Final Exam Schedule Final Exam Schedule If you want a time different than your section’s If you want a time different than your section’s assigned time, sign up in class for the time you assigned time, sign up in class for the time you want. want. Tuesday, December 15, 8:00AM, Room 347 (Assigned Tuesday, December 15, 8:00AM, Room 347 (Assigned time for 9:30 TuTh classes) time for 9:30 TuTh classes) Tuesday, December 15, 4:15PM, Room 249 (Assigned Tuesday, December 15, 4:15PM, Room 249 (Assigned time for 2:00 TuTh classes) time for 2:00 TuTh classes) Wednesday, December 16, 10:45AM, Room 347 Wednesday, December 16, 10:45AM, Room 347 (Assigned time for 11:00 TuTh classes) (Assigned time for 11:00 TuTh classes)
Final Exam Schedule
Dec 31, 2015
Final Exam Schedule. Sign up in class if you want a time other than the one your class is scheduled for. Fri. May 16, 4:15 PM (5:50 PM Mon/Wed class) Room 347 Mon. May 19, 8:00 AM (9:30 AM Tu / Th class) Room 347 Wed. May 21, 10:45 AM ( 11 AM Tu / Th class) Room 347. FINAL EXAM. - PowerPoint PPT Presentation
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Final Exam ScheduleFinal Exam ScheduleIf you want a time different than your section’s assigned If you want a time different than your section’s assigned time, sign up in class for the time you want.time, sign up in class for the time you want.
Tuesday, December 15, 8:00AM, Room 347 (Assigned Tuesday, December 15, 8:00AM, Room 347 (Assigned time for 9:30 TuTh classes)time for 9:30 TuTh classes)
Tuesday, December 15, 4:15PM, Room 249 (Assigned Tuesday, December 15, 4:15PM, Room 249 (Assigned time for 2:00 TuTh classes)time for 2:00 TuTh classes)
Wednesday, December 16, 10:45AM, Room 347 Wednesday, December 16, 10:45AM, Room 347 (Assigned time for 11:00 TuTh classes)(Assigned time for 11:00 TuTh classes)
FINAL EXAMFINAL EXAM
Chapters: 1, 5, 7, 10, 11, 12, 15, Chapters: 1, 5, 7, 10, 11, 12, 15, 75 Matching Questions75 Matching Questions No more than 6 questions in a groupNo more than 6 questions in a group All answers used once All answers used once
Chapter 1The Four Functions of
Mgmt
Chapter 1The Four Functions of
MgmtPlanningPlanning
Select goals Select goals & ways to & ways to
attain themattain themOrganizingOrganizing
Assign Assign responsibility responsibility
for tasksfor tasksLeadingLeading
Use influence Use influence to motivateto motivate
Controlling Controlling Monitor Monitor
activities & activities & make make
correctionscorrections
Classical PerspectiveClassical Perspective
Includes: » Scientific Mgmt» Administrative Mgmt» Bureaucratic Mgmt
Humanistic PerspectiveHumanistic Perspective
Includes: »Human Relations Approach
–Enlightened treatment of workers
»Human Resources Appr. –Power sharing between managers and
employees (e.g., Theory Y)
»Behavioral Science Appr.–Exemplified by Hawthorne Studies
Chapter 5 Mgmt. Levels and
Planning Top ManagementTop Management
» ““Strategic”Strategic” Goals/Plans Goals/Plans» Whole OrganizationWhole Organization» Plan for Several yearsPlan for Several years
Middle ManagementMiddle Management» ““Tactical”Tactical” Goals/Plans Goals/Plans» Major Units of the Org.Major Units of the Org.» Plan for up to Two Plan for up to Two
yearsyears
Lower ManagementLower Management» ““Operational”Operational”
Goals/PlansGoals/Plans» Departments, Departments,
IndividualsIndividuals» Plan mostly for under Plan mostly for under
One yearOne year
SWOT Analysis
Internal Environment:» Strengths» Weaknesses
External Environment» Opportunities» Threats
Business-Level StrategiesBusiness-Level Strategies
Low-CostLow-Cost DifferentiationDifferentiation
FocusedLow-Cost
FocusedFocusedDifferentiationDifferentiation
StrategyStrategy
Many
Few
Low Cost Differentiation
NumberNumber ofofmarketmarket segmentssegments
Chapter 7Chapter 7Vertical Organization Vertical Organization
