MANAGEMENT309 : EXAM3 KEYPOINTS; CHAPTERS -> 18, 11, 13, & 14 Bn1n.CHAPTER 18 : MANAGING INTERPERSONAL RELATIONS & COMMUNICATION [KEYPOINTS]- Effective Communication [Managers Job]- Interpersonal Dynamics [Positive/Negative]- Outcomes of Interpersonal Behaviors- The Role of Communication in Management [Interpersonal, Informational,Decisional] - The Communication Process [Encode, Transmit, Decode]- Forms of Communication in Organizations [Interpersonal, Oral, Written]- Informal Personal Communication [Nonverbal Communication]- Semantics - Table 18.2 Overcoming Barriers to Communication [Chain+Circle Feedback, &Wheel] - Working with People creates Synergy CHAPTER 11 : BASIC ELEMENTS OF ORGANIZING [KEYPOINTS]- Organizing/Organization Structure - Job Design- Job Specialization (Division of Labor)- Benefits of Job Specialization / Limitations of Specialization - Job Characteristics Approach [Alternative to Job Specialization]- Departmentalization - Rationale for Departmentalization [Organizational Growth exceedsowners capability to supervise all of the organization personally]- Functional Departmentalization [3 primary Advantages pg301 &Disadvantages]- Product Departmentalization [3 Primary Advantages & It’sDisadvantages pg301-302]- Customer Departmentalization- Location Departmentalization [Primary Advantage and NegativeAspect]- Chain of Command [Also, Integrate UNITY OF COMMAND W/ SCALARPRINCIPLE]- Span Management/ ‘Span of Control’ - A.V. Graicunas [Direct, Cross, Group]MANAGEMENT309 : EXAM3 KEYPOINTS; CHAPTERS -> 18, 11, 13, & 14 - Ralph Davis [Operative Span & Executive Span pg305]CHAPTER 11 : BASIC ELEMENTS OF ORGANIZING [KEYPOINTS..CONTINUED…]- Lyndall Urwick & Ian Hamilton [Pg305]- Tall VS Flat Organizations- Delegation/ Reasons for Delegation- Parts and Problems of/in the Delegation Process w/ theManager and the Subordinate- Decentralization & Centralization [Factors Determining Choiceof Centralization]- Coordinating Activities [The need for Coordination, PoolInterdependence, Sequential Interdependence, ReciprocalInterdependence]- Structural Coordination Techniques [The Managerial Hierarchy,Rules & Procedures, Manager Liaison Roles, Task Forces,Integrating Departments, Electronic Coordination]- Differentiating b/t Positions [Line Positions, Staff Positions,Administrative Intensity]CHAPTER 13 : MANAGING ORGANIZATION CHANGE AND INNNOVATION - Organization Change - Forces for Change [External / Internal Forces]- Planned / Reactive Change - Steps in the Change Process (Lewin Model) –[Unfreezing, Implementing Change, Refreezing]- Resistance to Change [People Resist Change B/c]- Techniques for Overcoming Resistance to Change- The Bright Young Newcomer [Video Example Shown inLecture, See 10/30 Lecture notes]- Reengineering [Why is Reengineering Necessary?]- Approaches to Reengineering- Management Leadership Video [Shown in Lecture, GungHo, Visit 10/30 Lecture Notes]- Organizational Development- Organizational Development AssumptionsMANAGEMENT309 : EXAM3 KEYPOINTS; CHAPTERS -> 18, 11, 13, & 14 CHAPTER 13: MANAGING ORGANIZATIONS CHANGE AND INNOVATION [KEYPOINTS CONTINUED..]- **Organization Development Techniques [ DiagnosticActivities, Education, Coaching & Counseling]- Effectiveness of Organizational Development - Organizational Development’s Goal- Innovation- Distinguish Radical & Incremental Innovation- Distinguish Technical & Managerial Innovation- Distinguish Product & Process Innovation- Reasons for Failing to Innovate [ Lack of Resources,Failure to Recognize Opportunities, Resistance toChange]- Promoting Innovation in Organizations [10/30 LectureNotes]CHAPTER 14 : MANAGING HUMAN RESOURCES IN ORGANIZATIONS [KEYPOINTS]
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