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 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**