OUTLINE TO ASSIST NOTE-TAKING
PRINCIPLES
OF
MANAGEMENT
(MGT 301)
Dr. Michael B. Marker
Associate Professor
Of
Management
College of Commerce
And
Business Administration
Jacksonville State University
Summer 2015
CHAPTER 1: INNOVATIVE MANAGEMENT FOR A CHANGING WORLD
I.
Definition of MANAGEMENT:
II.
MANAGEMENT FUNCTIONS:
A.
PLANNING:
B.
ORGANIZING:
C.
LEADING:
D.
CONTROLLING:
III.
MANAGEMENT SKILLS:
A.
CONCEPTUAL
B.
HUMAN
C.
TECHNICAL
IV.
TYPES OF MANAGERS
A.
By VERTICAL LEVELS
1.
UPPER:
2.
MIDDLE
3.
LOWER:
B.
By FUNCTIONS (DEPARTMENTS)
1.
PRODUCTION
2.
HR
3.
MARKETING
4.
FINANCE
5.
IT
C.
By AUTHORITY
1.
LINE
2.
STAFF
3.
FUNCTIONAL/PROJECT
V.
MANAGERIAL ROLES:
A.
INFORMATIONAL:
1.
DISSEMINATOR
2.
MONITOR
3.
SPOKESPERSON
B.
INTERPERSONAL:
1.
FIGUREHEAD
2.
LEADER
3.
LIAISON
C.
DECISIONAL:
1.
ENTREPRENEUR
2.
DISTURBANCE HANDLER
3.
RESOURCE ALLOCATOR
4.
NEGOTIATOR
CHAPTER 2: THE EVOLUTION OF MANAGEMENT THINKING
I.
FACTORS/FORCES EFFECTING MANAGEMENT THEORY
A.
SOCIAL
B.
ECONOMIC
C.
POLITICAL
II.
EARLY APPROACHES/CONTRIBUTIONS TO MANAGEMENT THOUGHT
A.
Sumerians---5000-3000 B.C.--Control Records
B.
Egyptians ---3000-0000 B.C.--Pyramids
C.
Israelites ---2000-0000 B.C.—Staff Authority, Span of Control
D.
Romans ---0000-1000 A.D.—Organizing, Chain of Command
E.
Adam Smith--1776--Wealth of Nations. {Father of Economics (Capitalism)}
F.
Robert Owens 1771-1858 (Father of Personnel Management)
III.
APPROACHES/PERSPECTIVES/PHILOSOPHIES/THEORIES OF MANAGEMENT
A.
CLASSICAL PERSPECTIVE OF MANAGEMENT
1.
SCIENTIFIC MANAGEMENT THEORY
a.
Frederick Taylor: (1856-1915) (Father of Scientific Management)
b.
Henry Gantt:
c.
Frank (1924-1864) and Lillian (1878-1972) Gilbreth (Frank = Father of Motion Study)
d.
Eli Whitney:
2.
BUREAUCRATIC MANAGEMENT THEORY
a.
Max Weber (1864-1920)
3.
ADMINISTRATIVE MANAGEMENT THEORY
a.
Henri Fayol (1841-1925) (Father of Process Management)
1.
Administrative/Process/Functional Definition of Management
* Planning
* Organizing
* Coordinating
* Commanding
* Controlling
2.
14 Principles of Management:
1.
Division of Labor
2.
Authority vs. Responsibility
3.
Discipline
4.
Unity of Command
5.
Unity of Direction
6.
Subordination of the Individual tothe Common Good
7.
Remuneration
8.
Centralization vs. De-Centralization
9.
Scalar Chain
10.
Order
11.
Equity
12.
Stability
13.
Initiative
14.
Esprit de Corp
B.
NEO-CLASSICAL (HUMANISTIC) PERSPECTIVE OF MANAGEMENT
1.
HUMANISTIC PERSPECTIVE
a.
Chester Barnard (1886-1961)
1.
Functions of the Executive (1938)
2.
Informal Organization
3.
Acceptancy Theory of Authority
b.
Mary Parker Follett
1.
Knowledge an ingredient to Leadership
2.
Shared Leadership (Empowerment)
2.
HUMAN-RELATIONS THEORY
a.
Elton Mayo (Father of Human Relations Management)
1.
The Hawthorne Studies
1.
Illumination Study
2.
Relay Assembly Test Room
3.
Attitude/Sentiments Study
4.
Bank Wiring Observation Test
b.
Fritz Roethlisberger
c.
William Dickson Management and the Worker (1939)
3.
