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WorksheetsManagement
Total questions: 107
Worksheet time: 1hrs 10mins
is process of getting thing done, effectively + efficiently, w/ + through other ppl
Management
Effectiveness
Planning
Efficiency
Effectiveness
doing the right things/ completing work activities so that org. goal are attained
doing things right/ getting the most output from the least amount of inputs
is process of getting thing done, effectively + efficiently, w/ + through other ppl
Performance
which is the attainment of organizational goals by using resources in a efficient and effective manner
Management level
3 ( goal, structured, ppl)
4 (planing, org, leading, controlling)
3 (top managers, middle managers, first-line managers)
E.g. of top managers
branch manager-head of dept.
Founder, owner, CEO, VP, board of director
supervisor, team leader
Organization
individuals in org. who direct + oversee activities of other
deliberate collection of ppl brought together to complies some specific purpose
is process of getting thing done, effectively + efficiently, w/ + through other ppl
ppl who work directly on job/task + have no responsibility for overseeing work of others
The process of management involves the functions of planning, (a) , leading, and controlling.
define goals, establish strategy, develop plans to coordinate activities
(a)
monitor activities to ensure they are accomplished as planned
(a)
determine what needs to be done, how it will be done, who is to do it
(a)
direct + coordinate work activities of org. 's ppl
(a)
individuals in org. who direct + oversee activities of other
org.
managers
first- line managers
top managers
specific categories of managerial behavior, often grouped around interpersonal relationships, infos transfer, decision making
(a)
management functions
4 (planing, org, leading, controlling)
3 (top managers, middle managers, first-line managers)
3 ( goal, structured, ppl)
2 (effectiveness, efficiency)
doing things right/ getting the most output from the least amount of inputs
Efficiency
Effectiveness
Mintzberg's managerial roles: (a) , (b) , (c)
interpersonal roles,
decisional roles,
informational roles
interpersonal roles,
management roles,
informational roles
interpersonal roles
,decisional roles
interpersonal roles,
decisional roles,
management roles
individuals in org. who direct + oversee activities of others
(a)
interpersonal roles include
figurehead, leader, liaison
entrepreneur, disturbance hander, resource allocator, negotiator
monitor, disseminator, spokesperson
informational roles
entrepreneur, disturbance hander, resource allocator, negotiator
figurehead, leader, liaison
monitor, disseminator, spokesperson
decisional roles
figurehead, leader, liaison
entrepreneur, disturbance hander, resource allocator, negotiator
monitor, disseminator, spokesperson
involve ppl (subordinates, person outside org.), other duties that are ceremonial + symbolic in nature
informational roles
decisional roles
interpersonal roles
entail making decision/ choice
decisional roles
interpersonal roles
informational roles
involve collect, receive, disseminate info
informational roles
decision roles
interpersonal roles
Conceptual skills
manager's ability to build power base, establish right connection
manager's ability to work w/, understand, mentor, motivate others, both individually + in group
manager's ability to analyze, diagnose complex situations
job-specific knowledge, techniques needed perform work tasks
interpersonal skill
manager's ability to build power base, establish right connection
manager's ability to work w/, understand, mentor, motivate others, both individually + in group
manager's ability to analyze, diagnose complex situations
job-specific knowledge, techniques needed perform work tasks
technical skills
manager's ability to build power base, establish right connection
manager's ability to work w/, understand, mentor, motivate others, both individually + in group
manager's ability to analyze, diagnose complex situations
job-specific knowledge, techniques needed perform work tasks
political skills
manager's ability to build power base, establish right connection
manager's ability to work w/, understand, mentor, motivate others, both individually + in group
manager's ability to analyze, diagnose complex situations
job-specific knowledge, techniques needed perform work tasks
individuals responsible for making decision abt direction of org., establish policies that effect all org. members
(a)
supervisors responsible for derect day-to-day activities of nonmanagerial employees/team leader
(a)
Individuals typically responsible for translate goals set by top managers into specific details that lower-level managers will see, get done
(a)
decision making process has ... steps
