MGMT 309 Exam 1 Outline Chapter 1 Organization Managerial Skills Human Resources Technical Financial Resources Interpersonal Physical Resources Conceptual Information Resources Diagnostic The basic purpose of Management Communication Efficiently Decision Making Effectively Time Management Manager Functions Planning Decision making The Science of Management vs the Art of Management Becoming a Manager Organizing Education Role Leading Experience Role Controlling Managers by Level Top Managers Middle Managers First Line Managers Managers by Area Marketing Managers Financial Managers Operations managers Human Resources Administrative Managers Other Kinds of Managers Managerial Roles Interpersonal Informational Decisional The Scope of Management Profit Seeking Organization Not for Profit Organization Chapter 2 Importance of Theory History Classical Management Perspective Scientific Management Soldiering Administrative Management Classical Perspective Today Behavioral Management Perspective Behavioral Management The Hawthorne Studies Human Relations movement Theory X Theory Y Organizational behavior Behavioral Management today Quantitative Management Perspective Quantitative Management Uses Management Science Operations Management Quantitative Management today Integrating Perspectives for Managers Systems Perspectives System Open Closed Subsystem Synergy Entropy Universal Perspective Contingency Perspective An integrative Framework Contemporary Issues Challenges Chapter 3 5 Competitive Forces Organizations Environment Threat of new entrants External Environment Competitive rivalry General Environment Threat of substitute products Economic Dimension Power of Buyers Technological Dimension Power of Suppliers International Dimension Environmental Turbulence Political Legal Dimension Sociocultural Dimension Task Environment Organizational Adaption to Environment Information Management Strategic Response Competitors Mergers Acquisitions Alliances Regulators Design Flexibility Interest Groups Regulatory agencies Customers Direct Influence Environment Organizational Effectiveness Models Suppliers Systems resource approach Strategic Partners allies Internal processes approach Internal Environment Owners Board of Directors Employees Physical work environment Organizations Culture Importance of Culture Determinants of Culture Managing Culture Organization Environment Relationships Change Complexity Uncertainty Goal approach Strategic constituencies approach Chapter 4 Business the Government Individual Ethics Formal Organizational Dimensions Ethical Behavior Legal Compliance Unethical Behavior Ethical Compliance Determinants of Individual Ethics Philanthropic Giving Family Peers Values Morals Experiences Managerial Ethics Informal Organizational Dimensions Leadership Culture Individual Ethics along with Firm treats employee Whistle Blowing Evaluating Social Responsibility Employee treats Firm Concept of Control Employee Firm treats other economic agents Corporate Social Audit Managing Ethical Behavior Code of Ethics Moral Judgment Decision making model Gather info Analysis Utility Rights Justice Caring Make Judgment Organizational Justice Distributive Justice Procedural Justice Interpersonal Justice Informational Justice Social Responsibility Organizations Organizational Stakeholders Areas of social responsibility Stakeholders Natural Environment General Social Welfare Chapter 5 The Nature of International Business Cultural Environment Domestic Business Values symbols beliefs language International Business Individual behaviors Multinational Business Social Orientation Global Business Individualism Globalization Collectivism Managing Globalization the steps Power Orientation Exporting Importing Power Respect Licensing Power Tolerance Strategic Alliance Joint Venture Uncertainty Orientation Direct Investment Acceptance Mexican Maquiladoras Avoidance Environmental Challenges of International Management Goal Orientation Economic Environment Aggressive masculine Economic system Passive feminine Natural resources Time Orientation Infrastructure Long term Political Legal Environment Short term Gov t stability Nationalized gov t Typical Americans Orientation Property Rights Low Uncertainty Trade incentives Low Power Trade Controls tariffs quotas export restraint agreements High Goal Economic communities Cultural Environment continued High Social Management Challenges in a Global Economy Planning Organizing Leading Controlling Chapter 6 Nature of Diversity Multiculturalism Diversity age gender ethnicity Multiculturalism Arguments for Competitiveness competitive advantage Cost Argument Resource Acquisition Argument Marketing Argument Creativity Argument Problem Solving Argument Systems Flexibility Argument Diversity Competitive Advantage Diversity Multiculturalism Conflict Sources of Conflict Managing Diversity Multiculturalism in Organizations Individual Strategies Understand Empathy Tolerance Willingness to Communicate Organizational Strategies Organizational Policies Organizational Practices Diversity Multiculturalism training Organizational Culture Toward the Multicultural Organization Pluralism Full structural Integration Full integration of the informal network Absence of Prejudice and discrimination No gap in organizational Identification Low levels of intergroup conflict