one country, sold in another 3. Local warehousing and selling- made in one country, shipped to storage in one or more countries 4. local assembly and packaging-shipped for final assembly to facility in one or more foreign countries 5. joint ventures-two or more companies from two or more companies in foreign companies 6. direct foreign investments-a company from one country produces and markets in foreign countries

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distinguish between global company and transnational company

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global company- centrally managed from a specific country transnational- network of productive units with decentralized authority and no national identity

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identify four cross-cultural competencies of global managers

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1. building relationships 2. valuing people of different cultures 3. listening and observation 4. coping with ambiguity

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contrast ethnocentric, polycentric, and geocentric attitudes towards foreign operations

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ethnocentric- home-country oriented polycentric- loose confederation of comparatively independent subsidiaries rather than to a highly integrated structure geocentric- world-oriented

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explain from a cross-cultural perspective the difference between high-context and low-context

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high context- rely on nonverbal and subtle situational messages low context- essential messages and meanings through words

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identify four of the GLOBE cultural dimensions

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1. power distance 2. uncertainty avoidance 3. institutional collectivism 4. in-group collectivism

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Summarize the leadership lessons from the GLOBE Project

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-charismatic/value-based -team-oriented -participative -humane-oriented -self-protective

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Identify the four leading reasons why U.S. expatriates fail to complete their assignments

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1. not performing job effectively 2. received other, more rewarding offers from other companies 3. expatriate or family not adjusting to culture 4. expatriate or family missing contact with friends or family at home

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Discuss the nature and importance of cross-cultural training in international management

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prepare managers for managing in a foreign country

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summarize the situation of North American women on foreign assignments

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-above-average success -harder for women to get foreign assignments -viewed as North Americans then women

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define corporate social responsibility

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the notion that corporations have an obligation to constituent groups in society other than stockholders and beyond that prescribed by law or union contract

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specify the four levels in Carroll's global CSR pyramid

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-philanthropic responsibility -ethical responsibility -legal responsibility -economic responsibility

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Contrast the classical economic and socioeconomic models of business

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-competitive, providing society with what they need -society's borader expectations for business

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summarize the arguments for and against CSR

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Against -business has enough power -managers are accountable to the people -business lacks the ability to pursue social goals For -business involved in social issues -resources to tackle today's complex societal problems -better society=better environment for business -Corporate social action prevents government intervention

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identify and describe the four social responsibility strategies

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Reactive social responsibility- denying responsibility while maintaining status quo Defensive social responsibility- uses legal maneuvers and/or a public relations campaign to avoid more responsibility accommodative social responsibility- organization pressure to take more responsibility proactive social responsibility- taking initiative with a progressive program that serves as a role model for the industry

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Explain the concept of enlightened self-interest

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the realization that business ultimately helps itself by helping to solve societal problems

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summarize four practical lessons from business ethics research

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1. ethical hot spots 2. pressure from above 3. discomfort with ambiguity 4. the rationalization of unethical conduct

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distinguish between instrumental and terminal values

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-belief that a certain way of acting is appropriate for all situations -a certain end-state of existence is worth striving for and attaining

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identify and describe four general ethical principles

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1. self-interests 2. personal virtues 3. religious injunctions 4. government requirements

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Distinguish among state, effect, and response uncertainty

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state-the environment is considered unpredictable effect- manager's attempt to predict the effects of environmental changes on his or her own organization response- inability to predict the consequences of a particular decision or organizational response

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Identify and define the three types of planning

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strategic- the process of determining how to pursue the organization's longterm goals with resources expected to be available intermediate- the process of determining the contributions that subunits can make with allocated resources operational- the process of determining how specific tasks can best be accomplished on time with available resources

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discuss the role of objectives in planning

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-specific targets -measuring how well an organizational subunit or individual preformed -commitment -represent a challenge

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describe the four-step management by objectives process

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1. setting objectives 2. developing action plans 3. periodic review 4. performance appraisal

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explain how management by objectives can foster individual commitment and motivation

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-encourages self-management and personal commitment through employee participation in setting objectives

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discuss project planning within the context of the project life cycle

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Four stage life cycle -conceptualization -planning -execution -termination

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list six roles played by project managers

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1. implementer 2. entrepreneur 3. politician 4. friend 5. marketer 6. coach

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Discuss the value of PERT networks

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graphical sequencing and scheduling tool for large, complex, and non routine projects

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Explain how break even points can be calculated

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total fixed costs/price-variable costs

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define strategic management

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the ongoing process of ensuring a competitively superior fit between an organization and its changing environment

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explain the concept of synergy

