question

Describe, using examples, the three different sector classifications of organisations

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Outputs (agriculture sector & manufacturing & services), Ownership (private, public and community), motivation (for profit, not for profit and both)

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Discuss, using examples, effective and efficient organisation performance

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Performance: The organisation's ability to attain its goals by using resources in an efficient and effective manner, Effective: the achievement of the goal, Efficiency: minimal resources used to get the required output

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Describe, using examples, the four primary functions of management;

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Planning: defining goals and deciding task & resources Organising: assigning and grouping tasks Leading: influencing and motivating people so that they can achieve goals Controlling: monitoring and adjusting

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Describe, using examples, the six dimensions of best practice in organisation management;

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Leadership: influencing and motivation people as well as directing them People management: understanding how to treat people so that you get the most of them Customer focus: relationships, exceeding expectations etc. Quality management: reduce all forms of waste, process improvement etc. Innovation: this includes the product, services, management systems and production processes Knowledge management: new knowledge

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Describe, using examples, the three types of management skills;

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Technical skills: task specific Human: relationships, groups/teams Conceptual: the big picture, relationship between parts

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Explain the impact of the Hawthorne Studies on management thinking about employee productivity;

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Set of research experiments on worker productivity, its key finding was that productivity will increase when we include human relationships (with managers and peers)

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Compare & contrast McGregor's Theory X and Theory Y assumptions about workers;

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Theory X (classical approach): average worker has a dislike to work and will avoid it if possible. These workers need to be supervised at every step of work that they do. (avoid responsibility, little ambition etc) Theory Y (humanistic approach): do not inherently dislike work, under the right conditions a worker will seek to gain responsibility, consider work as natural part of life Similarity: threat of punishment will make them work harder

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Describe, using examples, the different components of attitude;

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Attitude: A cognitive and affective evaluation that predisposes a person to act in a certain way Cognitive (thoughts), Affect (feelings), Behaviour (intention to behave)

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Describe, using examples, potential perceptual distortions that can lead to errors in perceptual judgement;

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Perceptual distortion: errors in perceptual judgement that arise from inaccuracies from the perception process e.g. halo effect or stereotyping (all politicians are corrupt and manipulative)

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Describe two characteristics of the stimuli and two characteristics of the perceiver that can influence what an individual employer will perceive about a prospective employee in an employment interview;

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Stimuli characteristics (familiarity & repetition), perceiver characteristics (personality & values/beliefs) - relate these to an interview (e.g. first impression, how will these be reflected)

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Describe, using examples, the three factors that can influence the attributions an employee may make about a colleagues' behaviour;

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Distinctiveness: whether behaviour is normal for that person Consensus: whether people respond to similar situations in the same way Consistency: whether the person usually behaves in the same way

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Discuss the role that motivation can play in a worker realising high levels of potential productivity;

answer

Motivation:The arousal, direction and persistence of behaviour Need (create a desire to fulfil needs) - behaviour (results in actions to fulfil needs) - rewards (extrinsic vs. intrinsic) Motivators: fun, challenges, good work-life balance

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Describe, using examples, the differences between intrinsic and extrinsic rewards;

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Intrinsic: involves engaging in a behaviour because it is personally rewarding; essentially, performing an activity for its own sake rather than the desire for some external reward. - participating in sport because you find it enjoyable Extrinsic: occurs when we are motivated to perform a behaviour or engage in an activity in order to earn a reward or avoid a punishment. - studying cause you want a good grade

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Describe, using examples, the differences between Herzberg's motivating and hygiene factors;

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Herzberg: two factor theory Hygiene factors: what dissatisfies humans e.g. working conditions or pay Motivating factors: what motivates humans e.g. recognition, achievement

question

Using Adam's equity theory, explain how a person might choose to behave if his/her pay-rise was lower than her/his office colleague;

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Adams theory: about perceptions of fairness If pay was to decrease motivation would decrease therefore having a flow on effect to the job as a whole

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Describe, using examples, four causes of stress in the workplace;

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Stress: A physiological and emotional response to stimuli that place physical or psychological demands on an individual Causes: task demand, physical demand, role demand, interpersonal demand

question

Explain, using examples, how a team is different from a group;

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Team: A unit of two or more people who interact and coordinate their work to accomplish a specific goal. A team focuses on team goals whereas a group focuses on individual goals e.g. soccer team vs AA meetings

question

Define the terms 'vertical team', 'horizontal team', 'task force', and 'virtual team';

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Vertical team: formal team, managers and subordinates Horizontal team: members from the same hierarchal level, deal with tasks that occur regularly Task force: A temporary team or committee formed to solve a specific short-term problem involving several departments Virtual team: A team that uses computer technology and groupware so that geographically distant members can collaborate on projects and reach common goals

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Describe, using examples, the five stages of team development;

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Forming, storming, norming, performing, adjourning

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Describe, using examples, four common causes of conflict in a work team;

