Decision Making and Information Concepts
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Questions and Answers

What distinguishes data from information?

  • Information refers to unverified data.
  • Data represents raw, unanalyzed facts. (correct)
  • Data is processed and analyzed.
  • Information is a collection of raw, unanalyzed facts.

Which attribute of useful information emphasizes the importance of accuracy and reliability?

  • Completeness
  • Quality (correct)
  • Relevance
  • Timeliness

What challenge do managers face due to ambiguity?

  • Information can be interpreted in multiple ways. (correct)
  • They have access to all necessary information.
  • They cannot predict all possible outcomes.
  • They have time to evaluate all alternatives.

In which step of decision-making do managers allocate weights to the decision criteria?

<p>Identify decision criteria (B)</p> Signup and view all the answers

What characterizes structured problems?

<p>They are straightforward and easily defined. (D)</p> Signup and view all the answers

Which of the following is an example of a nonprogrammed decision?

<p>Deciding on a marketing strategy for a new product. (A)</p> Signup and view all the answers

What is the final step in the decision-making process?

<p>Evaluate decision effectiveness. (C)</p> Signup and view all the answers

Which of these factors may contribute to incomplete information for managers?

<p>Risk and uncertainty (B)</p> Signup and view all the answers

What does SWOT analysis help organizations to identify?

<p>Strengths, weaknesses, opportunities, and threats (C)</p> Signup and view all the answers

Which of the following best describes backward vertical integration?

<p>Becoming your own supplier (B)</p> Signup and view all the answers

What is the primary focus of corporate strategy?

<p>Identifying the businesses the firm wishes to operate in (C)</p> Signup and view all the answers

What characterizes a multidomestic strategy in internationalization?

<p>Independent subsidiaries focusing on local markets (C)</p> Signup and view all the answers

Which strategy emphasizes providing unique products to customers?

<p>Differentiation strategy (D)</p> Signup and view all the answers

Which characteristic is essential for setting effective goals?

<p>Specific (D)</p> Signup and view all the answers

Which type of innovation involves significant changes from previous methods?

<p>Radical innovation (A)</p> Signup and view all the answers

What is the primary role of departmentalization in an organization?

<p>To group jobs for efficient coordination (D)</p> Signup and view all the answers

Which type of diversification involves moving into businesses that are related to current operations?

<p>Related diversification (A)</p> Signup and view all the answers

What is the primary responsibility of a managerial body in larger companies?

<p>Guiding company policy (D)</p> Signup and view all the answers

Which characteristic is essential for the board of directors in a listed company?

<p>Elected by shareholders (C)</p> Signup and view all the answers

Which of the following is NOT a key element of organizational structure?

<p>Market segmentation (B)</p> Signup and view all the answers

What is an advantage of vertical integration?

<p>Greater control over production processes (B)</p> Signup and view all the answers

Which type of manager is responsible for translating an organization's strategy into actionable plans?

<p>Middle managers (B)</p> Signup and view all the answers

What does the term 'geographical scope' refer to?

<p>The physical locale of the firm’s operations (D)</p> Signup and view all the answers

In a mechanistic organization, which of the following characteristics is commonly found?

<p>High specialization (A)</p> Signup and view all the answers

Which of the following is not a reason firms pursue diversification strategies?

<p>Focusing solely on core competencies (C)</p> Signup and view all the answers

What does effectiveness in management primarily focus on?

<p>Achieving organizational goals (C)</p> Signup and view all the answers

What is the primary purpose of performance appraisal in human resource management?

<p>To assess and improve employee performance (C)</p> Signup and view all the answers

Which leadership style allows employees the most freedom in decision-making?

<p>Laissez-faire (D)</p> Signup and view all the answers

What does functional strategy primarily focus on?

<p>Efficient performance of activities within functional areas (D)</p> Signup and view all the answers

Which of the following is NOT considered a decisional role of a manager?

<p>Leader (B)</p> Signup and view all the answers

What is an example of feedback control in the management control process?

