BME 11 REVIEWER PDF

***CHAPTER 1:*** **Henri Fayol** - [Big time management] - ***14 Principles of Management*** 1. - 2. - 3. - 4. - 5. - 6. - 7. - 8. - 9. - 10. - 11. - 12. 13. - 14. - **Management** - **Efficient**...

***CHAPTER 1:*** **Henri Fayol** - [Big time management] - ***14 Principles of Management*** 1. - 2. - 3. - 4. - 5. - 6. - 7. - 8. - 9. - 10. - 11. - 12. 13. - 14. - **Management** - **Efficient** - **Effective** - **Manager** - *Levels of Management* - - - - - - - - - ***Basic Management Functions*** - - - - - - - ***Fundamental Management Skills*** - - - - - - - **Theory** - 1. - - **Frederick Taylor** - **Soldiery** - Steps in scientific management - 2. - **Hawthorne Studies** - **Hawthorne Effect** - **Human Relations Movement** - **Maslow's Hierarchy of needs** - **Douglas McGregor** - **Theory X** - **Theory Y** - 3. - - - 4. **System** - - - ***4 Basic Elements*** - - - **Subsystem** - - **Synergy** - 5. - - ***CHAPTER 2:*** ***Organization*** - *External Environment* - *Two types of external environment* 1. - a. - b. - - c. - - 2. - - a. - - b. - c. - - d. - - - e. - - - 3. - a. - b. - c. - d. - - *The Ethical and Social Environment of Management:* **[*Ethics* ]** - **Ethical Behavior -** Behavior that conforms to generally accepted social norms **Unethical Behavior -** Behavior that does not conform to generally accepted social norms Individual Ethics in Organization ***Managerial Ethics* -** Standards of behavior that guide individual managers in their work - - ***Emerging Ethical Issues*** - - - - **Social Responsibility-** The set of obligations that an organization has to protect and enhance the societal context in which it functions - **Managing Social Responsibility -** demands for social responsibility placed on contemporary organizations by an increasingly sophisticated and educated are probably stronger than ever. **Formal Organizational Dimensions-** businesses can manage social responsibility including legal compliance, ethical compliance, and philanthropic giving. - - - **Informal Organizational Dimension -** Leadership, organizational culture, and how the organization responds to whistle-blowers all help shape and define people's perceptions of the organization's stance on social responsibility. - **Approach to Internationalization** - - - **Approach to Internationalization** - **Advantages** 1\. Small cash outlay 2\. Little risk 3\. No adaptation necessary **Disadvantages** 1\. Tariffs and taxes 2\. High transportation costs 3\. Government restrictions - **Advantages** 1\. Increased profitability 2\. Extended profitability **Disadvantages** 1\. Inflexibility 2\. Competition - Advantages 1\. Quick market entry 2\. Access to materials and technology Disadvantages 1\. Shared ownership(limits control and profits) - **Advantages** 1\. Enhanced control 2\. Existing infrastructure **Disadvantages** 1\. Complexity 2\. Greater economic and political risk 3\. Greater uncertainty The Context of International Business **Tariff-** A tax collected on goods shipped across national boundaries **Quota-** A limit on the number or value of goods that can be traded **Export Restraint Agreements-** Accords reached by governments in which countries voluntarily limit the volume or value of goods they export to or import from one another **European Union (EU)-** The first and most important international market system **North American Free Trade Agreement-** An agreement among the United States, Canada, and Mexico to promote trade with one another **General Agreement on Tariffs and Trade (GATT)-** A trade agreement intended to promote international trade by reducing trade barriers and making it easier for all nations to compete in international markets **World Trade Organization (WTO)-** An organization, which currently includes 140 member nations and 32 observer countries, that requires members to open their markets to international trade and to follow WTO rules **Organizational Culture-** The set of values, beliefs, behaviors, customs, and attitudes that helps the organization's members understand what it stands for, how it does things, and what it considers important ***CHAPTER 3:*** **[The Planning Process]** **Organizational Goals** - - a. b. c. d. - 1. - 2. - 3. - **Mission** - - 1. - 2. - 3. - **[Nature of Strategic Management]** **Strategy** - **Strategic Management** - - **Effective Strategy** - **The Components of Strategy** - - - - - - **Types of Strategic Alternatives** - - - - - - Using SWOT analysis to formulate strategy: 1. 