Which one of the following is not one of the eight steps in the decision making process?

Size: px
Start display at page:

Download "Which one of the following is not one of the eight steps in the decision making process?"

Transcription

1 Attempted by KHURRAM SAEED Question # 1 of 30 ( Start time: 04:44:29 PM ) Total Marks: 1 Which one of the following is not one of the eight steps in the decision making process? Identifying the problem Analyzing alternative solutions Implementing the decision Delegating the decision making Question # 2 of 30 ( Start time: 04:45:05 PM ) Total Marks: 1 Which of the following is not a reason of making an organization? Use modern manufacturing and computer-based technology Adapt to and influence a changing environment Reducing Inflation Create value for owners, customers and employees Question # 3 of 30 ( Start time: 04:46:05 PM ) Total Marks: 1 Collaboration between which of the two departments is most desired for the success of innovation in an organization? Select correct option: Technical and marketing department Technical and finance department Finance and marketing department Marketing and IT department

2 Question # 4 of 30 ( Start time: 04:47:28 PM ) Total Marks: 1 Organizational dimensions fall into two types. One is the structural dimension and the other one is Geographic dimension Environmental dimension Contextual dimension. Hybrid dimension Question # 5 of 30 ( Start time: 04:48:08 PM ) Total Marks: 1 Which one of the following is not an essential element in defining the word organization? Social entity Goal directed Deliberately structured Must be commercial Question # 6 of 30 ( Start time: 04:48:46 PM ) Total Marks: 1 What is the effectiveness criterion for Government? Contribution to community affairs Satisfactory transactions Obedience to laws, regulations Quality of goods and services Question # 7 of 30 ( Start time: 04:49:04 PM ) Total Marks: 1 Which of the following is NOT a mechanism of explicit knowledge management?

3 Data warehousing Knowledge mapping Dialogue Electronic libraries Question # 8 of 30 ( Start time: 04:50:18 PM ) Total Marks: 1 Which one of the following approaches considers the satisfaction of all the stake holders as the best measurement for the performance of an organization? Goal Approach Resource-Based Approach Internal Process Approach Constituency approach Question # 9 of 30 ( Start time: 04:51:43 PM ) Total Marks: 1 In which type of departmental technology, both the task variety and task analyzability are low? Engineering technology Non routine technology Routine technology Craft technology Question # 10 of 30 ( Start time: 04:53:08 PM ) Total Marks: 1 In which one of the following types of culture, Innovation, creativity and risk taking are valued and rewarded? The Mission Culture The Clan Culture The Adaptability Culture The Bureaucratic Culture

4 Question # 11 of 30 ( Start time: 04:54:31 PM ) Total Marks: 1 Task variety and analyzability are the two most important elements for rationalizing and deciding which one of the following, Manufacturing technology Departmental technology Service technology Question # 12 of 30 ( Start time: 04:55:22 PM ) Total Marks: 1 Narratives based on true events that are frequently shared among organizational employees and told to new employees to inform them about an organization are known as, Artifact Rite Ritual Stories Question # 13 of 30 ( Start time: 04:56:27 PM ) Total Marks: 1 Employees of an organization will perform to a narrow range of tasks if there is high level of Formalization Diversity Specialization Decentralization Question # 14 of 30 ( Start time: 04:56:47 PM ) Total Marks: 1

5 Which of the following provides members with a sense of organizational identity and generates a commitment to beliefs and values that are larger than themselves? Tradition Custom Norms Culture Question # 15 of 30 ( Start time: 04:57:40 PM ) Total Marks: 1 Which of the following strategy is to innovate, take risks, seek out new opportunities, and grow? Prospector Defender Reactor Analyzer Question # 16 of 30 ( Start time: 04:58:16 PM ) Total Marks: 1 What is measured as the amount of resources used to produce a unit output? Efficiency Effectiveness Legitimacy Hierarchy Question # 17 of 30 ( Start time: 04:58:52 PM ) Total Marks: 1 What is the reason that most companies want to maintain a smaller size these days. Which one of the following options is true for small size organizations? Companies want to be more responsive to customers

6 Companies want to quickly adjust with external changes Companies with smaller size have been more successful of late All of the above Question # 18 of 30 ( Start time: 04:59:19 PM ) Total Marks: 1 Which type of decisions requires bargaining and conflict resolution? Non Programmed decisions Emergency decisions Programmed decisions None of the given options Question # 19 of 30 ( Start time: 05:00:16 PM ) Total Marks: 1 Which of the following is a formal linkage that occurs when a member of the board of directors of one company sits on the board of directors of another company? Interlocking directorate Professional Linkage Interdepartmental Linkage Board of directorates Question # 21 of 30 ( Start time: 05:02:24 PM ) Total Marks: 1 Which of the following is the problem associated with strong and stable corporate culture? It creates hurdles in changing with turbulent environment It can clash with sub cultures It will make organization learning organization with variety in culture None of the given option is true

7 Question # 22 of 30 ( Start time: 05:03:20 PM ) Total Marks: 1 Engineering department of a large multinational organization is dealing with multiple tasks which are thoroughly monitored. What type of departmental technology is being used in that department? Engineering technology Non routine technology Routine technology Craft technology Question # 23 of 30 ( Start time: 05:04:50 PM ) Total Marks: 1 Strategic Business Unit (SBU) is an example of which type of organizational structure? Functional structure Divisional structure Matrix structure Hybrid Structure Question # 24 of 30 ( Start time: 05:05:53 PM ) Total Marks: 1 Business environment in Pakistan is very dynamic and uncertain. What type of structural design will be suitable here for a multinational company in this situation which has diversified businesses of different products? Select correct option: Geographic structure Matrix structure Divisional structure Functional structure Strengths and Weaknesses of Divisional Organization Structure Strengths 1. Suited to fast change in unstable environment

8 2. Leads to client satisfaction because product responsibility and contact points are clear 3. Involves high coordination across functions 4. Best in large organizations with several products 5. Decentralizes decision making Question # 25 of 30 ( Start time: 05:07:11 PM ) Total Marks: 1 What is meant by the vertical flow of communication from lower level to one or more higher levels in the organization? Upward communication Downward communication Formal Communication Horizontal communication Question # 26 of 30 ( Start time: 05:08:31 PM ) Total Marks: 1 Which of the following may be the barrier for change in an organization? Failure to perceive benefits Uncertainty avoidance Fear of loss All of the given options Question # 27 of 30 ( Start time: 05:08:57 PM ) Total Marks: 1 Which one of the following requires the use of standardized methods of work processing and finding one best way for doing a job? Scientific management Time and motion studies Administration principles Hawthorne studies

