- •Final examination (Answers to management)
- •1.Мanagement and functions of management. Level 3
- •2.Managers and types of managers. Level 3
- •3.Management roles and management skills. The skills needed at different management levels. Level 2
- •4.Organizational performance (org-n, effectiveness, efficiency) Level 3
- •1)Scientific Management
- •2)Bureaucratic Organizations
- •3)Administrative Principles
- •6.Advantages and disadvantages of Taylor's Scientific Management.
- •7.Humanistic perspective: Human relations movement, Human resources perspective. Level 2
- •9.General environment and its dimensions. Level 2
- •10.Task environment and its four primary sectors. Level 2
- •Internal environment: corporate culture. Level 2
- •The different levels of culture.
- •Four types of corporate cultures. Level
- •Strategies for entering international markets (outsourcing, exporting, …)
- •Hofstede’s cultural dimensions Level 3
- •2. Individualism vs. Collectivism.
- •3. Masculinity vs. Femininity
- •European union and North American Free Trade Agreement (nafta)
- •Define ethics and explain how the domain of ethics relates to law and free choice.
- •The utilitarian, individualism, moral-rights, and justice approaches for evaluating ethical behavior.
- •Three levels of personal moral development.
- •Entrepreneurship, entrepreneur and small business.
- •Steps of starting a new business (1- come up with the new business idea)
- •Stages of growth (1-start up, 2- survival, …)
- •Stages of growth for an entrepreneurial company.
- •Compare the three levels of goals and plans.
- •Compare and contrast the three levels of strategy in an organization.
- •Compare decision conditions of certainty, risk, uncertainty and ambiguity.
- •Briefly define the characteristics of an effective goal.
- •List and define the four major activities that must occur in order for management by objectives (mbo) to succeed.
- •Three grand strategies for domestic operations.
- •Compare and contrast the three levels of strategy in an organization.
- •Decision conditions of certainty, risk, uncertainty and ambiguity.
- •Briefly describe the assumptions underlying the classical model of decision making.
- •Hierarchy of goals and plans in the organization and explain each of them.
- •Planning approaches.
- •Strategic management and strategic management process.
- •Internal factors
- •Innovative approaches:
- •4. Team departmentalization
- •Stages of moral development.
- •The difference between the suppliers of debt and equity financing.
- •A corporation and briefly discuss the primary advantages and disadvantages of forming a corporation.
- •The fundamental difference between the suppliers of debt and equity financing.
- •Explain the relationships between strategic goals and three types of organization structure: functional, matrix, and team.
- •Name and briefly describe five alternatives for training.
- •1. Technology-Based Learning
- •2. Simulators
- •4. Coaching/Mentoring
- •5. Lectures
- •6. Group Discussions & Tutorials
- •7. Role Playing
- •8. Management Games
- •9. Outdoor Training
- •10. Films & Videos
- •11. Case Studies
- •12. Planned Reading
- •Briefly describe Maslow's hierarchy of needs theory.
- •Motivation and Herzberg’s two-factor theory. Level 2
- •Leadership and leadership behavior styles. Level 2
- •Briefly describe Alderfer's erg theory.
- •Briefly describe acquired needs theory.
- •Briefly explain expectancy theory.
Explain the relationships between strategic goals and three types of organization structure: functional, matrix, and team.
Several competitive strategies that a business can adopt: differentiation and cost leadership. With a differentiation strategy, the organization attempts to develop innovative products unique to the market. With a cost leadership strategy, the organization strives for internal efficiency. The strategies of cost leadership versus differentiation require different organizational structures, so managers must pick strategies and structures that go well together.
Figure 1.2 shows how structures should be matched with strategic goals. The pure functional structure is appropriate for achieving internal efficiency goals. The functional structure uses task specialization and a strict chain of command to gain efficient use of scarce resources, but it does not enable to be flexible or innovative. In contrast, team structure is appropriate when the primary goal is innovation and flexibility. Each team is small, is able to be responsive, and has the people and resources necessary for performing its task. The flexible team structure enables organizations to differentiate themselves and respond quickly to environmental changes but at the expense of efficient resource use. The functional structure with cross-functional teams and project managers provides greater coordination and flexibility than the pure functional structure. The divisional structure promotes differentiation because each division can focus on specific products or customers, although divisions tend to be larger and less flexible than small teams.
Name and briefly describe five alternatives for training.
Training is one of the most frequently used approaches to changing people’s mindsets. Many methods of training are available- each has certain advantages and disadvantages. Here we list the different methods of training...you can comment on the pros and cons and make the examples concrete by imagining how they could be applied in training truck drivers.
1. Technology-Based Learning
Common methods of learning via technology include:
Basic PC-based programs
Interactive multimedia - using a PC-based CD-ROM
Interactive video - using a computer in conjunction with a VCR
Web-based training programs
The forms of training with technology are almost unlimited. A trainer also gets more of the learner''s involvement than in any other environment and trainees have the benefit of learning at their own pace.
Example: In the trucking industry one can imagine interactive multimedia training on tractor-trailers followed by a proficiency test to see how well the employee knows the truck.
2. Simulators
Simulators are used to imitate real work experiences.
Most simulators are very expensive but for certain jobs, like learning to fly a 747, they are indispensable. Astronauts also train extensively using simulators to imitate the challenges and micro-gravity experienced on a space mission. The military also uses video games (similar to the "shoot-em-up" ones your 14-year old plays) to train soldiers.
Example: Truck drivers could use simulators to practice responding to dangerous driving situations.
3. On-The-Job Training
Jumping right into work from day one can sometimes be the most effective type of training.
Here are a few examples of on-the-job training:
Read the manual - a rather boring, but thorough way of gaining knowledge of about a task.
A combination of observation, explanation and practice.
Trainers go through the job description to explain duties and answer questions.
Use the intranet so trainees can post questions concerning their jobs and experts within the company can answer them.
On-the-job training gives employees motivation to start the job. Some reports indicate that people learn more efficiently if they learn hands-on, rather than listening to an instructor. However, this method might not be for everyone, as it could be very stressful.
Example: New trucking employees could ride with experienced drivers. They could ask questions about truck weigh stations, proper highway speeds, picking up hitchhikers, or any other issues that may arise.
