Podcast
Questions and Answers
What is the purpose of organizing within an organization?
What is the purpose of organizing within an organization?
Which of the following elements is NOT a key component of organizational design?
Which of the following elements is NOT a key component of organizational design?
What is one potential negative consequence of overspecialization in work tasks?
What is one potential negative consequence of overspecialization in work tasks?
What does the term 'organizational structure' refer to?
What does the term 'organizational structure' refer to?
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Which strategy involves being the first to introduce a product or process innovation?
Which strategy involves being the first to introduce a product or process innovation?
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What is the primary role of a manager in an organization?
What is the primary role of a manager in an organization?
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Which level of management is responsible for making organization-wide decisions?
Which level of management is responsible for making organization-wide decisions?
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What is a defining characteristic of an organization?
What is a defining characteristic of an organization?
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Why are managerial skills and abilities considered critical in organizations today?
Why are managerial skills and abilities considered critical in organizations today?
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Which type of manager manages first-line managers?
Which type of manager manages first-line managers?
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What is described as the most important variable in employee productivity and loyalty?
What is described as the most important variable in employee productivity and loyalty?
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What is NOT a primary function of management?
What is NOT a primary function of management?
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What does environmental uncertainty primarily measure?
What does environmental uncertainty primarily measure?
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What represents the first dimension of environmental uncertainty?
What represents the first dimension of environmental uncertainty?
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In which cell do managers have the least influence?
In which cell do managers have the least influence?
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Which term defines the shared values and principles within an organization?
Which term defines the shared values and principles within an organization?
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What characterizes a strong organizational culture?
What characterizes a strong organizational culture?
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Environmental complexity includes all of the following EXCEPT:
Environmental complexity includes all of the following EXCEPT:
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What does a dynamic organization imply in terms of environmental change?
What does a dynamic organization imply in terms of environmental change?
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What would indicate a simple organizational environment?
What would indicate a simple organizational environment?
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Which aspect does NOT directly relate to the organizational culture?
Which aspect does NOT directly relate to the organizational culture?
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What is an indication of organizational stability?
What is an indication of organizational stability?
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What does the symbolic view of management emphasize as the primary reason for an organization’s success or failure?
What does the symbolic view of management emphasize as the primary reason for an organization’s success or failure?
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Which of the following is NOT considered an external constraint on managerial discretion?
Which of the following is NOT considered an external constraint on managerial discretion?
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What does the PESTLE framework help managers analyze?
What does the PESTLE framework help managers analyze?
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Which component of the external environment refers to trends such as age and education level?
Which component of the external environment refers to trends such as age and education level?
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Which component of the external environment includes factors like inflation and interest rates?
Which component of the external environment includes factors like inflation and interest rates?
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The factors that shape an organization's performance are categorized into how many main components?
The factors that shape an organization's performance are categorized into how many main components?
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Which of the following best describes internal constraints on managerial discretion?
Which of the following best describes internal constraints on managerial discretion?
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Which component of the external environment addresses the impact of regulations enacted by governing bodies?
Which component of the external environment addresses the impact of regulations enacted by governing bodies?
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What is the primary focus of analyzing sociocultural factors in the external environment?
What is the primary focus of analyzing sociocultural factors in the external environment?
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What is a potential result of changes in the external environment for a business?
What is a potential result of changes in the external environment for a business?
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What is a key characteristic of rational decision-making?
What is a key characteristic of rational decision-making?
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Which of the following best describes bounded rationality?
Which of the following best describes bounded rationality?
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What does the term 'satisficing' refer to in decision-making?
What does the term 'satisficing' refer to in decision-making?
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Intuitive decision-making is primarily based on which of the following?
Intuitive decision-making is primarily based on which of the following?
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In evidence-based management, what is a fundamental component?
In evidence-based management, what is a fundamental component?
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What does escalation of commitment involve in the context of decision-making?
What does escalation of commitment involve in the context of decision-making?