9 Question # 29 of 30 ( Start time: 05:10:53 PM ) Total Marks: 1 What is the name of American management guru, who declared that the fortune 500 is over in early 1990 s? John Wohler Adam Smith Peter Drucker Joan Woodward Question # 30 of 30 ( Start time: 05:11:53 PM ) Total Marks: 1 Which one of the following may be the best description for a learning organization? An organization where lot of training takes place An organization where employees are aligned with business strategy An organization which develops a culture of constant learning from the past experiences Attempted by ULFAT JAFERY Question # 1 of 30 ( Start time: 03:47:41 PM) What is the advantage of e-commerce in the large size service businesses like those of banks? Organizations can overcome the barrier of time and place Organizations can manage to risk of financial loss Organizations can have more branches for the customers The Internet tears down boundaries of time and space, enabling-organizations to create entirely new business and reach markets they never could have before. Page 6 Question # 2 of 30 ( Start time: 03:48:38 PM)

10 In which type of organizational structure, a company can become truly global with the maximum use of IT in only a single building? Functional structure Matrix structure Network structure Divisional structure Question # 3 of 30: Organizations are the social entities which are linked with which one of the following aspects. External Environment Internal Environment Hybrid Environment Uncertain Environment Organizations are (1) social entities that (2) are goal directed (3) are designed as deliberately structured and coordinator activity systems, and (4) are linked to the external environment. Question # 4 of 30 ( Start time: 03:50:36 PM) Who proposed division of labor? Jean Woodwards F W Taylor Henri Fayol Adam Smith Adam Smith, an early economist, suggested that productivity would rise significantly when the division of labor principle was usedadam Smith, an early economist, suggested that productivity would rise significantly when the division of labor principle was used. Question # 5 of 30 ( Start time: 03:51:37 PM) Interpersonal skills of employees are most important for which type of the following business? Service organization Manufacturing organization

11 None of them Both of them Service employees need social and interpersonal skills as well as technical skills. Page 60 Question # 6 of 30 ( Start time: 03:52:16 PM) Why do the companies use venture teams under the ambidextrous approach in the organizations? To produce more entrepreneurs in the organizations To enhance the level of innovation in the organization To enhance the company profits through this approach Venture teams are a recent technique used to give free rein to creativity within organizations. Page 105 Question # 7 of 30 ( Start time: 03:53:48 PM) Which one of the following types of forces creates pressure on management to copy or model the practices of other organizations when the situation is indecisive and uncertain? Mimetic force Coercive force Normative force Mimetic Forces: Most organizations especially business organizations, face great uncertainty. It is not clear to senior executives exactly what products, services, or technologies will achieve desired goals, and sometimes the goals themselves are not clear. In the face of this uncertainty mimetic forces occur, which is the pressure to copy or model other organizations. Question # 8 of 30 ( Start time: 03:54:46 PM) Which one of the following is not a basic function of management? Planning Organizing Motivating Controlling

12 Question # 9 of 30 ( Start time: 03:55:18 PM) Which of the following is a part of organizational culture? Values Beliefs Feelings All of the given options Question # 10 of 30 ( Start time: 03:55:41 PM) According the population Ecology view, which factor determines about the survival and failure of organizations? Changing environment Stable environment Low uncertainty environment Low moderate uncertainty environment According to the population ecology view, when looking at an organizational population as a whole, the changing environment determines which organizations survive or fail. Question # 11 of 30 ( Start time: 03:56:33 PM) What type of change is more suitable in an environment which is stable? Incremental change Random change Business process re-engineering Question # 12 of 30 ( Start time: 03:57:08 PM) Which of the following structure promotes a focus on teamwork and collaboration? Hybrid structure

13 Vertical Structure Horizontal Structure HORIZONTAL STRUCTURE Strangths: 4. Promotes a focus on teamwork and collaboration Question # 13 of 30 ( Start time: 03:57:47 PM) Which one of the following decision approaches indicated that organization level decisions involved many managers and that a final choice was based on a coalition among those mangers? Carnegie Model Garbage Can Model Incremental decision process model Research by the Carnegie group indicated that organization level decisions involved many managers and that a final choice was based on a coalition among those mangers. Question # 14 of 30 ( Start time: 03:59:07 PM) Which of the following formally stated definitions of business scope and outcomes the organization is trying to achieve? Operative goals Strategic goals Big goals Technical goal Official goal statements typically define business operations, Page 17 Question # 15 of 30 ( Start time: 04:00:07 PM) Which of the following is the first stage in the development of the organization? Elaboration Stage Formalization Stage

14 Collectivity Stage Entrepreneurial Stage 1. Entrepreneurial Stage: When an organization is born, page 83 Question # 16 of 30 ( Start time: 04:01:01 PM) When the environmental domain of an organization remains same over a period of time then it is called as, Simple environment Complex environment Stable environment Unstable environment Question # 17 of 30 ( Start time: 04:01:28 PM) An important phenomenon of modern day organization is the use of Information Technology Classical Management Television Bureaucratic Structure Question # 18 of 30 ( Start time: 04:02:11 PM) How many steps are involved in the rational decision making approach? Three Five Eight None of the given options Question # 19 of 30 ( Start time: 04:03:39 PM) Which of the following can be organized according to individual product, services, product groups, major projects or programs, divisions, businesses, or profit centers?

15 Matrix structure Geographical structure Divisional structure Functional structure The term divisional structure is used here as the generic term for what is some times called a product structure or strategic business units. With this structure, divisions can be organized according to individual product, services, product groups, major projects or programs, divisions, businesses, or profit centers. The distinctive feature of a divisional structure is that grouping is based. Question # 20 of 30 ( Start time: 04:04:36 PM) Which one of the following may be the best description for a learning organization? An organization where lot of training takes place An organization where employees are aligned with business strategy An organization which develops a culture of constant learning from the past experiences Question # 21 of 30 ( Start time: 04:06:03 PM) Which of the following directs the attention toward the production and delivery of value to the customer? Horizontal Structure Vertical Structure Hybrid structure Horizontal structure Directs the attention of everyone toward the production and delivery of value to the customer Question # 22 of 30 ( Start time: 04:07:19 PM) Which of the following is characterized by strategic focus on the external environment through flexibility and change to meet customer needs? Bureaucratic culture Clan culture Mission culture