<p>Reviewing financial results after a quarter (C)</p> Signup and view all the answers

What is internal growth also known as?

<p>Organic growth (A)</p> Signup and view all the answers

Which skill involves the ability to think strategically and solve complex problems?

<p>Conceptual skills (D)</p> Signup and view all the answers

Which of the following best describes centralization in organizational decision-making?

<p>Concentration of decision-making at upper levels (D)</p> Signup and view all the answers

What is one main reason why planning is essential for managers?

<p>It reduces uncertainty and anticipates changes (B)</p> Signup and view all the answers

Which analysis component relates to identifying positive trends in the external environment?

<p>Opportunities (A)</p> Signup and view all the answers

Which type of manager supervises non-managerial employees directly?

<p>First-line managers (D)</p> Signup and view all the answers

What is the purpose of decruitment in the human resource management process?

<p>To reduce the organization's workforce (A)</p> Signup and view all the answers

Which best describes the role of a liaison in management?

<p>Serving as a coordinator among groups (B)</p> Signup and view all the answers

Which leadership style emphasizes participation and collaboration with employees?

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What is a functional manager primarily responsible for?

<p>Managing a single functional department (A)</p> Signup and view all the answers

What is formalization in organizational design?

<p>The standardization of jobs and procedures (D)</p> Signup and view all the answers

Which managerial function involves measuring performance and correcting deviations?

<p>Controlling (A)</p> Signup and view all the answers

What is one way that control is exercised by management?

<p>Monitoring and correcting work performance (B)</p> Signup and view all the answers

What is a distinct function of top managers in an organization?

<p>Making organization-wide decisions (B)</p> Signup and view all the answers

Which is a potential negative outcome of work specialization?

<p>Increased turnover (A)</p> Signup and view all the answers

In a feedback control mechanism, what is the first step?

<p>Measuring actual performance (A)</p> Signup and view all the answers

Which is NOT a common type of managerial plan?

<p>Employee plans (B)</p> Signup and view all the answers

What role does the chairman of the board typically have?

<p>Leading board meetings and discussions (A)</p> Signup and view all the answers

What characterizes programmed decisions?

<p>They have established procedures and guidelines. (C)</p> Signup and view all the answers

Which condition signifies uncertainty in decision-making?

<p>Information about alternatives is incomplete. (B)</p> Signup and view all the answers

What is overconfidence bias in decision-making?

<p>Believing one knows more than they actually do. (A)</p> Signup and view all the answers

What describes the bounded rationality approach to decision-making?

<p>Settling for solutions that are satisfactory. (C)</p> Signup and view all the answers

Which approach involves making decisions based on past experiences and feelings?

<p>Intuitive decision making (B)</p> Signup and view all the answers

What is a key benefit of evidence-based decision-making?

<p>It is committed to using the best available facts. (B)</p> Signup and view all the answers

How do customer relationship management (CRM) systems support businesses?

<p>By compiling customer interaction data for measurement. (C)</p> Signup and view all the answers

What does the term 'groupthink' refer to in decision-making?

<p>The suppression of contrary opinions within a group. (B)</p> Signup and view all the answers

What do programmed decisions typically involve?

<p>Clear guidelines for repetitive problems. (D)</p> Signup and view all the answers

Which of the following is NOT a condition that affects the possibility of decision failure?

<p>Transparency (D)</p> Signup and view all the answers

What is the primary objective of rational decision making?

<p>To maximize the value of choices and outcomes. (C)</p> Signup and view all the answers

Which bias involves the tendency to seek information that supports past decisions?

<p>Confirmation bias (B)</p> Signup and view all the answers

What best describes the impact of information technology on businesses?

<p>Enabling increased collaboration and efficiency. (D)</p> Signup and view all the answers

What is an explicit statement that tells managers what can or cannot be done?

<p>Rule (A)</p> Signup and view all the answers

What distinguishes a transformational leader from a transactional leader?