10
9
8
7
steps in decision making process
1. Identify a problem
2. Identify decision criteria
3. Allocate weights to the criteria
4. Implement the alternative
5. Analyze alternatives
6. Select an alternative
7. Develop alternatives
8. Evaluate decision effectiveness
1. Identify a problem
2. Identify decision criteria
3. Allocate weights to the criteria
4. Develop alternatives
5. Analyze alternatives
6. Select an alternative
7. Evaluate decision effectiveness
1. Identify a problem
2. Identify decision criteria
3. Allocate weights to the criteria
4. Develop alternatives
5. Analyze alternatives
6. Select an alternative
7. Implement the alternative
8. Evaluate decision effectiveness
1. Identify a problem
2. Identify decision criteria
3. Evaluate decision effectiveness
4. Develop alternatives
5. Analyze alternatives
6. Select an alternative
7. Implement the alternative
8. Allocate weights to the criteria
set of 8 steps include id problem, select solution, evaluate effectiveness of solution
(a)
discrepancy btwn existing + desired state of affairs
(a)
factors are relevant in decision
(a)
3 approaches of decision making
bounded rationality, intuition
rational model, bounded rationality
rational model, bounded rationality, intuition
rational model, bounded rationality, cognitive based decision
how many intuition + managerial decision making
7
5
4
6
Experience-based decision
based on ethnic values/cultures
based on past experience
based on emotions/feeling
based on knowledge, skills
values/ethnics-based decision
based on ethnic values/cultures
based on past experience
based on emotions/feeling
based on knowledge, skills
Subconscious mental processing
based on emotions/feeling
based on past experience
based on ethnic values/cultures
use data from subconscious mind
affect-initiated decision
use data from subconscious mind
based on past experience
based on emotions/feeling
based on ethnic values/cultures
Cognitive-based decision
based on past experience
based on emotions/feeling
based on knowledge, skills
based on ethnic values/cultures
types of problem
2 (structure, unstructured)
2 (programed, non programed)
3 (risk, certainty, uncertainty)
3 (national culture, creativity +design thinking, big data
type of decision
3 (risk, certainty, uncertainty)
2 (structure, unstructured)
2 (programed, non programed)
3 (national culture, creativity +design thinking, big data)
straightforward, familiar, easily defined problem
(a)
repetitive decision can = handle using routine approach
(a)
Approach assumes that manager make rational decisions but are limited (bounded) by their ability to process information.
Bounded Rationality
Rational model
intuition
describes choices = constant + value maximizing within specified constraints
Intuition
Bounded Rationality
Rational Model
problem = new/unusual for which info = ambiguous/ incomplete
(a)
unique, non-recurring decision require custom-made decision
(a)
reasons for planning
3
4
5
6
Why do managers plan
1 provides direction
2 reduces uncertainty
3 minimizes waste + redundancy
4 sets the standards for controlling
1 provides direction
2 reduces uncertainty
3 increases waste + redundancy
4 sets the standards for controlling
1 provides direction
2 reduces uncertainty
3 minimizes waste + redundancy
4 eliminates the standards for controlling
1 establishes goal
2 reduces uncertainty
3 minimizes waste + redundancy
4 sets the standards for controlling
what managers do to develop org.'s strategy
goal
mission
SWOT analysis
strategic management
SWOT stands for
Strenghts, weaknesses, opportunities, threats
Smart,
weaknesses,
opportunities, threats
Straights, words, opportunities, time
Strenghts, weaknesses, operations, threats
planning = ___+___
mission + goals
objective + mission
missions + plans
goals + plans
Desired outcomes or targets
(a)
Documents that outline how goals are going to be meet
(a)
statement of org.'s purpose
opportunity
mission
strength
threat
positive trends in external environment
opportunity
mission
strength
threat
negative trends in external environment
weaknesses
threats
opportunities
strengths
activities org. doesn't do well/resources it needs but doesn't possess
weaknesses
strength
opportunities
threats
any activities org. does well/resources it needs that is has
strengths
weaknesses
Opportunities
threats
org's assets used to develop manufacture, deliver to customers
(a)
major value-creating capabilities of org.
SWOT analysis
Resources
core competencies
capabilities
combined external + internal analysis
Resources
Core competencies
SWOT analysis
Capabilities
org.'s skills , abilities in doing work activities needed in business
SWOT analysis
Resources
Capabilities
Core competencies
management by goals/objectives has
4
3
5
6
what do setting goals include?
