Professor: Leff

Jankie Tirlokie Professor: Leff Management AMM103-7025 Chapter 1

1. What is management? - A form of work that involves coordination an organization’s resources-land, labor, and capital-toward accomplishing organizational objectives.

2. Describe the level of management? - Three level of management Senior management Middle management Supervisory management

3. Name and describe the basic management function. Planning Organizing Stuffing Leading Controlling

4. Describe the basic skills required in management Conceptual skills Human relations skill Technical skill

5. How principles of management developed? - The rules that manages often use when deciding to run their business. They are known as the Principles of Management.

6. Define entreneurship. - Entreneurship is someone who is willing to take a risk in order to succeed. Uses their ideas to service a need.

7. Distinguish between a professional manager and an entrepreneur. - Managers carry out duties and entrepreneurs set the duties are to be carryout.

8. What is a small business? - A company that is independently owned and operated and is not dominant in its field, generally has fewer than 100 employees.

9. What are three essential characteristics for developing an entrepreneurial spirit in lager corporation? - Work Independently - Make Mistakes - Learn from the process.

10. Explain how the composition of the managerial workforce is changing in terms f gender and race. - Diversity is increasing in many places that requires managers so managers have to adopt to the new changes of gender in the work place. Jankie Tirlokie Professor: Leff Management AMM103-7025 Chapter 2

1. What were the three factors of the Industrial Revolution in America? Discuss the impact of each of these facts on the development of today’s industry. - Power, transportation, and communication. - The three facts made many changes due to the areas. They allocate many companies.

2. What effect did the captains of industry have on the relationships between government and industry?

3. What is scientific management? Discuss the four main principles of scientific management. - Scientific management- philosophy of Frederick W. Taylor that sough to increase productivity and make the work easier by scientifically studying work methods and establishing standards.

4. Discuss the major contribution to scientific management of Morris Cooke, Henry Lawrence Gantt, and Frank and Lillian Gilbreth.

5. What was Henri Fayal’s major contribution to the management movement?

6. Discuss the impact of the Hawthorne studies on management thought.

7. Describe in detail the following approaches to the management process: Lincoln Electric Company, the McCormick multiple-management plan, bottom-up management, and bottom-up management, and the Scanlon plan.

8. What is the process approach to management? Discuss some of the major contributors to the approach. Jankie Tirlokie Professor: Leff Management AMM103-7025 Chapter 5

1. Define international trade? - The exchange of goods and service by different countries.

2. What is absolute advantage? Law of comparative advantage? - The ability to produce more of a good than another producer. - Producers should produce the goods they are most efficient at producing and purchase from others the goods they are less efficient at producing.

3. Define Export and Import. - Export- goods and service that are sold abroad. - Import- goods and service that are purchase abroad.

4. What is the balance of trade? - Difference between the value of the goods a county export and the vale of the goods it imports.

5. What does foreign exchange mean? - Companies that purchase goods or service from foreign countries must pay for them with foreign currency. Companies purchase foreign currency from banks, which convert each currency into dollars.

6. What is a tariff? A quote? An embargo? - Tariff- government- imposed taxes charged on goods imported into the county. - Quote- establishes the maximum quantity of a product that can be import or exported during a given period. - Embargo- involves stopping the follow of exports to or imports fro a foreign country.

7. What is a global economy? - Economy in which companies compete actively with business from round the world.

8. Describe a face trade area. - A region within which trade restrictions are reduced or eliminated.

9. What ways can companies rise to sell their products or services in foreign countries? - Companies sell their products by working through a foreign intermediacy, singing a licensing agreement with a foreign company, forming a strategic alliance, or becoming a multinational corporation. Jankie Tirlokie Professor: Leff Management AMM103-7025 Chapter 6

1. What are the six areas of law that affect business organization? - The six areas that affect business organization are: - Corporate law - Tax law - Intellectual property law - Consumer law - Commercial law - Licensing and zoning law.

2. Explain the laws regulating the three kinds of business utilities or ownership.

3. Describe the three kinds of intellectual property protections. - Patent trademarks and copying laws.

4. What is the Uniform Commercial Code? - It is basics commercial law.

5. Define ethics? - A set of normal principal or values that govern behavior.

6. What is a code of ethics? - A documents that outlines the principle of conduct to be used in making decisions within an organization.

7. What is intellectual property? - Intellectual property laws protect the inventions and new ideas of businesses.

8. Identify the laws that deal with ethical issue in business. - The Sherman Act - The Clayton Act - The Wheeler-lea Act - Consumer Protection - Food and Drugs - Consumer Products - Loans Environment Protection - The National Environment Policy Act of 1969. - The Clean Act of 1970. - The Toxic Control Act of 1976. - The Clean Water Act of 1977. 9. Explain social responsibility. - The obligation that individuals or businesses have to help solve social problems. Jankie Tirlokie Professor: Leff Management AMM103-7025 Chapter7

1. Define planning. What questions does planning answer? - Planning- process of deciding what objectives to purpose during a future time period and what to do to achieve those objectives.