<p>Transformational leaders create and inspire a vision for followers. (A)</p> Signup and view all the answers

Which of the following best describes economic profit?

<p>The ability to generate future profit reflected in market value. (C)</p> Signup and view all the answers

What is a core characteristic of accounting profit?

<p>It compares the income generated with incurred costs. (C)</p> Signup and view all the answers

What does the classical view of social responsibility assert?

<p>Management has a duty to maximize shareholder profits. (B)</p> Signup and view all the answers

In what way does sustainability relate to organizational practices?

<p>It balances economic activities with environmental preservation. (D)</p> Signup and view all the answers

Which factor is NOT part of the areas of social responsibility?

<p>Maximizing profits for shareholders. (B)</p> Signup and view all the answers

What does the concept of the triple bottom line encompass?

<p>Social, environmental, and financial performance metrics. (C)</p> Signup and view all the answers

How do transformational leaders primarily motivate their followers?

<p>By inspiring and creating a shared vision. (C)</p> Signup and view all the answers

What is a significant limitation of accounting profit?

<p>It does not account for risk factors. (D)</p> Signup and view all the answers

What should a code of ethics in an organization define?

<p>The values and ethical standards expected from employees. (B)</p> Signup and view all the answers

Which leadership quality is associated with creating value for an organization?

<p>Inspiring engagement and innovation. (A)</p> Signup and view all the answers

What is implied by the socioeconomic view of social responsibility?

<p>Organizations should help improve societal welfare. (B)</p> Signup and view all the answers

Which of the following does NOT represent an area of social responsibility?

<p>Prioritizing dividends over employee welfare. (A)</p> Signup and view all the answers

What is an essential component of the strategic management process?

<p>Strategic planning, implementation, and evaluation. (A)</p> Signup and view all the answers

Flashcards

Data

Raw, unanalyzed facts that are not yet meaningful.

Information

Processed and analyzed data that provides meaning and context.

Quality of Information

Information that is accurate and reliable.

Timeliness of Information

Information that is available when needed, often in real time.

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Completeness of Information

Information that is complete and includes all necessary details.

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Relevance of Information

Information that is useful and relevant to the decision being made.

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Decision-Making

A process that involves identifying a problem, analyzing alternatives, and selecting the best solution.

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Problem

A discrepancy between a desired state and the current situation.

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Programmed Decisions

Decisions made based on established guidelines and procedures for recurring situations.

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Procedure

A series of sequential steps to address a well-defined problem.

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Rule

A clear statement outlining what is allowed or prohibited in a situation.

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Policy

A general principle guiding decision-making within a framework.

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Nonprogrammed Decisions

Decisions made for unique and non-recurring situations, requiring custom solutions.

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Certainty

Decision-making in a situation where all necessary information is readily available.

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Risk

Decision-making where goals are clear, there's enough data to estimate success likelihood, but risk is present.

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Uncertainty

Decision-making with unclear goals and incomplete information about alternatives and outcomes.

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Ambiguity

Decision-making where the problem or goal is unclear, alternatives are hard to define, and information about outcomes is unavailable.

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Overconfidence Bias

Overestimating one's knowledge or capabilities.

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Immediate Gratification Bias

Prioritizing immediate rewards over long-term benefits.

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Anchoring Effect

Focusing on the first piece of information and ignoring subsequent data.

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Confirmation Bias

Seeking out information that supports past choices and ignoring contradictory evidence.

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Hindsight Bias

Mistakenly believing you predicted an outcome accurately after it happened.

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Sunk Costs Error

Holding onto past investments of time, money, or effort even if they're no longer beneficial.

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Organizing

The process of arranging and structuring work to achieve organizational goals.

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Controlling

The process of monitoring, comparing, and correcting work performance.

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Planning

The process of setting goals, establishing strategies, and developing plans.

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Interpersonal Skills

The ability to work effectively with others both individually and in a group.

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Conceptual Skills

The ability to understand complex situations and make sound decisions based on that understanding.

