- •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:
28. Explain the relationship among motivation, performance, and commitment.
Motivation is a theoretical construct used to explain behavior. It gives the reasons for people's actions, desires, and needs. Motivation can also be defined as one's direction to behavior, or what causes a person to want to repeat a behavior and vice versa.[1] A motive is what prompts the person to act in a certain way, or at least develop an inclination for specific behavior.[2] According to Maehr and Meyer, "Motivation is a word that is part of the popular culture as few other psychological concepts are."
Motivation theories can be classified on a number of bases.
Natural vs. Rational based on whether the underlying theory of human Cognition is based on natural forces (drives, needs, desires) or some kind of rationality (instrumentality, meaningfulness, self-identity).
Content vs. Process based on whether the focus is on the content ("what") motivates vs process ("how") motivation takes place.
The American motivation psychologist Abraham H. Maslow developed the hierarchy of needs consisting of five hierarchic classes. According to Maslow, people are motivated by unsatisfied needs. The needs, listed from basic (lowest-earliest) to most complex (highest-latest) are as follows:[30]
Physiology (hunger, thirst, sleep, etc.)
Safety/Security/Shelter/Health
Social/Love/Friendship
Self-esteem/Recognition/Achievement
Self actualization/achievement of full potential/can never be fully accomplished
In organizational behavior and industrial and organizational psychology, organizational commitment is the individual's psychological attachment to the organization. The basis behind many of these studies was to find ways to improve how workers feel about their jobs so that these workers would become more committed to their organizations. Organizational commitment predicts work variables such as turnover, organizational citizenship behavior, and job performance. Some of the factors such as role stress, empowerment, job insecurity and employability, and distribution of leadership have been shown to be connected to a worker's sense of organizational commitment. employee experiences a 'sense of oneness' with their organization.
Organizational Commitment
A wide variety of definitions and measure of organizational commitment exist. Beckeri, Randal, and Riegel (1995) defined the term in a three dimensions:
a strong desire to remain a member of a particular organization;
a willingness to exert high levels of efforts on behalf of the organization;
a define belief in and acceptability of the values and goals of the organization.
Organizational commitment is determined by a number of factor, including personal factors (e.g., age, tenure in the organization, disposition, internal or external control attributions); organizational factors (job design and the leadership style of one's supervisor); non-organizational factors (availability of alternatives). All these things affect subsequent commitment
Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many[quantify] other areas.
Managing employee or system performance and aligning their objectives facilitates the effective delivery of strategic and operational goals.
Benefits may include:
Direct financial gain
Grow sales
Reduce costs in the organization
Stop project overruns
Aligns the organization directly behind the CEO's goals
Decreases the time it takes to create strategic or operational changes by communicating the changes through a new set of goals
Motivated workforce
Optimizes incentive plans to specific goals for over achievement, not just business as usual
Improves employee engagement because everyone understands how they are directly contributing to the organizations high level goals
Create transparency in achievement of goals
High confidence in bonus payment process
Professional development programs are better aligned directly to achieving business level goals