2. Why is it necessary to plan? Distinguish between formal and functional planning. How is most planning conducted? - Formal Plan- written, documented plan developed through an identifiable process. - Functional plans- originate from the functional areas of an organization such as productions, marketing, finance, and personal. - Most planning takes time and it usually include short-range, long-range and intimated planning.

3. What is the difference between strategic planning and operational planning? Between long-range and short-range planning? - Analogous to top-level long-range planning; covers a relatively long-period; affects many parts of the organization. - Operational planning- short-range planning; done primarily by middle-to-lower-level managers, it concentrates on the formulation of functional-plans. - Short-range plan- generally covers up to one year. - Long-range plans- typically span at least three to five years; some extend as far as 20 years into the future.

4. What is a contingency plan? - Address the what-ifs of the manager’s job, get the manager’s in the habit of being prepare and knowing what to do is something does go wrong.

5. Define strategy. - Outlines the basic steps management plans to take to reach an objective or set objectives; outlines how management intends to achieve it’s objectives.

6. What are the major forms of strategy? - Growth Strategies - Stability Strategies - Defensive or Retrenchment Strategies - Business Strategies - Functional Strategies

7. What are the four types of corporate strategy? What are the three forms of business strategy? - Growth Strategies - Defensive Strategies - Stability Strategies - Combination Business strategies - Overall cost leadership - Differentiation - Focus - Focuses on how to compete in a given business.

8. What are the steps in the strategic management process? - Formulating the strategic plan - Implementing the strategic plan - Continuously evaluating and updating the strategic plan.

9. Define mission, objective, policy, procedure, and rule. - Mission- defines the basic purpose of an organization: why the organization exists. - Objective- statements out-ling what the organization is trying to achieve; give an organization and its member’s direction. - Policy- Broad, general guides to action that constrain or direct the attainment of objectives. - Procedure- series of related steps or tasks expressed in chronological order for a specific purpose. - Rule- require specific and definite actions t be taken or not to be taken in a give situation.

10. What does SWOT stand for? - An acronym for an organization’s strengths, weakness, opportunities and threats. Jankie Tirlokie Professor: Leff Management AMM103-7025 Chapter 8

1. What is operational management? - Applications of the basic concepts and principles of management to those systems of the organization that produce its goods and services.

2. Describe an operating system. - Consist of the process and activities necessary to turn inputs goods or services.

3. Describe the two basic types of operating systems. - Two types of basic operating systems are those based on continuous flows and those based on intermittent flows. Continuous flows systems generally have a standardized produce or service. Intermittent flow systems usually produce customized products and services.

4. What is the overriding objects of the process selection decision? - Specifies in detail the process and sequences required to transform inputs into products or services.

5. At the most basic level of process selection, what are the four primary types? - Conversion processes - Fabrication process - Assembly processes - Testing processes.

6. Discuss several factors that should be considered in site location. - Site selection usually include the following. - Subcontract work - Add another shift - Work overtime - Move operation to larger facility.

7. What is a process-oriental layouts? A product-oriented layout? A fixed-position layout? - Process layout- facilities layout that groups together equipment or services of a similar functional type. - Product layout- facilities layout that arranges equipment or service according to the progressive steps be which the product is made or the customer is served. - Fixed-position layout- A type of facilities layout where the product is too large to move and remains in one place. 8. What is a materials-handling system? - The materials used and how they are moved around in manufacturing a product or producing a service can have a significant influence on the facility layout. 9. Identify the three phases of the job design process. - The specification of individual tasks. - The specification of the method of performing each task. - The combination to be assigned to individuals tasks into specific jobs be assigned to individuals.

10. Define ergonomics. - Study of the interface between people and machines. Jankie Tirlokie Professor: Leff Management AMM103-7025 Chapter 10

1. Describe the different stage on organization goes through as it grows and matures. - The first step that an organization goes through is the craft or family stage, which is characterized by the absence of formal polices, objective, and structure. - The next stage is the entrepreneurial stage, in which the organization grows first at an increasing and then decreasing rate. - Next, the third stage, the entrepreneur has been replace be a professional manager and profits are realized more from internal efficiency and less from a rapidly growing market.

2. What is an organizational chart? - An organizational chart uses a series of boxes connected with one or more lines to graphically represent the organization’s structure.

