Questions and Answers
What is planning defined as?
Financial goals are related to the expected internal financial performance of the organization.
True
What is one characteristic of well-designed goals?
Challenging yet attainable
Planning provides a basis for the other major functions of __________.
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Which type of planning is done by middle line managers?
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What is the first step in the Management By Objectives (MBO) process?
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Programmed decisions are unique and take a long time to arrive at.
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Which leadership style involves consulting employees for their input before making decisions?
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What is one of the critical traits of leadership according to the Traits Theory?
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Match the following types of power with their descriptions:
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The __________ structure groups jobs by similarity of purpose.
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Centralization means that decision-making is spread throughout all levels of the organization.
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Who are the main proponents of Administrative Management?
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Career advancement in an ideal bureaucracy is based on merit.
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What are some downsides of bureaucracy?
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The principle of __________ states that each employee should be assigned to only one supervisor.
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Match the following needs with their definitions according to Maslow’s theory:
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What is the Hawthorne Effect?
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According to McGregor's Theory X, what is the assumption about the average worker?
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Which of the following is NOT one of Fayol's 14 principles of management?
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The Systems Approach focuses solely on internal efficiency.
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What does TQM stand for?
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What is the definition of management?
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What are the primary functions of management?
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Effectiveness is doing things right.
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What type of managers are responsible for implementing the overall strategies defined by top managers?
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What is the primary aim of planning in management?
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The process of influencing others to engage in work behavior to reach organizational goals is known as _____
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Which of the following is a characteristic of an ideal bureaucracy?
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What skill is particularly important for lower-level managers?
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What are the three types of managerial roles according to Mintzberg?
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An organization is defined as two or more persons engaged in a systematic effort to produce _____.
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What refers to the cognitive ability to see the organization as a whole?
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Study Notes
Course Overview
- UGBS 104 – Principles of Management, offered in the Second Semester of 2019/2020 at the University of Ghana Business School.
- Course credits: 3; lectures on Mondays from 9:30 am to 1:20 pm.
- Instructor: Dr. Majoreen Amankwah; office hours on Mondays from 2 pm to 4 pm.
Course Objectives and Goals
- Understand various approaches to management.
- Analyze the context in which management operates.
- Identify tools utilized in effective management.
Learning Outcomes
- Recognize different models of management and their applications.
- Comprehend management processes and functions.
- Develop organizational management skills.
Assessment Structure
- Quizzes: 20%
- Class Participation and Presentations: 10%
- Final Exam: 70%
Grading Scale
- Additional details can be found in the Undergraduate Handbook.
Required Readings
- Recommended textbooks include works by Certo & Certo, Hitt et al., Mullins & Christy, Robbins & Coulter, and Robbins & Judge.
Course Delivery
- Includes lectures and student/practitioner presentations.
- Mandatory organizational visits for hands-on experience.
Lecture Schedule Highlights
- Week 1: Overview of management concepts, processes, and need for management.
- Week 2: Functions of management, types and roles of managers across levels.
- Week 3 & 4: Historical perspectives on management theories, including classical, behavioral, and quantitative viewpoints.
- Week 5: Contemporary management theories such as Systems Theory and Total Quality Management (TQM).
- Week 6: Understanding external and internal managerial environments.
- Week 7: In-depth exploration of planning, types, benefits, and decision-making.
- Week 8: Organizational structures, designs, and factors influencing organizational design.
- Week 9 & 10: Leadership theories, delegation processes, and role of management in effective delegation.
- Week 11: Control processes and types of management control systems.
- Week 12: Corporate social responsibility, ethics, and ethical dilemmas in management.
Management Definition and Goals
- Management defined as a set of activities aimed at efficiently achieving organizational goals.
- Goals categorized as altruistic, economic (survival, profitability, growth).
Management Process
- Planning: Setting goals and determining actions to achieve objectives.
- Organizing: Allocating resources and structuring tasks to implement plans.
- Leading: Influencing team members to engage in behaviors that meet organizational goals.
- Controlling: Monitoring and adjusting performance to ensure alignment with goals.
Managerial Performance
- Focus on achieving effectiveness (doing the right things) and efficiency (doing things right).
Managerial Roles
- Informational roles: Monitor, disseminator, spokesperson.
- Interpersonal roles: Figurehead, leader, liaison.
- Decisional roles: Entrepreneur, disturbance handler, resource allocator, negotiator.
Key Managerial Skills
- Technical Skills: Proficiency in specific tools and techniques.
- Human Skills: Ability to work effectively with people.
