MANA 3319 1st EditionExam # 4 Study Guide Lectures: 17Lecture 17 (November 25)1. The difference between a work group and a team. Groups form on their own on their owntime. Teams are created by the company and have authority.2. The difference between the different types of teams. Work (make, sell), project and development (long-term projects), parallel (separate from work structure and temporary), management (coordinate direction and integrate work), transnational (multinational members of multiple countries), virtual (electronic communication).3. Characteristics of self-managed teams. More productive, lower costs, better service, better quality, better safety records, more satisfying. 4. The stages of group processes. Forming, storming, norming, performing. 5. The difference between task specialist and team maintenance roles. Task specialist has more skills and ability. Team maintenance maintains team harmony. 6. How to encourage social facilitation. Teamwork and team effort. 7. The difference between conflict management styles and which ones are better than others.Accommodating (what the other wants), avoidance (ignoring), compromise (moderate attention to both), competing (what you want), collaborating (ideal, what both want)8. An international strategy in which the organization maintains its production facilities within its home countries and transfers its products for sale in foreign markets is referred to as: exporting.9. A computer division that organizes its structure into a computer division, a software division, and a consulting services division is using which approach to departmentalization? Functional. 10. Which of the following is a characteristic of the matrix approach? Dual line of command,hybrid of functional and divisional, two bosses. 11. Which of the following is not identified by the text as a stage of decision making? Stages are situational analysis, alternative goals and plans, goal and plan evaluation, goal and plan selection, implementation, monitor and control.12. In the expectancy model, the question “If I perform the intended behavior, what will be the outcomes?” is called: Instrumentality.13. Examples of interference in communication and what that interference is called: communication pitfalls. 14. Examples of communication pitfalls: misused words, typos, lost messages, overlooking.15. Advantages and disadvantages of oral communication: questions can be asked, feedback is immediate, tone, more persuasive and less expensive. Spontaneous statements, no documentation. 16. Advantages and disadvantages of written communication. Documented, can be revised, same message, reader has more time to read. Sender has no control of where message travels, no immediate feedback, can be misunderstood, must be longer to answer questions. 17. Advantages and disadvantages of electronic communication. Sharing more info and speed and efficiency. Difficult to solve hard problems.18. Suggestions for managing the virtual load. Separate important from routine. Take control of time. Reply immediately.19. Which communication channel has the greatest media richness. Face-to-face.20. How to add more power to a presentation. Simple, informative with stories and anecdotesand excitement. Provide meaning, practice, allow imperfections, crisp wrap-up.21. Advantages and disadvantages of downward communication. Used to give assignments. Info overload and loss. 22. Characteristics of the types of control systems. Bureaucratic: rules, regulations, authority.Market: pricing and economic info. Clan: norms, values, shared goals, and trust. 23. Examples of feedforward, concurrent and feedback control. Feedforward: before ops, have policies and procedures and rules. Concurrent: while ops are carried out like directing, monitoring and tuning. Feedback: info about previous results to correct.24. Types of audits and what they could be used for. Management: effectiveness and efficiency of orgs. External: conducted by one org to another. Internal: assessment of woncompany with planning, organizing, leading and controlling processes. Accounting: used with accounting statements. 25. Types of budgets and what they are for26. Examples of assets, liabilities and stockholders’ equity27. Examples of the downsides to bureaucratic control28. What a balanced scorecard review typically includes. Financial, customer, business process, and learning and growth.29. The characteristics of the types of innovation. Product, process, and business model.30. Forces that drive technological development. Need, possible to meet need, meet need, funding, skilled labor, time, space, and resources must be available, entrepreneurial initiative needed.31. Stages of the technology life cycle. Early problems, emergence of dominant design, limit approached.32. The types of technology adopters. Innovators, early adoptors, early majority, late majority, laggards. 33. What causes technology to spread quickly. Companies have time to respond. 34. First-mover advantages. Technological leadership.35. Ways of measuring a company’s current technologies. Benchmarking.36. How to decide which way of sourcing technology is best for the situation (Figure 17.4). Internal development, acquisition of tech or exclusive research contract, purchase or license or trade, or joint venture or research partnership.37. Which types of capabilities and situations fit into each part of the SWOT analysis (a lot of groups had this wrong in the presentations). Strengths: effective sales and marketing, user friendly, low price. Weakness: limited experience to smaller companies, need to prove self for larger customers. Opportunities: geo expansion, more markets, new services. Threats: large vendors, price pressure, standardized product. 38. The elements of achieving company greatness, according to Chapter 18. Strategy, execution, culture, structure.39. Characteristics of the types of interventions that help with organizational development. 40. Sources of employee complacency about change. No major crisis, too much happy talk from uppers, denial, low-confrontation, too many visible resources, low standards, low feedback, bad measuring systems, narrow goals. 41. Examples of the types of reasons that employees may resist change. Complacency.42. Approaches to getting employee cooperation. Establish urgency create guiding coalition, develop vision and strategy, communicate vision, empowering action, generate small wins, consolidate gains, anchor new