- •1.Describe the bureaucratic form of organization, and discuss its advantages and disadvantages.
- •2. Explain the major ways in which organizations are divided into departments.
- •3.Describe three modifications of the bureaucratic structure: the matrix organization; flat structures; and the horizontal structure.
- •4.Specify how delegation, empowerment, and decentralization spread authority in an organization.
- •5.Identify major aspects of organizational culture, including its management and control.
- •6.Describe key aspects of managing change, including gaining support for change.
- •7.Describe the process of management, including the functions of management.
- •8.Identify the basic managerial skills and explain how they can be developed.
- •Administrative management
- •3.Bureaucratic management
- •10.Describe the steps in the communication process.
- •9.Identify the major developments in the evolution of management thought.
- •11.Recognise the major types of nonverbal communication in the workplace.
- •12.Explain and illustrate the difference between formal and informal communication channels.
- •13. Identify major communication barriers in organizations.
- •14.Describe how to conduct more effective meetings.
- •15.Develop tactics for overcoming communication barriers.
- •16.Describe the stages of group development.
- •17.Refer to the potential contributions and problems of teams and groups.
- •18.Describe the positive and negative aspects of conflicts and how team leaders and managers can resolve conflict.
- •19.Differentiate between leadership and management.
- •20.Describe how leaders are able to influence and empower members.
- •21.Explain what the term manager means, and identify different types of managers.
- •22.Describe the nature of business strategy.
- •23.Explain how business strategy is developed, including swot analysis.
- •24. Describe how to use Gantt charts and pert planning techniques.
- •25. Describe how to use break-even analysis.
- •26. Explicate decision trees or problem solving and decision making.
- •Decision-making process
- •27. Set out how to identify problems using a Pareto diagram.
- •28. Explain the relationship among motivation, performance, and commitment.
- •Improved management control
- •29. Explain how goal setting is used to motivate people.
- •30. Present an overview of major theories of need satisfaction in explaining motivation.
- •31.Identify major assumptions of Theory X.
- •32.Identify major assumptions of Theory y.
- •33.Dwell upon Contingency theory
- •34. Set out Scientific Management Theory.
- •35.Set out Administrative Management Theory.
- •36.Recite Behavioral Management Theory.
- •37.Propone the Nature of Motivation.
- •38. Set forth Maslow's Hierarchy of Needs.
- •39. State Herzberg's Motivator-Hygiene Theory
- •40. Dwell on Sources of Managerial Power.
- •Legitimate Power
- •Expert power
- •Referent Power
- •Coercive Power
- •Reward Power
- •41.According to the given information create a network and find out critical path.
- •42.According to the given information create a network and find out critical path.
- •43.The company "Garden-plot" produces garden gnomes and sells them at ₤ 60 per unit. The costs of the company are:
- •44.The company "Master Bread" produces pies and sells them at 4000 tenge per unit. The costs of the company are:
- •45.The company "Garden-plot" produces garden gnomes and sells them at ₤ 60 per unit. The costs of the company are:
- •46.The company "Garden-plot" produces garden gnomes and sells them at ₤ 60 per unit. The costs of the company are:
- •47. According to the given information create a Gantt chart.
- •48. According to the given information create a Gantt chart.
- •49. According to the given information create a network.
- •50.According to the given information create a network and find out the Critical path.
- •51.Draw an Ishikawa diagram to improve performance of your Dean Office. Take into account primary and secondary causes related with
- •53.Mini-case the go-slow culture at motorola
- •1. What about the Motorola culture does Zander want to change?
- •2. Speculate on what Zander might do to change the Motorola culture.
- •54. Describe the bureaucratic form of organization, and discuss its advantages and disadvantages.
- •55. Explain the major ways in which organizations are divided into departments.
- •56. There are two measurements. It has been determined the age and income of a number of people, as shown in the Table 1. What can be said about the relationship between the values of the X and y?
- •57. There are two measurements. It has been determined the age and income of a number of people, as shown in the Table 1. What can be said about the relationship between the values of the X and y?
- •58. Consider the project defined by the dependencies in Table. Create a network and find out critical path.
- •59. Consider the project defined by the dependencies in Table. Create a network and find out critical path.