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Technical Skills

Job-specific knowledge and techniques necessary to perform tasks effectively.

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Top Managers

The top level of management responsible for setting overall strategy and direction for the organization.

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First-Line Managers

Managers who oversee non-managerial employees and carry out day-to-day operational tasks.

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Middle Managers

Managers who bridge the gap between top management and first-line managers.

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Functional Managers

Managers responsible for a department focusing on a specific area, like finance or marketing.

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General Managers

Managers responsible for multiple departments, overseeing a broader scope of operations.

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CEO (Chief Executive Officer)

The person responsible for the overall direction and performance of an organization.

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Board of Directors

The governing body of a company, elected by shareholders and responsible for its overall direction.

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Management Functions

The core activities that managers perform to achieve organizational goals.

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Goals

Desired outcomes for individuals, groups, or the entire organization.

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Leadership Qualities

Leader qualities focused on inspiring change and motivating others, including vision, purpose, innovation, and personal power.

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Transactional Leadership

A style of leadership that emphasizes clear roles, structure, rewards, and consideration for followers.

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Transformational Leadership

A style of leadership that focuses on innovation, vision, values, relationships, and meaning for followers.

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Accounting Profit

The difference between a company's income and expenses, calculated over a specific period.

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Profitability

A measure of a firm's financial success, taking into account the value of its invested capital.

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Economic Profit

The difference between a firm's market value and the cost of its capital, reflecting its ability to generate future profits.

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Value Creation

The process of increasing the value of a company's shares compared to similar companies with comparable risk.

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Social Responsibility

A company's obligation to act in ways that benefit society beyond just maximizing profits.

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Classical View of Social Responsibility

The view that management's primary responsibility is to maximize profits for shareholders.

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Socioeconomic View of Social Responsibility

The view that management's responsibility includes protecting and improving society's welfare.

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Sustainability

Economic activities that meet present needs without jeopardizing the environment for future generations.

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Triple Bottom Line

A framework for assessing organizational performance across social, environmental, and financial criteria.

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Ethics

An individual's beliefs about what is morally right or wrong.

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Code of Ethics

A formal statement defining an organization's values and ethical expectations.

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Strategy

A plan for achieving a company's goals, including its competitive strategy and customer satisfaction.

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SMART goals

Setting specific, measurable, achievable, relevant, and time-bound goals for a particular task or project.

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Work Specialization

Dividing work into specialized tasks, leading to efficiency and productivity.

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Departmentalization

Grouping jobs based on shared functions, geography, products, processes, or customers.

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Chain of Command

The formal line of authority that runs from top management to the lowest level, clarifying who reports to whom.

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Span of Control

The number of employees a manager can effectively supervise.

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Centralization

Decision-making power concentrated at higher levels of the organization.

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Decentralization

Decision-making power distributed among lower levels of the organization.

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Formalization

The degree to which jobs are standardized and behavior is guided by rules and procedures.

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Mechanistic Organization

A rigid and tightly controlled organizational structure with high specialization, clear hierarchy, and strict rules.

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Organic Organization

A flexible and adaptive organizational structure with cross-functional teams, decentralized decision-making, and fewer rules.

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Human Resource Management (HRM)

The process of attracting, developing, and managing an organization's workforce.

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Recruitment

The process of finding and recruiting potential employees for open positions.

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Selection

The process of evaluating and selecting the most suitable candidates for a job.

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Orientation

The process of introducing new employees to their job and the company.

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Performance Appraisal

The continuous process of measuring and evaluating an employee's performance.

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Mission Statement

A statement that describes the organization's purpose and goals.

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SWOT Analysis

A strategic planning tool that analyzes an organization's internal strengths and weaknesses, and external opportunities and threats.

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External Analysis

Analyzing the external environment to identify potential opportunities and threats for the organization.

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Internal Analysis

Analyzing the internal environment to identify the organization's strengths and weaknesses.

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Strengths

Valuable resources and capabilities that help an organization gain a competitive advantage.