16 Entrepreneurial culture The adaptability / entrepreneurial culture is characterized by strategic focus on the external environment through flexibility and change to meet customer needs, the culture encourages. Question # 23 of 30 ( Start time: 04:08:38 PM) What is the reason that most companies want to maintain a smaller size these days. Which one of the following options is true for small size organizations? Companies want to be more responsive to customers Companies want to quickly adjust with external changes Companies with smaller size have been more successful of late All of the above Question # 24 of 30 ( Start time: 04:10:04 PM) In the American market, Phillips Corporation temporarily has adopted a strategy of temporarily using the organic structure for generation of new ideas whenever needed. Which one of the following techniques they are using for maintaining an ambidextrous approach in the organization? Switching structures Separate creative department Venture teams All of the above Switching Structures:Switching structures mean an organization creates an organic structure when such as structure is needed for the initiation of new ideas. Someof the ways organizations have switched structures to achieve the ambidextrous approach are as follow. Question # 25 of 30 ( Start time: 04:11:24 PM) What is the effectiveness criterion for Suppliers? Contribution to community affairs Satisfactory transactions Obedience to laws, regulations Quality of goods and services

17 Question # 26 of 30 ( Start time: 04:12:25 PM) Which of the following may be the barrier for change in an organization? Failure to perceive benefits Uncertainty avoidance Fear of loss All of the given options Question # 27 of 30 ( Start time: 04:13:03 PM) Which one of the following is not a part of horizontal linkages model? Specialization Boundary Spanning Horizontal Linkages Total Quality Management Ref: HORIZONTAL LINKAGES MODEL The organization design for achieving new product innovation involves three components --- departmental specialization, boundary spanning, and horizontal linkages. (Page no 108 of handouts) Question # 28 of 30 ( Start time: 04:13:52 PM) Identify which of the following organizations possess a strong and flexible culture. Flat structure organizations Bureaucratic organizations Learning organization None of the given options Learning organization has strong, adaptive cultures that incorporate the following values. Question # 29 of 30 ( Start time: 04:15:06 PM) Which one of the following describes that organizations should try to adapt to the changes in their external environment? Contingency theory

18 Scientific Management theory Theory X Theory Y Question # 30 of 30 ( Start time: 04:15:41 PM) Which of the following strategy is to innovate, take risks, seek out new opportunities, and grow? Prospector Defender Reactor Analyzer Attempted by ABDUL SABOOR Question: Imran is a general manager in a restaurant. According to the nature of the business, which one of the following is the most important resource of his organization? Capital Inventory Human resource Building Question # 3 of 30 ( Start time: 04:19:40 PM ) Total Marks: 1 What has been the impact of IT on the internal and external coordination of the organizations? Coordination has improved because of IT Page# 75 Coordination has reduced because of IT Coordination has no impact because of IT Coordination is not required because of IT Question # 4 of 30 ( Start time: 04:20:25 PM ) Total Marks: 1 An external environment may consist of different sub divisions or sectors. Which one of the following is a sub division of external environment?

19 Government regulations Economic conditions Industry's situation All of them Question # 6 of 30 ( Start time: 04:22:37 PM ) Total Marks: 1 Which of the following is not a part of Porters model and strategies? Differentiation Low-cost leadership Focus Real GDP Question # 7 of 30 ( Start time: 04:23:13 PM ) Total Marks: 1 Which one of the following is NOT a step in the process of ecological change? Variation Selection Innovation Retention Question # 8 of 30 ( Start time: 04:23:43 PM ) Total Marks: 1 Which of the following is a component of organizational design for the innovation of new product which means that technical, marketing and production people share ideas and information and the decision to launch a new product is ultimately a joint decision among all three departments. Departmental specialization Boundary spanning Horizontal linkages Page 107 Question # 9 of 30 ( Start time: 04:24:24 PM ) Total Marks: 1

20 Business environment in Pakistan is very dynamic and uncertain. What type of structural design will be suitable here for a multinational company in this situation which has diversified businesses of different products? Geographic structure Matrix structure Divisional structure Functional structure Question # 10 of 30 ( Start time: 04:25:27 PM ) Total Marks: 1 Which one of the following means the radical redesigning of business processes to bring about dramatic performance improvements? Incremental change Re-engineering Total Quality Management Page Reengineering is a cross functional initiative involving the radical redesign of business processes to bring about simultaneous changes in culture, structure, and information technology and produce dramatic performance improvements in areas such as customer service, quality, cost and speed. Question: Which of the following is the lowest form of interdependence among departments? Sequential Reciprocal Pooled None of the given options Pooled: Pooled interdependence is the lowest form of interdependence among departments.(p-63) Question # 12 of 30 ( Start time: 04:26:54 PM ) Total Marks: 1 At which stage of organization life cycle development, red tape crisis becomes pertinent in the organization? Entrepreneurial stage

21 Collectivity stage Formalization stage page 83 Elaboration stage Question # 13 of 30 ( Start time: 04:27:53 PM ) Total Marks: 1 Which of the following identifies the grouping together of individuals into departments and of departments into the total organization? Organization policy Organization structure Organization environment Organization reputation Question # 14 of 30 ( Start time: 04:28:40 PM ) Total Marks: 1 Which of the following structure promotes a focus on teamwork and collaboration? Hybrid structure Vertical Structure Horizontal Structure Question # 15 of 30 ( Start time: 04:29:06 PM ) Total Marks: 1 Which one of the following is a type of culture that is characterized by strategic focus on the external environment through flexibility and change to meet customer needs and it can also detect signals for the external environment? The Mission Culture The Clan Culture The Adaptability Culture The Bureaucratic Culture The adaptability / entrepreneurial culture is characterized by strategic focus on the external environment through flexibility and change to meet customer needs. Question # 16 of 30 ( Start time: 04:29:44 PM ) Total Marks: 1

22 Which one of the following was a contribution of Joan Woodward, who was a British industrial sociologist? Study of services technology Study of computer technology Study of manufacturing technology Question # 17 of 30 ( Start time: 04:30:34 PM ) Total Marks: 1 Which one of the following includes the assignment of goals and tasks to be accomplished by employees? Job design Job rotation Job satisfaction Job motivation JOB DESIGN Job design includes the assignment of goals and tasks to be accomplished by employees. (Page-65) Question # 18 of 30 ( Start time: 04:31:11 PM ) Total Marks: 1 For which type of culture, managers tend to be somewhat isolated, political and bureaucratic and as a result, they do change their strategies quickly to adjust for taking advantage of changes in their business environments? Adaptive Corporate Culture Unadaptive Corporate Culture Page 94 in table Both of the above Question # 19 of 30 ( Start time: 04:32:22 PM ) Total Marks: 1 Which one of the following may be the best description for a learning organization? An organization where lot of training takes place