- Conceptual Skills: Understanding the organization as a whole and interrelations among its parts.
Evolution of Management Theories
- Classical Management: Focused on efficiency through scientific management (Frederick Taylor) and bureaucratic management (Max Weber).
- Administrative Management: Pioneered by Henri Fayol and Chester Barnard, promoting principles for managerial coordination and efficiency.
Characteristics of Ideal Bureaucracy
- Specialization of labor, formal rules, procedural guidelines, and impersonal application of rules.
- Advocates for career advancement based on merit.
Administrative Management Principles
- Emphasizes planning, organizing, commanding, coordinating, and controlling.
- Advocated principles include division of work, authority and responsibility, unity of command, equity, and stability of personnel tenure.### Remuneration
- Equitable rewards benefit both employers and employees.
Initiative
- Fosters creativity and innovation in the workplace.
Esprit de Corps
- Promotes team spirit, harmony, and unity among employees.
Unity of Direction
- Ensures a singular plan of action guiding managers and workers using organizational resources.
Order
- Involves methodical arrangement of positions, ensuring that people and materials are in the right place at the right time.
Scalar Chain
- The hierarchy in organizations should be concise, avoiding lengthy chains of authority.
Centralization
- The balance between decentralization and centralization is situationally dependent.
Behavioral Viewpoint
- Emphasizes understanding human behavior factors within organizations.
Early Behaviorists
- Contributions include the notion of "power with" and conflict resolution through integration.
Hawthorne Studies
- Investigated the impact of physical conditions on productivity, revealing psychological and social factors as key influences.
Hawthorne Effect
- Special attention leads individuals to perform as expected, highlighting social concerns' role in productivity.
Human Relations Movement
- Stresses that managers focusing on human relations yield higher productivity by fostering worker satisfaction.
Maslow's Theory of Needs
- Identifies a hierarchy of needs influencing work attitudes and behavior, including physiological, safety, social, esteem, and self-actualization needs.
McGregor's Theory X and Y
- Theory X assumes workers dislike work and require control; Theory Y believes workers are self-motivated and creative.
Quantitative Management Viewpoint
- Utilizes mathematical and statistical methods to aid managerial decision-making and enhance effectiveness.
Management Science/Operations Research
- Increases decision effectiveness through mathematical models, with applications like queuing theory and breakeven analysis.
Operations Management
- Focuses on efficiency in production, including inventory management and Just-in-Time (JIT) approaches.
Management Information Systems
- Designs systems to support managerial decision-making by processing data into actionable information.
Systems Approach
- Considers both internal and external environments as a set of interrelated parts aimed at common goals.
Contingency Theory
- Argues that effective management varies by organization and is contingent on external characteristics.
Theory Z
- Combines elements of Japanese and American management styles to improve productivity, emphasizing job security and shared decision-making.
Total Quality Management (TQM)
- Commits to continual improvement in product quality to enhance customer satisfaction and loyalty through strategies like benchmarking.
External Environment
- Comprises forces outside the organization that influence its success, including political/legal, economic, technological, socio-cultural, ecological, and international factors.
Task Environment
- Consists of specific external elements impacting daily operations, such as customers, suppliers, and regulators.
Organizational Culture
- Encompasses shared beliefs and core values within an organization, influencing behavior and performance.
Schein's Three Levels of Culture
- Level 1: Observable artifacts (e.g., dress, awards).
- Level 2: Espoused values and beliefs.
- Level 3: Basic assumptions (core values).
Planning Defined
- The process of setting organizational goals and determining how to achieve them.
Characteristics of Well-Designed Goals
- Goals should be specific, measurable, challenging, and communicated effectively to all members.
Types of Goals
- Financial Goals (e.g., revenue increase).
- Strategic Goals (e.g., employment development).
- Stated versus Real Goals differentiate public statements from actual organizational objectives.
Forms of Planning
- Formal planning involves defined, written goals; informal planning is less structured.
Purpose of Planning
- Provides direction, clarifies expectations, minimizes waste, and sets control standards.
Types of Planning
- Strategic Planning impacts the entire organization over a long duration.
- Tactical Planning focuses on functional goals by middle management.
- Operational Planning deals with specific procedures at lower levels.
Decision Making in Organizations
- Decision making involves choosing from alternatives through systematic steps, including Management by Objectives (MBO).
Steps in MBO Process
- Joint determination of goals by employees and managers, periodic progress reviews, and rewards based on goal attainment.### Organizational Objectives and Strategies
- Formulation of overall objectives and strategic plans is essential for organizational alignment.
