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NDSU MGMT 320 - Exam 1 Study Guide

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1-2: The Definition of Management1-4: Organizational Performance1-10a: Scientific Management1-10b: Bureaucratic Organizations1-10c: Administrative Principles1-11: Humanistic Perspective1-11a: Early Advocates1-11b: Human Relations Movement1-11c: Human Resources Perspective1-11d: Behavioral Sciences ApproachChapter 2: The Environment and Corporate Culture2-1: The External Environment2-1a: General Environment2-1b: Task Environment2-2b: Adapting to the Environment2-3: The Internal Environment: Corporate Culture2-3a: Symbols2-3b: Stories2-3c: Heroes2-3d: Slogans2-3e: Ceremonies2-4a: Adaptability Culture2-4b: Achievement Culture2-4c: Involvement Culture2-4d: Consistency Culture2-5a: Managing the High-Performance Culture2-5b: Cultural LeadershipMGMT 320 1st EditionExam # 1 Study Guide Lectures: 1 - 9Lecture 1 (January 14)1. Management: the attainment of organizational goals in an effective & efficient manner, though planning, organizing, leading & controlling organizational resources2. Management: (alternative definition) getting things done through people3. Goal: desired future state of affairs – where we want to get4. Effective: reaching goals5. Efficient: using the least amount of resources necessary 6. Henry Feoul – “this is what managers do” (planning, organizing, leading & controlling)a. Planning: setting goals, developing strategies – general ways to compete (ie Walmart low prices, Best Buy big selection – customers’perceptions), defining actions, & determining resources needed (how many stores/employees/location…)i. You plan with predictions of the future  use scenarios [refer to control i]b. Organizing: defining jobs (who does what, group tasks together), grouping jobs (based on “like” activities  departments), defining lines of authority (who’s in charge of who)  creating structurei. For a business, there has to be 2 functional areas: production & sales (part of marketing)ii. Functional structure: groups jobs based on performance of like activities [Feoul: “this is how an organization should be structured”]c. Leading: communicating direction & motivating employees to do the most & the bestd. Controlling: measuring performance (keeping things on track), comparing performance to goals, making adjustments if necessary i. Evaluate progress to goals on a frequent basis, making smalland frequent corrections to increase the probability of success. 7. Management Rolesa. Defined by: i. level in the organizationCEOVP MARKETINGmrkt mgr mrkt mgr mrkt mgrnon mgr non mgrbottom manVP PRODUCTIONVP FINANCEVP HUMAN RESOURCES1.2. Levelsa. Topi. Cross divisional/departmental focus (general manager – all of the things in your company are part of your concern)ii. Outside focus (competitors, world economy)iii. Long-term focus (time frame is relative)b. Middlei. Functionally oriented (accountant manager/marketing manager….)ii. Inside/outside focus iii. Mid-term focus (if top is long-term then middle is not so much)c. Lower LevelTOP MANAGERSMIDDLE MANAGERSLOWER LEVEL MANAGERSFIRST LINE MANAGERSNON-MANAGEMENT PERSONi. Inside focusii. Short-term focus (i.e. who is going to be on the schedule next week)d. First Linei. Inside focusii. Short-term focus (i.e. who is going to be on the schedule next week)iii. Has non-management subordinatesLecture 2 (January 16) a. First Lineiv. Inside focusv. Short-term focus (i.e. who is going to be on the schedule next week)vi. Has non-management subordinatesii. Functional area: jobs performing like activities1. Managers in different functional areas have different concerns2. Line functions: specific to the organizational mission (or directly related to revenue generation)a. Production & sales  essentialb. People in line functions have more power than those in staff functions because business can’t exist without production people c. Power: the ability to get things doned. Authority: a legitimate (documented) right to do something 3. Staff functions: support line activitiesa. Human resources, accounting, finance, research& development, advertising…. (things that are not directly generating sales)  important but not essentialb. Mensberg – criticized Feoul by saying that planning, organizing, leading & controlling are not all that goes into management c. Chester Bernard – the acceptance theory of authority  “you don’t have authority if your subordinates don’t give it to you” Lecture 3 (January 21)8. Management Skillsa. Conceptual: the ability to think in the abstract, seeing the “big picture”, understanding how the pieces fit togetheri. Big picture: all the parts of the business and the external environment that are necessary to consider and/or affected by what the manger is consideringii. Used more by upper level managementb. Diagnostic skills: solving problems, separate problems from symptomsi. Symptoms: what we see that indicates that something is wrongii. Problem: the causeiii. Good decision makers separate problems from symptoms and treat the problem. As humans, the tendency is to treat symptoms because we want to reduce stress. c. Decision-making skills: combining conceptual & diagnostic skills, then knowing the right time to move to solve problems or capitalizeon opportunitiesd. Human: used to control behavior, used about equally, but differently by all levels of managementi. Communicateii. Motivateiii. Negotiatee. Technical: a managers skills specific to their functional area, used less at upper levels i. Example: accounting manager  needs to be able to analyze financial statements; sales manager  understand & perform sales, persuasive communications1. Classical view (BASIC OVERVIEW)a. Scientific management i. Getting more productivity from each workerb. Administrative managementi. Henry Feoulii. Getting more productivity from each workeriii. Added the idea of coordination  how do you link the jobsLecture 4 (January 23)2. Classical viewa. Scientific management i. Focuses on achieving increased overall productivity by increasing the productivity from each job ii. Focuses on specialization of laboriii. Dominate late 1800’s to early 1900’s1. External Environmental influencesa. Economici. Rapid growthii. Increasing prosperity but significant accepted class differencesiii. Shortages of manufactured goodsb. Technological i. Rapid advancements in technologyii. Engineers were hired to solve the problems that came with the technological advancements which they createdc. Sociali. Acceptance of


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