23 An organization where employees are aligned with business strategy An organization which develops a culture of constant learning from the past experiences Learning organizations keep everyone in constant touch with the environment so they can spot threats and opportunities, enabling the organization to respond immediately. Question # 20 of 30 ( Start time: 04:33:42 PM ) Total Marks: 1 The visual and graphical display of the structure of an organization is called, Organizational graph Organizational chart Organizational matrix Gant chart Question # 21 of 30 ( Start time: 04:34:30 PM ) Total Marks: 1 Which of the following means that one thing depends on other things, and for organizations to effective, there must be a goodness of fit between their structure and the conditions in their external environment? Contingency Page 4 Competency Consistency None of the given option Question # 22 of 30 ( Start time: 04:35:03 PM ) Total Marks: 1 At which stage of organization life cycle development, activities like installation of rules, procedures and development of control systems are performed? Entrepreneurial stage Collectivity stage Formalization stage page 83 Elaboration stage

24 Question # 23 of 30 ( Start time: 04:36:00 PM ) Total Marks: 1 Philips Electronics has a stable market share and wants to maintain it. For this purpose, top management avoids risk taking and keeps making efforts for enhancing internal efficiency of different operations. Which of the following strategy is being used by them? Defender Analyzer Prospector Reactor Question # 24: When activities among departments require strong coordination over a long period of time, then which one of the following is often the solution? Task force Full time integrator Cross functional team Functional team When activities among departments require strong coordination over a long period of time, a cross functional team is often the solution. Question # 25 of 30 ( Start time: 04:37:53 PM ) Total Marks: 1 At which stage of organization life cycle development, large number of employees cause problems and need for effective leadership remains high in the organization? Entrepreneurial stage Collectivity stage Formalization stage Crisis: Need for leadership as the organization starts to grow, the larger number of employees causes problems. The creative and technically oriented owners are confronted with management Page 83 Question # 26 of 30 ( Start time: 04:39:25 PM ) Total Marks: 1 Boundary spanning, planning, and forecasting is normally associated with which one of the following,

25 Low moderate uncertainty environment Low uncertainty environment High-moderate uncertainty High uncertainty environment The high uncertainty environment is both complex and unstable and is the most difficult environment from a management perspective. Organizations are large and have many departments, but they are also organic. A large number of management personnel are assigned to coordination and integration, and the organization uses boundary spanning, planning, and forecasting. Question # 27 of 30 ( Start time: 04:40:10 PM ) Total Marks: 1 Which of the following has a primary focus on the involvement and participation of the organization s members and on rapidly changing expectations, from the external environment? Bureaucratic culture Clan culture Mission culture Entrepreneurial culture THE CLAN CULTURE The clan culture has a primary focus on the involvement and participation of the organization s members and on rapidly changing expectations, from the external environment. Page 91 Question # 28 of 30 ( Start time: 04:41:08 PM ) Total Marks: 1 What type of quality enhancement mechanism infuses quality values throughout every activity within a company through a slow but a step wise process? Total Quality Management page 101 Business Process Re-engineering MBO All of the above Question # 29 of 30 ( Start time: 04:41:46 PM ) Total Marks: 1 Which one of the following lies higher in the hierarchy? Administrative core Technical core

26 Both have same hierarchy level The administrative core is above the technical core in the hierarchy. Page 109 Question # 30 of 30 ( Start time: 04:42:37 PM ) Total Marks: 1 Employees of an organization will perform to a narrow range of tasks if there is high level of Formalization Diversity Specialization Decentralization

ENVIRONMENT FACTORS TO ACHIEVE STRATEGIC OBJECTIVES IN COMPANIES

ENVIRONMENT FACTORS TO ACHIEVE STRATEGIC OBJECTIVES IN COMPANIES Bulletin of the Transilvania University of Braşov Vol. 3 (52) - 2010 Series V: Economic Sciences ENVIRONMENT FACTORS TO ACHIEVE STRATEGIC OBJECTIVES IN COMPANIES Lucian GUGA 1 Abstract: Strategic management

More information

CHAPTER 13 CONFLICT, POWER, AND POLITICS

CHAPTER 13 CONFLICT, POWER, AND POLITICS CHAPTER 13 CONFLICT, POWER, AND POLITICS Chapter 13 MULTIPLE CHOICE 1 Which term is defined as the behaviour that occurs among organizational groups when participants identify with one group and perceive

More information

Management. Part III: Organizing Ch. 10. Organization design

Management. Part III: Organizing Ch. 10. Organization design Management Part III: Organizing Ch. 10. Organization design Dan C. Lungescu, PhD, assistant professor 2015-2016 Course outline Management Part I: Introduction Part II: Planning Part III: Organizing Part

More information

During strategy implementation, the organization follows through on the chosen strategy

During strategy implementation, the organization follows through on the chosen strategy Human Resources Chapter 2: Strategic Human Resource Management The goal of strategic management in an organization is to deploy and allocate resources in a way that gives it a competitive advantage. Resources

More information

Chapter 7. Management, Leadership, and the Internal Organization

Chapter 7. Management, Leadership, and the Internal Organization Chapter 7 Management, Leadership, and the Internal Organization Learning Objectives 1 Define management and the three types of skills necessary for managerial success. 5 Contrast the types of business

More information

Organizational structures emphasize employee behaviors and reporting structures to determine how the works gets done. The structure defines authority

Organizational structures emphasize employee behaviors and reporting structures to determine how the works gets done. The structure defines authority 1 2 Organizational design deals with aligning structures and resources to accomplish the vision and mission of the organization. It includes evaluating differentiation, strategy, growth, and efficiency.

More information

MT2050 NAU Week 2 Chapter 1 & 2 Quiz

MT2050 NAU Week 2 Chapter 1 & 2 Quiz Name: Class: Date: MT2050 NAU Week 2 Chapter 1 & 2 Quiz Multiple Choice Identify the letter of the choice that best completes the statement or answers the question. 1. Which of the following is not a function

More information

Corporate Culture and Change Management

Corporate Culture and Change Management Corporate Culture and Change Management Business Policy Please note that these slides are not intended as a substitute to reading the recommended text for this course. 0 Objectives Understand the importance

More information

Managing in the Global Environment

Managing in the Global Environment Chapter Six What Is the Global Environment? Managing in the Global Environment Global Environment Set of forces and conditions in the world outside the organization s boundaries that affect the way it

More information

1. Organizational structure refers to the totality of a firm's organization.

1. Organizational structure refers to the totality of a firm's organization. Chapter 14 The Organization of International Business True / False Questions 1. Organizational structure refers to the totality of a firm's organization. True False 2. A firm's organizational culture refers

More information

2. Organization structure identifies the grouping together of individuals into departments and of departments into the total

2. Organization structure identifies the grouping together of individuals into departments and of departments into the total Test Bank Organization Theory and Design 12th Edition by Richard L. Daft https://testbankarea.com/download/organization-theory-design-12th-edition-test-bankrichard-l-daft/ Organization Theory And Design