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Which assumption is NOT part of rational decision-making?
Which assumption is NOT part of rational decision-making?
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What primary advantage does evidence-based management provide?
What primary advantage does evidence-based management provide?
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Which decision-making approach is characterized by its reliance on personal experiences rather than data?
Which decision-making approach is characterized by its reliance on personal experiences rather than data?
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Study Notes
Learning Objectives
- The presentation outlines learning objectives for various parts of the course.
- The parts cover managers, workplace, learning objectives, who managers are, their roles, and the importance of studying management.
- The objectives also describe the functions, roles, and skills of managers and the value of studying management.
Who Are Managers?
- A manager coordinates and oversees the work of others to meet organizational goals.
- First-line managers manage non-managerial employees.
- Middle managers manage the work of first-line managers.
- Top managers make organization-wide decisions and set plans and goals affecting the entire organization.
Where Do Managers Work?
- An organization is a deliberate arrangement of people assembled for a specific purpose which individuals cannot achieve alone.
- Common characteristics of organizations include a distinct purpose, comprised of people, and a deliberate structure.
Why Are Managers Important?
- Managerial skills and abilities are crucial in uncertain, complex, and chaotic times.
- Managerial abilities are critical to getting things done effectively.
- The quality of employee/supervisor relationships is key to productivity and loyalty.
What Do Managers Do?
- Management involves coordinating and overseeing the work of others to ensure efficient and effective completion of activities.
- Efficiency involves doing things right, maximizing output for minimum inputs.
- Effectiveness means doing the right things and achieving organizational goals.
- Effective management seeks low waste and maximizes goal attainment
The Four Management Functions
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Planning: Defining goals, strategies, and plans for integrating and coordinating work activities to achieve goals.
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Organizing: Arranging and structuring work to reach organizational goals.
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Leading: Working with and through people to get things done
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Controlling: Monitoring, comparing work to standards, and taking necessary corrective actions.
Management Roles
- Roles are specific actions or behaviors expected of a manager.
- Mintzberg identified 10 roles of managers, categorized into interpersonal, decisional, and informational roles.
Skills Managers Need
- Technical skills – knowledge and proficiency in a specific field
- Human skills – ability to work well with people
- Conceptual skills – ability to think abstractly and understand complex situations affecting the organization. Top managers require high conceptual and human skills, while lower-level managers require more technical skills.
Why Study Management?
- Management is universally required in all types and sizes of organizations, at all levels, and in any organizational area. Regardless of location or type, management is essential for success.
Challenges and Rewards of Being a Manager
- Challenges include thankless work, clerical duties, dealing with varied personalities, and limited resources.
- Rewards include facilitating a productive work environment, recognition, status, and attractive compensation.
Making Decisions
- Effective decision-making is key to success in management and career.
Learning Objectives
- The section outlining objectives for learning the step-by-step decision-making processes and the factors impacting decisions.
The Decision-Making Process
- Decision-making is the act of choosing from available options.
- The process, as described, involves identifying a problem, determining criteria, allocating weights to criteria, developing alternatives, analyzing alternatives, choosing an alternative, implementing the alternative, and evaluating decision effectiveness.
Tools for Identifying Problems
- Techniques like Fishbone diagrams and CATWOE can help to identify the root cause of problems and make informed decisions.
- The 5 Whys methodology is also valuable for identifying the underlying reasons behind any issue.
C.A.T.W.O.E
- A methodology for understanding a problem with various parts.
The Decision-Making Process (cont.)
- The discussion includes identifying decision criteria, allocating weights to criteria, developing alternatives, analyzing alternatives, and selecting an alternative.
Example of Important Decision Criteria and Possible Alternatives
- This is an example of how to establish priorities for decisions.
Example of Evaluation of Alternatives
- This is a further example of measuring and ranking the importance levels
The Decision-Making Process (cont.)