HUMAN RESOURCES THEORY
a.
Abraham Maslow (1908-1970)
1.
Needs Hierarchy Theory
b.
Douglas McGregor (1906-1964)
1.
X - Y Theory
c.
William Ouchi
1.
Theory Z
4.
BEHAVIORAL SCIENCE THEORY
a.
Psychology, Sociology, Anthropology, and Economics
b.
c.
C.
ORGANIZATIONAL BEHAVIOR (0B)
ORGANIZATIONAL DEVELOPMENT (OD)
OTHER MODERNISTICE MANAGEMENT PERSPECTIVES
1.
MANAGEMENT SCIENCE
a.
OPERATIONS MANAGEMENT
b.
INFORMATION TECHNOLOGY
c.
R&D, MIS, CIS,
2.
SYSTEMS THEORY/APPROACH
a.
Input/Output Process, Mega-System, Sub-system, Open vs. Closed Systems, Entropy,
Synergy
3.
CONTINGENCY APPROACH
4.
TOTAL QUALITY MANAGEMENT (TQM)
a.
Employee Involvement
b.
Customer Focus
c.
Continuous Improvement
d.
Decisions Based on Facts/Information
e.
Team-Building
f.
Bench-marking
5.
LEARNING ORGANIZATIONS
CHAPTER 3: THE ENVIRONMENT AND CORPORATE CULTURE
I.
BUSINESS ENVIRONMENTS
A.
External
1.
Organizational General Environment
a.
International
b.
Technical
c.
Social
d.
Economic
e.
Legal/Political
f.
Natural/Physical (Environmental Advocates)
2.
Organizational Task Environment
a.
Customers
b.
Competitors
c.
Suppliers
e.
Labor
B.
Internal Environment
1.
Corporate Culture
a.
Symbols
b.
Stories
c.
Heroes
d.
Slogans
f.
Ceremonies
CHAPTER 4: MANAGING IN A GLOBAL ENVIRONMENT
I.
Define International Management
II.
Environments that Influence International Management Decisions
A.
Economic
B.
Legal/Political
1.
General Agreement on Tariffs and Trade (GATT)
2.
European Economic Community, or European Union (EU)
3.
North American Free Trade Agreement (NAFTA)
4.
Association of Southeast Asian Nations (ASEAN)
C.
Socio-cultural
1.
Ethnocentrism
III.
Define Multinational Corporation
CHAPTER 5: MANAGING ETHICS AND SOCIAL RESPONSIBILITY
I.
Define Ethics
II.
Define Business/Managerial Ethics
III.
Identify Factors That Influence Organization Ethics
A.
Individual Beliefs and Values of Employees and Managers
B.
Organizational Culture, Policies, Regulations and Rules
IV.
Define Social Responsibility
A.
Identify Organizational Responses to Social Responsibility
B.
Identify Organizational Areas affected by Social Responsibility
C.
Identify Organizational Views toward Social Responsibility
V.
Define/Identify the following Terms
A.
Code of Ethics
B.
Whistle-Blowing
CHAPTER 6: MANAGING SMALL BUSINESS STATR-UPS
I.
Define Entrepreneurship
II.
Define Small Business
III.
Define/Identify the Three Basics Types of Businesses
A.
Sole Proprietorship
B.
Partnership
C.
Corporation
IV.
Identify the Primary Ways Businesses are Financed
A.
Personal Finances
B.
Debt Financing
C.
Equity Financing
V.
Identify the Following Business Related Terms
A.
Franchise
B.
Business Incubator
CHAPTER 7: MANAGERIAL PLANNING AND GOAL SETTING
I.
Define PLANNING:
A.
Knowing where you are
1.
Organization and self audits and assessment
B.
Knowing where you want to go
1.
Goals
2.
Missions
3.
Purpose
4.
Objectives
C.
Knowing how to get there
1.
Plans
II.
Types of Goals and Plans
A.
Strategic
B.
Tactical
C.
Operational
D.
Contingency
III.
Planning Types, Models or Techniques
A.
Management By Objectives--Peter Drucker
B.
Deming Cycle/Wheel or Shewart Cycle
IV.
Planning related Terms
A.
Single-use vs. Standing Plans
CHAPTER 8: STRATEGY FORMULATION AND EXECUTION
I.
Define STRATEGIC MANAGEMENT
II.
Purpose of Strategy
A.
Competitive Advantage
B.
Core Competence
C.
Synergy
D.
Value
III.
Identify/Define various Levels of Strategy
A.
