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USC BUAD 304 - Exam 1 Study Guide

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BUAD 304 1st EditionExam # 1 Study Guide4 Management Functions (POLC) - Planning- encompasses defining an organization’s goals, establishing an overall strategy for achieving those goals, and developing a comprehensive set of plans to integrate and coordinate activities. - Organizing- determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.- Leading- management’s job to direct and coordinate those people. This includes motivating employees, directing activities, selecting the most effective communication channels, or resolving conflicts among members.- Controlling- monitoring the organization’s performance and compare it with previously set goals.If there are any significant deviations, it is management’s job to get the organization back on track. Management Roles- ten roles that managers must perform are primarily interpersonal, informational, ordecisional - Interpersonal roles- all managers are required to perform duties that are ceremonial and symbolic. Managers are required to be leaders. The third role within the interpersonal grouping is the liaison role or contacting others who provide the manager with information. o Figurehead- symbolic heado Leader- responsible for the motivation and direction of employeeso Liaison- maintains a network of outside contacts who provide favors and information- Informational roles- all managers collect information from outside organizations and institutions. This includes talking to people to learn of changes in the public’s tastes, what competitors may be planning, and the like. o Monitor- receives a wide variety of informationo Disseminator- transmits information received from outsiders or from other employees to members of the organizationo Spokesperson- transmits information to outsiders on organization’s plans, policies, actions, and results; serves as expert on organization’s industry- Decisional roles- making choiceso Entrepreneur- searches organization and its environment for opportunities and initiates projects to bring about challengeo Disturbance handler- responsible for corrective action when organization faces important, unexpected disturbanceso Resource allocator- makes and approves significant organizational decisionso Negotiator- responsible for representing the organization at major negotiationsThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.Management Skills- looks at skills and competencies that managers need to achieve their goals- Technical skills- encompasses the ability to apply specialized knowledge or expertise. All jobs require some specialized expertise and many people develop their technical skills on the job- Human skills- the ability to understand, communicate with, motivate, and support otherpeople, both individually and in groups. They must have good human skills- Conceptual skills- managers must have the mental ability to analyze and diagnose complex situations. This requires managers to identify problems, develop alternative solutions to correct those problems, evaluate those alternative solutions, and select the best one. Effective versus Successful Managerial Activities- Successful managers give almost the opposite emphases to traditional management, communication, human resource management, and networking as do effective managers.- Traditional Management- decision making, planning, controlling- Communication- exchanging routine information and processing paperwork- Human resource management- motivating, disciplining, managing conflict, staffing, and training- Networking- socializing, politicking, and interacting with othersOrganizational behavior- a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness. In other words, OB is the study of what people do in an organization and how their behavior affects the organization’s performance. Generally, it is related to concerns such as jobs, work, absenteeism, employment turnover, productivity, human performance, and management. Complementing Intuition with Systematic Study- Behavior is generally predictable and the systematic behavior is a means to making reasonably accurate predictions. - Systematic study- looking at relationships, attempting to attribute causes and effects, and basing our conclusions on scientific evidence. - Evidence-based management (EBM)- complements systematic study by basing managerial decisions on the best available scientific evidence. o EBM argues that managers should become more scientific in how they think about management problems- Intuition- “gut feelings” about what makes others “tick”. Systematic study and Evidence-based management add to intuition. Relying on intuition is made worse because we tend to overestimate the accuracy of what we think we know. Therefore, use evidence as much as possible to inform one’s intuition and experience. Disciplines that Contribute to the OB Field- OB is an applied behavioral science built on contributions from a number of behavioral disciplines, mainly psychology and social psychology, sociology, and anthropology. Psychology contributions are mainly at an individual level while the other disciplines are ata group level. The difference between good and bad management reflects the difference between making a lot of money and making a lot more money. In good times, understanding how to reward, satisfy, and retain employees is at a premium. In bad times, issues like stress, decision-making, and coping come to the fore. Responding to Globalization- the world has changed and become more global. Thus, the manager’s job has changed. - Increased foreign assignments- transferred to employer’s operating division or subsidiary in another country. Managers must manage a workforce with very different needs, aspirations, andattitudes. - Working with people from different cultures- managers find themselves working with bosses, peers, and other employees born and raised in different cultures. To work effectively, one must understand their culture, geography, and religion have shaped them and how to adapt their management style to their employees’ differences. - Overseeing movement of


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