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occurs when two or more variables interact to produce an effect greater than the sum of the effects of all of the variables acting independently

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identify four kinds of synergy

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-market -cost -technological -management

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describe Porter's model of generic competitive strategies

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1. cost leadership 2. differentiation 3. cost focus 4. focused differentiation

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identify and explain the major contribution the business ecosystems model makes to strategic thinking

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an economic community of organizations and all their stakeholders -organizations need to be as good at cooperating as they are at competing if they are to succeed

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identify seven basic internet business models

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1. commission based 2. advertising-based 3. markup-based 4. production-based 5. referral-based 6. subscription-based 7. fee-for-service-based

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identify and describe the four steps in the strategic management process

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1. formulation of grand strategy- how to accomplish goal 2. formulation of strategic plans- concrete and measurable strategic plans, policies, and budget allocations 3. implementation of strategic plans- filtering down of tasks 4. strategic control- formal control system

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explain the nature and purpose of a SWOT analysis

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S- strengths W- weakness O-opportunities T-Threats organizations SW cross-referenced with OT to find their niche in the marketplace

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describe the three types of forecasts

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1. event outcome- predict the outcome of highly probable future events 2. event timing- predict when given events occur 3. time series- estimate future values in a sequence of periodically recorded stats

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specify five sources of decision complexity for modern managers

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1. multiple criteria 2. intangibles 3. risk and uncertainty 4. long-term implications 5. interdisciplinary input

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explain what a condition of risk is and how managers cope

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-exist when a decision must be made on the basis of incomplete but reliable factual info -calculate the probability that a given event will occur and then select a decision alternative with favorable odds

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define and discuss the three decision traps: framing, escalation of commitment, and over-confidence

answer

framing- the tendency to evaluate positively presented info favorably and negatively presented info unfavorably escalation of commitment- the tendency of individuals or organizations to get locked into losing courses of action because quitting is personally and socially difficult over-confidence-

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discuss why programmed and nonprogrammed decisions require different decision making procedures

answer

programmed- are repetitive and routine nonprogrammed- made in complex, important, and nonroutine situations

question

distinguish between the two types of knowledge in knowledge management

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tacit-personal, intuitive, and undocumented info about how to skillfully perform tasks, solve problems, and make decisions explicit- readily sharable info b/c it is in verbal, textual, visual, or numerical form

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explain the need for a contingency approach to group-aided decision making

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1. groups tend to do quantitatively and qualitatively better than average individuals 2. exceptional individuals tend to outperform the group

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identify and describe five mental locks that can inhibit creatively

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1. looking for the right answer 2. always trying t be logical 3. strictly following the rules 4. insisting on being practical 5. avoiding ambiguity

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list and explain the four basic steps in the creative problem-solving process

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1. identify the problem 2. generating alternative solutions 3. selecting a solution 4. implementing and evaluating the solution

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identify and describe four characteristics common to all organizations

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1. coordination of effort 2. common goal or purpose 3. division of labor 4. hierarchy of authority

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distinguish between line and staff positions

answer

line positions- those in the formal chain of commands staff positions- outside the formal chain of command

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describe a business organization in terms of the open-system model

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organizational interacting subsystems -technical -boundary-spanning -managerial

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explain the term learning organization

answer

one that can create, acquire, and transfer knowledge, and can then adapt its behavior

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describe the time dimension of organizational effectiveness

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meeting organizational objectives and prevailing societal expectations in the near future, adapting and developing in the intermediate future, and surviving into the distant future

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explain the concept of contingency organization design

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the process of determining the degree of the environmental uncertainty and adapting the organization and its subunits to the situation

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distinguish between mechanistic and organic organizations

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mechanistic- rigid in design and have strong bureaucratic qualities organic- quite flexible in structure and adaptive to change

question

identify and describe the five basic departmentalization formats

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1, functional 2. product-service 3. geographic location 4. customer classification 5. work flow process

question

describe how a highly centralized organization differs from a highly decentralized one

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centralized- decision making authority is top management decentralized- decision making authority granted to lower level employees by management

question

define delegation

answer

the process of assigning various degrees of decision-making authority to lower-level employees

question

list five common barriers of delegation

answer

1. low self-confidence 2. lack of trust and confidence in employees 3. fear of being called lazy 4. vague job definition 5. fear of competition from those below

question

explain how the traditional pyramid organization is being reshaped

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-hourglass -cluster -virtual

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describe three characteristics of organizational cultures