3. What several factors can effect organization chart? - Several of the most important variables that can effect an organization’s structure are as follows: - Strategy - Size - Environment - Technology

4. Discuss the relationship between lead to change in an organization’s strategy and its structure. - Changes in strategy structure according to Chandler in his early research. Although subsequent research has support the idea of some relationship between strategy and structure, it is clear that strategy is not the only variable that affects structure.

6. Define Outsourcing. - Outsourcing- is the practice of subcontracting certain work functions to an outside entity. 7. What is the contingency approach to organizing? - The contingency approach to organization states that the most appropriate structure depends on many situational variables, including strategy, environment, size, technology, and employee characteristics. When contingency approach, a manager should first analyze these variables and design structure to fit the situation.

8. Describe the following: A. Functional Departmentation- defining organizational units in terms of the nature of the work. B. Product Departmentation- grouping all activities necessary to produce and market a product or service under one manager. C. Geographic Departmentation- defining organizational units by territories. D. Custom Departmentation- defining organizational units in terms of customer served. E. Hybrid Departmentation- occurs when an organization simultaneously uses more than one types of departmentation.

9. Explain the following: A. Line structure- organization structure with direct vertical lines between the different levels of the organization. B. Line and Staff structure- organization structure that result when staff specialists are added to a line organization. C. Matrix structure- hybrid organization structure in which individuals from different functional areas are assigned to work on a specific project or tasks. D. Horizontal structure- consists of two compose of senior management who are responsible for strategic decisions and polices. The second group is composed of empowered employees working together in different process teams. E. Virtual organization- temporary network of independent companies-suppliers, customers, and even rivals-linked by information technology to share skills, costs, and access to one another’s markets.

10. What factors contribute to potential between line and staff personal in a line and staff organizational? Jankie Tirlokie Professor: Leff Management AMM103-7025 Chapter 13

1. What is human asset accounting? - Human Asset Accounting- determining and recording the value of an organization’s human resources in it’s statement of financial condition.

2. What is orientation? - Orientation- Introduction of new employees to the organization, their work units, and their job.

3. Describe the two distinct levels at which orientation is normally conducted within organization. -General organizational orientation: presents topics of relevance and interest to all employees. - Departmental and job orientation: covers topics unique to the new employee specific department and jobs.

4. What is training? - Training- acquiring skills or learning concepts to increase the performance of employees.

5. Describe the following methods of training. A. On-the-job- normally given by a senior employee or supervisor, training in which the trainee is shown how to perform the job and allowed to do it under the trainers supervision. B. Job rotation- an employee learns several different jobs within a work unit or department and performs each job for a specified period. C. Vestibule- system in which procedures and equipment similar to those used in the actual job are set up in a special working area called a vestibule. D. Apprenticeship- system in which an employee is given instruction and experience, both on and off the job, in all of the practical and theoretical aspects of the work required in a skill, occupation, craft, or trade. E. Computer-based- training that allow the trainee to absorb knowledge from a present computer program and advance his/her knowledge in a self-paced format.

6. What is management development? - Process of developing the attitudes and skills necessary to become or remain an effective manager.

7. Describe the following methods used in management development: A. Understudy assignments- are used to develop an individual’s capabilities to fill a specific job. B. Coaching- carried out by experience managers emphasize the responsibility of all managers for developing employees. C. Job rotation- process in when the trainee goes from one job to another within the organization, generally remaining in each job from six month to a year. D. Special projects and Committee Assignments- requires the trainee to learn about a particular subject. Committee assignment, which are similar to special project can be used of the organization has regularly constituted or ad hoc committee. E. Class room training- is used not only in management development programs but also in the orientation and training activities. Includes: - Lectures - Case studies - Role Playing - In-Basket techniques - Business games

8. What is an assessment center? Assessment center- utilizes a formal produces to simulates the produce to simulate the problems a person might face in a real managerial situation to evaluate the person’s potential as a manger and determine the person’s development needs.

9. Describe four areas in the evaluations of training and management development - Reaction- how well did the trainee like the program - Learning- what principles, facts, and concepts were learned in the program. - Behavior- did the job behavior of the trainees change because of the program. - Results- what were the result of the program in terms of factors such as reduced costs or reduces turnover. Jankie Tirlokie Professor: Leff Management AMM103-7025 Chapter 14

1. Explain the motivation sequence. Motivation is concerned with what activates human behavior, what directs this behavior toward a particular goal, and how this behavior is sustained.

2. Describe the following approaches on motivation: A. Scientific management B. Equity - Motivation theory based on the idea that people want to be treated fairly in relationship to others C. Hierarch of needs D. Achievement-power-affiliation E. Motivation maintenance F. Expectancy G. Reinforcement

3. What is job satisfaction? What are the major components of job satisfaction? - Job Satisfaction- an individual’s general attitude about his or her job. - Attitude toward work group - General working conditions - Attitude toward company - Monetary benefits - Attitude toward supervision

4. What is organizational morale? - Organizational morale- an individual’s feeling of being accepted by, and belonging to, a group of employees through common goals, confidence in the desirability of these goals, and progress toward these goals.

