- •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:
4.Specify how delegation, empowerment, and decentralization spread authority in an organization.
Delegation of Responsibility and Empowerment
Delegation is an old concept that has been revitalized in the modern organization. It refers to assigning formal authority and responsibility for accomplishing a specific task to another person. If managers do not delegate any of their work, they are acting as individual contributors—not true managers. Delegation relates closely to empowerment, the process by which managers share power with group members, thereby enhancing employees’ feelings of personal effectiveness. Delegation is a specific way of empowering employees, thereby increasing motivation.
Delegation and empowerment lie at the heart of effective management. Following the seven suggestions presented next improves the manager’s chance of increasing productivity by delegating to and empowering individuals and teams. (Note that teams as well as individuals can be the unit of delegation and power sharing, such as asking a team to find a way of filling orders more rapidly.)
1.Assign duties to the right people. The chances for effective delegation and empowerment improve when capable, responsible, well- motivated group members receive the delegated tasks. The manager must be aware of the strengths and weaknesses of staff members to delegate effectively. Vital tasks should not be assigned to ineffective performers.
2.Delegate the whole task. In the spirit of job enrichment, a manager should delegate an entire task to one subordinate rather than dividing it among several. So doing gives the group member complete responsibility and enhances motivation, and gives the manager more control over results.
3.Give as much instruction as needed. Some group members will require highly detailed instructions, while others can operate effectively with general instructions. Many delegation and empowerment failures occur because instruction was insufficient. Dumping is the negative term given to the process of dropping a task on a group member without instructions.
4.Retain some important tasks for yourself. Managers need to retain some high-output or sensitive tasks for themselves. In general, the manager should handle any task that involves employee discipline or the survival of the unit.
5.Obtain feedback on the delegated task. A responsible manager does not delegate a complex assignment to a subordinate, then wait until the assignment is complete before discussing it again. Managers must establish checkpoints and milestones to obtain feedback on progress.
6.Delegate both pleasant and unpleasant tasks to group members. When group members’ assignments include a mixture of pleasant and unpleasant responsibilities, they tend to accept it as fair treatment. Few group members expect the manager to handle all the undesirable jobs. Managers also use a related approach in rotating undesirable tasks among group members.
7.Step back from the details. Many managers make poor delegators because they get too involved with technical details. If a manager cannot let go of details, he or she will never be effective at delegation or empowerment.
Decentralization is the extent to which authority is passed down to lower levels in an organization. It comes about as a consequence of managers delegating work to lower levels. Centralization is the extent to which authority is retained at the top of the organization. Decentralization and centralization lie on two ends of a continuum. No firm operates as completely centralized or decentralized. The term decentralization generally refers to the decentralization of authority.
Many firms centralize and decentralize operations simultaneously. Certain aspects of their operations are centralized, whereas others are decentralized. Fast-food franchise restaurants such as Subway, Long John Silver’s, and Wendy’s illustrate this trend. Central headquarters exercises tight control over such matters as menu selection, food quality, and advertising. Individual franchise operators, however, make human-resource decisions, such as hiring.
An advanced technique of juggling the forces of centralization and decentralization simultaneously is for decentralized units to remain somewhat autonomous, yet cooperate with one another for the common good.