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Competition over resources Different goals Communication breakdowns Trust broken

question

Describe, using examples, the five styles of handling conflict team members may use; (learn diagram)

answer

Collaborating: both sides will win Accommodating: cooperativeness, usually when people know they are wrong Avoiding: no chance of winning, disruption would be very costly Competing: getting your own way, occurs during emergencies Compromising: goals on both sides are equally important

question

Describe, using examples: two types of upward organisational communication; two types of downward organisational communication; and two types of horizontal organisational communication;

answer

Upward: problems, suggestions for improvement Downward (messages sent from management to employees): implementing goals, performance feedback Horizontal: coordination between downward and upward - intradepartmental problem solving and co-ordination

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Describe, using examples, 2 channels of communication that have high levels of richness and 2 channels of communication that have low levels of richness;

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Communication: information exchanged and understood by two or more people, usually with the intent to motivate or influence behaviour High richness: high amounts of information, example (face to face talks, telephone Low richness: low amount of info transmitted, example (formal reports and letters)

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Describe, using examples, five behaviours of an effective listener;

answer

listen actively, find areas of interest, resist distractions, be responsive, judge content, listen for ideas

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Describe, using examples, five aspects of body-language we use to communicate non- verbally;

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Non verbal communication: A communication transmitted through actions and behaviours rather than words Aspects: Facial expression, Voice, Mannerisms, Posture, Dress

question

Describe, using examples, four individual barriers to communication;

answer

Barriers: Inter-personal, Channel selection, Semantics (meaning): diversity, Consistency of cues

question

Define leadership and explain its importance for organisations;

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Leadership: The ability to influence people towards the attainment of organisational goal Importance: promotes vision, creativity and change

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Describe, using examples, the difference between \"leadership\" and \"management\";

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Leadership: The ability to influence people towards the attainment of organisational goal Management: the attainment of organisational goals in an effective and efficient manner through planning, organising, leading and controlling organisational resources Differences: leadership (personal) vs. management (impersonal)

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Discuss, using examples, the impact of using an open-systems perspective to think about the organisation;

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Open system: Focus on relationships and external environment Set of elements: inputs, processes, outputs, feedback, environment

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Describe, using examples, the six dimensions of the organisation's General Environment;

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External environment model: 'All elements existing outside the organisation's boundaries that have the potential to affect the organisation General environment: indirect, broad, factors and conditions that affect generally everyone in the market Dimensions: technological, socio-cultural, economic, legal/political, natural environment and international

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Describe, using examples, the four dimensions of the organisation's Task Environment;

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Task environment: specific and direct, External environment of an organisation which affects its ability to reach business goals Dimensions: customers, competitors, suppliers & labour market

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Define ethics and explain how ethical behaviour relates to behaviour governed by law and free choice;

answer

Ethics: The code of moral principles and values that governs the behaviour of a person or a group with respect to what is right or wrong Corporations use code of ethics to eliminate new laws and free choice (stops if its \"not illegal\" than its ethical)

question

Explain, using examples, utilitarian, individualism, moral-rights, and justice approaches for ethical decision-making;

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Utilitarian: proper course of action is one that maximises utility e.g. a drug that helps more people than it causes negative side effects Individualism: promoting individuals best long term interest Moral-rights: a decision that best maintains the rights of the people affected by the decision Justice: standards of equity, fairness and impartiality

question

Explain, using examples, the three pillars of sustainable development;

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Sustainability: Economic development that generates wealth and meets the needs of the current population while preserving the environment for the needs of future generations Three pillars: environmental (resource use), social (impact on stakeholders), economic/financial (sustainable and viable business)

question

Briefly describe, using an example, the relationship between innovation and entrepreneurship;

answer

Innovation and entrepreneurship are at the heart of productivity growth. Innovation: the process of selling something new Entrepreneurship: will try to sell this new innovative product

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Explain, using examples, the difference between entrepreneurship and social entrepreneurship;

answer

Entrepreneurship: The process of initiating a business venture, organising the necessary resources, and assuming the associated risks and rewards Social: A leader who is committed to both good business and positive social change

question

Describe five reasons for becoming an entrepreneur;

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Five reasons: pioneer, create your own job, create a venture that suits you, financial success, pursue your own ideas

question

Discuss the contribution a SWOT analysis makes to the strategic management process;

answer

SWOT: strengths, weaknesses, opportunities and threats

question

Describe, using examples, the key questions associated with the three levels of strategy;

answer

Corporate level: what business are we in? (corporation) Business level: how do we compete? (materials, parts used) Functional level: how do we support the business level strategy? (e.g. finance, R&D)

question

Describe, using an example, the concept of 'core competence';

answer

A business activity that an organisation does particularly well in comparison to competitors, e.g. innovation, technological know-how, customer service

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Describe, using examples, Porter's three competitive strategies;

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Differentiation: distinguishing products from competitors Cost leadership: cheaper than competitors \"warehouse\" Focus: niche market \"nosh\"

question

Describe, using examples, the three key roles of management identified by Henry Mintzberg;

answer

Roles: interpersonal (strong relationship), informational (good knowledge of the business and staff), decisional (ability to make a clear and concise decision)

question

Describe, using examples, the major differences between programmed and non- programmed decisions;

answer

Programmed: reoccurring decision that has future application (normal system for dealing with customers) Non-programmed: A decision made in response to a situation that is unique, is poorly defined and largely unstructured, and has important consequences for the organisation (new product in which we don't know how to market it)

question

Using the example of making a decision about running a work-related social function, describe the six steps in the managerial decision making process, as indicated in the text;

answer

Recognition of decision - diagnosis and analysis of causes - development of alternatives - selection of alternative - implementation of alternative - evaluation and feedback

question

Explain, using examples, the difference between a certain and uncertain decision- making context;

