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MANAGEMENT 3200
EXAM TWO OBJECTIVES (FROM THE NOTES & OUTSIDE READING)
DECISION-MAKING
1. Is decision-making a function of management?
2. Why do we make decisions as managers?
3. Whats the difference between programmed and non-programmed decisions?
4. Do managers make more programmed or non-programmed decisions, in general?
5. What is decision-making under conditions of certainty?
6. What is decision-making under conditions of risk?
7. What is decision-making under conditions of uncertainty?
8. Which decision-making condition is most common? Least common? Most difficult?
9. What is the key to making good decisions under risk?
10. How do programmed/non-programmed decisions and the different decision-making
conditions relate?
11. What does the traditional economic model assume about decision-makers? (2
assumptions)
12. Under what decision-making condition do decisions get made in the traditional
economic model?
13. What does the behavioral model assume about decision-makers?
14. What is bounded rationality? What three things bound ones rationality?
15. What is satisficing? How does it differ from maximizing? Is it irrational?
16. What is a heuristic? What are the advantages of and disadvantages of heuristics?
17. What is the availability heuristic? What factors cause you to overestimate the
frequency of an event? Underestimate the frequency of an event?
18. What is the representativeness heuristic? Whats the problem with this heuristic?
19. Under what decision-making conditions do decisions get made in the behavioral
model?
20. What does the irrational/implicit favorite model of decision-making say about
decision-making?
21. What types of decisions are made irrationally?
22. What is the basic purpose of a brainstorming session?
23. What are the four rules in brainstorming?
24. Can inhibitions be totally eliminated in brainstorming sessions?
25. What two creativity techniques does synectics use in helping the group to generate
better ideas?
26. What is the superhero technique?
27. In synectics, what is the job of the facilitator? Technical expert?
28. Whats the problem with synectics?
29. What research is NGT based on?
30. How is NGT different from brainstorming and synectics?
31. What in NGT does one try to eliminate to improve the decision-making process?
32. What are the steps in NGT?
33. What are the defining characteristics of the Delphi technique?
34. What is the reasoning behind the Delphi technique?
35. What are some problems that can be encountered when using the Delphi technique?
36. What is the stepladder technique?
37. What is the stepladder technique designed to prevent? Promote?
38. What are operations research techniques? What are they designed to do? What kind
of data do they usually require? Are they an aid or substitute for managerial decisionmaking? What do managers need to think critically about when they use these
techniques? Are they applicable to all decisions that managers make?
JOB DESIGN
55. What function of management is concerned with job design and organizational
design?
56. What are the three aspects of job design?
57. What is skill variety?
58. What is task identity?
59. What is task significance?
60. What is autonomy?
61. What is feedback?
62. What is job breadth and job depth?
63. What task characteristic(s) is job breadth similar to?
64. What task characteristic is job depth similar to?
65. What job design is least prevalent today? Most prevalent today?
66. What is a specialized job and how does it load on the five task characteristics?
67. What are the advantages of specialized jobs?
68. What are the disadvantages of specialized jobs?
69. What is the purpose of job enlargement?
70. What two task characteristics does job enlargement increase?
71. The motivational benefits of job enlargement are short-lived or long-lived?
72. What is job rotation?
73. What is job enrichment? How is it different from job enlargement?
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110. In which organizational design type, is it most difficult to replace the CEO from
within the organization? Why is this the case?
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112.
What is scalar chain or chain of command? What functions does it serve? What
structural mechanism does one use to bypass the strict chain of command in
organization?
113.
What is unity of command? Why does one try not to violate this principle of
organizing?
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What are the factors that narrow span of control? widen span of control?