Management 370: Managing Organizations
Spring 2011 Semester
Exam I Review
Chapter 1:
TRENDS including:
Globalization implications
Technological changes
Knowledge Management
Collaborating across cultures (“boundaries”)
MANAGING FOR COMPETITIVE ADVANTAGE (delivering all below):
Innovation
Quality
Service and speed
Cost competitiveness
MANAGEMENT FUNCTIONS: (define management)
Planning
Organizing
Leading
Controlling
MANAGEMENT LEVELS: Top, Middle, Frontline
MANAGEMENT SKILLS:
Technical
Conceptual and decision
Interpersonal and communication
Emotional intelligence and Self-reliance
Specialist and generalist
Social Capital
Appendix A: EVOLUTION OF MANAGEMENT
Early beginnings—China 1100 BC, etc.
Scientific Approach
Industrial Revolution, economies of scale
Systematic Management—Adam Smith, 19th Century, Specialized Labor and processes
Scientific Management—Frederick Taylor, motion studies, mass production, tedious specialized
jobs
Administrative Management—Henri Fayol, management teachable, etc.
Behavioral Management:
Human Relations 1930s, Mary Parker Follett, Hawthorne Studies
Maslow’s Hierarchy of Needs
Theory X and Theory Y
Bureacracy—20th Century, Max Weber, standardized jobs, formal structure, efficiency
Contemporary Management—Org Behavior, Contingency Approach, Learning Organization
Open System Theory
Chapter 2:
Open System—Inputs, Outputs, interdependent parts, interacts with its external environment
Competitive environment, macroenvironment
External environment—govt. laws and regs; economy; technology; demographics; stakeholders
Competitive environment—competitiors; new entrants (and barriers to entry); Substitutes and
complements; suppliers (and switching costs); Customers (intermediate and final consumers)
Supply Chain Management definition
Environmental scanning
Competitive intelligence
Scenario development
Forecasting
Benchmarking
Empowerment
Buffering
Smoothing
Flexible processes
Independent and cooperative strategies (Table 2.4)
Strategic Maneuvering
Domain selection
Diversification
Merger
Acquisition
Divestiture
Prospectors
Defenders
Organizational Culture—Vision, mission, values, goals
Culture types
Competing-Values Model of Culture (Figure 2.6)
Maintaining, managing, changing culture
Chapter 5:
Ethics—why does it matter?
Personal ethical codes vs. org ethical codes
Business ethics
Moral philosophy
Perspectives—Universalism, egoism, utilitarianism, relativism,
NO Caux Principles or Virtue Ethics
Kohlberg’s Model of cognitive moral development
Sarbanes-Oxley Act (2002)
Business Ethics issues (Table 5.2)
Ethical Climate
Danger signs—how to avoid unethical decisions, behaviors
Ethical leadership
Codes of Ethics
Compliance-based ethics programs vs. integrity-based ethics programs
Ethical decision making process (Figure 5.1)
Costs of ethical failures (Figure 5.2)
Corporate Social Responsibility—economic, legal, ethical, philanthropic, (Figure 5.3)
Balancing Profit Max and corporate social responsibility
Natural environment—green orgs, ecocentric management, sustainable growth
NO Life-cycle analysis
Chapter 12:
Define leader or leadership
Vision
Supervisory vs. strategic leadership
5 Sources of Power—(Text pgs. 298-299)
LEADERSHIP THEORIES:
Trait: Old vs. New trait perspectives
Behavioral:
Task roles vs. maintenance roles
Leader-Member Exchange (LMX) Theory
Autocratic vs. democratic (participative) vs. Lassez-faire leadership styles
Situational Models:
The Leadership Grid (Figure 12.2)
Vroom model (p. 306)
Fiedler’s Contingency Model (p. 307-308)
Task-motivated vs. Relationship- or people-motivated leadership
Hersey and Blanchard’s Situational Theory—psychological maturity, job maturity
Path-Goal Theory (p. 309-310)
Substitutes for leadership
Contemporary models:
Charismatic leadership
Transformational vs. Transactional leadership
Servant leadership
Shared leadership
Level 5 (p. 315)
Authentic leadership
Pseudo transformational leaders
Bridge leader
lateral leadership