Corporate
B.
Business
C.
Functional
IV.
Identify/Define the following Strategic Management Formulation Process
A.
Situational Analysis
1.
S.W.O.T
a.
Strengths
b.
Weaknesses
c.
Opportunities
d.
Threats
V.
Identify/Define the following Corporate-Level Strategic Technique
A.
Portfolio Strategy
B.
Strategic Business Units (SBUs)
C.
BCG Matrix
1.
Market Share Versus Business Growth Rate
a.
Stars
b.
Question Marks
c.
Cash Cows
d.
Dogs
VI.
Identify/Define Porter’s Business-Level Competitive Forces
A.
New Entrants
B.
Buyers
C.
Suppliers
D.
Substitute Products
E.
Competitors
VII.
Identify/Define Porter’s Business- Level Strategies
A.
Differentiation
B.
Cost Leadership
C.
Focus
VIII.
Identify/Define various Management Strategies
A.
Grand (Overall)
B.
Size Related
1.
Growth
2.
Stability
3.
Retrenchment
C.
IX.
Global
2.
Globalization/Standardization
3.
Multi-domestic/multi-national
4.
Trans-national
Identify/Define the following Functional Level Strategies
A.
Leadership (Mgt/Mkt)
B.
Structural Design
C.
Information Systems
D.
Human Resources
CHAPTER 9: MANAGERIAL DECISION-MAKING
I.
Define Decision-Making
II.
Identify/Define the following Types of Managerial Decisions
A.
Programmed
B.
Non-Programmed
III.
Identify/Describe various Factors that Affects Decision-Making
A.
Certainty
B.
Uncertainty
C.
Ambiguity
D.
Risk
E.
Rewards
F.
Probability
G.
Opportunity Cost
H.
Maximizing Versus Satisficing
I.
Group-think
IV.
Identify/Describe the various Values that Affects Decision-Making
A.
Economic
B.
Political
C.
Religious
D.
Social
E.
Aesthetic
F.
Theoretical
V.
Identify the Six-Step in the Decision-Making Process
A.
Recognize Decision Requirement
B.
Diagnose/Analyze Causes
C.
Development Alternatives
D.
Selected Desired Alternative
E.
Implement Decision
F.
Evaluate and Feedback Results
VI.
Identify/Describe various Managerial Decision-Making Styles.
A.
Directive
B.
Analytical
C.
Conceptual
D.
Behavioral
VII.
Group Decision-Making Terms
A.
Brainstorming
B.
Groupthink
CHAPTER 10: DESIGNING ADAPTIVE ORGANIZATIONS
I.
Define ORGANIZING
II.
Identify/Define Organization Structure
III.
Identify/Define Organization Chart
IV.
Define Authority
V.
Identify Types of Authority based on where it originates
A.
Positional
B.
Delegated
C.
Accepted
VI.
Identify Types of Authority based on power to discipline
A.
Line
B.
Staff
C.
Functional
VII.
Define Responsibility
VIII.
Identify Responsibility based on where it originates
IV.
Identify/Describe the two basic ways organizations are organized
A.
By Departmentalization
1.
By Functions
2.
By Divisions
a.
Product
b.
Location
c.
Customer
3.
Hybrid (Combination)
B.
By Degrees or Levels of Authority & Responsibility
IX.
Identify Types of Organization Structures based on Authority/Responsibility
A.
Line
B.
Staff
C.
Line and Staff
D.
Matrix
E.
Team Based
F.
Network
X.
Identify/describe the following Organization Structure related Terms
A.
Tall vs. Flat Structure
B.
Team-Based Structure
1.
Functional Teams
2.
Cross-Functional Teams
3.
Ad Hoc Teams
4.
Standing Teams
5.
Empowered Teams
XI.
Identify/Describe various Factors Affecting Organization Structure
A.
Goals
B.
Environment
C.
Technology
1.
Types of Job Design Based on Technology
a.
Unit (Small Batch)
b.
Mass Production (Large Batch)
c.
Zone (Continuous Process)
CHAPTER 11: MANAGING CHANGE AND INNOVATION
I.
Define Organizational Change
II.
Identify Forces Influencing Organizational Change
A.
External Forces
1.
Legal---Laws
2.
Political---Influential
3.
Competition
4.
Environmental
5.
Cultural
6.
Technology
7.
Customers
8.
Suppliers
B.
Internal Forces
1.
Goals
2.
Structure
3.
Management
4.
Employees---Labor
III.
Identify Reasons Why People Resist Change
A.