- Further discussion of steps in the decision-making process: Implementing the chosen alternative and evaluating decision effectiveness
Decisions Managers May Make
- Examples of decisions that managers may make related to planning, organizing, and controlling different aspects of organizations.
Four Ways on How Managers Make Decisions
- Rationality—logical and objective choices, maximizing value.
- Bounded Rationality—rational but constrained by individual information-processing limits, settling for "good enough" solutions.
- Intuition—decision-making based on experience, feelings, and accumulated judgement
- Evidence-based Management—systematic use of the best available evidence to improve management practice.
Decision-Making Conditions
- Certainty - all outcomes are certain
- Risk - estimated likelihood of outcomes
- Uncertainty - no certainty or reasonable probability estimates
Managing Risk
- Historical data and secondary information can help determine probabilities for decisions involving risk.
Calculating Expected Value
- The calculation of expected value involves determining the likelihood of various outcomes and their potential returns.
Uncertainty
- Decision-making under uncertainty involves factors like optimistic or pessimistic choices.
Mini-Case: Making Decisions in Uncertain Conditions
- The provided case studies how managers make decisions in uncertain situations and how they can evaluate the trade-offs between possible outcomes
Optimistic & Pessimist Manager
- The examples of decision-making styles illustrate how optimistic and pessimistic managers might approach a situation.
Minimizing Regret
- The Minimax approach focuses on minimizing the maximum potential regret
Decision-Making Styles
- Linear thinking style - relying on facts.
- Nonlinear thinking style - relying on internal insights, feelings, and hunches.
Decision-Making Biases and Errors
- Overconfidence bias – unrealistic positive views of self and performance
- Immediate gratification bias – choosing immediate rewards over long-term gains
- Confirmation bias – seeking information that confirms existing beliefs
- Sunk-cost errors – continuing with decisions that are failing, ignoring past resources
- Self-serving bias – taking credit for successes and blaming outside factors for failures
Overview of Managerial Decision-Making
- This summarises the key aspects of managerial decision-making, the approaches involved, the conditions that influence decisions, and the styles of decision-makers.
Guidelines for Making Effective Decisions
- Essential strategies for making effective decisions in diverse cultural settings.
- Establish standards for decision-making and know when a decision must be abandoned.
- Employ methods for effectively processing information.
- Cultivate an organizational culture that can recognize and adapt to unexpected changes.
Constraints on Managers & Managing Change
- Various elements impacting managerial actions and how organizations handle change.
The Manager: Omnipotent or Symbolic?
- Omnipotent view: Managers are directly responsible for organizational success or failure.
- Symbolic view: Success or failure is often due to external factors beyond managers' control.
Constraints on Managerial Discretion
- This summarizes various influences on managers' decisions- both external from the organization's environment and internal from its culture.
Components of the External Environment
- The presentation covers political/legal, sociocultural, technological, economic, and global environments.
- These components are key factors influencing business decisions.
The External Environment
- Different external factors impacting organization performance, including economic, demographic, political/legal, technological, sociocultural, and globalization
Assessing Environmental Uncertainty
- Environments can be dynamic or stable, and complex or simple, and these concepts work together to create the level of uncertainty in the environment.
How the External Environment Affects Managers
- The influence of the external environment on managerial decision-making
- This categorizes environments based on their stability and complexity.
Organizational Culture: Constraints and Challenges
- Organizational culture is the shared values, principles, traditions, and ways of doing things in an organization.
- This includes values, principles, traditions, and ways of doing things.
Dimensions of Organizational Culture
- This outlines different dimensions of organizational culture- such as innovation, stability, attention to detail, outcome orientation, team orientation, and aggressiveness.
Strong Versus Weak Cultures
- Differentiates strong cultures, where values are widely shared, and weak cultures, where values are less pervasive and shared.
Where Culture Comes From and How It Continues
- The discussion covers how organizational culture develops and persists, including the roles of the founder, managers, and selection criteria for hiring new employees.