goal specificity, explicit time period, concentrate on decision making, performance feedback
goal setting, concentrate on decision making explicit time period
goal setting, participate decision making, performance feedback
goal specificity, participate decision making, explicit time period, performance feedback
steps in setting goals
7
6
5
4
strategic plans
plans that apply to the entire organization + encompass the organization's overall goals
With a time fram beyond three years
Documents that outline how goals are going to be meet
Desired outcomes or targets
a plan that frame beyonds 3 years
(a)
a plan that covers a period of less than one year
(a)
are flexible plans and set out general guidelines
(a)
plans that are clearly defined and leave no room for interpretation
(a)
1 time plan specifically designed to meet needs of unique situation
(a)
are ongoing + provide guidance for activities performed repeatedly
(a)
specify details of how overall goals = to be achieved
(a)
Key Elements in Organizational Design have
8
7
6
5
6 Key Elements in Organizational Design
work specialization; departmentalization; authority, responsibility, and power, span of leader; centralization and decentralization; formalization
work specialization; departmentalization; authority, and power; span of control; centralization and decentralization; formalization
work specialization; management; authority, responsibility, and power; span of control; centralization and decentralization;
formalization
work specialization; departmentalization; authority, responsibility, and power; span of control; centralization and decentralization; formalization
Dividing work activities into separate job tasks; also called division of labor
Centralization
Departmentalization
Span of Control
Work Specialization
The number of employees a manager can efficiently and effectively supervise
Centralization
Span of Control
Decentralization
Formalization
The degree to which decision making takes place at upper levels of the organization
Centralization
Decentralization
Formalization
Departmentalization
The degree to which lower-level managers provide input or actually make decisions
Departmentalization
Centralization
Decentralization
Formalization
How standardized an organization's jobs are and the extend to which employee behavior is guided by rules and procedures
Departmentalization
Work Specialization
Formalization
Responsibility
types of departmentalization have
5
7
10
6
types of power have
6
3
4
5
An individual's capacity to influence decisions
(a)
An obligation to perform assigned duties
(a)
control process has
3 steps
4 steps
5 steps
6 steps
types of control has
6 types
5 types
4 types
3 types
work performed
Functional departmentalization
product departmentalization
customer departmentalization
geographic departmentalization
major product areas in corporation
functional departmentalization
product departmentalization
process departmentalization
geographic departmentalization
customer's problems + needs
functional departmentalization
product departmentalization
customer departmentalization
process
departmentalization
location served
functional departmentalization
customer departmentalization
process departmentalization
geographic
departmentalization
basis of work/customer flow
product departmentalization
customer departmentalization
functional departmentalization
process departmentalization
e.g: engineering, accounting, info systems, human resources
customer
process
functional
product
e.g: woman's/man's footwear, apparel, accessories
product
geographic
customer
process
e.g: North, South, East, Midwest
process
product
customer
geographic
e.g: testing, payment
functional
process
product
customer
who created Theory X and Theory Y?
Mc Gregor
Herzberg
Mc Cleland
Maslow
theory y
negative views of ppl that assumes workers have little ambition, dislike work, want to avoid responsibility, need to be closelt controlled to work effectively
intrinsic factors that are related to job satisfaction, while extrinsic factors are associated with job dissatisfaction
positive view of ppl that assumes employees enjoy work, seek out and accept responsibilities, and exercise self-direction
maslow's theory that there is a hireacrchy of 5 human needs
theory x
negative views of ppl that assumes workers have little ambition, dislike work, want to avoid responsibility and need to be closelt controlled to work effectively
positive view of ppl that assumes employees enjoy work, seek out and accept responsibilities, and exercise self-direction
intrinsic factors that are related to job satisfaction, while extrinsic factors are associated with job dissatisfaction
There is hierarchy of 5 human needs: physiological, safety, social esteem, elf actualization
Two- factor theory
positive view of ppl that assumes employees enjoy work, seek out and accept responsibilities, and exercise self-direction
intrinsic factors that are related to job satisfaction, while extrinsic factors are associated with job dissatisfaction
negative views of ppl that assumes workers have little ambition, dislike work, want to avoid responsibility and need to be closelt controlled to work effectively
There is hierarchy of 5 human needs: physiological, safety, social esteem, elf actualization
who created Three-need Theory
Mc Clelland
Herzberg
Mc Gregor
Maslow
Who created Hierarchy of Needs Theory
Mc Gregor
Herzberg
Mc Clelland
Maslow
Who created Two-factor Theory
Maslow
Mc Gregor
Herzberg
Mc Clelland
Need for Achievement (nAch) , Need for Power (nPow), Need for Affiliation (nAff) belong to
Theory X + theory Y
2-factor Theory
3 needs theory
Hierarchy of Need Theory
Hierarchy of Needs Theory
positive view of ppl that assumes employees enjoy work, seek out and accept responsibilities, and exercise self-direction
negative views of ppl that assumes workers have little ambition, dislike work, want to avoid responsibility and need to be closelt controlled to work effectively
there is a Hierarchy of 5 human needs: Physiological, safety, social, esteem, self- actualization
3 acquired need are major motives in work
