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by: Aimee Castillon

MBUS301StudyGuide.pdf MBUS 301

Marketplace > George Mason University > Business > MBUS 301 > MBUS301StudyGuide pdf
Aimee Castillon
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Here are the answers on the topics for Dr. Wood's study guide for the exam on Tuesday
Managing People in Organizations
Prof. Wood
Study Guide
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This 5 page Study Guide was uploaded by Aimee Castillon on Saturday February 20, 2016. The Study Guide belongs to MBUS 301 at George Mason University taught by Prof. Wood in Spring 2016. Since its upload, it has received 530 views. For similar materials see Managing People in Organizations in Business at George Mason University.


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Date Created: 02/20/16
MBUS 301 Guide  Chapter 1 ­ 6 questions   ● Key management functions (planning, organizing, leading, controlling)  ○ planning­specifying the goals to be achieved and deciding in advance the  appropriate actions needed to achieve those goals   ○ organizing­assembling and coordinating human, financial, physical,  informational, and other resources needed to achieve goals  ○ leadinginvolves the manager’s efforts to stimulate high performance by  employees  ○ controllingmonitoring performance and making needed changes  ● Sources of competitive advantage  ○ innovatioto stay ahead of competitors,   ○ producing​ualit products and services,   ○ meeting and exceeding customers’ needs,   ○ moving with speed and agility, and keeping costs low to increase sales  ● Knowledge management­ p ​ractices aimed at discovering and harnessing an  organization’s intellectual resources  ● Globalization – an issue for what kind of fir​ll kinds of firms     Chapter 4 ­ 4 questions  ● Danger signs relative to creating a climate conducive to unethical behavior  ○ excessive emphasis on short­term revenues over longer­term considerations  ○ failure to establish a written code of ethics  ○ desire for simple, “quick fix” solutions to ethical problems  ○ unwillingness to take an ethical stand that may impose financial costs  ○ consideration of ethics solely as a legal issue or a public relations tool  ● ethical leaderone who is both a moral person and a moral manager influencing others  to behave ethically  ● Sarbanes­Oxley Act­ established strict accounting and reporting rules to make senior  managers more accountable and to improve and maintain investor confidence     Chapter 5 ­ 13 questions  ● Formal planning process  ○ situational analysis → alternative goals and plans → goal and plan evaluation →  goal and plan selection → implementation → monitor and control  ● Managerial decision­making  ○ certaint­ decision­maker has accurate and comprehensive information  ○ uncertaint­ decision­maker has insufficient information  ○ ris exists when the probability of success is less than 100% and losses may  occur  ● Stages of the formal decision­making process  ○ identify and diagnose the problem → generate alternative s​eady­made  or custom­made)​→ evaluate alternatives → make the cho​aximize,  satisfic​ o​ ptimiz)→ implement the decision → evaluate the decision  ● Common to strategic, tactical and operational goals and pla​ust bealigned­  consistent, mutually supportive, and focused on achieving the common purpose and  direction  ● SMART objectives: ​oals must bSpecific, Measurable, Attainable, Rel​nd t, a done in a​imely anner  ● SWOT analysis­ assessing the Strengths, Weaknesses, Opportunities, and Threats of a  company  ● Group decision­making  ○ advantages  ■ more information is available  ■ greater number of perspective  ■ group discussion provides an opportunity for intellectual stimulation  ■ people who participate in a group discussion are more likely to  understand why the decision was made  ■ group discussions typically lead to a higher level of commitment to the  decision  ○ disadvantages  ■ sometimes one group member dominates the discussion  ■ satisfici­ choosing the first option that’s acceptable, although not  necessarily the best or perfect  ■ goal displacemen­ condition that occurs when a decision­making group  loses sight of its original goal and a new, less important goal emerges     Chapter 7 ­ 11 questions  ● Span of controlnumber of subordinates who report directly to an executive or  supervisor  ● Delegation­the assignment of new or additional responsibilities to a subordinate  ● Accountability/responsibility  ○ accountabilityexpectation that employees will perform a job, take corrective  action when necessary, and report upward on the status and quality of their  performance  ○ responsibilityassignment of a task that an employee is supposed to carry out  ● Centralized vs decentralized organizations  ○   ● Matrix organization­composed of dual reporting relationships in which some managers  report to to superiors­­ a functional manager and a divisional manager  ● Standardization­establish common routines and procedures that apply uniformly to  everyone     Chapter 8 ­ 8 questions  ● HR planning process  ○ planning­ know the company’s plans before hiring the right number and types of  people  ○ programming­ implement activities, such as recruitment, training, and pay  systems  ○ evaluating­ HR activities are evaluated to determine whether they’re producing  the results needed to contribute to the organization’s business plans  ● Job analysis­tool for determining what is done on a given job and what should be done  on that job  ● recruitment­the development of a pool of applicants for jobs in an organization  ● Types of interviews  ○ structured interview­ interviewer conducts the same interview with each  applicant  ■ situational interv​focuses on hypothetical situations  ■ behavioral intervi​ what candidates have done in the past  ● Critical incident techniq is a set of procedures used for collecting direct  observations of human behavior that have critical significance and meet methodically  defined criteria.  ● ADDIE­​ Assess, Design, Develop, Implement, Evaluate  ● Types of training  ○ diversity trainingbuilding awareness of diversity issues and providing the skills  employees need to work with others who are different from them  ○ orientation trainingfamiliarizes new employees with their jobs, work units, and  the organization in general  ○ team training­ teach employees the skills they need to work together  ● Assessment centers­ ​a managerial performance test in which candidates participate in  a variety of exercises and situations     Chapter 13 ­ 9 questions  ● Communication model   ○   ● One­way and two­way communication  ○ One­way communication­ i​nformation flows in only one direction (sender to  receiver) with no feedback loop  ○ Two­way communication­ i​nformation flows in two directions (receiver provides  feedback, and the sender is receptive to the feedback)  ● Communication pitfalls  ○ Perception­ process of receiving and interpreting information  ○ Filterin­ process of withholding, ignoring, or distorting information  ● Exhibit 13.3 (oral vs written communication)  ○ oral communication­ ​ace­to­face discussions, telephone calls, formal  presentations and speeches  ○ written communication­ texts, emails, letters, memos, letters, reports, computer  files, and other written documents  ○   ● Videoconferencing (i.e. Skype, ooVoo, Glide, GoToMeeting, WebEx)  ● Advantages and disadvantages of electronic media  ○ Advantages  ■ Allows information to be shared rapidly with large number of stakeholders  ■ Enables routine messages to be delivered with speed and efficiency  ■ Reduces time and expenses related to traveling, photocopying, and  mailing  ■ Encourages more people to participate and share their ideas with others  ■ Leaves a permanent record of communication for later reference  ○ Disadvantages  ■ May not be effective for solving something types of complex problems  ■ Prevents interpretation of subtle nonverbal cues conveyed by the sender  ■ Engenders less trust among users than does face­to­face communication  ■ Messages can hurt feelings, be insensitively worded, or be intentionally  hurtful  ■ Sensitive or private information can be leaked or sent to the wrong  recipient      


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