POM Management Reviewer Midterm Exam PDF

Review Pointers for Midterm Exam - POM Reviewer: Decision-Making (Chapter 4) Slide 4: Decision-Making Process Problem: Gap between current and desired state. Decision Criteria: Relevant factors for making decisions. Slide 5: Planning-Function Decisions Setting goals (short- and long...

Review Pointers for Midterm Exam - POM Reviewer: Decision-Making (Chapter 4) Slide 4: Decision-Making Process Problem: Gap between current and desired state. Decision Criteria: Relevant factors for making decisions. Slide 5: Planning-Function Decisions Setting goals (short- and long-term). Choosing strategies and efficient task completion methods. Budgeting and assessing competition. Slide 10: Decision Implementation Act on decisions: communicate to affected parties and secure commitment. Slide 11: Circumstances in Decision-Making Certainty: Known outcomes. Uncertainty: Outcomes unknown. Risk: Probable outcomes with some uncertainty. Slide 13: Rational Decision-Making Model Rational: consistent, and value-maximizing choices. Bounded Rationality: Simplified decision-making due to constraints. Satisficing: "good enough" solutions. Slide 16: Types of Problems Well-Structured: Familiar, straightforward Ill-Structured: Ambiguous, need creative solutions.  Programmed Decisions: Routine, repetitive. Nonprogrammed Decisions: Unique, customized solutions. Decision-Making Aids Policy: General guidelines. Procedure: Sequential steps. Rule: Clear instructions for action. Decision-Making Styles Directive: low tolerance for ambiguity, Logical, quick, short-term focus. Analytic: high tolerance for ambiguity, thorough decision-making. Conceptual: Creative solution, long-term perspective. Behavioral: People-oriented, collaborative, intuitive. Reviewer: Organizational Design (Chapter 5) Slides 4, 5, 6, 7,8, 13, 16 Organizational Design Process of developing or changing an organization’s structure. Work Specialization Dividing work into specific tasks, performed by different individuals. Organizational Structure - Control Chain of Command: One boss per employee for clarity. Span of Control: Number of subordinates a manager can effectively handle. Organizational Structure - Authority  Authority: Right to give orders and expect compliance. Power: Influence beyond position Responsibility: Obligation to perform assigned duties. Line Authority: Direct authority over subordinates (decision-making). Staff Authority: Support role (advice or policy enforcement). Types of Power Coercive: Based on fear. Reward: Control over valued outcomes. Legitimate: position in formal hierarchy. Expert: Based on knowledge or skills. Referent: Influence through admiration or personal traits. Types of Departmentalization Functional: Grouping based on functions ( marketing, finance). Product: Grouping based on products or services offered. Customer: Grouping based on customer types or needs. Geographic: Grouping based on regions or territories. Process: Grouping based on workflow or process stages. Slides 4, 6, 7, 10, 11, 12, 17, 18, 22, 23,25, 27, 28,38, 40 Human Resources Management (HRM) Managing recruitment, training, motivation, and retention of competent employees. Goals: Balance employee supply with demand. Match employee skills with organizational needs. Foster a productive work environment. The Legal Environment of HRM Impact of Laws: Federal, state, and local laws influence HR practices. Affirmative Action Programs: Promote employment, upgrading, and retention of protected groups. The Legal Environment of HRM (Globalization) Globalization's of business: ○ HR Practices Abroad ○ Work Councils: Employees are consulted on decisions. ○ Board Representatives: Employees represented on boards. Employee Assessment Human Resource Inventory: A report listing employee details like education, training, and prior experience. Job Analysis Components Job Description: Tasks, duties, and responsibilities. Job Specification: Minimum qualifications required. Recruitment and Selection Recruitment: Locating and attracting capable applicants. Selection: Screening job applicants to ensure the most suitable candidates are hired. Selection Devices: Written Tests: Assess abilities and aptitudes. Performance-Simulation Tests: Work sampling and assessment centers. Interviews: (structured vs. unstructured). Employee Orientation Goals: Reduce anxiety, familiarize with the organization, and facilitate transitions. Training Objective: Improve skills, knowledge, and behavior. Methods: ○ On-the-job: Job rotation, understudy assignments. ○ Off-the-job: Classroom lectures, simulations, videos. Individual Appraisal Methods Narrative Appraisals: Critical incidents, written methods. Rating Scales: Graphic rating scales, BARS (Behaviorally Anchored Rating Scales). 360-Degree Appraisal: Feedback from multiple sources. Sexual Harassment Definition: Unwelcome sexual advances or conduct affecting employment or creating a hostile work environment. Organizational protection: Sexual harassment policies. Prompt action on complaints. Violence in the Workplace Types: Violent crimes at work Prevention: Training supervisors implementing employee assistance programs (EAPs) strong security measures