- •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:
18.Describe the positive and negative aspects of conflicts and how team leaders and managers can resolve conflict.
Though many of us tend to view conflict as a negative occurrence, it has both positive and negative aspects, which arise both during and as a result of interactions between conflicting individuals or groups.
The Positive Aspects of Conflict
-Conflict contributes to social change ensuring both interpersonal and intergroup dynamics remain fresh and reflective of current interests and realities
-Conflict serves to “discourage premature group decision making,” forcing participants in the decision making process to explore the issues and interests at stake
-Conflict allows for the reconciliation of the parties’ concerns, which can lead to an agreement benefiting both parties’ needs, and often their relationship and organizations
-Conflict strengthens intragroup unity by providing an outlet for group members to discuss and negotiate their interests within the group. Without intragroup conflict, the health of the group typically declines
-Conflict between groups produces intra-group unity as the conflict provides the opportunity for increased intra-group cooperation while working towards the group’s common goal for the conflict’s outcome
The Negative Aspects of Conflict
-Conflict can distract individuals and groups from their primary purposes, leaving them with less time and resources for other activities. When conflict involves the use of “heavy contentious tactics,” it can cause the individuals or groups involved in the conflict as well as individuals or groups not involved in the conflict to divert time and resources away from other needs
-Conflict can have both short term and long term effects on the physical and psychological health of the individuals involved in or affected by the conflict. In worst case scenarios the psychological consequences can include deep trauma and diminished coping mechanisms
-Conflict can lead to “collective traumas,” which lead to “chosen trauma” and can be transmitted to future generations in the form of resentment against one’s ancestors’ enemies. Chosen trauma gives rise to group identity and keeps the flame of conflict burning.
The three-stage process below is a form of mediation process, which helps team members to do this:
Step 1: Prepare for Resolution
Acknowledge the conflict - the conflict has to be acknowledged before it can be managed and resolved;
Discuss the impact- as a team, discuss the impact the conflict is having on team dynamics and performance;
Agree to a cooperative process- everyone involved must agree to cooperate in to resolve the conflict.
Agree to communicate- the most important thing throughout the resolution process is for everyone to keep communications open;
Step 2: Understand the Situation
Clarify positions- whatever the conflict or disagreement, it's important to clarify people's positions;
Step-3. Preventing Conflict
Dealing with conflict immediately – avoid the temptation to ignore it.
Being open – if people have issues, they need to be expressed immediately and not allowed to fester.
Practicing clear communication – articulate thoughts and ideas clearly.
Practicing active listening – paraphrasing, clarifying, questioning.
Practicing identifying assumptions – asking yourself "why" on a regular basis.
Not letting conflict get personal – stick to facts and issues, not personalities.
Focusing on actionable solutions – don't belabor what can't be changed.
Encouraging different points of view – insist on honest dialogue and expressing feelings.
Not looking for blame – encourage ownership of the problem and solution.
Demonstrating respect – if the situation escalates, take a break and wait for emotions to subside.
Keeping team issues within the team – talking outside allows conflict to build and fester, without being dealt with directly.