- •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:
32.Identify major assumptions of Theory y.
'Theory X' and 'Theory Y' are theories of human motivation and management. They were created and developed by Douglas McGregor at the MIT Sloan School of Management in the 1960s. These theories describe two contrasting models of workforce motivation applied by managers in human resource management, organizational behavior, organizational communication and organizational development. According to the models, the two opposing sets of general assumptions of how workers are motivated form the basis for two different managerial styles. Theory X stresses the importance of strict supervision, external rewards, and penalties: in contrast, Theory Y highlights the motivating role of job satisfaction and encourages workers to approach tasks without direct supervision.
"Theory Y is almost in complete contrast to that of Theory X". Theory Y managers make assumptions that people in the work force are internally motivated, enjoy their labor in the company, and work to better themselves without a direct "reward" in return.[5] Theory Y employees are considered to be one of the most valuable assets to the company, and truly drive the internal workings of the corporation. Also, Theory Y states that these particular employees thrive on challenges that they may face, and relish on bettering their personal performance. Workers additionally tend to take full responsibility for their work and do not require the need of constant supervision in order to create a quality and higher standard product.
Because of the drastic change compared to the "Theory X" way of directing, "Theory Y" managers gravitate towards relating to the worker on a more personal level, as opposed to a more conductive and teaching based relationship. As a result, Theory Y followers may have a better relationship with their higher ups, as well as potentially having a healthier atmosphere in the work place.
In comparison to "Theory X", "Theory Y" adds more of a democratic and free feel in the work force allowing the employee to design, construct, and publish their works in a timely manner in co-ordinance to their work load and projects. A study was done to analyze different management styles over professors at a Turkish University. This study found that the highly supervised Theory X management affected the research performance of the academics negatively. In general, the study suggests that the professional setting and research based work that professors perform are best managed with Theory Y styles.
While "Theory Y" may seem optimal, it does have some drawbacks. While there is a more personal and individualistic feel, this does leave room for error in terms of consistency and uniformity.[3] The workplace lacks unvarying rules and practices, and this can result in an inconsistent product which could potentially be detrimental to the quality standards and strict guidelines of a given company.
Assumptions of Theory Y
Employees can perceive their job as relaxing and normal. They exercise their physical and mental efforts in an inherent manner in their jobs.
Employees may not require only threat, external control and coercion to work, but they can use self-direction and self-control if they are dedicated and sincere to achieve the organizational objectives.
If the job is rewarding and satisfying, then it will result in employees’ loyalty and commitment to organization.
An average employee can learn to admit and recognize the responsibility. In fact, he can even learn to obtain responsibility.
The employees have skills and capabilities. Their logical capabilities should be fully utilized. In other words, the creativity, resourcefulness and innovative potentiality of the employees can be utilized to solve organizational problems.