Management Questionnaire PDF

Organization: a deliberate arrangement of people brought together to accomplish a specific purpose. Three characteristics of organization: goals, people, structure Diagram of organization: CEO, senior manager, manager, supervisor and employee. Non managerial employees: people who works directly on a...

Organization: a deliberate arrangement of people brought together to accomplish a specific purpose. Three characteristics of organization: goals, people, structure Diagram of organization: CEO, senior manager, manager, supervisor and employee. Non managerial employees: people who works directly on a job or task and haven’t responsibility for overseeing the work of others. Managers: individual in an organization who direct the activities of others. Managers hierarchy: 1.top managers: make decision about the direction of organization, spend more time organizing 2. Middle managers: manage the activities of manager, spend more time organizing and leading 3. First-line managers: responsible for directing nonmanagerial employees and spend more time leading 4. Non managerial employees. Management: the process of getting things done effectively and efficiently with and through people Efficiency: means doing a task correctly (doing things right) and getting the most outputs from the least amounts of inputs. Effectiveness: means doing the right things by doing those work task that help the organization reach its goals. Uncertainty: is the process by which individuals create meaning or understanding in situations in which something unpredictable, unusual, unexpected Planning: defining the organizational purpose and ways to achieve it. Organizing: arranging and structuring work to accomplish organizational goals Leading: directing the work activities of others Controlling: monitoring, comparing and correcting work performance. What roles do managers play? Interpersonal roles: figurehead, leader, liaison Informational roles: monitor, disseminator, spokesperson Decisional roles: entrepreneur, disturbance handler, resource allocator, negotiator. GLOBAL SOURCING Multinational corporation (MNC): any type of international company that maintains operations in multiple countries Multidomestic corporation: an MCN that decentralizes management and other decision to the local country where its doing business. Global village: the concept of a boundaryless world where goods and services are produced and marked worldwide. Global corporation: an MCN that centralizes management and other decision in the home country Transnational organization: a structural arrangement for global organization that eliminates artificial geographical barriers. Steps to going international Global sourcing: purchasing material or labor from around the world wherever its cheapest Exporting: making products domestically and selling them abroad Importing: acquiring products made domestically Licensing: an agreement primarily in which organization gives another the right, to make or sell its products Franchising: one organization gives another organization the right to use importing its name and operating methods. Global strategic alliance: resources and knowledge are shared in developing new products Joint venture: the partners agree to form a separate, independent organization for some business purpose. Foreign subsidiary: a direct investment in a foreign country that involves setting up a separate and independent facility. ETHIC Social responsibility: to do the right things and act in ways that are good for society Social obligation: means the organizations does the minimum that the law requires. Social responsiveness: engages in social actions in response to some popular social need. Ethic code: a formal document that states an organizations primary value and he ethical rules it MAKING DECISION Decision making process: 1. Identification of a problem 2. Identification of decision criteria 3. Allocation of weights to criteria 4. Development of alternatives 5. Analysis of alternatives 6. Selection of alternatives 7. Implementation of the alternative 8. Evaluation of decision effectiveness Strategic management process 1. Identifying the organizations current mission, goal and strategies 2. Doing in external analysis  3. Doing on internal analysis 4. Formulating the strategies 5. Implementing strategies 6. Evaluating results Three approaches for making decision Rational model: assumes that managers decision making will be rational logical and consistent choices to maximize value. Bounded rationality: managers are limited in their process info, cannot analyze the information on all alternatives Intuitive decision making: making decision on the basis of experience, feelings Big Data: the vast amount of quantifiable information can be analyzed by highly sophisticated data processing. HUMAN RESOURCES Human resources management: the management function concerned with getting, training and keeping competent employees Selection process: screening job applicants to ensure that the most appropriate candidates are hired Written test: test of intelligence, aptitude, ability, and interest Performance-simulation test: selection devices, more easily meet the requirement of job relatedness than to written test. Interview: universal selection device, can be reliable and valid selection tools with structure Realistic job preview: a preview of a job that provides both positive and negative information about the job and the company. Orientation; introducing a new employee to the job and the organization CONTROL Feedforward control: controls takes place before an activity commences Concurrent control: control that take place while a work activity is in process Feedback control: Control that takes place after a work activity is done. COMPETITIVE STRATEGIES Competitive strategies: an organizational strategy for how an organization will compete in its primary or main market Strategic business units (SBU’s): an organization single business that are independents and formulate their own competitive strategy Cost leadership strategy: competing on the basis of having the lowest cost in the industry Differentiation strategy: competing on the basis of having unique products that are widely valued by customers Focus strategy: competing in a niche with either a cost focus or a differentiation focus. Stuck in the middle: if cannot develop a cost or differential advantage, go on the middle way. Functional strategy: used by an organization’s various functional departments to support the competitive strategy. DEPARTMENTALIZATION Functional: groups employees based on work performed Product: groups employees based on mayor product areas in the corporation Customer: groups employees based on customers problems and needs Process: based on the basis of work or customer flow Cross-functional teams: teams made up of individuals from various departments and that cross traditional departments lines. ORGANIZATION Simple structure: design with a low departmentalization wide span of control, authority centralizes in a single person Functional structure: design that groups similar or related occupational specialties together Divisional structure: made up of separate business units or divisions MECHANISTIC ORGANIZATION Mechanistic organization: a bureaucratic organization; a structure that’s high in specialization, formalization and centralization Characteristics: rigid hierarchical relationships, fixed duties, many rules, formalized communication channels, centralized decision authority, taller structures ORGANIC ORGANIZATION Organic organization: a structure that’s low in specialization, formalization and centralization Characteristics: collaboration (both horizontal and vertical) adaptable duties, few rules, informal communication, decentralized decision authority, flatter structures REFERRALS Internal searches Advantages: low cost, build employee morale, candidates are familiar with the organization Disadvantages: limited supply, may not increases proportion of protected group employees Advertisements Advantages: wide distribution can be targeted to specific groups Disadvantages: generate many unqualified candidates Employee referrals Advantages: knowledge about the organization provide by current employees, can generate strong candidates because good referrals reflect on de recommender Private employment agencies Advantages: wide contacts, careful screening, short-term guarantees of the given. Disadvantages: high cost. Public employment agencies Advantages: free or nominal cost Disadvantages: candidates tend to be lower skilled, although some skilled employees available School placement Advantages: large, centralized body of candidates Disadvantages: limited to entry-level positions Temporary help services Advantages: fill temporary needs Disadvantages: expensive Employee leasing and independent contractors Advantages: fill temporary need to usually for more specific, longer-term projects Disadvantages: little commitment to an organization other than current project.