| A | B |
|---|
| 1-1. Describe the difference between managers and operatives. | managers: direct activities of others in an org. opereratives: work on jobs or tasks but do not oversee others. |
| 2-1. Explain what is meant by the term management. | process of getting things done, effectively and efficientyly, through and with other people |
| 3-1. Differentiate between efficiency and effectiveness. | efficiency: do things correctly. effectiveness: doing the right things, attain goal |
| 4-1. Describe the four primary processes of management. | planning: define goals and strategy. organizing: determimine what needs to be done. loading: directing and motivating. Controling: monitoring |
| 5-1. Classify the three levels of managers and identify the primary responsibility of each group. | ji |
| 6-1. Summarize the essential roles performed by managers. | fmj |
| 7-1. Discuss whether the manager's job is generic. | g |
| 8-1. Describe the four general skills neccessary for becoming a successful manager. | h |
| 9-1. Describe the value of studying management. | i |
| 10-1. Identify the relevance of popular humanities and social science courses to management practices. | j |
| 1-2. Describe the three waves in modern social history and their implications for organizations. | agriculture, industruialization, information |
| 2-2. Explain the importance of viewing management from a global perspective. | a |
| 3-2. Identify the ways in which technology is changing the manager's job. | a |
| 4-2. Describe the difference between an e-business, e-commerce, and e-organization. | e commerce: computer transactions where data transmits over internet. E orgnaization: applications of ebusiness concepts offered to stakeholders, E business: full breadth of activiteis including internet based enterprise |
| 5-2. Define social responsibility and ethics | social respon: firms obligation beyond law to have goals beneficial to society. ethics: set of rules that defines right and wrong |
| 6-2. Explain what is meant by the term entrepreneurship and identify the components of the entrepreneruial venture. | a |
| 7-2. Describe the management implications of a diversified workforce. | a |
| 8-2. Identify the work/life concepts that affect employees. | a |
| 9-2. Explain why many corporations have downsized. | a |
| 10-2. Describe the key variables for creating a customer-responsive culture. | a |
| 11-2. Explain why companies focus on quality and continuous improvement. | a |
| 1-3. Define planning. | defining the organizations objectives or goals, establishing an overall strategy for achieving those goals, developing a comprehensive heiearchy of plans to integrate and coordinate activites |
| 2-3. Explain the potential benefits of planning. | provide direction, reduce impact of change, set the standards to facilitate control, minimize waste and reduncancy |
| 3-3. Identify potential drawbacks to planning. | rigidity, not a dynamic environemtn, no creativitiy and intuition, focuses on today not tomorrow survivial, can lead to failure |
| 4-3. Distinguish between strategic and tactical plans. | strat: organization wide, establish overall objective, position an org in terms of its environment. Tact: specify details of how an org overal objectives are to be achieved |
| 5-3. Recognize when directional plans are preferred over specific plans. | specific: clearly defined objects leave no room for misinterpretation. Direction: flexible plans that set out general guidelines |
| 6-3. Define management by objectives and identify its common elements. | motivates. a system where objectives are determeines and everyone proressed towards them and rewards are allocated |
| 7-3. Outline the steps in strategic management process. | a |
| 8-3. Describe the four grand strategies. | a |
| 9-3. Explain SWOT analysis. | a |
| 10-3. Describe how entrepreneurs identify a competitive advantage. | a |
| 1-4. Describe the steps in the decision-making process. | 1. identify problem, 2. identify decision criteria, 3. allocation of weights to criteria, 4. development of aternatives, 5. analysis of alternative, 6. selection of alternative, 7. implement alternative, 8. evaluate decision effectiveness |
| 2-4. Identify the assumptions of the rational decision-making model. | problem is clear, unambigious, single well defined goal, alternitives and consequences known, prefernces are clear, preferences are constant and stable, no time or cost contstraints, final choice maximizes payoff |
| 3-4. Explain the limits to rationality. | a |
| 4-4. Define certainty, risk, and uncertainty as they relate to decision making. | a |
| 5-4. Describe the actions of the bounded-rational decision maker. | a |
| 6-4. Identify the two types of decision problems and the two types of decisions that are used to solve them. | a |
| 7-4. Define heuristics and explain how they affect the decision-making process. | a |
| 8-4. Identify four decision-making styles. | a |
| 9-4. Describe the advantages and disadvantages of group decisions. | a |
| 10-4. Explain three techniques for improving group decision making. | a |
| 1-5. Identify and define the six elements of organization structure. | a |
| 2-5. Describe the advantages and disadvantages of work specialization. | a |
| 3-5. Contrast authority and power. | a |
| 4-5. Identify the five different ways by which management can departmentalize. | a |
| 5-5. Contrast mechanistic and organic organizations. | a |
| 6-5. Summarize the effect of strategy, size, technology, and environment on organization structures. | a |
| 7-5. Contrast the divisional and functional structures. | a |
| 8-5. Explain the strengthts of the matrix structure. | a |
| 9-5. Describe the boundaryless organization and what elements have contributed to its development. | a |
| 10-5. Explain what is meant by the term learning organization. | a |
| 11-5. Describe what is meant by the term organization culture. | a |
| 1-6. Describe the human resource management process. | a |
| 2-6. Identify the influence of government regulations on human resource decisions. | a |
| 3-6. Differentiate between job descriptions and job specifications. | a |
| 4-6. Contrast recruitment and downsizing options. | a |
| 5-6. Explain the importance of validity and reliablility in selection. | a |
| 6-6. Describe the selection devices that work best with various kinds of jobs. | a |
| 7-6. Identify various training methods. | a |
| 8-6. Explain the various techniques managers can use in evaluating employee performance. | a |
| 9-6. Describe the goals of compensation administration and factors that affect wage structures. | a |
| 10-6. Explain what is meant by the terms sexual harassment, labor management cooperation, workplace violence, workplace spirituallity, and layoff survivor sickness. | a |
| 1-7. Describe what change variables are within a managers control. | a |
| 2-7. identify external and internal forces for change. | a |
| 3-7. explain how managers can serve as change agents. | a |
| 4-7. contrast the "calm waters" and "white water rapids" metaphors for change. | a |
| 5-7. explain why people are likely to resist change. | a |
| 6-7. describe techniques for reducing resistance to change. | a |
| 7-7. Identify what is meant by the term organization development (OD) and specify four popular OD techniques. | a |
| 8-7. Explain the causes and symptoms of stress. | a |
| 9-7. differentiate between creativity and innovation. | a |
| 10-7. Explain how organizations can stimulate innovation. | a |
