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This 0 page Study Guide was uploaded by Lordiah Obas on Saturday March 5, 2016. The Study Guide belongs to MGT 250 at Pace University taught by Shinwon Noh in Spring 2016. Since its upload, it has received 68 views. For similar materials see Managerial and Organizational Concepts in General at Pace University.
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Date Created: 03/05/16
MGT 250 Managerial and Organizational Concepts Professor Shiwon Noh STUDY GUIDE FOR MIDTERM EXAM GOOD LUCK Review in the following pages in the textbook CH 1 315 CH 2 2338 4142 CH 3 4557 6065 CH5 89108 CH 6 111113 119126 128132 Week 1 Management 1 De nition of Management southern case a Ef ciently the most output from the least amount of inputs b Effectiveness accomplishing task to ful l organizational goals Four Functions of Management Net ix case a Planning decision to achieve a goal b Controlling monitoring c Organizing who is what d Leadingcommanding motivating or encouraging Managerial roles a Interpersonal roles gurehead leader liaison b Informational roles monitor disseminator spokesperson c Decisional roles entrepreneur disturbance handler resource allocator negotiator Kinds of Managers a Top managers b Middle mangers c Firstline managers d Team leaders Managerial skills a Technical procedures techniques and knowledge in getting the job done b Human ability to work well with others c Conceptual see the organization as a whole d Motivation to manage 2 History of Management 5 Scienti c Management ISG case focus on improving ef ciency a Taylor Time Study One Best Way b Gilbreth Motion study c Gantt Gantt chart Bureaucracy using knowledge fairness logical rules a Weber rationallegal authority Administrative Management a Fayol Human relations focus on psychological social aspects of work a Follett integrative bargaining b Mayo Hawthorne studies c Barnard cooperation zone of indifference Contingency theory Week 3 Organizational Environment and Cultures 1 4 Factors affecting external uncertainty a Rate of change b Complexity simple vs complex c Resource scarcity General environment a Economic b Technological c Sociocultural d Politicallegal components Speci c environment a Customer b Competitor c Supplier d Industry regulation e Advocacy groups Internal environment Organizational culture a 3 levels of culture Artifacts seen Value heard Assumptions believed i g h Ele REFINE r r V f1 99 has g fa flag e4 7 7 397 r ch lIiIIIiI Iiiiiil iil I quot 4 IIIIIII Ill lll ll ll V j if V anquoter l iiiflailiti39l39ii quot j 393 39 chFEriiin L C LISITQHIEIFI S n l l l 39 quot EUFaPLIEHjS m wcicir ennui5 it nE UL 39ITI H 1 e 39 r94 W q t 7 e i wag Gd SPEETFE Eumn im b Culture creation founder selection top management socialization c Culture transmission story ritual material symbols language Week 4 Planning and Decision Making 1 Bene ts of Planning a Direction b Ef ciency c Central 2 Pitfalls of planning 3 Planning process a Set goals b Development commitment c Develop effective action plan 5 d Track progress toward goal achievement e Maintain exibility Levels of planning a Strategic Plan Long term Mission statement b Tactical Plan Details of the strategic plan c Operational Plan Repeated procedure d Decision Making Choice from among two or more alternatives Rational Decision making Optimizing De ne the problem Identify the decision criteria Allocate weights the criteria Develop the alternatives Evaluate the alternatives C79 D90 f Select the be alternatives 6 Limit to rational decisionmaking a b an g Bounded rationality satis cing Availability bias The tendency for people to base their judgement on information that is more easily recalled although it may be potentially inaccurate Representative bias Tendency to ignore base rates Gambler s fallacy lemon Conjunction fallacy Assumption that speci c conditions are more probable than a single general one Anchoring bias People are in uenced by the suggested number even if they know it is incorrect irrelevant or not based by data Overcon dence bias Overstimulating the probability of being correct 7 Group decisionmaking a Week 5 8 Symptom of Groupthink Illusion of invulnerability Collective nationalization Belief in inherit morality Stereotyped views of outgroups Direct pressure on dissenters Selfcensorship Illusion of unanimity Selfappointed mind guards Traditional techniques Interacting group Brainstorming Modern techniques Nominal group techniques Delphi techniques Electronic brainstorming Organizational Strategy 1 Competitive Advantage and sustainable competitive advantage 2 Corporatelevel strategy What industry should we be in a b c 990F795 Portfolio strategy BCG Matrix Grand strategy Growth Stability Retrenchment Retrenchment IndustryLevel Strategy How should we compete in the industry Rivalry SuppHes Consumer New entrants FirmLevel Strategy How should we compete against a particular rm a Factors affecting direct competition market commonality resources similarity b Strategic moves of direct competition attack amp response Week 6 Creativity amp Innovation 1 JUN Creativity amp innovation a De nition bTypes c Bene ts d Misunderstanding Case John Harrison s disruptive innovation Individual level creativity a Important factors intelligence vs personality traits b Measurement tools nine dot problems RAT Alternate Uses Task Grouplevel creativity a Advantage amp disadvantage b Diversity Organizational level creativity IDEO company case a Resources b Management practices c Motivation intrinsic vs extrinsic
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