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1. collective- agreement and action for an organization's culture to assume a life of its own 2. emotionally charged- people develop emotional attachment to their organizations culture 3. historically based- shared experiences over periods of time

question

explain what human resource management involves

answer

involves the acquisition, evaluation, retention, and development of human resources necessary for organizational success

question

define human capital

answer

all present and future workforce participants and emphasizes the need to develop their fullest potential for the benefit of everyone

question

identify four of Pfeffer's people-centered

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1. protection of job security 2. rigorous hiring process 3. comprehensive training 4. compensation linked to performance

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identify and briefly explain the seven steps in the PROCEED model of employee selection

answer

1. prepare 2. review 3. organize 4. conduct 5. evaluate 6. exchange 7. decide

question

explain how managers can be more effective interviewers

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-structural interviews -behavioral interviews

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discuss how performance appraisals can be made legally defensible

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1. job analysis was used to develop the performance appraisal system 2. appraisal was behavior-oriented, not trait-oriented 3. performance evaluators followed specific written instructions when conducting appraisals 4. evaluators reviewed the results of the appraisals with the ratees

question

contrast the ingredients of good training programs for both skill and factual learning

answer

ingredients vary whether skill or factual learning is involved -include: goal setting, modeling, practice, and feedback

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explain training program evaluation

answer

1. reaction 2. learning 3. behavior 4. results

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identify each major link in the communication process

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sender -> encode -> medium -> decode ->receiver ->feedback

question

explain the concept of media richness and the Lengel-Daft contingency model of media selection

answer

-describes the capacity of a given medium to convey info and promote learning -media vary in richness high to low

question

identify the five communication strategies

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1. spray & pray 2. tell & sell 3. underscore & explore 4. identify & reply 5. withhold & uphold

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discuss why it is important for managers to know about grapevine and nonverbal communication

answer

to put a stop to any rumors or false information

question

explain four ways managers can encourage upward communication

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1. formal grievance procedure 2. employee attitude and opinion surveys 3. suggestion systems 4. open-door policy

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explain how to deal with info overload

answer

clear objectives and priorities

question

summarize the pros and cons of telecommuting

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restricts normal social contact and face-to-face communication

question

specify three practical tips for improving each of the following communication skills: listening, writing, and running a meeting

answer

listening: silence is okay, ask stimulating open-ended questions, paraphrase writing: keep words simple, write concisely, be specific meeting: meet for specific purpose, create an agenda, communicate expectations for the meeting

question

explain the motivational lessons taught by Maslow's theory, Herzberg's theory, and expectancy theory

answer

Maslow's: physiological needs->safety->love->esteem->self-actualization, most individuals are not consciously aware of these needs and we proceed up the pyramid one level at a time Herzberg's: two factor theory- either dissatisfiers or satisfiers expectancy: how much effort to put forth

question

describe how goal setting motivates performance

answer

-directing attention -encouraging effort -encouraging persistence -fostering goal-attainment strategies and action plans

question

discuss how managers can improve the motivation of personnel who perform routine tasks

answer

realistic job previews, job rotation, limited expsoure

question

explain how job enrichment can be used to enhance the motivating potential of jobs

answer

increases the challenge of one's work by reversing the trend toward greater specialization

question

distinguish extrinsic rewards from intrinsic rewards

answer

extrinsic- payoffs granted to the individual by other people intrinsic- self-granted and internally experienced payoffs

question

list four rules of administering extrinsic rewards effectively

answer

1. rewards must satisfy individual needs 2. employees must believe effort will lead to reward 3. rewards must be equitable 4. rewards must be linked to performance

question

explain how employee engagement and retention programs, open-book management, and self-managed teams promote employee participation

answer

more employee run and employees take more responsibility

question

define group

answer

two or more freely interacting individuals who share a common identity and purpose

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explain the significance of cohesiveness, roles, norms, and ostracism in regard to the behavior of group members

answer

survival in the group, clarify role expectations, avoid embarrassing situations ostracism- rejection from the group

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identify and describe the six stages of group development

answer

1. orientation 2. conflict and challenge 3. cohesion 4. delusion 5. disillusion 6.acceptance

question

define organizational politics

answer

the pursuit of self-interest at work in the face of real or imagined opposition

question

explain how groupthink can lead to blind conformity

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thinking as a cohesive group and not seeing any problems or mistakes or opposing sides

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define and discuss the management of virtual teams

answer

-a physically dispersed task group linked electronically -clear objectives -managers finding a new way to manage from the school of hard knocks

question

discuss the criteria and determinants of team effectiveness

answer

-personal satisfaction -mutual trust -job security -clear objectives -team involvement -stable goals

