MBUS301StudyGuide.pdf MBUS 301
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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, ○ producingualit 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 firll 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 seadymade or custommade)→ evaluate alternatives → make the choaximize, satisfic o ptimiz)→ implement the decision → evaluate the decision ● Common to strategic, tactical and operational goals and plaust bealigned consistent, mutually supportive, and focused on achieving the common purpose and direction ● SMART objectives: oals must bSpecific, Measurable, Attainable, Relnd t, a done in aimely 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 intervfocuses 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 information flows in only one direction (sender to receiver) with no feedback loop ○ Twoway communication information 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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