1. Describe the four management functions and the type of management activity associated with each.

 PLANNING: This function defines the future goals of the organization and how they will be able to execute/achieve them.  LEADING: This function deals with the use of influence to motivate employees to do their jobs well.  ORGANIZING: This function groups the tasks and assigns them to the people within the organization.  CONTROLLING: This function deals with monitoring the organization s activities and makes corrections if necessary.

2. Describe management types and the horizontal and vertical differences between them. MANAGEMENT TYPES Managers are responsible for different departments, work at different levels in the hierarchy, and meet different requirements for achieving high performance. VERTICAL DIFFERENCES: TOP MANAGER: A manager who is at the top of the organizational hierarchy and is responsible for the entire organization. MIDDLE MANAGER: A manager who works at the middle levels of the organization and is responsible for major departments. PROJECT MANAGER: A manager responsible for temporary work project that involves the participation of other people from various functions and levels of the organization. FIRST-LINE MANAGER: A manager who is at the first or second management level and is directly responsible for the production of goods and services.

   

HORIZONTAL DIFFERENCES:  FUNCTIONAL MANAGERS: responsible for departments that perform single tasks w/ employees of the same skills.  GENERAL MANAGERS: responsible for several departments that perform diff. tasks.

3. Describe conceptual, human and technical skills and their relevance for managers and employees.  CONCEPTUAL SKILLS: The cognitive ability to see the organization as a whole and the relationship among its parts. This makes the people within the organization function as a whole to achieve the organizational goal.  HUMAN SKILLS: The ability to work with and through other people and to work effectively as a group member. This  TECHNICAL SKILLS: The understanding of and proficiency in the performance of specific tasks.  ALL OF THESE SKILLS ARE ESSENTIAL TO ENSURE A WELL MANAGED ORGANIZATION.

4. Explain the leadership skills needed for effective crisis management. 1. STAY CALM. This encourages others to do the same. This absorbs other people s fears. 2. BE VISIBLE. This is needed because people need to feel that someone is in control in times of trouble. 3. PUT PEOPLE BEFORE BUSINESS. This focuses on human feelings. 4. TELL THE TRUTH. This ensures the credibility of the organization. 5. KNOW WHEN TO GET BACK TO BUSINESS. The rejuvenation of a business is a sign of hope and a chance to build a better company. 5. Describe the major components of the classical and humanistic management perspective.  CLASSICAL PERSPECTIVE: A management perspective that emphasized a rational, scientific approach to the study of management. -Scientific Management: Emphasized scientifically determined changes in management practices as the solution to improving labor productivity. -Bureaucratic Organization: Emphasized management on an impersonal rational basis through such elements as clearly defined authority and responsibility, formal record keeping and separation of management and ownership. -Administrative Principles: Focused on the total organization rather than the individual worker, delineating the management functions of PLOC.  HUMANISTIC PERSPECTIVE: A management perspective that emphasized understanding human behavior, needs and attitudes in the workplace. - Human Relations Movement: Emphasized satisfaction of employees basic needs as the key to increased worker productivity. - Human Resources Perspective: Suggests that jobs should be designed to meet higher-level needs by allowing workers to use their full potential. -Behavioral Science Approach: Applies social science in an organizational context, drawing from economics, psychology, sociology, and other disciplines. 6. Describe the learning organization and the changes in structure, empowerment, and information sharing managers make to support it. 7. Explain organizational symbols, stories, heroes, slogans, and ceremonies and their relationship to corporate culture.  SYMBOLS: An object, act, or event that conveys meaning to others.  STORY: A narrative based on true events that is repeated frequently and shared among organizational employees.  HERO: A figure who exemplifies the deeds, character, and attributes of a strong corporate culture.  SLOGAN: A phrase or sentence that succinctly expresses a key corporate value.

 CEREMONY: A planned activity that makes up a special event and is conducted for the benefit of an audience.  ALL OF THESE HELP MAKE UP THE CORPORATE CULTURE OF AN ORGANIZATION. IT HELPS CREATE A SENSE OF IDENTITY FOR THE ORGANIZATION. 8. Describe market entry strategies that businesses use to develop foreign markets.  Exporting  Licensing  Franchising  Joint Venture  Acquisition  Greenfield Venture 9. Explain the utilitarian, individualism, moral rights, and justice approaches for evaluating ethical behavior.  UTILITARIAN APPROACH This suggests that moral behaviors produce the greatest good for the greatest number.  INDIVIDUALISM APPROACH Suggests that acts are moral when they promote the individual s best long- term interests, which ultimately leads to the greater good.  MORAL RIGHTS APPROACH Suggests that moral decisions are those that best maintain the rights of those affected by them.  JUSTICE APPROACH- Suggests moral decisions must be based on standards of equity, fairness and impartiality. 10. Define corporate social responsibility and how to evaluate it along economic, legal, ethical, and discretionary criteria.  CORPORATE SOCIAL RESPONSIBILITY: The obligation of organization management to make decisions and take actions that will enhance the welfare and interests of society as well as the organization. A. ECONOMIC RESPONSIBILITY- The organization must be profitable. B. LEGAL RESPONSIBILITY The organization must obey the law. C. ETHICAL RESPONSIBILITY The organization must be ethical, do what is right, and avoid harm. D. DISCRETIONARY RESPONSIBILTY The organization may contribute to the society to improve quality of life. 11. Define personality characteristics of a typical entrepreneur.  INTERNAL LOCUS OF CONTROL (control of self and of future)  HIGH ENERGY  NEED TO ACHIEVE  TOLERANCE FOR AMBIGUITY (will not be troubled by disorder and uncertainty)