2. 3. **SWOT** - a. - b. - c. - d. - **Porter's Generic Strategies** *Business Level Strategies* - - - **Product Life Cycle** - *Corporate Level Strategies* - - - - - - - - - **GE Business Screen** \(1) industry attractiveness \(2) competitive position; in general, the more attractive the industry and the more competitive the position, the more an organization should invest in a business **Tactical plans** - **Single-use plan** - **Program** - **Project** - **Standing Plan** - **Policy** - **Standard Operating Procedures** - **Rules and Regulations** - **Contingency Planning** - **Crisis Management** - ***CHAPTER 4:*** **Decision making** - **Decision-making process** - *[Types of Decisions]* - - *[Decision- Making Conditions]* - - - - - - **Classical decision model** - - *[Steps in Rational Decision Making]* **Administrative model** - - - - **Bounded rationality** - **Satisficing** - **Coalition** - **Intuition** - **Escalation of commitment** - **Risk propensity** - ***Forms of Group and Team Decision Making*** - - - **Groupthink** - ***CHAPTER 5:*** **Entrepreneurship** - **Entrepreneur** - **Small business** - - - - Role of entrepreneurship in society: - - - Industry: [Emphasizing Distinctive Competences] - - - **Established market** - **Niche** - **First-mover advantage** - **Business plan** - **Venture capital companies** - Starting New Business: - - Financing New Business: Sources of Management Advice **Franchising agreements** - **Franchising** - **Economies of Scale** - ***CHAPTER 6: ORGANIZATION STRUCTURE AND DESIGN*** **Organization Structure and Design** - **Job Specialization** - **Job Rotation** - **Job Enlargement** - **Job Enrichment** - **Job Characteristics Approach** *Skill variety* - *Task identity* - *Task significance* - *Autonomy* - *Feedback* - **Work Teams** - **Departmentalization** - **Functional Departmentalization** - **Product Departmentalization** - **Customer Departmentalization** - **Location Departmentalization** - **Chain of Command** - **Span of Management** - **Authority** - **Delegation** - **Decentralization** - **Centralization** - **Coordination** - **Pooled Interdependence** - **Sequential Interdependence** - **Reciprocal Interdependence** - **Bureaucracy** - **Technology** - **Mechanistic Organization** - **Organic Organization** - **Differentiation** - **Integration** - **Organizational Size** - **Organizational Life Cycle** - **BASIC FORMS OF ORGANIZATION DESIGN** **Functional Design (U-Form)** - **Conglomerate Design (H-Form)** - **Divisional Design (M-Form)** - **Matrix Design** - **EMERGING ISSUES IN ORGANIZATION DESIGN** **Team Organization** - **Virtual Organization** - **Learning Organization** - ***CHAPTER 7: ORGANIZATION CHANGE AND INNOVATION*** **Organization Change** - **FORCES OF CHANGE** **External Forces** - **Internal Forces** - **Planned Change** - **Reactive Change** - **MANAGING CHANGE IN ORGANIZATIONS** 1. 3 Steps **1st step: "unfreezing"** - **2nd step: "implementation of the change itself"** **3rd step: "refreezing"** - 1. - **Understanding Resistance to Change** 1. 2. 3. 4. **Overcoming Resistance to Change** 1. 2. 3. 4. **ERP (Enterprise Resource Planning)** - **Changing Business Processes** **Business Process Change (reengineering)** - 1. 2. **Organization Development** - *OD Techniques:* 1. 2. 3. 4. 5. **Innovation** - **FORMS OF INNOVATION** **Radical Innovations** - **Incremental Innovations** - **Technical Innovations** - **Managerial Innovations** - **Product Innovations** - **Process Innovations** - **Intrapreneurs** - ***CHAPTER 8: MANAGING HUMAN RESOURCES IN ORGANIZATION*** **Human Resource Management (HRM)** - **Human Capital** - **Title VII of the Civil Rights Act of 1964** - - **Adverse Impact** - **Affirmative Action** - **Job Analysis** - **Recruiting** - **Internal Recruiting** - **External Recruiting** - **Realistic job preview (RJP)** - **Validation** - ***SELECTING HUMAN RESOURCES*** 1. - 2. - 3. 