More information

BBA VIII Semester. Strategic Management. POST RAJ POKHAREL M.Phil. (TU) 01/2010), Ph.D. in Progress

BBA VIII Semester. Strategic Management. POST RAJ POKHAREL M.Phil. (TU) 01/2010), Ph.D. in Progress BBA VIII Semester Strategic Management POST RAJ POKHAREL M.Phil. (TU) 01/2010), Ph.D. in Progress 1 Institutionalizing Strategy Institutionalizing Strategy Concepts, Structuring an effective organization,

More information

Chapter 7 Management and leadership

Chapter 7 Management and leadership Chapter 7 Management and leadership Leadership and management Definitions of leadership Leadership means giving a lead to others. A leader gives guidance and direction, and other ( followers ) follow the

More information

Thomas S. Bateman Mclntire School of Commerce, University of Virginia. Scott A. Snell Darden Graduate School of Business, University of Virginia

Thomas S. Bateman Mclntire School of Commerce, University of Virginia. Scott A. Snell Darden Graduate School of Business, University of Virginia Thomas S. Bateman Mclntire School of Commerce, University of Virginia Scott A. Snell Darden Graduate School of Business, University of Virginia McGraw-Hill Irwin Chapter 1 o Managing 2 Managing in the

More information

Understanding and Managing Organizational Behavior

Understanding and Managing Organizational Behavior Understanding and Managing Organizational Behavior Course Description This course is an examination of human relations theory and individuals, group, and organizational performance in relation to organizational

More information

Cork Institute of Technology. Summer 2006 Business Management (Time: 3 Hours)

Cork Institute of Technology. Summer 2006 Business Management (Time: 3 Hours) Cork Institute of Technology Bachelor of Business Studies (Honours) in Information Systems - Stage 1 Answer All Questions from Section A and THREE out of Five Questions in Section B. Use attached answer

More information

Organizational Behaviour

Organizational Behaviour Bachelor of Commerce Programme Organizational Behaviour Managerial Function Managerial Practices The Da Vinci Institute for Technology Management (Pty) Ltd Registered with the Department of Education as

More information

Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall 11-1

Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall 11-1 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall 11-1 Learning objectives Define authority, reliability, responsibility, and accountability in projects Identify, define, and organize

More information

Chapter 02 The Environment and Corporate Culture

Chapter 02 The Environment and Corporate Culture Chapter 02 The Environment and Corporate Culture TRUEFALSE 1. The most recent U.S. census data show that about one-third of all babies born 2011 were members of minority group. 2. The task environmental

More information

Managing for Quality and Competitiveness

Managing for Quality and Competitiveness Managing for Quality and Competitiveness McGraw-Hill/Irwin Copyright 2014 by The McGraw-Hill Companies, Inc. All rights reserved. CHAPTER 6 The Nature of Management CHAPTER 7 Organization, Teamwork, and

More information

Chapter 3 I f n o f rmat ma ion S n y S s y t s e t ms, ms Org Or a g niz n a iz t a ions n, s a nd n d St S ra r t a e t gy VIDEO CASES

Chapter 3 I f n o f rmat ma ion S n y S s y t s e t ms, ms Org Or a g niz n a iz t a ions n, s a nd n d St S ra r t a e t gy VIDEO CASES Chapter 3 Information Systems, Organizations, and Strategy VIDEO CASES Case 1: National Basketball Association: Competing on Global Delivery with Akamai OS Streaming Case 2: IT and Geo-Mapping Help a Small

More information

Chapter 6 Reinforcing New Behaviors MULTIPLE CHOICE

Chapter 6 Reinforcing New Behaviors MULTIPLE CHOICE Chapter 6 Reinforcing New Behaviors MULTIPLE CHOICE 1. is designed to surface any misalignment that may exist between patterns of internal behavior and a desired new strategy. a. People alignment b. Diagnosis

More information

ACSC105. Information Systems, Organizations and Strategy. Outline

ACSC105. Information Systems, Organizations and Strategy. Outline ACSC105 Information Systems, Organizations and Strategy Week/Lecture 4 Eleni Michailidou Resources: Dr. Panos Constantinides & Prentice Hall Slides Outline Case Study Discussion (ebay) Case Study Discussion

More information

DEPARTMENT OF MECHANICAL ENGINEERING FOURTH SEMESTER MG6851 PRINCIPLES OF MANAGEMENT QUESTION BANK UNIT I - INTRODUCTION TO MANAGEMENT AND

DEPARTMENT OF MECHANICAL ENGINEERING FOURTH SEMESTER MG6851 PRINCIPLES OF MANAGEMENT QUESTION BANK UNIT I - INTRODUCTION TO MANAGEMENT AND DEPARTMENT OF MECHANICAL ENGINEERING FOURTH SEMESTER MG6851 PRINCIPLES OF MANAGEMENT QUESTION BANK UNIT I - INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS (2 MARKS) 1. What is Management? (M-12) Management

More information

Management. Part III: Organizing Ch. 9. Organizational structure

Management. Part III: Organizing Ch. 9. Organizational structure Management Part III: Organizing Ch. 9. Organizational structure Dan C. Lungescu, PhD, assistant professor 2015-2016 Course outline Management Part I: Introduction Part II: Planning Part III: Organizing

More information

Fundamentals of Human Resource Management 12th Edition Test Bank DeCenzo

Fundamentals of Human Resource Management 12th Edition Test Bank DeCenzo Fundamentals of Human Resource Management 12th Edition Test Bank DeCenzo Completed downloadable package TEST BANK for Fundamentals of Human Resource Management 12th Edition by David A. DeCenzo, Stephen

More information

FOURTH EDITION. BUSINESS REVIEW BOOKS Management. Patrick J. Montana. Bruce H. Charnov BARRON'S

FOURTH EDITION. BUSINESS REVIEW BOOKS Management. Patrick J. Montana. Bruce H. Charnov BARRON'S BUSINESS REVIEW BOOKS Management FOURTH EDITION Patrick J. Montana Professor of Management Fordham University Schools of Business Bruce H. Charnov Associate Professor of Management Frank G. Zarb School

More information

Organizational Behavior and Organizational Change Organizational Structure. Roger N. Nagel Senior Fellow & Wagner Professor.