Self-Interest---Fear of Personal Loss
B.
Uncertainty, Misunderstanding, Lack of Understanding, Lack of Trust
C.
Different Goals and Perspectives
Identify Tactics to Overcome Resistance to Change
A.
Communication and Education
B.
Participation
C.
Negotiation
D.
Coercion
IV.
V.
Areas in Organizations to Consider Change
A.
Product/Service
B.
Technology/Process
C.
Structure
D.
People/Culture
VI.
Define Organization Development (OD)
CHAPTER 12: HUMAN RESOURCE MANAGEMENT
I.
Identify/Define HUMAN RESOURCE MANAGEMENT (HRM)
II.
Identify/Describe the Functions Involved in (HRM)
A.
HR Planning
1.
Legal Environment
a.
EEO
b.
EEOC
c.
Affirmative Action
d.
Equal Pay Act of 1963
e.
Civil Rights Act of 1964
f.
Age Discrimination in Employment Act of 1967 (ADEA)
g.
Occupational Safety and Health Act of 1970
h.
Vocational Rehabilitation Act of 1973
i.
Employee Retirement Income Security Act 1975
j.
Consolidated Omnibus Budget Reconciliation Act (COBRA) of 1985
k.
Americans With Disabilities Act of 1990
l.
Civil Rights Act of 1991
m.
n.
B.
Family and Medical Leave Act 1993
Health Insurance Portability Accountability Act 1996
Recruiting
1.
Internal Sources
2.
External Sources
3.
BFOQs
C.
Employee Selection
1.
Job Analysis
2.
Job Descriptions
3.
Selection Devices/Instruments
a.
Application Forms
b.
Interviews
c.
Tests
d.
Validity
e.
Reliability
f.
Assessment Centers
D.
Training and Development
1.
OJT
2.
Training Methods
E.
Performance Appraisal/Evaluation
1.
Evaluation Methods
a.
Global Rating Scales
b.
Behaviorally Anchored Rating Scale (BARS)
c.
Ranking
d.
Forced Choice
2.
HALO Error/Effect
3.
HORN Error/Effect
F.
G.
Compensation Management
1.
Compensation (Pay) Systems
a.
Time-Based System (Hourly Wage)
b.
Job-Based System (Salary)
c.
Performance Based System (Incentive Pay)
d.
Skill-Based System (Competency)
2.
Job Evaluation Systems
a.
Factor System
b.
Point System
c.
Point-factor System
Labor Relations
CHAPTER 13: MANAGING DIVERSITY
I.
Identify/Define the following Terms
A.
Workplace Diversity
B.
Ethnocentrism
C.
Ethno-relativism
D.
Bi-culturalism
E.
Pluralism
F.
Glass Ceiling
G.
Expatriates
CHAPTER 14: UNDERSTANDING INDIVIDUAL BEHAVIOR
I.
Define ORGANIZATION BEHAVIOR
II.
Identify/Describe various Factors that Affect Organization Behavior
A.
Personal Cognitive Factors (Mental Thought Process)
B.
C.
III.
1.
Attitudes
2.
Beliefs
3.
Values
4.
Perception
Personal Behavior Factors (Characteristics)
1.
Personality Traits
a.
Introvert vs Extrovert
b.
Trusting vs Questioning
c.
Conscientious vs Irresponsible
d.
Emotional Stability vs Erratic Traits
e.
Openness vs Closed Acceptance
f.
Type A and Type B Personalities
2.
Decision-Making Styles (Characteristics)
a.
Management Style
1.
Authoritarian vs Bureaucratic vs Consultative vs Participative, etc.
b.
Personality Traits and Problem-Solving Style
1.
Carl Jung, Isabel Briggs Myers, and Katharine Cook Briggs
a.
Myers-Briggs Type Indicator
ai.
Introversion-Extroversion
aii.
Thinking-Feeling
aiii.
Sensing-Intuition
aiv.
Judging-Perceiving
Work-Related Factors
1.
Job Satisfaction
2.
Job Commitment
3.
Job Fit
4.
Job Environment
5.
Cognitive Dissonance
Identify/Define the following Behavior Related Terms
A.
Locus of Control
B.
Authoritarianism
C.
Machiavellianism
D.
Perceptual Selectivity
CHAPTER 15: LEADERSHIP
I.
Define Leadership
II.
Identify/Describe the various LEADERSHIP THEORIES
A.
TRAITS Theory (Personal Characteristics)
1.
Lewin’s Iowa State University Studies “Autocratic, Democratic, Laissez Faire” Leaders 1938-39.