4. **Training** - **Development** - ***EQUAL OPPORTUNITY*** 1. - - - - - **REPUBLIC ACT 9710 MAGNA CARTA FOR WOMEN** - - - **REPUBLIC ACT 10911 ANTI AGE DISCRIMINATION** - **EXPANDED MATERNITY ACT RA. 11210** - - **ANTI SEXUAL HARASSMENT ACT RA 7877** **MAGNA CARTA FOR PERSONS WITH DISABILITIES RA 7277** - **COMPENSATION AND BENEFITS** **RA 6727 WAGE RATIONALIZATION ACT** - - **RA 11199 SOCIAL SECURITY ACT OF 2018** - **RA 8187 PATERNITY LEAVE ACT** - **LABOR RELATIONS** - - ⁃ labor union na registered sa **DOLE HEALTH** - - **EMERGING LEGAL ISSUES** 1. 2. - 3. - - Assessing Training Needs - Assessment Center - **Common Training Methods** 1\. **Lectures** - 2***.* Role play and case studies** *Role Playing* - *Case Discussion Groups* - 3\. **On-the-job and vestibule training-** **(OJT)** - **Performance Appraisal** - **Objective Method** - **Judgemental Appraisal Method** 1\. *Ranking Method* *2. Rating Method* - 3\. *Behaviorally-anchored Rating Scale (BARS)* - **Errors in Performance Appraisal** **Recency Error** - **360-degree Feedback** - **Compensation** - **Direct Compensation** **Benefits/ Indirect Compensation** - **Forms of Compensation** 1\. *Wages* - Hourly Compensation 2\. *Salaries* - Compensation based on the total contribution of the employee 3\. *Incentives* - Special compensation based on performance **Wage Level decision** - **Job Evaluation** - **Wage Structures** - **Diversity** - **IMPACT OF DIVERSITY** 1. 2. **MANAGING DIVERSITY** 1. 2. **Labor Relations** - **Collective Bargaining** - **Grievance Procedure** a labor contract is enforced **CHAPTER 9: BASIC ELEMENTS OF INDIVIDUAL BEHAVIOR IN ORGANIZATION** **Psychological Contract** - **Contributions** - - **Inducement** - - **Person-Job Fit** - **Individual Differences** - **Personality** - ***BIG FIVE PERSONALITY TRAITS*** 1. 2. 3. 4. 5. ***MYERS-BRIGGS FRAMEWORK*** 1. 2. 3. 4. ***OTHER PERSONALITY TRAITS AT WORK*** - - - - - - - - - - - - - - **Emotional intelligence (EQ)** - ***EQ DIMENSIONS:*** - - - - - ***ATTITUDES AND INDIVIDUAL BEHAVIOR*** **Attitudes** - **Cognitive Dissonance** - ***WORK RELATED ATTITUDES*** 1. - 2. - ***AFFECT AND MOOD IN ORGANIZATION*** **Positive Affectivity** - **Negative Affectivity** - ***PERCEPTION AND INDIVIDUAL BEHAVIOR*** **Perception** - - - - - ***PERCEPTION AND ATTRIBUTION*** **Attribution** - ***STRESS AND INDIVIDUAL BEHAVIOR*** **Stress** - **Type A** - **Type B** - **CAUSES OF WORK STRESS** **Task Demands** - **Physical Demands** - **Role Demands** - **Interpersonal Demands** - **CONSEQUENCES OF STRESS** **Burnout** - ***CREATIVITY IN ORGANIZATION*** **Creativity** - ***THE CREATIVE INDIVIDUAL*** **Background Experiences and Creativity** **Personal Traits and Creativity** **Cognitive Abilities and Creativity** ***THE CREATIVE PROCESS*** **Preparation** - **Incubation** - **Insight** - **Verification** - ***TYPES OF WORKPLACE BEHAVIOR*** **Workplace Behavior** - **Performance Behavior** - ***WITHDRAWAL BEHAVIOR*** **Absenteeism** - **Turnover** - ***ORGANIZATIONAL CITIZENSHIP*** **Organizational Citizenship** - **Dysfunctional Behavior** - **CHAPTER 10: MANAGING EMPLOYEE MOTIVATION AND PERFORMANCE** **Motivation** - **Content Perspective** - **MASLOW\'S HIERARCHY OF NEEDS** 1. - - 2. - - 3. - - 4. - - - 5. - - **Two-Factor Theory of Motivation** **Factors Influencing Satisfaction** a. - - b. - - **Individual Human Needs** a. - b. - c. - **Process perspectives** - **Expectancy theory** - 1. - 2. - 3. - 4. - 5. - **Equity theory** - - - - - - - - - - - **Reinforcement theory** - **KINDS OF REINFORCEMENT IN ORGANIZATIONS** **Positive Reinforcement** - **Avoidance** - **Punishment** - **Extinction** - **PROVIDING REINFORCEMENT** **fixed-interval schedule** - **Variable-interval schedule** - **Fixed-ratio schedule** - **Organizational Behavior Modification (OB Mod)** - **POPULAR MOTIVATIONAL STRATEGIES** 1. *Empowerment* - *Participation* - 2. - *Compressed Work Schedule* - - - - - - - **USING REWARD SYSTEMS TO MOTIVATE PERFORMANCE** ***Reward system*** - 1. - - - - 2. - - - - - - 3. 4. - - - - 5. - - - -