Organizational Behavior and Organizational Change Organizational Structure. Roger N. Nagel Senior Fellow & Wagner Professor. Organizational Behavior and Organizational Change Organizational Structure Roger N. Nagel Senior Fellow & Wagner Professor 1 Topics This Presentation What Is Organizational Structure? Common Organization

More information

4.1 Organizational Charts and Designs 4.2 Centralized and Decentralized Organization 4.3 Span of Control

4.1 Organizational Charts and Designs 4.2 Centralized and Decentralized Organization 4.3 Span of Control 4. Organizing 4.1 Organizational Charts and Designs 4.2 Centralized and Decentralized Organization 4.3 Span of Control 4.4 Authority and Unity of Command 4.5 Incentives and Motivation Tools 4.6 Maslow

More information

Transitioning from an Entrepreneurship to a Professionally Managed Firm

Transitioning from an Entrepreneurship to a Professionally Managed Firm Transitioning from an Entrepreneurship to a Professionally Managed Firm Objectives What do the Data say about Growth Expectations Overview of the Concept of Growing Pains Evaluation of Your Business Growing

More information

Why Information Systems? The Information Systems Revolution. Emergence of Global Economy. Emergence of Global Economy

Why Information Systems? The Information Systems Revolution. Emergence of Global Economy. Emergence of Global Economy Why Information Systems? The Information Systems Revolution Four power worldwide changes have altered the environment of business Emergence of Global Economy Transformation of Industrial Economies Transformation

More information

Topic 1. To answer the previous question, one has to understand how a management theory is built.

Topic 1. To answer the previous question, one has to understand how a management theory is built. 1 Topic 1 Study Unit 2: The Evolution of Management Theory Why study Management Theory? Business literature abounds with theories that contradict each other or that simply do not work. How then does a

More information

Organizationa Behavior and Management

Organizationa Behavior and Management Organizationa Behavior and Management Ninth Edition John M. Ivancevich Hugli Roy and Lillie Cram Cullen Chair and Professor of Organizational Behavior and Management, C. T. Bauer College of Business, University

More information

ICMA PRACTICES FOR EFFECTIVE LOCAL GOVERNMENT LEADERSHIP Approved by the ICMA Executive Board June 2017; effective November 2017

ICMA PRACTICES FOR EFFECTIVE LOCAL GOVERNMENT LEADERSHIP Approved by the ICMA Executive Board June 2017; effective November 2017 Reorganization The Credentialing Advisory Board proposed, and the Leadership Advisory and Executive Boards agreed, that the ICMA Practices should be organized as a narrative rather than a list. The following

More information

M A N A G E M E N T F U N D A M E N T A L S I N T R O D U C T I O N T O M A N A G E M E N T G R A D U A T E D I P L O M A I N M A N A G E M E N T

M A N A G E M E N T F U N D A M E N T A L S I N T R O D U C T I O N T O M A N A G E M E N T G R A D U A T E D I P L O M A I N M A N A G E M E N T M A N A G E M E N T F U N D A M E N T A L S I N T R O D U C T I O N T O M A N A G E M E N T G R A D U A T E D I P L O M A I N M A N A G E M E N T M A N A G I N G I N T U R B U L E N T T I M E S 18/05/2017

More information

M A N A G E M E N T F U N D A M E N T A L S I N T R O D U C T I O N T O M A N A G E M E N T G R A D U A T E D I P L O M A I N M A N A G E M E N T

M A N A G E M E N T F U N D A M E N T A L S I N T R O D U C T I O N T O M A N A G E M E N T G R A D U A T E D I P L O M A I N M A N A G E M E N T M A N A G E M E N T F U N D A M E N T A L S I N T R O D U C T I O N T O M A N A G E M E N T G R A D U A T E D I P L O M A I N M A N A G E M E N T M A N A G I N G I N T U R B U L E N T T I M E S 24/03/2017

More information

CHAPTER 2 THE EVOLUTION OF MANAGEMENT THOUGHT LEARNING OBJECTIVES. To describe the evolution of management theory.

CHAPTER 2 THE EVOLUTION OF MANAGEMENT THOUGHT LEARNING OBJECTIVES. To describe the evolution of management theory. CHAPTER 2 THE EVOLUTION OF MANAGEMENT THOUGHT LEARNING OBJECTIVES To describe the evolution of management theory. To explain the principle of job specialization and division of labor. To identify the principles

More information

Chapter 4: Internal Assessment

Chapter 4: Internal Assessment Chapter 4: Internal Assessment 1 Comprehensive Strategic Management Model External Audit Chapter 3 Vision & Mission Statements Chapter 2 Long-Term Objectives Chapter 5 Generate, Evaluate, Select Strategies

More information

PELLISSIPPI STATE COMMUNITY COLLEGE MASTER SYLLABUS PRINCIPLES OF MANAGEMENT BUSN 2330

PELLISSIPPI STATE COMMUNITY COLLEGE MASTER SYLLABUS PRINCIPLES OF MANAGEMENT BUSN 2330 PELLISSIPPI STATE COMMUNITY COLLEGE MASTER SYLLABUS PRINCIPLES OF MANAGEMENT BUSN 2330 Class Hours: 3.0 Credit Hours: 3.0 Laboratory Hours: 0.0 Revised: Fall 2014 Catalog Course Description: This course

More information

Multiple Choice Questions

Multiple Choice Questions Chapter 10: Organizing 1 CHAPTER INTRODUCTION Multiple Choice Questions 132. Which of the following statements accurately describe the use of organization structures in the contemporary business environment?

More information

Organizational Design

Organizational Design Defining Organizational Design 2 Organizational Design Entails the structuring of the various components of the organization into patterns appropriate to meet environmental demands Mantra: Structure aligns

More information

Organizational Design

Organizational Design A Guide for Sustainable Entrepreneurs SUSTAINABLE ENTREPRENEURSHIP PROJECT Dr. Alan S. Gutterman : A Guide for Sustainable Entrepreneurs Published by the Sustainable Entrepreneurship Project (www.seproject.org)

More information

Organizational Theory

Organizational Theory Organizational Theory Lothar Fuhr 21.07.2015-1 - Organizational Theory in 4 steps Learning Experience Clear Terms & Background History Outlook - 2 - ... Lothar.Fuhr@web.de - 3 - What is Organization Theory?