How Employees Learn Culture
- This details how organizational members learn about and internalize organizational expectations and behaviors through stories, rituals, material symbols, and language.
How Culture Affects Manager
- Organizational culture influences how managers plan, organize, lead, and control their organizational operations.
What Is Organizational Change?
- Organizational change refers to alterations in elements including people, structure, and technology.
- Change agents are individuals who lead the change process.
Types of Change
- Three types of change include organizational structure, technology, and people.
Why Do People Resist Change?
- Ambiguity and uncertainty, comfort with old habits, concern over loss (e.g., status, money, authority), and incompatibility with organization goals are common reasons for resisting change.
Techniques for Reducing Resistance to Change
- Various management strategies for handling employee resistance during periods of change, including education and communication; participation; facilitation and support; negotiation; manipulation and cooptation; and coercion
- Each option has strengths and weaknesses
Changing Organizational Culture
- Discusses conditions that facilitate cultural change in organizations, such as crises, leadership changes, and organizational size and structure.
Stimulating Innovation
- Creativity and innovation are key for organizations- encouraging both.
- Conditions that promote innovation are presented.
Innovation and Design Thinking
- Emphasizing the concepts and methodologies around innovation and creativity- highlighting that innovation is tied to design thinking.
Global Management
- The presentation discusses global business concepts, including different attitudes, regional trade alliances, the importance of global trade mechanisms.
Why Companies Decide to Go Global
- Companies look at sales growth and profitability when deciding to expand into global markets.
- The potential for cheaper raw materials and labor is one major aspect for decision making.
What's Your Global Perspective?
- Different attitudes towards global business- such as ethnocentric, polycentric, and geocentric.
Global Trade: Regional Trading Alliances
- Discussions about regional trade alliances - such as the European Union, NAFTA, and ASEAN
- Advantages and disadvantages of these alliances are mentioned.
Global Trade: Global Trade Mechanisms
- This section discusses global trade mechanisms such as the WTO, IMF, World Bank Group, and OECD, and their respective functions
Types of International Organizations
- This presentation defines MNCs, multidomestic corporations, and transnational or borderless organizations
How Organizations Go Global
- Discusses various strategies companies may use to expand globally, such as foreign subsidiaries, strategic alliances, joint ventures.
Managing in Global Environment
- The political/legal, economic, and cultural environments are factors influencing global management.
- Regulations and specific laws vary and affect decisions.
Managing in Global Environment
- Economic environment in global management - including free market and planned economies.
- Cultural environment examines values and attitudes, in different countries, using Hofstede's framework.
Planning and Goal Setting
- This section defines the nature and purpose of planning & categorizes goals and plans to better understand how top management, middle management, and lower management use plans and goals to operate their organizations. Categorizes the different types of plans and goals used
What Is Planning?
- The definition and purpose of formal planning - how organizations define and achieve their goals.
Why Do Managers Plan?
- The justification for planning in an organizational setting- including its role in direction, minimizing uncertainty, waste, and redundancy.
Planning and Performance
- A presentation discussing how effective planning can positively affect financial results and overall performance, though external factors can influence such effects
Goals and Plans
- Goals and objectives are discussed as desired outcomes for organizations.
- Plans are documents outlining methods or actions to meet these planned objectives.
Types of Goals
- Discusses types of organizational goals - financial and strategic goals - as well as how to define stated goals and how real goals may differ
Types of Plans
- This segment covers the breadth of organizational plans, including time frame and specificity, and frequency of usage for single-use and standing plans- such as strategic, operational, long-term, short-term plans, directional plans, and specific plans.
Types of Plans (cont.)
- Detailed types of plans, including, single-use plans, and standing plans are described
Approaches to Setting Goals
- Two perspectives are described, Traditional goal-setting and management by objective (MBO).