2.
Tannenbaum and Schmidt”s “Leadership Continuum”—“Boss-Centered vs. Subordinate Centered”
1958.
B.
BEHAVIOR Theories
1.
Ohio State University Studies, “Consideration vs Initiating Structure”, 1979.
2.
Likert’s University of Michigan Studies, “Job-Centered vs Employee Centered”, 1979.
3.
Blake and Mouton’s “Managerial Grid”, 1985, or the University of Texas Model, (Leadership Grid)
1985
a.
1,1--Impoverished Management (Laissez Faire Management)
b.
1,9--Country Club Management (Affiliation Management)
c.
5,5--Organization Man, (Middle-of-the-Road, Consultative)
d.
9,1--Sweat Shop Management (Power Management-Authority-Compliance)
e.
9,9--Team Management (Achievement Management, Participative)
C.
CONTINGENCY THEORY
1.
Fiedler’s Contingency Theory
a.
Relationship Oriented vs. Task Oriented Leaders as measured by the Least Preferred
Coworker (LPC) Scale using Three Situation Elements
1.
2.
3.
2.
Leader-member relations
Task structure
Position Power
Hershey Blanchard’s “Situational Theory”--1982, Links Leader’s Behavioral Style with Employee’s
Task Readiness
a.
4-Cell Grid measuring
1.
Delegating--Laissez Faire
2.
Participating--Democratic
3.
Selling--Team
III.
Define Power
IV.
Identify/Describe the various Sources of Power
A.
Position
1.
Legitimate
2.
Reward
3.
Coercive
B.
Personal
1.
Expert
2.
Referent
3.
Information
4.
Relationship
5.
Effort
V.
Define Empowerment
CHAPTER 16: MOTIVATING EMPLOYEES
I.
Define MOTIVATION
II.
Identify/Describe the various types of Rewards
A.
Extrinsic vs. Intrinsic
III.
Identify/Describe the various APPROACHES TO MOTIVATION
A.
Traditional Approach--Reward with Extrinsic Rewards
B.
Human Relations Approach--Added emphasis of Intrinsic Rewards to Extrinsic as result of Hawthorne
Studies
C.
Human Resource Approach--Increased view that employee was valuable contributor to Organizational
performance
D.
Contemporary Approach--Modern approaches to Motivation based on various Theories:
IV.
Identify/Describe the various MOTIVATION THEORIES
A.
CONTENT (NEEDS) THEORIES
1.
HIERARCHY OF NEEDS THEORY— Abraham Maslow, A Theory of Human Motivation, 1943


a.
Physiological needs


b.
Safety and /Security needs


c.
Love and Belongingness needs
d.
Esteem and Social Acceptance
e.
Self-Actualization
2.
ERG Theory---Clayton Alderfer, Existence, Relatedness and Growth, 1972
a.
Existence Needs
b.
Relatedness Needs
c.
Growth Needs
d.
Frustration-Regression Principle
3.
TWO-FACTOR THEORY--Frederic Herzberg, One More Time: How Do You Motivate Employees?
1968
a.
Hygiene/Maintenance/ Dis-satisfier Factors
1.
Working Conditions
2.
Pay



3.
4.
5.
Company Policies
Supervision
Interpersonal Relationships
b.
C.
Motivator/Satisfier
1.
Work Itself
2.
Responsibility
3.
Recognition
4.
Achievement
5.
Personal Growth
4.
ACQUIRED NEEDS THEORY (Achievement Needs Theory)--David McClellan, Human Motivation,
1985
a.
Need for Power
b.
Need for Affiliation
c.
Need for Achievement
B.
PROCESS THEORIES---(How people behave to meet their needs)
1.
EQUITY THEORY--J. Stacy Adams
a.
Input/Output Relationships
2.
EXPECTANCY THEORY---Victor Vroom, Work and Motivation, 1964
3.
EXTENSION OF EXPECTANCY THEORY (EXPANDED)--- Edward Lawler III and Lymon
Porter, “The Effect of Performance on Job Satisfaction”, 1967.
4.
EXPECTANCY THEORY (EXPANSION OF EXTENSION)--- Edward Lawler III, Pay and
Organizational Effectiveness: A Psychological View, 1981
REINFORCEMENT THEORIES--1.
BEHAVIOR MODIFICATION THEORY, B.F. Skinner, Science and Human Behavior, 1953
a.
Positive Reinforcement--Rewards
b.
Negative Reinforcement--Avoidance
c.
