BA 210: Study Guide Part Two: Organizations and Environment

1
BA 210 Study GuidePart Two Organizations and
Environment
2
Exam two covers only Part II of the course
Environment
Organization
Organizational Culture
Ethics
Strategic Management
Global Mgmt
Organizational Structure
Organizational Design
Human Resources Mgmt
3
Study Guide Intro

• The study guide is meant to help you focus your
  studying efforts.
• The guide is not meant to be an exact recipe for
  a 100 or a replacement for common sense. Have
  confidence the study guide will guide you well,
  but remember the some questions will require
  thinking or knowledge from broader studying.
• The type of questions will be similar to the
  practice questions and the first exam.

4
Study Guide Format

• There is a page for each class session, with the
  following headings
• Terms and concepts Goal is to build vocabulary
  and understanding you should
• Know the definition of all terms and concepts
  from lecture text
• Memorizing the exact words are not necessary but
  you should know the key elements of the
  definition
• Be able to recognize an instance of a term, and
  understand why the term is important/useful.
• If there are numbers in parentheses following an
  item, that refers to the number of terms included
  in that umbrella term, you should know the
  individual terms.
• Relationships and predictions More depth you
  should
• Know the relationship between concepts listed,
  advantages of or problems with the concept, why
  its important, etc.
• Theories, models and perspectives Ways of
  thinking about problems. You should
• Core theories you should know in depth, non-core
  you should know the major points.
• Same as on the first exam, see first study guide
  for examples.

5
Study Guide Culture and Environment

• Terms and Concepts
• External environment
• Environmental uncertainty
• Dynamic v. stable environments
• Stakeholders
• Four approaches to managing them
• Organizational Culture
• Seven dimensions of organizational culture
• Common types of organizational cultures
• Bureaucracy, Clan, Entrepreneurial, Market
• Strong / Weak organizational culture
• Externally / Internally oriented culture
• Three stages of Employee socialization (see
  CanGo)

• Relationships and Predicts
• Relationship between environmental uncertainty,
  efficiency effectiveness
• Conditions where each approach to managing
  stakeholders is appropriate
• How culture constrains managers
• Relationship between culture and organizational
  performance
• Theories, Models, Perspectives
• None

6
Study Guide Global Management

• Terms and Concepts
• Regional Trading Alliances
• Stages in how organizations go global
• Parochialism Ethnocentric, Polycentric, and
  Geocentric attitudes
• Multinational, Transnational, and Borderless
  corporations
• Hofstedes model of national culture
• Power Distance
• Uncertainty Avoidance
• Individualism v. Collectivism
• Quantity v. Quality of Life
• Culture Shock

• Relationships and Predictions
• Trends in importance for trade of national
  borders and regional trading alliances.
• Major advantages and disadvantages of
  multinational, transnational, and borderless
  firms
• Relative influence on employees of national
  culture and organizational culture
• Theories, Models and Perspectives
• Core Hofstedes model of national culture.

7
Study Guide Ethics

• Terms and Concepts
• Social Responsibility, Social Responsiveness,
  Social Obligation
• Classical Socioeconomic views
• Green management
• Ethics
• Ethical Decision models (4)
• Utilitarian, Moral Rights, Justice, Social
  Contract
• Stages of moral development (3)
• Preconventional, Conventional, Principled.
• Values and ego strength
• Issue intensity

• Relationships and Predictions
• Compare Social Responsibility, Social
  Responsiveness, Social Obligation
• Who is management responsible to in different
  views of social responsibility?
• What can managers do to make organizational
  decision-making more ethical
• Understand how various aspects of a situation
  affect issue intensity

8
Study Guide Strategy

• Terms and Concepts
• Corporate v. Business-Unit Strategies
• SWOT Analysis
• Mission
• Core Competency
• Competitive Advantage
• Vertical Integration (Forward/Backward)
• Horizontal Integration
• Diversification (Related/Unrelated)
• Global vs. Multidomestic Strategy
• Retrenchment Exit
• Barriers to Entry
• Switching Costs
• Stuck in the middle

• Relationships and Predicts
• How when core competence leads to competitive
  advantage
• Theories, Models and Perspectives
• Core Porters 5 forces
• Core Porters generic strategies

9
Study Guide Structure

• Terms and Concepts
• Specialization
• Job Characteristics Model (JCM)
• 5 dimensions Task Variety, Task Significance,
  Task Identity, Autonomy, Feedback
• Departmentalization 4 types
• Functional Geographic (Place) Product
  Customer.
• Functional Structure
• Silo effect
• Divisional structure (3 types)
• Matrix Structure
• Product Team
• Cross-Functional Team
• Project Structure

• Relationships and Predictions
• Why structure is so important
• Advantage disadvantage of different types of
  departmentalization
• How to choose a type of departmentalization
• Advantages disadvantage of different
  structures
• Simple, Functional, Divisional (3 types)
• How to choose which structure (including which
  type of divisional structure) to use.
• Theories / Model
• Core Job Characteristics Model including how
  changes in a job affect JCM dimensions.

10
Study Guide Coordination and Design

• Terms and Concepts
• Coordination
• Formalization
• Hierarchy, Authority, Responsibility
• Unity of command principle
• Span of Control
• Centralization / Decentralization
• Integrating mechanisms
• Liaison roles, Task Forces, Cross-Functional
  Teams, Integrating roles
• Mechanistic Organic design
• Boundaryless organization
• Learning organization

• Relationships and Predictions
• Advantages and disadvantages of narrow and wide
  span of control (i.e., tall and flat structure)
• Advantages and disadvantages of centralization /
  decentralization
• When centralization or decentralization is
  appropriate
• When to choose an organic or mechanistic design
• How vertical, horizontal, and external boundaries
  are weakened in a boundaryless organization
• Obstacles to building a successful learning
  organization.

11
Study Guide HRM

• Terms and Concepts
• Strategic Human Resource Management
• High Performance Work Practices
• Human Resources Planning
• Outsourcing
• Recruitment (Internal External)
• Selection Tools
• Performance Simulation
• Realistic Job Preview
• Training Development
• Performance Management
• Subjective Objective Evaluations
• Graphic rating scale
• Behaviorally Anchored Rating Scale
• Forced rankings
• 360 degree feedback

• Relationships and Predictions
• Advantages of internal/external recruitment,
  recommended blend of each.
• Advantages of different selection tools
• Interviews how to avoid bias, to get recall
  most information
• Advantages of subjective evaluations, objective
  evaluations, and graphic vs. behaviorally
  anchored rating scales.
• Advantages and limitations of forced rankings and
  360 degree feedback.
• The six tips for effective feedback

12
Studying Notes

• Refer to lecture notes first but also read the
  textbook.
• Textbook is especially important for those
  portions not covered in depth or at all in class
  (where the Testing 1-2-3 questions have been
  assigned - these parts are still part of the
  course content).
• Do the CanGo exercises.
• Review notes on videos from class.
• There will be roughly an equal number of
  questions from each class session (5 to 8 from
  each class).
• Because of the number of topics, wont be a
  question for every topic.
• It is not intended there be any trick questions
  in this exam, though you should read all
  questions especially true-false - carefully.
  Pick the best answer. If you see a question
  where you think there is a good answer and a
  maybe-plausible but not compelling answer, pick
  the good answer and move on.