Traditional Goal Setting
- Describes and explains the challenges associated with the traditional goal setting methodology - including a hierarchical perspective, top-down approach to goals, and related communication difficulties
Traditional Goal Setting (cont.)
- An explanation of means-ends chain and the characteristics of formal planning departments.
Management by Objective (MBO)
- Discusses the MBO process including elements and the benefits and drawbacks of the system.
Management by Objective and Employee Performance
- How the elements of the MBO process motivate employees, as well as related employee performance
SMART PLANNING
- The key characteristics of a well structured plan (Specific, Measurable, Achievable, Relevant, and Time-Bound) are outlined in relation to effective goal planning.
Contingency Factors in Planning
- Contingency factors like organizational level, length of future commitments, and environmental uncertainty influence the planning process- including contingency plans for when things change.
Planning and Organizational Level
- This segment explains the different planning levels that occur in an organization, from a strategic level of focus down to operational level planning in each department.
Contemporary Issues in Planning
- Contemporary issues in the planning process – including environmental scanning, competitor intelligence, and digital tools.
Contemporary Issues in Planning (cont.)
- The increasing use of digital tools (especially business intelligence tools and cloud computing for data collection and strategic decision making)
Strategic Planning
- This covers a definition and explanation of the importance of strategic management as well as six steps to the strategic management process. The presentation aims to assist in understanding different types of corporate strategies, what constitutes competitive advantage, and issues in contemporary strategic management.
What Is Strategic Management?
- Defines strategic management and discusses the organization's strategies, and the concept of a business model.
Why Is Strategic Management Important?
- This is explanation of why strategic management is important as a tool in management
Strategic Management Process - Step 1
- The first step in the strategic management process including the importance of mission and goals for strategic decision-making.
Strategic Management Process - Step 2 and 3
- Step 2—External Analysis: Scanning the environment to identify opportunities and threats,
- Step 3—Internal Analysis: Assess Organizational resources, capabilities, and activities to identify strengths & weaknesses.
- What to measure within the SWOT analysis
- Formulation of appropriate strategies
Strategic Management Process – Step 4,5,6
- Step 4 - Formulating strategies (alternatives, selecting, matching strengths with opportunities while guarding against threats)
- Step 5 - Implementation (matching organizational structure to strategy)
- Step 6 - Evaluating Results (assessing effectiveness and making necessary adjustments)
Types of Organizational Strategies
- Categorization of corporate, competitive, and functional strategies.
What Is Corporate Strategy?
- A discussion of strategies like growth, stability, and renewal - their components, and their applicability for a business
Growth Strategies
- Concentration on a primary business and increasing product or market offerings
- Vertical integration either backward or forwards. A company produces its own inputs or becomes its own distributor.
- Horizontal integration - combining with other companies.
- Diversification -combining with firms in different/unrelated industries. A company combines with other companies
Stability Strategy
- A corporate strategy of maintaining operations without growing
Renewal Strategies
- Retrenchment: short-run strategy for minor performance problems.
- Turnaround: when problems are more serious leading to drastic action.
- Renewel strategies focus on improving performance- through cost cutting
How Are Corporate Strategies Managed?
- The use of the BCG Matrix for allocating resources to different strategic business units (SBUs)
- Categories for SBU analysis (e.g., Stars, Cash Cows, Question Marks, and Dogs) based on anticipated growth rate and market share.
Competitive Strategies
- Strategies for competing in a particular business
- The concept of strategic business units (SBUs)
The Role of Competitive Advantage
- Competitive advantage-what sets an organization apart
- Core competencies make an organization distinctive
Sustainable Competitive Advantage with Five Forces Model
- Five forces are presented as elements impacting profitability: threat of new entrants, substitutes, bargaining power of suppliers, buyers, and rivalries
Choosing a Competitive Strategy
- Cost leadership, differentiation, focus strategies- approaches to achieving competitive advantage
Choosing a Competitive Strategy (cont.)
