- •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.
Strategies for entering international markets (outsourcing, exporting, …)
Outsourcing – an entry strategy in which a company creates manufacturing division in a foreign country with the purpose of using its chapter labor and raw materials.
Exporting – an entry strategy in which a company produces goods and services within the borders of its country but sells them abroad.
Licensing - an entry strategy in which a licensor sells technology, brand or trademark to a licensee to produce similar products in his country.
Franchising – a form of licensing in which a franchisor sells the right to the franchisee to produce and sell same products in his country.
Direct investing - an entry strategy in which a company is directly involved in managing its productive assets in a foreign country. There are three forms of direct investment:
Joint venture involves a strategic alliance or a program by two or more organizations
Acquisition of a foreign affiliate occurs when a company buys affiliate from another company in a foreign country.
Greenfield Venture occurs when a company builds a subsidiary from scratch in a foreign country.
Hofstede’s cultural dimensions Level 3
Hofstede analyzed and found clear patterns of similarity and difference among these five dimensions.
1. Power distance – the extent to which the less powerful members of organizations and institutions accept that power is distributed unequally. A high PD index indicates that society accepts an unequal distribution of power and people understand “their place” in the system(Malaysia, the Philippines, Panama). Low PD index means that power is shared and well distributed. It also means that employees view themselves as equals.
2. Individualism vs. Collectivism.
Individualism means that people are expected to stand for themselves and choose their own way of living. (USA, Australia, GB)
Collectivism means that people are integrated into strong, cohesive groups. (Panama, Indonesia, Ecuador)
3. Masculinity vs. Femininity
Masculinity implies that emphasis of society is made on male values such as achievement, heroism, competitiveness, assertiveness, and material success. (Japan, Hungary and Austria). High MAS scores are found in countries where men are expected to be tough, to be the provider, to be assertive, and strong. In Low MAS the roles are simply blurred. Yousee women and men working together equally across many professions.
Femininity implies that emphasis of society is made on female values such as good relationships and quality of life. (Sweden, Denmark).
4. Uncertainty avoidance – the degree of anxiety society members feel when in uncertain or unknown situations. Cultures with high uncertainty avoidance index develop rules, laws, and safety measures(Greece, Portugal). Cultures with low uncertainty avoidance are not afraid of the unclear and the unpredictable, they just try to adapt to changes.(Denmark, Singapure)
5. Long Term orientation LTO – refers to how much society values long term traditions and values. In countries with high LTO score, delivering on social obligations and avoiding “loss of face” are considering very important. USA, GB have low LTO. This suggests that you can pretty much expect anything in this culture in terms of creative expression and novel ideas. They don’t value tradition as much as many others, and therefore likely willing to help you execute the most innovative plans as long as they get to participate fully.