5. Discuss the satisfaction-performance controversy.

6. From a managerial standpoint, what are the real benefits of having satisfied employees? Jankie Tirlokie Professor: Leff Management AMM103-7025 Chapter 16

1. What is conflict? - Conflict- overt behavior that result when an individual or a group of individuals thinks a perceived need of individual or grouping has been blocked or is about to be blocked.

2. Describe some potentially useful effects of conflict. - Some potentially useful effects of conflict are that it energizes people; is a form of communication; often provides an outlet for pent-up-tensions, resulting in catharsis; and may actually be an educational experience.

3. Identify the five stage of conflict. - Intrapersonal - Interpersonal - Inter-group - Organizational - Political

4. What causes intrapersonal conflict? - Compromising for the sake of ending the conflict.

5. What is organizational conflict? - Conflict between employee and the organization itself. Jankie Tirlokie Professor: Leff Management AMM103-7025 Chapter 17

1. Name the three major categories of change that apply to organizations. - Technological changes - Environmental changes - Change internal to the organization.

2. Describe Lewin’s model for change. - Involves 3 steps: - Unfreezing - Presenting a new alternative - Refreezing 3. Name six common barriers (reasons for resistance) to change. - Fear of the unknown - Economics - Fear that expertise and skills will lose value - Threats to power - Inconvenience - Threats to interpersonal relations.

4. Describe the four basic reactions of employees to change. - Fear of the unknown - Economics - Fear that expertise and skills will lose value - Threats to power

5. Discuss six approaches to reducing resistance to change. - Building trust between management and employees - Discussing employees in the change with affected employees - Involving employees in the change process as early as possible - Ensuring that the proposed change are reasonable - Avoiding threats - Following a sensible time schedule for implementing the change.

6. List Kotter’s eight steps for leading change. - Establish a sense of urgency - Create a guiding coalition - Develop a vision and strategy - Communicate the change vision - Empower broad-based action - Generate short-term wins - Consolidate gains and produce more change - Anchor new approaches in the culture. 7. What is organizational development? - Most organizational development efforts include a diagnosis phase, a change-planning phase, an intervention/education phase, and an evaluation phase.

9. What is a learning organization? - A Learning organization is skilled at creating, acquiring, and transferring knowledge, and in modifying behavior to reflect the new knowledge. Jankie Tirlokie Professor: Leff Management AMM103-7025 Chapter 19

1. Define performance appraisal. - Performance appraisal involves determining and communicating to an employee how he/she is performing the job and establishing a plan for improvement.

2. What is performance? What factors influence an employee’s level of performance? - Performance refers to the degree of accomplishment of the toaks that make up on employee’s job.

3. Identify at least three uses of performance appraisal information. - Effort - Abilities - Role perception

4. Describe the following methods used in performance appraisal: a. Evaluation by Objective- involves using the objectives set in the management-by- objectives process as a basic for performance appraisal. b. The production standards- approach involves setting a standard or expected level of output and their comparing each employee’s performance to the standards. c. The essay appraisal- method requires the managers to describe an employee’s performance in written narrative form. d. The critical-incident appraisal- methods requires the manager to keep a written record of incidents and unsatisfactory performance by the employee being rated. e. The graphic rating scale- method requires the manager to asses an individual on factors such as quality of work dependability, job knowledge, attendance, accuracy of work, and cooperativeness. f. The checklist method- requires the manager to answer yes or no to a series of questions concerning the employee’s behavior. g. The behaviorally anchored rating scale(BARS) methods is designed to asses behaviors required to successfully perform a job. h. The forced-choice rating- method requires the manager to rank a set of statements describing how an employee carries out the duties and responsibilities of the job. i. Ranking methods (alternation, paired comparison, and forced distribution) require the manager to compare the performance of an employee to the performance of other employees. j. Multirate assessment, or 360-dregree feedback, involves managers, peers, customers, suppliers, or colleagues completing questionnaires on the employee being assessed.

5. Define the following types of performance appraisal errors: a. leniency- grouping of ratings at the positive end of the scale instead of spreading them throughout the scale. b. Central tendency- tendency of raters of rate most employees as doing average or above-average work. c. Regency- occurs when performance evaluations are based on work performance evaluations are based on work performed most recently generally work performed one or two months before evaluation. d. Halo effect- occurs when the interviewer allows a single prominent characteristic to dominate judgment of all other traits.