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Certain: all the information the decision maker needs is fully available Uncertainty: know what goal they want to achieve but info about alternatives and future events are incomplete (may have make assumptions) - e.g. providing a new medicine

question

Explain, using examples, the difference between a risky and an ambiguous decision- making context;

answer

Ambiguity: the goal/problem to be achieved is unclear, difficult to define and some information is unavailable. Risk: clear-cut goals, good info available, but future outcomes associated with each alternative are subject to chance.

question

Describe, using examples, the three decision-making models, as described by the text;

answer

Classical model: clear-cut problems and goals, full info about alternatives and their outcomes, rational choice by individual Administrative model: vague problems & goals, limited info about alternatives and their outcomes Political model: conflicting goals, condition of uncertainty, ambiguous information

question

Explain how a bureaucratic organisation structure improves efficiency and control in an organisation;

answer

An organisation with rigid and tight procedures, policies and constraint. Improves efficiency & control: division of labour, clear hierarchical authority, rational impersonal rules

question

Define, using examples, the concept of organisation structure;

answer

How tasks are divided: work specialisation etc. How resources are allocated: who gets to choose How departments are coordinated: managerial systems - centralised vs decentralised

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Describe, using examples, the difference between a vertical functional and a divisional organisational structure;

answer

Vertical function: similar skills, expertise and resource use (people grouped together in departments) e.g. accounting department Divisional structure: departments grouped together into separate, self contained divisions based on a common product or program

question

Describe, using examples, the three characteristics of authority;

answer

Authority is vested in organisational positions, not people Authority is accepted by employees Authority flows down the vertical hierarchy: people higher up have more authority

question

Describe, using an example, the relationship between authority, responsibility and delegation;

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Authority: legitimate right to make decisions and have organisational power Responsibility: a required duty on a task or activity Delegation: transfer of authority and responsibility

question

Describe, using examples, the factors that should shape an organisation's structure;

answer

Organisation structure: framework in which the organisation defines how tasks are divided, resources deployed and departments coordinated

question

Describe, giving examples, five visible artefacts of an organisation's culture;

answer

Culture: The shared knowledge, beliefs, values, behaviours and ways of thinking among members of a society Visible: symbols (conveys meaning), stories (narrative based on true events), heroes (exemplifies good deeds which attributes to a good corporate culture), slogans (phrase about corporate culture) and ceremony (special event for the benefit of the audience)

question

Define the four types of corporate cultures as they relate to the strategic focus of the firm, and the needs of the general environment;

answer

Adaptability Culture: fast response and high-risk decision making Achievement culture:serving specific customers in the external environment, without the intense need for flexibility and rapid change Involvement Culture: internal focus, involvement and participation of employees Consistency Culture: internal focus, consistency orientation, stable environment

question

Describe, giving examples, five types of questions that are inappropriate or illegal to ask in an interview context;

answer

Origin of applicants name, Race or colour of skin, Age of applicant, if applicant has ever been arrested, if applicant has any physical or mental defects

question

Describe, giving examples, four training methods used in organisations;

answer

Induction (entry point training), on the job training (experienced employee), mentoring (guiding and supporting), coaching (specific skills)

question

Discuss the differences between the 'new social contract' and the 'old social contract' perspectives for both employers and employees;

answer

Old: the employee could contribute ability, education, loyalty, and commitment, the business in return would pay wages, benefits, advancements New: employee responsible for developing own skills/abilities and understanding the business needs, the employer in turn invests in training and opportunities for when the business no longer needs them so they have a good start.

question

Describe, giving examples, three 'primary' and three 'secondary' dimensions of diversity;

answer

Diversity: the way we are different Primary: age, gender, ethnicity Secondary (these can be changed): education, marital status, income

question

Explain the difference between \"ethnocentrism\", \"monoculture\", \"ethnorelativism\", and \"pluralism\";

answer

Ethnocentrism: own group or subculture inherently different (bias view) Monoculture: only one way of doing things, values and beliefs are bias Ethnorelativism: Groups & subcultures inherently equal Pluralism: Several subcultures in the organisation (positive)

question

Describe, using examples, the four most common facility layouts used for the actual production of a good or service;

answer

Process: machines/tasks grouped together, one location, products move between different functions (machine shops) Product: single product, they move in stages (car manufacturing) Cellular: machines/task, products move into separate spaces for processing Fixed position layout: product remain in one place, the task/machine move (hotel construction)

question

Explain, using examples, the basic difference between a manufacturing organisation and a service organization

answer

Manufacturing: tangibility, can be stored, production preceeds consumption, can transport goods, can measure quality of goods

question

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Bsns105: Business Organisations

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