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Weaknesses

Areas where the organization lacks resources or performs poorly.

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Opportunities

Positive trends in the external environment that the organization could leverage.

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Threats

Negative trends in the external environment that could harm the organization.

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Corporate Strategy

The overall strategic direction of the organization, focusing on the businesses it wants to be in and how to achieve growth.

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Competitive Strategy

The strategy focused on competing in a specific set of activities or businesses, aiming to gain a competitive advantage over rivals.

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Functional Strategy

The strategy focused on how to efficiently perform activities within each functional area of the organization.

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Vertical Scope

The breadth of activities the organization performs related to the production process.

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Horizontal Scope

The variety of products or services that the organization offers.

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Geographical Scope

The geographical reach of the organization and its locations.

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Vertical Integration

A strategy where a firm expands its vertical scope by performing more activities within the production process.

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Study Notes

Data vs. Information

  • Data: Raw, unanalyzed facts.
  • Information: Processed and analyzed data.
  • Attributes of useful information: Quality, Timeliness, Completeness, Relevance.

Decision Making

  • Decision-making process: Identify a problem, criteria, weights, alternatives, analyze alternatives, select, implement, evaluate effectiveness.
  • Types of decisions: Programmed (procedure, rule, policy), Nonprogrammed (unique, non-recurring).
  • Conditions affecting decision failure: Certainty, Risk, Uncertainty, Ambiguity.
  • Decision-making biases and errors: Overconfidence bias, Immediate gratification bias, Anchoring effect, Confirmation bias, Hindsight bias, Sunk costs error, Self-serving bias.

Decision-Making Approaches

  • Rational decision making: Logical, consistent choices to maximize value; assumes rationality, clear goals, alternatives, and consequences.
  • Bounded rationality: Rational but limited by information processing; managers often satisfice (accept suitable solutions).
  • Intuitive decision making: Based on experience, feelings, and judgments.
  • Innovative decision-making techniques: Brainstorming, Evidence-based decision-making, Rigorous debate, Avoid groupthink.

Information Systems and Management

  • Information technology (IT): Methods for acquiring, organizing, manipulating, and transmitting information.
  • Impact of IT on business: Portable offices, better service, leaner organizations, increased collaboration, global exchange, improved management, flexibility, new opportunities.
  • Information system: System using IT to convert data to information, process, collect, and transmit for decision making.
  • CRM (Customer Relationship Management) systems: Compile customer information.
  • ERP (Enterprise Resource Planning) systems: Integrate operational processes across an organization.

Business Administrators and Managers

  • Management needed in all organizations, at all levels, and in all areas.
  • Sole proprietorship: Owner manages the company.
  • Larger companies: Administrative body manages. (Board of directors)
  • Board of directors responsibilities: Directing policy, controlling management, serving as a link with owners.
  • Characteristics of the board of directors: Elected by shareholders; minimum 3 members (internal/executive, external/non-executive); chairman, vice-chairman, and secretary.
  • CEO/Chief Executive Officer (or equivalent titles): Concentrates decision-making.

The Nature of the Manager's Job

  • Manager: Coordinates and oversees work to accomplish goals, efficiency (least input, maximum output), and effectiveness (achieving goals).
  • Types of Managers: First-line, Middle, Top managers (hierarchical levels); Functional, General managers (scope).
  • Katz's managerial skills: Technical, Interpersonal, Conceptual (cognitive ability to see the organization as a whole).
  • Mintzberg's managerial roles: Interpersonal (figurehead, leader, liaison), Informational (monitor, disseminator, spokesperson), Decisional (entrepreneur, disturbance handler, resource allocator, negotiator)

Management Functions: Planning

  • Reasons for planning: Direction, reduces uncertainty, minimizes waste, establishes control standards.
  • Types of plans: Breadth, time frame, specificity, frequency of use.
  • Goals: Desired outcomes for individuals, groups, or organizations; Characteristics of effective goals: Specific, linked to rewards, challenging yet realistic, definite time period, cover key areas.

