FINAL EXAM

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FINAL EXAM

• Chapters 1, 5, 7, 11, 12, 13, 16
• 75 Matching Questions
• No more than 6 questions in a group
• All answers used once

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Chapter 1The Four Functions of Mgmt
Planning Select goals ways to attain them
Controlling Monitor activities make corrections
Organizing Assign responsibility for tasks
Leading Use influence to motivate
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Classical Perspective

• Includes
• Scientific Mgmt
• Administrative Mgmt
• Bureaucratic Mgmt

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Humanistic Perspective

• Includes
• Human Relations Approach
• Enlightened treatment of workers
• Human Resources Appr.
• Power sharing between managers and employees
  (e.g., Theory Y)
• Behavioral Science Appr.
• Exemplified by Hawthorne Studies

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Recent Historical Trends

• Globalization
• Japanese Management Practices
• Teamwork
• Empowerment
• Training
• Long-Term Orientation
• Total Quality Management
• More than Manufacturing
• Led to the Learning Organization

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Chapter 5 Mgmt. Levels and Planning

• Top Management
• Strategic Goals/Plans
• Whole Organization
• Plan for Several years
• Middle Management
• Tactical Goals/Plans
• Major Units of the Org.
• Plan for up to Two years

• Lower Management
• Operational Goals/Plans
• Departments, Individuals
• Plan mostly for under One year

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SWOT Analysis

• Internal Environment
• Strengths
• Weaknesses
• External Environment
• Opportunities
• Threats

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Business-Level Strategies
Strategy
Low Cost
Differentiation
Low-Cost
Differentiation
Many
Number of market segments
Focused Low-Cost
Focused Differentiation
Few
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Chapter 7Vertical Organization Concepts

• Work Specialization
• Chain of Command
• Authority, Responsibility, Delegation
• Centralization/Decentralization
• Span of Management

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Departmentalization Types

• Internal Operations Oriented
• Functional
• Network (Virtual)
• Output Oriented
• Divisional
• Product
• Geographic
• Customer / Market
• Team (Cluster)
• Combo
• Matrix
• Hybrid

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Chapter 11

• Characteristics of Individuals
• Attitudes ( Change)
• Personality ( Theories)
• Perception ( Distortions)
• Learning ( Types)
• Cognitive Styles ( Types)
• Stress ( Sources, Coping)

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Chapter 12 Bases of Social Power

• Coercive
• Reward
• Expert
• Referent
• Legitimate

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Types of Leadership Theories

• Universal
• Traits (I)
• Behaviors (II) (Ohio, Mich, Lead. Grid)
• Contingency
• Traits (III) (Fiedler)
• Behaviors (IV) (Hersey Blanchard,
  Path-Goal)

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CHAPTER 13

• Motivation Theories
• Content
• Process
• Reinforcement
• Job Design

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CONTENT THEORIES

• Hierarchy of Needs Theory
• Maslow
• Alderfer
• Two-Factor Theory
• Herzberg
• Acquired Needs Theory
• McClelland

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PROCESS THEORIES

• Equity Theory
• Expectancy Theory

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MAJOR ELEMENTS OF REINFORCEMENT THEORY

• Stimulus
• Supervisor requests faster work
• Response
• Employee increases or decreases speed or does
  nothing
• Consequence
• Positive Reinforcement, Negative Reinf.
  (Avoidance), Extinction, Punishment

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BEHAVIORAL CONSEQUENCES

• Positive Reinforcement
• Receive desirable outcome (Money)
• Negative Reinforcement (Avoidance)
• Avoid undesirable outcome (Prevent reprimand)
• Extinction
• Lack of reinforcement (Behavior ignored)
• Punishment
• Undesirable outcome occurs (Get fired)

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Job Characteristics Model
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Chapter 16 - Control

• Steps in the Control Process
• Organizational Control Focus
• Bureaucratic vs. Decentralized Control
• Total Quality Management

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Steps in the Control Process
4. Take corrective action
Feedback
Adjust performance
If Inadequate
Establish Strategic Goals
1. Establish standards of performance
2. Measure actual performance
3. Compare performance to standards
If Adequate
4. Do nothing or provide reinforcement
Feedback
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Organizational Control Focus
Inputs (Feedforward)
Outputs (Feedback)
Production (Concurrent)
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Total Quality Management Techniques

• Quality circle
• Empowerment
• Benchmarking
• Outsourcing
• Reduced cycle time
• Continuous improvement