- •1.Describe the bureaucratic form of organization, and discuss its advantages and disadvantages.
- •2. Explain the major ways in which organizations are divided into departments.
- •3.Describe three modifications of the bureaucratic structure: the matrix organization; flat structures; and the horizontal structure.
- •4.Specify how delegation, empowerment, and decentralization spread authority in an organization.
- •5.Identify major aspects of organizational culture, including its management and control.
- •6.Describe key aspects of managing change, including gaining support for change.
- •7.Describe the process of management, including the functions of management.
- •8.Identify the basic managerial skills and explain how they can be developed.
- •9.Identify the major developments in the evolution of management thought.
- •Administrative management
- •3.Bureaucratic management
- •10.Describe the steps in the communication process.
- •11.Recognise the major types of nonverbal communication in the workplace.
- •12.Explain and illustrate the difference between formal and informal communication channels.
- •13. Identify major communication barriers in organizations.
- •14.Describe how to conduct more effective meetings.
- •15.Develop tactics for overcoming communication barriers.
- •16.Describe the stages of group development.
- •17.Refer to the potential contributions and problems of teams and groups.
- •18.Describe the positive and negative aspects of conflicts and how team leaders and managers can resolve conflict.
- •19.Differentiate between leadership and management.
- •20.Describe how leaders are able to influence and empower members.
- •21.Explain what the term manager means, and identify different types of managers.
- •22.Describe the nature of business strategy.
- •23.Explain how business strategy is developed, including swot analysis.
- •24. Describe how to use Gantt charts and pert planning techniques.
- •25. Describe how to use break-even analysis.
- •26. Explicate decision trees or problem solving and decision making.
- •Decision-making process
- •27. Set out how to identify problems using a Pareto diagram.
- •28. Explain the relationship among motivation, performance, and commitment.
- •Improved management control
- •29. Explain how goal setting is used to motivate people.
- •30. Present an overview of major theories of need satisfaction in explaining motivation.
- •31.Identify major assumptions of Theory X.
- •32.Identify major assumptions of Theory y.
- •33.Dwell upon Contingency theory
- •34. Set out Scientific Management Theory.
- •35.Set out Administrative Management Theory.
- •36.Recite Behavioral Management Theory.
- •37.Propone the Nature of Motivation.
- •38. Set forth Maslow's Hierarchy of Needs.
- •39. State Herzberg's Motivator-Hygiene Theory
- •40. Dwell on Sources of Managerial Power.
- •Legitimate Power
- •Expert power
- •Referent Power
- •Coercive Power
- •Reward Power
- •41.According to the given information create a network and find out critical path.
- •42.According to the given information create a network and find out critical path.
- •43.The company "Garden-plot" produces garden gnomes and sells them at ₤ 60 per unit. The costs of the company are:
- •44.The company "Master Bread" produces pies and sells them at 4000 tenge per unit. The costs of the company are:
- •45.The company "Garden-plot" produces garden gnomes and sells them at ₤ 60 per unit. The costs of the company are:
- •46.The company "Garden-plot" produces garden gnomes and sells them at ₤ 60 per unit. The costs of the company are:
- •47. According to the given information create a Gantt chart.
- •48. According to the given information create a Gantt chart.
- •49. According to the given information create a network.
- •50.According to the given information create a network and find out the Critical path.
- •51.Draw an Ishikawa diagram to improve performance of your Dean Office. Take into account primary and secondary causes related with
- •53.Mini-case the go-slow culture at motorola
- •1. What about the Motorola culture does Zander want to change?
- •2. Speculate on what Zander might do to change the Motorola culture.
- •54. Describe the bureaucratic form of organization, and discuss its advantages and disadvantages.
- •55. Explain the major ways in which organizations are divided into departments.
- •56. There are two measurements. It has been determined the age and income of a number of people, as shown in the Table 1. What can be said about the relationship between the values of the X and y?
- •57. There are two measurements. It has been determined the age and income of a number of people, as shown in the Table 1. What can be said about the relationship between the values of the X and y?
- •58. Consider the project defined by the dependencies in Table. Create a network and find out critical path.
- •59. Consider the project defined by the dependencies in Table. Create a network and find out critical path.
- •60. The company "Snowman" produces New Year's trees and sells them at kzt 4500 per unit. The costs of the company are:
21.Explain what the term manager means, and identify different types of managers.
Types of managers
Functional and General managers
Administrators
Entrepreneurs and Small-Business Owners
Team Leader
Functional managers supervise the work of employees engaged in specialized activities, such accounting, engineering, information systems, food preparation, marketing, and sales. A functional manager is a manager of specialists and of their support team, such as office assistants.
General managers are responsible for the work of several different groups that perform a variety of functions, e.g. a plant general manager. Reporting to the plant general manager are various departments engaged in both specialized an generalized work, such as manufacturing, engineering, labor relations, quality control, safety, and information systems.
An administrator is typically a manager who works in a public (government) or nonprofit organization rather than in a business firm. Among these managerial positions are hospital administrator and housing administrator.
An employee is not an administrator in the managerial sense unless he or she supervises others.
An entrepreneur is a person who founds and operates an innovative business. You need an innovative idea to be an entrepreneur.
Similar to an entrepreneur, the owner of a small business becomes a manager when the firm grows to include several employees.
A major characteristic of both entrepreneurs and small-business owners is their passion for the work.
These types of managers will usually have a single-minded drive to solve a problem.
To understand what managers do is to regard (рассмотреть) their work as a process.
A process is a series of actions that achieve something (making a profit, provide a service, etc.)
To achieve an objective, the manager uses resources and carry out four major managerial functions.
A manager’s resources. Can be divided into four types:
Human
Financial
Physical
Informational
22.Describe the nature of business strategy.
Business strategy acts as a planning and organizational tool, helping companies set goals and objectives for long-term growth and development. Business strategy exists in two primary types, which are generic or general strategies and competitive strategies. Strategies act as outlines, helping businesses set goals several years out, then plan necessary actions, expenditures and tools necessary for achieving those goals.
Small companies and large organizations alike use business plans for managing finances and allocating resources. These plans typically cover periods between three and five years. Business strategies serve as forecasting tools, letting businesses determine potential scope of expansion, whether that entails opening up additional locations or producing higher volumes of products. Business strategies involve making future projections for growth and activity by considering past performances and fundamental values.
Strategy meetings often involve revisiting mission and value statements, which set forth basic business goals. General strategies set forth general plans for business growth, while competitive strategies identify specific means of reaching those targets. These strategies involve a plan of action, such as ramping up production or introducing products. Competitive strategies help companies outperform rivals, accomplished by offering similar products at lower prices or producing different products. Top management oversees creation and implementation of business strategies, which require coordinated efforts among internal departments.