INST 335 Test 1 Questions And Correct Answers
Pros of a manager
More money more recognition
Cons of a manager
High workload, supervise former peers, responsible for others, caught in the middle, Always working (catching up)
Important skills for managers
1. Human 2. conceptual 3. technical
...
INST 335 Test 1 Questions And Correct
Answers
Pros of a manager
More money more recognition
Cons of a manager
High workload, supervise former peers, responsible for others, caught in the middle,
Always working (catching up)
Important skills for managers
1. Human 2. conceptual 3. technical
Individual vs Manager
Specialist vs generalist
POLC
Planning, Organizing, Leading, Controlling
Planning
Environmental Scanning - planners must be aware of external trends
Strategic Planning - 3+ year plan analyzing opportunities/strengths/weaknesses
Tactical Planning - 1-3 year plan to develop means to implement strategic plan
Operational Planning - under 1 year plan to support strategic/tactical plans
Organization
Job Design - organizing at the level of each individual job to most effectively utilize
resources
Top Managers
responsible for developing the organization's strategy and acting as a steward for its
vision and mission
Functional Manager
Responsible for the efficiency and effectiveness of a specific area such as accounting or
marketing.
divisional managers
Responsible for parts of an organization that are organized not by function, but by
region or territory or product line
General Manager
responsible for managing a clearly identifiable, revenue producing unit, such as a store,
business unit, or product line
Line managers
leads a team that contributes directly to the products or services the organization
creates
Staff Manager
Leads a group that has indirect inputs like the White House Chief of Staff
Project Manager
Responsible for the planning, execution, and closing of a specific project - often found in
construction, consulting, computer networking, and software development
Changes in Managerial approaches (overseeing work)
, Traditional: controller
New: enabler
Changes in Managerial approaches (Accomplishing Tasks)
Traditional: supervising individuals
New: leading teams
Changes in Managerial approaches (Managing Relationships)
Traditional: conflict/competition
New: collaboration
Changes in Managerial approaches (Leading)
Traditional: autocratic
New: empowering
Changes in Managerial approaches (Designing)
Traditional: maintain stability
New: mobilize for change
Theory X
A person will avoid work as much as possible if they dislike it. Therefore, punishment,
directed, force is needed to get people to work (Macgregor)
Theory Y
A person does not inherently dislike work when they learn to accept it. (Macgregor)
Theory Z
Focus on employee well being on and off the job, increase employee loyalty to an
organization (after the economic boom in asia)
Ethical problems and reasons in business and academia
Safety, abuse, Fraud, privacy, stealing intellectual property
Reasons: Pressures to meet unrealistic deadlines, Desire to further ones career, Desire
to protect ones livelihood
Scientific Management
What is the best way to increase efficiency and productivity of an individual employee.
Administrative mangement (Fayol)
What is the best way to structure an organization so that employees are maximally
efficient and productive
Fredrick Taylor
Father of scientific management
Shovelers Study - started systematic training of employees, Allowed laborers middle
class wages.
Hawthorne Study
A study that showed workers' performance improves when they are singled out and
given special attention and asked for their feedback.
Systems Perspective
Input -> enviornment -> output
Open system (ORGANIZATIONS ARE THIS) - Systems that interact with one another
and their environment
Closed system - Systems that do not interact
Subsystems - independent systems within systems
Contingency view
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