More information

Turning Strategy Into Action: Why Many Organizations Are Not Fit to Deliver

Turning Strategy Into Action: Why Many Organizations Are Not Fit to Deliver Volume XIX, Issue 65 Turning Strategy Into Action: Why Many Organizations Are Not Fit to Deliver Many companies find turning strategy into action very challenging, not because of a weakness in the strategy

More information

LESSON 2: INTRODUCTION TO STRATEGIC MANAGEMENT

LESSON 2: INTRODUCTION TO STRATEGIC MANAGEMENT LESSON 2: INTRODUCTION TO STRATEGIC MANAGEMENT Learning Objectives On the completion of this chapter you should be able to: You should be able to understand the model of strategic management process. You

More information

Chapter 3 INFORMATION SYSTEMS, ORGANIZATIONS, AND STRATEGY. Management Information Systems MANAGING THE DIGITAL FIRM, 12 TH EDITION

Chapter 3 INFORMATION SYSTEMS, ORGANIZATIONS, AND STRATEGY. Management Information Systems MANAGING THE DIGITAL FIRM, 12 TH EDITION MANAGING THE DIGITAL FIRM, 12 TH EDITION Chapter 3 INFORMATION SYSTEMS, ORGANIZATIONS, VIDEO CASES Case 1: National Basketball Association: Competing on Global Delivery With Akamai OS Streaming Case 2:

More information

Strategic HR Challenges

Strategic HR Challenges Strategic HR Challenges Human Resource Management 1 Lecture Outline Human Resource Basic Concepts Human Resource Management challenges Environmental Challenges Organizational Challenges Individual Challenges

More information

Management, Motivation, and Leadership: Bringing Business to Life

Management, Motivation, and Leadership: Bringing Business to Life 14 14-1 14-2 14-3 14-4 14-5 14-6 Management, Motivation, and Leadership: Bringing Business to Life Discuss the role of management and its importance to organizational success Explain key theories and current

More information

Information Systems, Organizations, and Strategy

Information Systems, Organizations, and Strategy Chapter 3 Information Systems, Organizations, and Strategy 3.1 2010 by Prentice Hall LEARNING OBJECTIVES Identify and describe important features of organizations that managers need to know about in order

More information

Justice Administration Police, Courts, and Corrections Management

Justice Administration Police, Courts, and Corrections Management Justice Administration Police, Courts, and Corrections Management EIGHTH EDITION CHAPTER 2 Organization and Administration: Principles and Practices Defining Organizations Like supervision and management,

More information

Multiple Choice Questions

Multiple Choice Questions hapter 11: Organizational esign and Work Processes 1 Multiple hoice Questions HPTR INTROUTION 115. Which of the following statements does NOT describe a way in which traditional organizational structures

More information

Information Management - The Science of Solving Problems

Information Management - The Science of Solving Problems international Journal of Information Management (1989), 9 (237-243) Information Management - The Science of Solving Problems A. PICOT As information becomes an increasingly important production factor,

More information

Organizational Structure and Design (Organizing)

Organizational Structure and Design (Organizing) Organizational Structure and Design (Organizing) Designing Organizational Structure Organizational Structure - the formal arrangement of jobs within an organization. Designing Organizations Organizational

More information

2-1 McGraw-Hill/Irwin. Copyright 2007 by The McGraw-Hill Companies, Inc. All rights reserved.

2-1 McGraw-Hill/Irwin. Copyright 2007 by The McGraw-Hill Companies, Inc. All rights reserved. 2-1 McGraw-Hill/Irwin Copyright 2007 by The McGraw-Hill Companies, Inc. All rights reserved. 2 hapter Competing with Information Technology How can a business use IT to compete? Competitive strategies

More information

DEVELOPMENT OF MANAGEMENT THOUGHT

DEVELOPMENT OF MANAGEMENT THOUGHT DEVELOPMENT OF MANAGEMENT THOUGHT Both theory and history are indispensable tools for managing contemporary organizations. A theory is a conceptual framework for organizing knowledge that provides a blueprint

More information

ORGANIZATIONAL NETWORK ANALYSIS FOR HEALTH CARE

ORGANIZATIONAL NETWORK ANALYSIS FOR HEALTH CARE ORGANIZATIONAL NETWORK ANALYSIS FOR HEALTH CARE MARCH 2014 TABLE OF CONTENTS Contents Executive Summary 1 Problem Definition 2 Benefits of ONA 11 Summary High Performing Networks 15 Call to Action 16 About

More information

MIDTERM EXAMINATION. Fall MGT602- Entrepreneurship

MIDTERM EXAMINATION. Fall MGT602- Entrepreneurship MIDTERM EXAMINATION Fall 2009 MGT602- Entrepreneurship Question No: 1 Being one s own boss is a need of: > Independence > Achievement > Affiliation > Authority Question No: 2 With a commercial history

More information

I. POLICY FOR INTERNAL ALIGNMENT

I. POLICY FOR INTERNAL ALIGNMENT 1 TABLE OF CONTENTS PHASE I Summary.... 3 I. Internal Alignment.....3 II. Job Structure Evaluation..3 Appendix I. Compensable Families...6 Appendix II. Compensable levels...7 Appendix III Defining Compensable

More information

IS&T Leadership Job Description

IS&T Leadership Job Description IS&T Leadership Job Description December 1, 2015 IT Leadership Job Description December 1, 2015 Page i Table of Contents General Characteristics... 1 Job Path... 2 Explanation of Proficiency Level Definitions...

More information

Exercise 2.1 The marketing planning process questionnaire

Exercise 2.1 The marketing planning process questionnaire The first exercise enables you to make an objective analysis of your company s marketing planning process. If you choose, you can then take matters further by working out in what ways the planning process

More information

THEORIES OF EDUCATIONAL MANAGEMENT

THEORIES OF EDUCATIONAL MANAGEMENT THEORIES OF EDUCATIONAL MANAGEMENT MANAGEMENT MODEL LEADERSHIP MODEL FORMAL COLLEGIAL POLITICAL SUBJECTIVE AMBIGUITY CULTURAL MANAGERIAL PARTICIPATIVE TRANSFORMATIONAL INTERPERSONAL TRANSACTIONAL POST-MODERN

More information

Chapter 02. The Evolution of Management. True / False Questions

Chapter 02. The Evolution of Management. True / False Questions Chapter 02 The Evolution of Management True / False Questions 1. In the context of the origins of management, Wu Qi, a Chinese general, discussed the importance of planning and leading in his book "The

More information

Chapter 02 The Evolution of Management Thought

Chapter 02 The Evolution of Management Thought Chapter 02 The Evolution of Management Thought TEST PLANNING TABLE FOR CHAPTER 2 Learning Goal Easy Moderate Hard 1. Describe how the need to increase organizational efficiency and effectiveness has guided

More information

Ministry Style Assessment

Ministry Style Assessment Ministry Style Assessment The following exercises identify management styles and the typical behaviors that accompany each. Completing the exercises will help you characterize your personal management

More information

MANAGEMENT INFORMATION SYSTEMS

MANAGEMENT INFORMATION SYSTEMS MANAGEMENT INFORMATION SYSTEMS Chapter 3 Information Systems, Organizations, and Strategy Mohammad Najjar, PhD, MBA, BSc Operations & Supply Chain Management Learning Objectives 1. Identify and describe

More information

Organization structure

Organization structure Organization structure Training workshop BALADI CAP (Building Alliances for Local Advancement, Development, and Investment CAP) Prepared by: Rania Skaine June 18, 2016 This publication is made possible

More information

Leading & Collaborating in a Competitive World. McGraw-Hill Irwin THOMAS S. BATEMAN SCOTT A. SNELL TENTH EDITION

Leading & Collaborating in a Competitive World. McGraw-Hill Irwin THOMAS S. BATEMAN SCOTT A. SNELL TENTH EDITION THOMAS S. BATEMAN Mclntire School of Commerce University of Virginia SCOTT A. SNELL Darden Graduate School of Business University of Virginia Leading & Collaborating in a Competitive World TENTH EDITION

More information

1.What is Organisation and Organisational Behaviour?