 AWARENESS OF PASSING TIME  SELF CONFIDENCE 12. Describe the five stages of growth for an entrepreneurial company. 1ST: EXISTENCE. 2ND: SURVIVAL. 3RD: SUCCESS. 4TH: TAKE-OFF. 5TH: RESOURCE MATURITY. 13. Define goals and plans and explain the relationship between them.  GOALS: A desired future state that the organization attempts to realize.  PLANS: A blueprint specifying the resource allocations, schedules, other actions necessary for attaining goals.  TO EFFECTIVELY ACHIEVE A GOAL, A PLAN MUST BE CAREFULLY CONSTRUCTED AND FOLLOWED. 14. Define the characteristics of effective goals.  SMART  SPECIFIC  MEASURABLE  ATTAINABLE  REALISTIC  TIME-BOUND 15. Explain the difference between single use plans and standing plans.  SINGLE-USE PLANS -For goals not likely to be repeated.  STANDING PLANS - For tasks performed repeatedly 16. Describe and explain the importance of the three stages of crisis management planning.  PREVENTION  Build trusting relationship with key stakeholders  Open Communication  PREPARATION  Crisis Management Team  Crisis Management Plan  Establish an effective Communication System  CONTAINMENT  Prevents or controls factors that may be a negative point for the organization.

17. Discuss how planning in the new workplace differs from traditional approaches to planning.  PLANNING IN THE NEW WORKPLACE  Has a strong mission vision statement.  Sets stretch goals for excellence  Establish a culture that encourages learning.  Embraces an event-driven planning  Utilizes temporary task force  Planning starts at the top and still stops at the top. 18. Define the components of strategic management.  ENVIRONMENTAL  FORMULATION  IMPLEMENTATION  CONTROL -OR GROWTH  STABILITY  RETRENCHMENT

19. Describe business-level strategies, including Porter s competitive forces and strategies and partnership strategies.  RIVALRY AMONG COMPETITORS- Suppliers can compete in terms of product quality or affordability to attract consumers.  POTENTIAL NEW ENTRANTS- These pose as an attractive product or service to consume or avail because they are new.  BARGAINING POWER OF BUYERS- Buyers have the power to bargain when they can choose to buy from other suppliers.  BARGAINING POWER OF SUPPLIERS- This happens when there is only one supplier of a product.  THREAT OF SUBSTITUTE MARKETS- If the competitors sell we lose the chance of selling our own product.  COMPETITIVE STRATEGIES: -Differentiation (unique product) -Cost Leadership -Focus associate with a certain market group -Focus associate with a certain market group by Differentiation -Focus associate with a certain market group by Cost Leadership

20. Describe the classical, administrative, and political models of decision-making and their applications.  CLASSICAL MODEL:  Clear-cut problems and goals.  Condition of certainty  Full information about alternatives and their outcomes.  Rational choice by individual for maximizing outcomes.  ADMINISTRATIVE MODEL:  Vague problems and goals  Condition of uncertainty  Limited information about alternatives and their outcomes.  Satisfying choice for resolving problem using intuition.  POLITICAL MODEL:  Pluralistic conflicting goals  Condition of ambiguity  Inconsistent viewpoints and ambiguous information  Bargaining and discussion among coalition members. 21. Identify the six steps used in managerial decision-making. 1ST STEP: RECOGNITION OF DECISION REQUIREMENTS 2ND STEP: DIAGNOSIS AND ANALYSIS OF CAUSES 3RD STEP: DEVELOPMENT OF ALTERNATIVES 4TH STEP: SELECTION OF DESIRED ALTERNATIVES 5TH STEP: IMPLEMENTATION OF CHOSEN ALTERNATIVE 6TH STEP: EVALUATION AND FEEDBACK

22. Identify techniques for improving decision-making in today s fast moving and uncertain environment.  BRAINSTORMING QUESTIONS.  ENGAGE IN RIGOROUS DEBATE.  LEARN. DON T PUNISH.  PRACTICE THE 5 WHYs.  LEARN WHEN TO BAIL. 23. Describe the sequence of four change activities that must be performed in order for change to be successful.  1st: ENVIRONMENTAL FORCES: Monitor global competition and other factors.  1st : INTERNAL FORCES: Consider plans, goals, company problems and needs,  2nd: NEED FOR CHANGE: Evaluate problems and opportunities; define needed changes in technology, products, structure and culture.

 3rd: INITIATE CHANGE: Facilitate search, creativity, idea, champions, venture teams, skunk works and idea incubators.  4th and LAST: IMPLEMENT CHANGE: Use force field analysis tactics for overcoming resistance. 24. Define sources of resistance to change.  SELF INTEREST Fear of personal loss  LACK OF UNDERSTANDING AND TRUST people do not realize the reason why there is a need for change. Distrust of intentions.  UNCERTAINTY lack of information about future events.  DIFFERENT ASSESMENT AND GOALS people affected by the innovation may assess the situation differently.

25. Explain force field analysis. 26. What are the OD activities that have emerged in recent years?  TEAM BUILDING  SURVEY FEEDBACK (individual)  LARGE GROUP INTERVENTION (everybody)