2016-2017

Вопросы к экзамену

Магистратура

Программа Маркетинговое управление малым и средним бизнесом

1. What is management? What is the difference between a manager and a leader?

2. Consider three categories of the management style.

3. What is marketing? What are the responsibilities of marketers?

4. What is Macro Environment? Consider how it affects all aspects of business.

5. Describe the microenvironmental forces. Consider how they affect all aspects of business.

6. What does a SWOT analysis identify? Why is it important to carry out a SWOT analysis?

7. What is international marketing? Describe the factors of prioritizing foreign markets for company’s entry and growth.

8. What does market segmentation identify? How does it work?

9. Define the difference between segmentation in B2B market and that of B2C market.

10. Describe a company's marketing strategies.

11. What is market research? Why do companies do it? Overview the market research process.

12. Give a description of the market research methods.

13. What is the role of the marketing mix? Describe the Ps and Cs of the marketing mix.

14. What does the term “a product” cover? Give a product description and features using a particular example.

15. Describe the stages of PLC.

16. What is branding? What is the difference between a product and a brand? Speak about brand values.

17. What is the aim of promotion? Describe the elements of the promotion mix.

18. Speak about advertising as one of the promotional tools.

19. What is the difference between Personal selling and Sales promotion?

20. What are the advantages and the disadvantages of Public Relations? Why do marketers tend to underuse it?

21. Why are pricing decisions so important?

22. What are the fundamentals of the supply chain management?

23. What are the current issues related to logistics?

24. Illustrate how people contribute to the development of an organization.

25. What do you know about motivation marketing?

26. Describe the factors of the physical evidence.

27. Evaluate both positive and negative aspects that can be associated with physical evidence.

28. Explain the various attributes that comprise packaging.

29. How has packaging developed over the past 100 years?

30. Describe the key types of processes that are used within the marketing concept.

1. What is management? What is the difference between a manager and a leader?

Management (or managing) is the administration of an organization, whether it be a business, a not-for-profit organization, or government body. Management includes the activities of setting the strategy of an organization and coordinating the efforts of its employees or volunteers to accomplish its objectives through the application of available resources, such as financial, natural, technological, and human resources. The term "management" may also refer to the people who manage an organization.

Management is the “act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively”. On the other hand, leadership is the “process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task”. As we learn, both are designed for the accomplishment of a goal. The truth is… leadership is a vital part of management, and a vital part of management is leadership. In other words, they both rely on each other to exist and work optimally. Management is a body, while leadership is its heart. If leadership will not function, management will not function as well.

The difference between manager and leader:

• Leaders have vision and are of spirit, whereas managers are of the mind.

• Leaders are essential for an organization, whereas managers are necessary for organization.

• Leaders look for growth and development, whereas managers look for rapid results.

2. Consider three categories of the management style.

1)An autocratic management style is one where the manager makes decisions unilaterally, and without regard for even the most talented and experienced subordinates. As a result, decisions will reflect the opinions and personality of the manager, project a false image of a confident, well-managed business, which often hides a chaotic operation. The skilled and competent subordinates chafe because of limits on decision-making freedom, or even being able to do their jobs without constantly seeking permission. The organization stumbles along, and the autocratic manager limits contact between the staff and board, so only "good" information is communicated, so it seems like everything is running smoothly. Subordinates have no encouragement to make improvements, are criticized for any initiatives they take, and turnover among the best subordinates is high.

There are two types of autocratic leaders:

• a directive autocrat makes decisions unilaterally and micro-manages subordinates

• a permissive autocrat makes decisions unilaterally, but gives subordinates latitude in carrying out their work

This style is used, temporarily, in times of crisis where the time for discussion is unavailable and the managers are responsible to give orders only. These orders need to be obeyed immediately by the staff so that further problems are not caused. It is also used in the military and police forces where instructions are given and need to be taken seriously without hesitation.

2)In a democratic style, the manager allows the employees to take part in decision-making: therefore everything is agreed upon by the majority. The communication is extensive in both directions (from employees to leaders and vice versa). This style can be particularly useful when complex decisions need to be made that require a range of specialist skills: for example, when a new ICT system needs to be put in place, and the upper management of the business is computer-illiterate. From the overall business’s point of view, job satisfaction and quality of work will improve, and participatory contributions from subordinates will be much higher. However, the decision-making process could be severely slowed down unless decision processes are streamlined.

3)Laissez-faire management takes a back seat role in the company providing guidance when needed, employees are allowed to let their own ideas and creativity flourish in their specific areas. The manager is looked upon as more of a mentor than a leader