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 exceeds owners capability to supervise all of the organization personally Functional Departmentalization 3 primary Advantages pg301 Disadvantages Product Departmentalization 3 Primary Advantages It s Disadvantages pg301 302 Customer Departmentalization Location Departmentalization Primary Advantage and Negative Aspect Chain of Command Also Integrate UNITY OF COMMAND W SCALAR PRINCIPLE 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 the Manager and the Subordinate Decentralization Centralization Factors Determining Choice of Centralization Coordinating Activities The need for Coordination Pool Interdependence Sequential Interdependence Reciprocal Interdependence 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 in Lecture See 10 30 Lecture notes Reengineering Why is Reengineering Necessary Approaches to Reengineering Management Leadership Video Shown in Lecture Gung Ho Visit 10 30 Lecture Notes Organizational Development Organizational Development Assumptions MANAGEMENT309 EXAM3 KEYPOINTS CHAPTERS 18 11 13 14 CHAPTER 13 MANAGING ORGANIZATIONS CHANGE AND INNOVATION KEYPOINTS CONTINUED Organization Development Techniques Diagnostic Activities 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 to Change Promoting Innovation in Organizations 10 30 Lecture Notes CHAPTER 14 MANAGING HUMAN RESOURCES IN ORGANIZATIONS KEYPOINTS