- •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.
10.Task environment and its four primary sectors. Level 2
Task Environment is closer to organization and includes sectors that have a direct working relationship with the organization:
Customers-those people or organizations in the environment who acquire goods and services from the organization.
Competitors- other organizations in the same industry that provide goods and services to the same set of customers.
Suppliers-people or organizations that provide raw materials the organization uses to produce its output.
Labor Market-people in the environment who can be hired to work for the organization.
Internal environment: corporate culture. Level 2
The internal environment within which managers work includes the following elements:
Employees
Management
Corporate culture and so on
The concept of culture helps managers understand the hidden, complex, aspects of organizational life. Culture is a pattern of shared values and assumptions about how things are done within the organization. This pattern Corporate culture – set of key values, beliefs, understandings, and norms shared by members of an organization.
The different levels of culture.
Corporate culture is like an iceberg in the ocean. Only the smallest part of it is visible but the greatest part is invisible from the sight.
1. Visible level of corporate culture includes such things as manner of dress, patterns of behavior, physical symbols, and organizational ceremonies, office design – these are things that anyone can see, hear, and observe.
Symbols. They effectively summarize organization’s intrinsic behavior. Symbols are awards or incentives that symbolize preferred behavior; “employee of the month” is one such example of a symbol.
Organizational Ceremonies. New hire trainings, annual corporate conferences, awards, and so on.
2. Invisible level of corporate culture includes unwritten rules, values, and beliefs, which are not observable. These are deeper values that members of the organization hold at a conscious level. They can be interpreted from stories, heroes, and slogans and they use to motivate employess.
Four types of corporate cultures. Level
Adaptability culture – a culture used by companies that operate in a quickly changing industry. Adaptability culture requires fast response and high-risk decision-making. Employees have autonomy to make decisions and act freely to meet customers’ needs.
Involvement culture – a culture that focuses on meeting the needs of employess in order to increase productivity. The organization may be characterized by caring and family-like atmosphere. Managers emphasize such values as cooperation, consideration of both employees and customers, and avoiding status differences.
Achievement culture – a culture that focuses on the achievement of results than on satisfaction of employees’’ needs. This culture is suitable to organization that are concerned with serving specific customers in the external environment but without the strong need for flexibility and rapid change. This is resulted-oriented culture that values competitiveness, aggressiveness, personal initiative, and willingness to work and hard to achieve results.
Consistency culture – a culture that focuses on rationality, discipline, and order of doing things while operating in a stable environment.
Adaptability and involvement cultures are very flexible, but achievement and consistency cultures are rigid, with many rules and regulations. Each of this cultures can be successful.