- •60. The company "Snowman" produces New Year's trees and sells them at kzt 4500 per unit. The costs of the company are:
13. Identify major communication barriers in organizations.
Understanding the process of interpersonal exchange of information and techniques to improve your communication skills should help to increase the effectiveness of your management. However, in addition to interpersonal contacts manager must be aware of the barriers to the exchange of information in the organization and methods of improving such an exchange.
Barriers in organizational communications
Garbled message. When information moves internally up and down the meaning of messages is somewhat distorted. This distortion may be due to several reasons. Messages can be distorted inadvertently due to difficulties in interpersonal contacts, as discussed above. Deliberate misrepresentation may occur when a manager does not agree with the message. In this case, the control modifies the message so as to change the meaning of going to his advantage. Information overload. Obstacles in the ways of information exchange can also be due to overloading of communication channels. Alvin Toffler in his book "Future Shock" wrote: "It may well be that the wave of information, perception and overflowing, can markedly suppress the ability to think and act the leaders, tormented by the need to take immediate, continuous, urgent solutions." Head of the absorbed processing incoming information and the need to support the exchange of information is probably not in a position to effectively respond to all information. He is forced to weed out less important information and leave only one that seems to him the most important; the same applies to the exchange of information. Unfortunately the head of the importance of understanding the information may differ from that of other employees understand the organization. Unsatisfactory structure of the organization. In Sec. 3 structure is defined as a logical relationship management levels and functional segments, providing effective achievement of the objectives. If the structure of the organization poorly thought out, the head of the possibility to plan and pursue their goals are narrowed. In an organization with multiple levels of government is increasing the likelihood of distortion of information, as each successive level of control can adjust and filter messages. Some of the most well-managed American companies have moved to a structure "with a small number of management levels and relatively direct channels of information exchange."
14.Describe how to conduct more effective meetings.
Running an effective meeting is crucial to the function of any company or organization. It presents an opportunity to organize, share information, collaborate with diverse team members, and tackle objectives efficiently. Being prepared, taking leadership when needed, and delegating effectively are important elements of effective meetings. Additionally, when conducting meetings, be sure to leverage team energy and engagement as much as possible.
1. Be prepared. Make sure that you have the agenda on hand, a sense of what key points need to be emphasized, and a grasp on the outcomes that need to be reinforced before the meeting ends.
Show up on time. Workplace perception matters. If you show up to meetings 15 minutes early, people will assume that you lack productivity or are using the meeting to take time away from other tasks.
Have a copy of the agenda on hand. While most things are digital these days, sometimes the best thing to do is print off a copy of the agenda so you can take quick notes as needed.
2. Lead the meeting. This means taking steps to ensure all agenda business is resolved and all voices are heard. Belowaresuggestionstoassistwiththis:
Do roll call. Meetings are a means of efficiently disseminating information to a group and also permitting discussion to ensure all persons understand their role in the expected outcomes.Doing roll call ensures that you know who is not in the meeting so they can be approached later and filled in. It also demonstrates that you are serious about the information in the meeting.
Review the agenda. This helps participants focus their attention and understand what will be required of them. Many people attend meetings one after the other and providing an advance organizer can be helpful to focus.
3. Confirm an action plan. An action plan is an ending summary that confirms what actions must follow the meeting. It also presents a plan for going forward that impacts all meeting members. Belowaresomesuggestionsforcreatinganactionplan:
Ensure every objective has a “point person”: The point person is not expected to complete the objective personally; instead, they function as a project manager who connects the people who need to be involved and makes the necessary resources available.[3]
Assign progress reports: These can be formal or informal, but the idea is that the person on point knows to check in after a certain period of time to confirm progress on deliverables.
4. Stay on topic. After each agenda item and its corresponding discussion, briefly summarize outcomes per the group discussion, ask for questions and move on.
5. Schedule the next meeting. By scheduling a meeting while you have everyone present, it ensures that they can respond immediately with schedule conflicts. Additionally, it also means that your meeting will be scheduled as far in advance as possible, preventing conflicts with other meetings.
Collect agenda items via email. When the meeting ends, indicate that you will use the current agenda as a draft for the next meeting and encourage meeting attendees to send agenda items to you that are pertinent to existing objectives.