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explain why trust is a key ingredient of teamwork

answer

to work better as a team and to be able to share the work

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discuss what management can do to build trust

answer

communication, support, respect, fairness, predictability, competence

question

identify and describe eight generic influence tactics used in modern organizations

answer

1. consultation 2. rational persuasion 3. inspirational appeals 4. ingratiating tactics 5. coalition 6. pressure tactics 7. upward appeals 8. exchange tactics

question

identify the five bases of power

answer

1. reward 2. coercive 3. legitimate 4. referent 5. expert

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explain what it takes to make empowerment work

answer

-adequate training -relevant information -fairly rewarding for results -involvement in key decisions

question

explain the concept of emotional intelligence in terms of Goleman's four leadership traits

answer

-street smarts 1. self-awareness 2. self-management 3. social awareness 4. relationship management

question

summarize what the Ohio State model has taught managers about leadership

answer

-low structure, high consideration -low structure, low consideration -high structure, high consideration -high structure, low consideration

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describe the path-goal theory of leadership

answer

leaders can enhance motivation by 1. clarifying the individual's perception of work goals 2. linking meaningful rewards to goal attainment 3. explaining how goals and desired rewards can be achieved

question

describe a transformational leader

answer

visionaries who challenge people to achieve exceptionally high levels of morality, motivation, and performance

question

explain Greenleaf's philosophy of the servant leader

answer

ethical person who puts others in the forefront

question

identify the two key functions that mentors perform

answer

1. career enhancement function 2. psychological and social support function

question

explain the management of antecedents and consequences in behavior modification

answer

-simple way of encouraging good performances -removing barriers and providing helpful aids

question

identify and describe four types of organizational change, according to the Nadler-Tushman model

answer

1. tuning 2. adaptation 3. re-orientation 4. re-creation

question

explain how people tend to respond differently to changes they like and those they dislike

answer

like: 1. unrealistic optimism 2. reality shock 3. constructive direction dislike: 1. getting off on the wrong track 2. laughing it off 3. growing self doubt 4. buying in 5. constructive direction

question

list six reasons why employees resist change

answer

1. surprise 2. inertia 3. misunderstanding/ignorance/lack of skills 4. emotional side effects 5. lack of trust 6. fear of failure

question

discuss what management can do about resistance to change

answer

-education and communication -participation and involvement -facilitation and support -negotiation and agreement -manipulation and co-optation -explicit and implicit coercion

question

describe how the unfreezing-change-refreezing metaphor applies to organization development

answer

1. helps neutralize initial resistance 2. ease into transition 3. follow up to any problems

question

describe tempered radicals

answer

those who want to succeed at work while retaining their personal values and identities, even if they clash with corporate culture

question

identify the 5Ps in the checklist for grassroots change agents

answer

1. preparation 2. purpose 3. participation 4. progress 5. persistence

question

contrast competitive and cooperative conflict styles

answer

competitive: opposing goals, mistrust and disbelief, avoid and win-lose, go separate ways cooperative: cooperative goals, trust and rely, discuss and win-win, move forward together

question

identify and describe five conflict resolution techniques

answer

1. problem solving 2. superordinate goals 3. compromise 4. forcing 5. smoothing

question

identify and describe the elements of effective negotiation

answer

-win-win attitude -knowing your batna -identifying bargaining zone -

question

explain the advantage of added value negotiating

answer

everyone is happy

question

identify three types of control

answer

1. feedforward 2. concurrent 3. feedback

question

discuss organizational control from a strategic perspective

answer

downward translation of objectives, upward translation of performance measures

question

identify four key elements of a crisis management program

answer

anticipate->plan->staff->practice

question

identify five types of product quality

answer

1. transcendent 2. product-based 3. user-based 4. manufacturing-based 5. value-based

question

explain how providing a service differs from manufacturing a product

answer

providing a service is costumer based manufacturing is based on how close the product is to the design

question

identify the five service quality dimensions

answer

1. customer participate directly in production process 2. services are consumed immediately and cannot be stored 3. services are provided when and where customer desires 4. services tend to be labor intensive 5. services are intangible

question

define total quality management

answer

creating an organizational culture committed to the continuous improvement of skills, teamwork, process, products, and service quality and customer satisfaction

question

specify the four basic principles of total quality management

answer

1. do it right the first time 2. be customer oriented 3. make continuous improvement a way of life 4. build teamwork and empowerment

question

describe three total quality management process improvement tools

answer

flow chart cause and effect analysis control chart

question

specify four of Deming's famous fourteen points

answer

1. quality improvement drives the entire economy 2. customer always comes first 3. don't blame the person, fix the system 4. plan do check act

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