- •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:
36.Recite Behavioral Management Theory.
Behavioral management theory studies how productivity in business or similar applications can be managed by concentrating on the motivations of the workforce. This includes analyzing employees' expectations, group dynamics and teamwork, conflict resolution and personal interests. Behavioral management contrasts with classical management, which ignores workers and focuses on productivity outcomes.
Among the early behavioral management theorists was Elton Mayo. Mayo studied several teams of workers and conducted experiments to observe how they responded and how productivity was affected. These experiments were based on the Hawthorne Effect, a behavioral change that takes place when a person knows he is being observed.
Mayo found that a group of 14 telephone wire workers increased productivity when they were given special privileges, such as free lunches and increased independence. Though bonuses in pay actually decreased productivity by a small amount, the group outperformed a control group. Mayo attributed the pay bonuses and productivity decrease to paranoia among the worker that base pay would be lowered or the company was preparing to lay off employees. Mayo also observed how cliques and leadership within the group affected productivity.
Behavioral management was a distant departure from classical management, the preferred model of the Industrial Age. The classical perspective views workers as cogs in a machine and concentrates on how to maximize overall productivity through pure workforce efficiency. Instead, the behavioral perspective views workers as individuals who are motivated differently from one another.
Behaviour Management Techniques. Here are six safe and effective behaviour management strategies for remaining calm and professional during challenging situations:
Be Mindful of Your Own Reaction.A vital component of managing difficult behaviour is knowing that your behaviour affects the behaviour of others. What you say or do in response to an individual’s behaviour affects whether the behaviour escalates or stops. When you’re aware of this factor, and when you’re equipped and empowered with other effective and respectful behaviour management strategies, you’re better able to de-escalate difficult behaviour and help individuals regain control and make positive choices.
Maintain Rational Detachment.When you’re rationally detached, you maintain control by not taking negative comments or actions personally. Without this key ability, team members may react instinctively or defensively, which will only escalate a situation. Equipped with this skill, you’re better able to defuse challenging behaviour and encourage positive behaviour.
Be Attentive.When people feel ignored, marginalised, or not cared for, they often act out. An effective way to counter a person’s anxiety is to validate her feelings. Pay attention to what she says. Give her plenty of personal space. Show her through your facial expressions and body language that you’re listening, and you can take away her reasons for being upset—and give her a reason to regain control.
Use Positive Self-Talk. Remind yourself that when you’re the target of an outburst or a negative situation, you’re rarely the cause of the behaviour. And just as thinking, "I can't deal with this" might cause you to react one way, telling yourself, "I know what to do" will cause a more productive response.
Recognize Your Limits. Being a professional doesn't mean that you can handle everything. Knowing that you have support and backup is crucial to staying in control of your own behaviour and responding appropriately. Accept your limits and keep in mind that sometimes the best decision is to let someone else take over.
Debrief. Be sure to debrief after any incident. Talking about it can help relieve the stress. It’s also important to consider what was done well and how to respond better the next time a situation occurs.
Equipped with proper training and behaviour management techniques that focus on Care, Welfare, Safety, and SecuritySM for each person involved in a crisis, you and your staff can manage difficult behaviour with confidence and competence.