ConceptsConcepts Work SpecializationWork Specialization Chain of CommandChain of Command Authority, Responsibility, DelegationAuthority, Responsibility, Delegation Centralization/DecentralizationCentralization/Decentralization Span of ManagementSpan of Management
Departmentalization Departmentalization TypesTypes
Internal Operations OrientedInternal Operations Oriented» FunctionalFunctional» NetworkNetwork (Virtual) (Virtual)
Output OrientedOutput Oriented» DivisionalDivisional
– ProductProduct– GeographicGeographic– Customer / MarketCustomer / Market
» TeamTeam (Cluster) (Cluster) ComboCombo
» MatrixMatrix» HybridHybrid
Chapter 10Chapter 10“Characteristics of Characteristics of
Individuals’Individuals’–Attitudes (& Change)Attitudes (& Change)
–Personality (& Theories)Personality (& Theories)
–Perception (& Distortions)Perception (& Distortions)
–Learning (& Types)Learning (& Types)
–Cognitive Styles (& Types)Cognitive Styles (& Types)
–Stress (& Sources, Coping)Stress (& Sources, Coping)
Chapter 11 Chapter 11
Types of Leadership Types of Leadership TheoriesTheories
UniversalUniversal» Traits (I)Traits (I)» Behaviors (II) (Ohio, Mich, Lead. Grid)Behaviors (II) (Ohio, Mich, Lead. Grid)
ContingencyContingency» Traits (III) (Fiedler)Traits (III) (Fiedler)» Behaviors (IV) (Hersey & Blanchard) Behaviors (IV) (Hersey & Blanchard)
Bases of Social PowerBases of Social Power
CoerciveCoercive RewardReward ExpertExpert ReferentReferent LegitimateLegitimate
W orker W orker W orker
B oss
CHAPTER 12CHAPTER 12CHAPTER 12CHAPTER 12
Motivation Theories» Content» Process» Reinforcement
Job Design
CONTENT THEORIESCONTENT THEORIESCONTENT THEORIESCONTENT THEORIES Hierarchy of Needs Theory
» Maslow» Alderfer
Two-Factor Theory» Herzberg
Acquired Needs Theory» McClelland
PROCESS THEORIESPROCESS THEORIESPROCESS THEORIESPROCESS THEORIES
Goal Setting Theory Equity Theory Expectancy Theory
MAJOR ELEMENTS OF MAJOR ELEMENTS OF REINFORCEMENT THEORYREINFORCEMENT THEORY
MAJOR ELEMENTS OF MAJOR ELEMENTS OF REINFORCEMENT THEORYREINFORCEMENT THEORY
Stimulus» Supervisor requests faster work
Response» Employee increases or decreases speed
or does nothing Consequence
» Positive Reinforcement, Negative Reinf. (Avoidance), Extinction, Punishment
BEHAVIORAL BEHAVIORAL CONSEQUENCESCONSEQUENCES
BEHAVIORAL BEHAVIORAL CONSEQUENCESCONSEQUENCES
Positive Reinforcement» Receive desirable outcome (Money)
Negative Reinforcement (Avoidance)» Avoid undesirable outcome (Prevent
reprimand) Extinction
» Lack of reinforcement (Behavior ignored) Punishment
» Undesirable outcome occurs (Get fired)
Job Characteristics Job Characteristics ModelModel
Job Characteristics Job Characteristics ModelModel
Core JobCharacteristics
PsychologicalStates
Outcomes
Skill variety Experienced HighMeaningfulness internal work
Task identity of the motivationwork High
Tasksignificance
growthsatisfaction
Experienced High jobAutonomy Responsibility satisfaction
High workFeedback Knowledge of
work resultseffectiveness
Chapter 15 - Control Steps in the Control Process Organizational Control Focus Hierarchical (Bureaucratic) vs.
Decentralized Control Total Quality Management
Inputs(Feedforward) Production
(Concurrent)
Outputs(Feedback)
Organizational Control FocusOrganizational Control Focus
Steps in the Control Process
EstablishEstablishStrategicStrategic
GoalsGoals
1. Establish1. Establishstandards ofstandards ofperformanceperformance
2. Measure2. Measureactualactual
performanceperformance
3. Compare3. Compareperformanceperformanceto standardsto standards
4. Take4. Takecorrectivecorrective
actionaction
4. Do nothing4. Do nothingor provideor provide
reinforcementreinforcement
If Adequate
If Inadequate
Feedback
Adjust performance
Feedback
Total Quality Total Quality Management Management TechniquesTechniques
Quality circleQuality circle EmpowermentEmpowerment Benchmarking Benchmarking Six SigmaSix Sigma Quality PartneringQuality Partnering Continuous improvement Continuous improvement
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