- Major objectives are delegated to divisional and departmental units to ensure accountability.
- Unit managers work collaboratively to set specific objectives tailored to their teams, promoting engagement.
- Departments jointly determine specific objectives with all team members to enhance ownership.
- Action plans detail methods for achieving objectives, requiring agreement between management and employees.
- Implementation of action plans occurs after approval, ensuring a clear path to objectives.
- Regular reviews of progress towards objectives, accompanied by feedback, facilitate adjustments when necessary.
- Successful achievement of objectives is rewarded with performance-based incentives to motivate employees.
Effective Planning in Dynamic Environments
- Plans should be specific yet flexible, allowing for adaptation based on changing conditions.
- Recognize planning as an ongoing process that requires persistence and regular updates.
- A flattened organizational hierarchy aids in developing planning skills across all levels.
Decision-Making Process
- Acknowledge the necessity for decisions and assess the situation thoroughly.
- Establish clear criteria that influence decision-making and assign relevant weights to these criteria.
- Generate and evaluate multiple alternatives before making a final choice and implementing the selected action.
Types of Decision-Making
- Programmed Decisions: Routine decisions guided by established policies.
- Unprogrammed Decisions: Unique, nonrecurring decisions that require tailored solutions.
Group Decision-Making
- Group decisions can enhance commitment and lead to a more comprehensive information pool.
- Challenges include time consumption, minority domination, and groupthink.
- Utilize a devil's advocate and change leadership styles to improve decision-making in groups.
Organizational Structure and Organizing Functions
- Organizing involves allocating resources to effectively execute plans and achieve goals.
- Key activities include defining work tasks, grouping activities, assigning responsibilities, and allocating resources.
Organization Structure Defined
- Organizational structure includes the system of tasks, communication, and reporting relationships, which enable goal achievement.
- Structures can be formal or informal, depicted through organization charts showing authority and specialization.
Key Elements of Organizational Structure
- Work Specialization: Division of labor to improve efficiency.
- Departmentalization: Grouping jobs to meet organizational needs based on function, product, or geography.
- Centralization vs. Decentralization: Decision-making concentration at upper levels versus delegation to managers nearest to operations.
- Employee Empowerment: Granting employees more authority to encourage decision-making and input.
Span of Control
- Refers to the number of direct reports a manager has, influencing efficiency and effectiveness.
- Factors affecting span of control include supervisor competence, task similarity, and complexity.
Chain of Command and Formalization
- The chain of command clarifies reporting lines from the highest to the lowest organizational levels.
- Formalization indicates the extent of documented rules and procedures guiding behavior within the organization.
Mechanistic vs. Organic Models
- Mechanistic Model: Enhances efficiency through a rigid hierarchy, specialized jobs, and centralized decision-making.
- Organic Model: Promotes flexibility with decentralized authority and diverse communication.
Types of Organizational Structures
- Simple Structure: Authority centralized in one individual with minimal rules and low specialization.
- Functional Structure: Groups similar specialties in formal groups.
- Divisional Structure: Organizes by product, customer, process, or location.
- Matrix Structure: Combines functional and project managers, leading to dual authority.
Team and Network Structures
- Team Structure: Comprises self-managed teams performing managerial functions and decision-making.
- Network Structure: Utilizes external specialists to contribute to core processes, heavily relying on technology.
Leadership and Power
- Leadership is defined by the ability to influence followers towards achieving organizational goals.
- Various power types include reward, coercive, position, referent, and expert power, each affecting leader influence.
Leadership Theories
- Trait Theory: Identifies characteristics that distinguish leaders from non-leaders.
- Behavioral Theory: Differentiates effective leaders based on identifiable behaviors.
- Contingency Theory: Suggests effective leadership behaviors vary with situational factors.
PATH GOAL Theory
- A leader's role is to assist employees in achieving their goals through guidance and support.
- Leader behaviors include directive, supportive, participative, and achievement-oriented strategies.
Environmental Contingencies in Leadership
- Task Structure: Clarity of task requirements affects leadership style effectiveness.
- Formalization: The organization’s policies influence leadership behavior.
- Primary Work Group: Emotional support from immediate colleagues can impact employee satisfaction and performance.
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Description
This quiz focuses on the Principles of Management as outlined in the UGBS 104 course at the University of Ghana. It covers key concepts and theoretical frameworks essential for understanding effective management practices. Prepare to test your knowledge on the fundamental principles that guide successful organizational behaviors.