- This section covers the importance of competitive advantage, which leads to being stuck in the middle
Functional Strategy
- Describing how functional departments support the overall competitive strategy
Current Strategic Management Issues
- The need for strategic leadership—the ability to anticipate, envision, maintain flexibility, think strategically, work with others in the organization.
- The need for strategic flexibility—the ability to react quickly to external changes and adapt strategies.
- Developing strategies to maintain emphasis on e-business, customer service, and innovation.
Strategic Leadership
- Ability to anticipate future changes and guide organizational adaptation
Effective Strategic Leadership
- Components of effective strategic leadership, including setting a proper vision, emphasizing ethical values, questioning assumptions
Strategic Flexibility
- The capability to adapt strategic decisions during turbulent times
Developing Strategic Flexibility
- This presentation focuses on methods for improving strategic flexibility, involving clear communication, leveraging knowledge and ensuring quick reactions to uncertainty.
Important Organizational Strategies for Today's Environment
- Covers e-business, customer service, and innovation strategies for a successful and adaptable business in today's environment.
First-Mover Advantages and Disadvantages
- Addresses the considerations of being a first-mover in a new market (advantages and disadvantages)
Organization Design
- Details about the different elements and aspects of organizational structure and design.
Organizing Around Team
- Introduction to the significance of teams for organizations
- Explanation of development stages for teamwork
What Is a Group?
- Definitions of formal and informal groups are discussed.
Examples of Formal Work Groups
- Specific examples of formal work groups—e.g., command, task, cross-functional, and self-managed teams.
Stages of Group Development
- The different stages of team development- including forming, storming, norming, and performing.
Work Group Performance and Satisfaction
- Factors driving work group satisfaction
- The concepts of external conditions imposed, group member resources, group structure, group processes, and group tasks.
External Conditions Imposed on the Group
- External constraints imposed on work groups, including organizational strategy, authority relationships, formal rules, resource availability, employee selection criteria, and performance management system and culture.
Group Member Resources
- Factors influencing group performance - knowledge, abilities, skills, and personality traits
Group Structure
- Various elements of group structure, including roles, norms, groupthink, status, social loafiing, and cohesiveness
Group Size and Group Performance
- This section focuses on how group size affects group performance.
- It explains that smaller teams may be more effective in some tasks, while larger teams can achieve better results during some problem-solving tasks
Group Process
- Group processes affecting group performance and satisfaction
- The benefits and drawbacks of group decision-making and conflict management.
Conflict and Group Performance
- The relationship between the level of conflict in groups and performance levels
- There is an ideal amount that is most conducive
Group Task
- Group performance has a dynamic relationship with group tasks; the complexity of the task impacts group performance effectiveness.
Creating Effective Work Teams
- Elements of building effective work teams, leadership, skills, trust, communication, and commitment.
Contemporary Challenges in Managing Teams
- This section explains the unique challenges of managing global teams and managing unique groups of workers.
- The implications of managing global teams (cultural understanding, etc), maintaining relationships, and cohesiveness within a team is addressed
Current Strategic Management Issues
- The crucial need for strategic leadership, strategic flexibility, and the development of strategies emphasizing e-business, customer service, and innovation, as major contemporary components impacting effective management.
Controlling Activities
- This segment defines control and explains its importance as the final management function.
- The process, steps, and measurements of controlling organizational performance are detailed.
What Is Controlling?
- Controlling is explained as the monitoring, comparing, and correcting process for organizational work performance to ensure organizational goals are met
Why Is Controlling Important?
- The significance of controlling in organizations, including its role in helping managers plan, empowering employees, and maintaining a secure work environment are outlined in this section.
The Control Process
- A discussion on the three steps of the control process:
- Measuring actual performance, Comparing actual performance against the standard, Taking managerial action (correcting or revising standards)
Sources of Information for Measuring Performance
- Methods for measuring performance data, and the strengths and weaknesses of each methodology
The Control Process (cont.)