Management Function: Organizing

  • Organizational structure: Formal arrangement of jobs, organizational chart (visual representation).
  • Key elements: Work specialization, departmentalization, chain of command, span of control, centralization/decentralization, formalization.
  • Work specialization (division of labor): Dividing work into tasks, normally leads to higher productivity, but overspecialization can result in problems.
  • Departmentalization: Grouping jobs for coordinated work – functional, geographical, product, process, customer.
  • Chain of command: Authority and responsibility; Unity of command, each reports to one manager; Span of control: Number of employees a manager can effectively manage.
  • Centralization/Decentralization: Degree of decision-making concentration; Formalization: Standardization of jobs and employee behavior.
  • Organizational design: Mechanistic (rigid, routine) and Organic (flexible, adaptive) organizations.

Management Functions: Leading

  • Human resource management: System for effective use of human talent. (Recruitment, decruitment, selection, orientation, training & development, performance appraisal, compensation).
  • Impact of effective HRM on strategic performance: Higher employee productivity and financial results.

Management Functions: Controlling

  • Types of control: Feedforward, Concurrent, Feedback.
  • Control process: Measuring performance, comparing to standards, taking corrective action.

Leadership

  • Leadership: Process of influencing, inspiring, and directing others to achieve goals.
  • Leadership styles: Autocratic, Democratic, Laissez-faire.
  • Management vs. leadership: Management aims for stability & efficiency, Leadership inspires change; qualities reflect these differing focuses.
  • Transformational vs. Transactional leadership: Transactional clarifies roles; Transformational inspires change.

Economic Goal and Value Creation

  • Economic objective: Maximize accounting profit (difference between income & costs).
  • Profitability: Measured by return on equity/assets.
  • Shortcomings of accounting profit: Imprecision, relative concept, measure of past, maximization concept missing.
  • Economic profit: Calculation based on equity market value, accounts for risk, overcomes some limitations of accounting profit. (Calculate EPt as (EMVt–EMVt–1)+DIVt)

Social Responsibility, Sustainability, and Ethics

  • Social responsibility: Companies must consider societal welfare.
  • Opposing views on social responsibility: Classical view vs. Socioeconomic view.
  • Social Responsibility: obligation beyond law & economics, for long-term goals good for society.
  • Areas of social responsibility: Customers, employees, investors, natural environment, general social welfare
  • Sustainability: Meeting present needs without compromising future generations.
  • Ethics: Personal beliefs about right/wrong behavior.
  • Managerial ethics: Standards to guide managers; Code of ethics (formal statement of values).
  • Areas of managerial ethics: Employee treatment, treatment of the organization, treatment of other economic agents.

The Growth of the Firm

  • Strategy: Plan for how to compete, attract, and satisfy customers.
  • Strategic management process: Planning, implementation, evaluation.
  • Mission statement: Purpose of the organization.
  • SWOT analysis: Strengths, Weaknesses, Opportunities, Threats.
  • Levels of organizational strategy: Corporate, Competitive, Functional.
  • Scope of the firm: Vertical (production activities), Horizontal (products/services), Geographical (locations/countries).
  • Corporate strategies: Vertical integration, Specialization/Diversification, Internationalization. ("Backward", "Forward" Vertical Integration; "Related", "Unrelated" Diversification; "Multidomestic", "Global", "Transnational" Internationalization)
  • Growth of the firm: Internal growth, Mergers and acquisitions, Strategic alliances.

Innovation

  • Creativity vs. Innovation: Creativity is combining ideas uniquely, Innovation is applying them usefully.
  • Innovative organizations: Generate new ideas, implement into products, processes, procedures.
  • Stimulating innovation: Organizational structure, culture, human resource practices.
  • Types of innovation: Product, Process, Radical, Incremental.

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Explore the essential concepts of data vs. information, decision-making processes, and various decision-making approaches. This quiz will guide you through understanding how to make informed decisions while recognizing potential biases and errors.

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