Extinction--Withholding
d.
Punishment--Discipline/Reprimand
V.
Identify/Describe the following Job/Work related Factors that may be used for Employee Motivation
A.
Job Design---3 forms
B.
Job Simplification
C.
Job Rotation
D.
Job Enlargement
E.
Job Enrichment
F.
Job Empowerment
VI.
Identify/Describe the Core Job Dimensions of Hackman and Oldman’s Job Characteristics Model
Three Basic Factors
A.
Core Job Dimensions
1.
Skill Variety
2.
Task Identity
3.
Task Significance
4.
Autonomy
5.
Feedback
B.
Psychological States
1.
Meaningfulness of Work
2.
Responsibility in Work
3.
Knowledge of Results
C.
Employee Growth Needs (Personal and Work Outcomes)
1.
Motivation
2.
Performance
3.
Satisfaction, etc.
CHAPTER 17: MANAGING COMMUNICATION
I.
Define COMMUNICATION
II.
Identify/Describe the Steps in the Communication Process
A.
Ideation
B.
Encoding
C.
Sending
D.
Receiving
E.
Decoding
F.
Actuating/Feedback
III.
Identify/Describe the following Communication Related Terms
A.
Channels
B.
MBWA
C.
Grapevine
D.
Centralized vs Decentralized Networks
E.
Barriers
CHAPTER 18: LEADING TEAMS
I.
Define TEAM
II.
Identify/Describe the following TYPES OF TEAMS
A.
Formal
B.
Vertical
C.
Horizontal
D.
Functional
E.
Cross-Functional
F.
Standing Committee
G.
Ad Hoc Committee
H.
Self-Directed Team
III.
Identify/Describe the Typical STAGES OF TEAM DEVELOPMENT
A.
Forming
B.
Storming
C.
Norming
D.
Performing
E.
Adjourning
CHAPTER 19: MANAGING QUALITY AND PERFORMANCE
I.
Define CONTROL
II.
Identify/Describe the Areas Where Organizational Control is Important
A.
Human Resources
B.
Finances
1.
Financial Statement Ratios
a.
Profitability
b.
Liquidity
c.
Activity (Asset)
d.
Leverage (Debt)
e.
Growth
f.
Comprehensive
2.
Budgets
a.
Type of Budgets
1.
Incremental
2.
Zero-Based
b.
Areas that needed Budgeting
1.
2.
3.
4.
C.
D.
E.
Capital
Cash
Expenses
Revenues
Information
Production
1.
Product/Inventory Control
a.
QUALITY of Production
1.
Defects-Rework/Irregulars/Discounts
2.
Rejects-Rework/Salvage
3.
Guarantees/Warrantees
b.
QUANTITY of Production
1.
Inventory-Warehousing/JIT, etc
Time
1.
Scheduling
a.
Human Resources
1.
Traditional 5-Day/8-Hour
2.
4-10
3.
3-12
4.
Flexible
b.
Production/Distribution
1.
Cycle Time
2.
Baseline
3.
Entitlement
III.
Define the following CONTROL related Terms
A.
TQM
B.
Quality Circles
C.
ISO 9000
D.
Bench-marking
E.
Value Added vs. Non-Value Added Activities/Expenses
F.
Six Sigma
IV.
Identify/Describe the primary Principles of Total Quality Management
A.
Customer Focus/Satisfaction
B.
Complete People Involvement
C.
Continuous Improvement
D.
Decisions based on Facts/Information
CHAPTER 19: QUALITY AND PERFORMANCE
APPENDIX: MANAGINGE THE VALUE CHAIN, WEB 2.0 AND E-BUSINESS
I.
Define OPERATIONS MANAGEMENT
II.
Identify the two types of Business Organizations
A.
Manufacturing (Physical Product) Organizations
B.
Service (Non-Physical Product) Organizations
III.
Identify/Describe the following Production/Operations Management Process Related Terms
A.
Supply Chain Management
B.
Product Design
C.
Re-engineering
D.
Process/Product Lay-Out
E.
Procurement
F.
Inventory
G.
JIT
H.
ROP
I.
EOQ
J.
CAD
K.
L.
M.
CAM
Statistical Quality Control
Logistics Management
IV.
Identify/describe INFORMATION TECHNOLOGY
II.
Identify/Describe the following:
A.
Raw Data
B.
Information
C.
Knowledge
D.
Internet
E.
Intranet
F.
WWW
G.
E-business
H.
E-Commerce
I.
MIS
J.
GDSS
K.
DSS
L.
EIS