- Step 2 of the control process- comparing actual performance against established standards for identifying variance- and setting parameters for acceptable variance
The Control Process (cont.)
- Step 3 of the control process- taking managerial decisions to correct deviations in actual performance or revise relevant performance standards
Managerial Decisions in the Control Process
- A detailed discussion on the flow of managerial decisions within the control process itself- taking into account the identification of performance deviations, the acceptability of the variance, and the necessity of implementing corrective actions or revising standards.
What Is Organizational Performance?
- The meaning and definition of organizational performance and the measures for organizational performance (productivity and effectiveness) are explained
Popular Industry and Company Rankings
- This section discusses different rankings of companies in different sectors using tools like Fortune and Industry Week. It also introduces the American Customer Satisfaction Index
Controlling for Employee Performance
- Disciplinary actions- actions taken by managers to uphold organizational standards
Feedforward, Concurrent, Feedback Control
- Descriptions of the three types of controls- feedforward, concurrent, and feedback- used in organizational settings. Explanations address areas of applicability and practical application.
Control Tools
- Overview of three key control tools- financial control, information control, and balanced Scorecard
Financial Controls
- Financial controls, such as ratio analysis and budget analysis, are explained in detail regarding the measurement of organizational performance and profitability.
Information Controls
- Information controls, such as management information systems (MIS) and data/information types, and important aspects relating to organizing, analyzing, and tracking data/information
The Balanced Scorecard
- Definition of Balanced Scorecard as a performance measurement tool used by companies to understand and monitor performance beyond a financial perspective
- Discusses how the scorecard measures a company in four main areas
Benchmarking of Best Practices
- Definition of benchmarking, the strategy of identifying best practices among competitors and non-competitors, and using these standards for improvements
Contemporary Issues in Control
- Current issues involved in controlling organisational factors - including adjustments for cultural differences, workplace privacy, employee theft, workplace violence, controlling customer interactions, and corporate governance
Human Resource Management
- Overview of HRM including its importance, processes, important factors like job planning, recruitment, selection, orientation/training, performance management, compensation and benefits, current issues, and references.
- Importance of HRM, defining the areas of HRM, and reviewing current issues impacting the HR process such as downsizing or changes in workforce
Human Resource Management Process
- Explanation of the process for managing human resources- including identification of HR needs; recruiting and hiring competent candidates; employee development; retention of valuable employees; and the role of compensation/benefits.
Recruitment and Decruitment
- Discusses methods that organizations use for finding and hiring competent employees (recruitment) and removing/reducing the size of the workforce (decrruitment)
- Provides advantages of various methods (including internet recruitment methods, referrals, employee websites, college recruiting)
Human Resource Management Process
- Explains selection procedures & tests used in the selection process
Human Resource Management Process
- This presents aspects of orientation and training of new and existing employees including training methods that are widely used in various organisations.
Human Resource Management Process
- Discusses performance management - the way in which evaluations of employee performance are measured
- Includes Graphic Rating Scales, 360-degree appraisals, written essays, critical incidents, and multi-person comparisons, describing their positive and negative features and when they are particularly useful
Human Resource Management Process
- An explanation of compensation and benefits (benefits packages and compensation), particularly in the context of skill-based compensation, variable pay, etc.
Contemporary Issues in Managing Human Resources
- Contemporary issues affecting HRM include downsizing, family-friendly benefits- needs that accommodate work-life balance, employee fringe benefits (health, retirement, etc)
Organization Behavior & Motivation
- An overview of organizational behavior and motivation, including individuals' behavior within organizations, the influence of attitudes on job performance, defining personality theories, comparing early and contemporary motivation theories, and contemporary issues in the field of motivation
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Description
Test your knowledge on the principles of organizational management. This quiz covers key concepts such as organizational structure, managerial roles, and the impact of specialization on productivity. Challenge yourself with questions that explore the critical elements of effective management within an organization.
