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Final Exam Schedule

Final Exam Schedule. Sign up in class if you want a time other than the one your class is scheduled for. Fri. May 16, 4:15 PM (5:50 PM Mon/Wed class) Room 347 Mon. May 19, 8:00 AM (9:30 AM Tu / Th class) Room 347 Wed. May 21, 10:45 AM ( 11 AM Tu / Th class) Room 347. FINAL EXAM.

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Final Exam Schedule

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  1. Final Exam Schedule Sign up in class if you want a time other than the one your class is scheduled for. • Fri. May 16, 4:15 PM (5:50 PM Mon/Wed class) • Room 347 • Mon. May 19, 8:00 AM (9:30 AM Tu/Th class) • Room 347 • Wed. May 21, 10:45 AM (11 AM Tu/Thclass) • Room 347

  2. FINAL EXAM • Chapters: 1, 5, 7, 10, 11, 12, 15, • 75 Matching Questions • No more than 6 questions in a group • All answers used once

  3. Chapter 1The Four Functions of Mgmt PlanningSelect goals & ways to attain them Controlling Monitor activities & make corrections Organizing Assign responsibility for tasks Leading Use influence to motivate

  4. Classical Perspective Includes: Scientific Mgmt Administrative Mgmt Bureaucratic Mgmt

  5. Humanistic Perspective Includes: Human Relations Approach Enlightened treatment of workers Human Resources Appr. Power sharing between managers and employees (e.g., Theory Y) Behavioral Science Appr. Exemplified by Hawthorne Studies

  6. Top Management “Strategic” Goals/Plans Whole Organization Plan for Several years Middle Management “Tactical” Goals/Plans Major Units of the Org. Plan for up to Two years Lower Management “Operational” Goals/Plans Departments, Individuals Plan mostly for under One year Chapter 5 Mgmt. Levels and Planning

  7. SWOT Analysis • Internal Environment: • Strengths • Weaknesses • External Environment • Opportunities • Threats

  8. Business-Level Strategies Strategy Low Cost Differentiation Low-Cost Differentiation Many Numberof marketsegments Focused Low-Cost Focused Differentiation Few

  9. Chapter 7Vertical Organization Concepts • Work Specialization • Chain of Command • Authority, Responsibility, Delegation • Centralization/Decentralization • Span of Management

  10. Departmentalization Types • Internal Operations Oriented • Functional • Network (Virtual) • Output Oriented • Divisional • Product • Geographic • Customer / Market • Team (Cluster) • Combo • Matrix • Hybrid

  11. Chapter 10 • “Characteristics of Individuals’ • Attitudes (& Change) • Personality (& Theories) • Perception (& Distortions) • Learning (& Types) • Cognitive Styles (& Types) • Stress (& Sources, Coping)

  12. Chapter 11 Types of Leadership Theories • Universal • Traits (I) • Behaviors (II) (Ohio, Mich, Lead. Grid) • Contingency • Traits (III) (Fiedler) • Behaviors (IV) (Hersey & Blanchard)

  13. Bases of Social Power • Coercive • Reward • Expert • Referent • Legitimate

  14. CHAPTER 12 • Motivation Theories • Content • Process • Reinforcement • Job Design

  15. CONTENT THEORIES • Hierarchy of Needs Theory • Maslow • Alderfer • Two-Factor Theory • Herzberg • Acquired Needs Theory • McClelland

  16. PROCESS THEORIES • Goal Setting Theory • Equity Theory • Expectancy Theory

  17. MAJOR ELEMENTS OF REINFORCEMENT THEORY • Stimulus • Supervisor requests faster work • Response • Employee increases or decreases speed or does nothing • Consequence • Positive Reinforcement, Negative Reinf. (Avoidance), Extinction, Punishment

  18. BEHAVIORAL CONSEQUENCES • Positive Reinforcement • Receive desirable outcome (Money) • Negative Reinforcement (Avoidance) • Avoid undesirable outcome (Prevent reprimand) • Extinction • Lack of reinforcement (Behavior ignored) • Punishment • Undesirable outcome occurs (Get fired)

  19. Job Characteristics Model

  20. Chapter 15 - Control • Steps in the Control Process • Organizational Control Focus • Hierarchical (Bureaucratic) vs. Decentralized Control • Total Quality Management

  21. Organizational Control Focus Inputs (Feedforward) Outputs (Feedback) Production (Concurrent)

  22. Steps in the Control Process 4. Take corrective action Feedback Adjust performance If Inadequate Establish Strategic Goals 1. Establish standards of performance 2. Measure actual performance 3. Compare performance to standards If Adequate Feedback 4. Do nothing or provide reinforcement

  23. Total Quality Management Techniques • Quality circle • Empowerment • Benchmarking • Outsourcing • Reduced cycle time • Continuous improvement

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