1.What is Organisation and Organisational Behaviour? 1.What is Organisation and Organisational Behaviour? Organisation is a cooperative interaction dynamic in social system with the purpose of satisfying individual needs (Barnard, 1938). This is not a sole

More information

CHAPTER THREE FUNDAMENTALS OF ORGANIZATION STRUCTURE

CHAPTER THREE FUNDAMENTALS OF ORGANIZATION STRUCTURE Organization Theory and Design 12th Edition Solutions Manual by Richard L. Daft Completed download link Instructor Manual for all chapters, Integrative Cases are included: https://testbankarea.com/download/organization-theory-design-12thedition-solutions-manual-richard-l-daft/

More information

Managerial and behavioural theories of the firm

Managerial and behavioural theories of the firm Managerial and behavioural theories of the firm 1 NOT REALISTIC 1. Managers can have their own goals (different from profit maximisation) 2. Uncertainty and imperfect information 3. Modern firms are complex

More information

1980s. 1970s. 1990s 15/09/2015. Global Marketing Management: Planning and Organization. Learning Objectives. Global Marketing Management.

1980s. 1970s. 1990s 15/09/2015. Global Marketing Management: Planning and Organization. Learning Objectives. Global Marketing Management. Global Marketing Management: Planning and Organization Chapter 12 McGraw-Hill/Irwin Copyright 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Learning Objectives LO1 LO2 LO3 LO4 How global

More information

1) Introduction to Information Systems

1) Introduction to Information Systems 1) Introduction to Information Systems a) System: A set of related components, which can process input to produce a certain output. b) Information System (IS): A combination of hardware, software and telecommunication

More information

Business Studies - Management Notes. Business Studies Study Notes

Business Studies - Management Notes. Business Studies Study Notes Business Studies - Management Notes Business Studies Study Notes The Nature of Management: Definition of Management: The process of working with and through other people to achieve business goals in a

More information

Organisation and Management An International Approach

Organisation and Management An International Approach Nick van Dam Jos Marcus Organisation and Management An International Approach Noordhoff Uitgevers Groningen Houten About the authors & acknowledgements V Introduction 1 1 The evolution of organisation

More information

ORGANIZATIONAL FACTORS: THE ROLE OF ETHICAL CULTURE AND RELATIONSHIPS

ORGANIZATIONAL FACTORS: THE ROLE OF ETHICAL CULTURE AND RELATIONSHIPS BUS 4070: BUSINESS ETHICS & VALUES ORGANIZATIONAL FACTORS: THE ROLE OF ETHICAL CULTURE AND RELATIONSHIPS Corporate Culture Corporate culture is as a set of values, norms, and artifacts including ways of

More information

Preparing for discontinuous innovation

Preparing for discontinuous innovation executive briefing Preparing for discontinuous innovation How are you doing? 1 Sending out scouts around the scouting strategy Does your organisation make use of some form of scouting? Could you improve/expend

More information

Change Management: Transforming Organizational Behavior into Performance Olivia Herriford, DM University of Phoenix November 2006

Change Management: Transforming Organizational Behavior into Performance Olivia Herriford, DM University of Phoenix November 2006 Change Management: Transforming Organizational Behavior into Performance Olivia Herriford, DM University of Phoenix November 2006 Knowledge of organizational behavior is essential to effective implementation

More information

Thompson, James D Organizations In Action: Social Science Bases of Administrative Theory. New York: McGraw Hill.

Thompson, James D Organizations In Action: Social Science Bases of Administrative Theory. New York: McGraw Hill. Thompson, James D. 1967. Organizations In Action: Social Science Bases of Administrative Theory. New York: McGraw Hill. Main Points: Ch. 2 Organizational rationality: Core technologies rest on closed systems

More information

Research Report: Forget about engagement; let s talk about great days at work

Research Report: Forget about engagement; let s talk about great days at work Research Report: Forget about engagement; let s talk about great days at work May 2017 What does engagement mean? And what exactly does an engaged employee look like? There are many different conceptual

More information

Taking a Global Stance on Employee Engagement Benchmarking against the World s Most Admired Companies

Taking a Global Stance on Employee Engagement Benchmarking against the World s Most Admired Companies Taking a Global Stance on Employee Engagement Benchmarking against the World s Most Admired Companies A leading global provider of transport and logistics solutions Established in 1982 in Jordan and now

More information

Chapter One. Managers and Managing. What is Management? What is Management? Four Functions of Management. Steps in the Planning Process.

Chapter One. Managers and Managing. What is Management? What is Management? Four Functions of Management. Steps in the Planning Process. Chapter One What is Management? Managers and Managing All managers work in organizations Organizations collections of people who work together and coordinate their actions to achieve a wide variety of

More information

Chapter 2 Traditional and Contemporary Issues and Challenges

Chapter 2 Traditional and Contemporary Issues and Challenges Islamic Azad University Managing Organizational Behavior Moorhead & Griffin Chapter 2 Traditional and Contemporary Issues and Challenges Lecturer: Dr. Ehsan Sadeh Ph.D. in Management / Asst. Professor

More information

Talent Management Strategies in Indian Industries: The Way of HR for Business Excellence

Talent Management Strategies in Indian Industries: The Way of HR for Business Excellence Talent Management Strategies in Indian Industries: The Way of HR for Business Excellence Abstract: The study tune with various dimensions of HR role in talent management strategies in Indian Industries.

More information

Specialization and departmentalization. Responsibility, authority, delegation, and accountability

Specialization and departmentalization. Responsibility, authority, delegation, and accountability Key Topics Organizational structure Specialization and departmentalization Responsibility, authority, delegation, and accountability Functional, divisional, matrix, and international organizational structures

More information

Innovation Roles. Key Innovation Roles

Innovation Roles. Key Innovation Roles Innovation Roles The innovation process is supported by people in key roles. For innovation to be successful, these roles must be filled by talented and motivated people. Not only must roles have definition

More information

Chapter 12 - Leadership in Organizational Settings Competency Perspective of Leadership Competency Perspective Limitations

Chapter 12 - Leadership in Organizational Settings Competency Perspective of Leadership Competency Perspective Limitations Chapter 12 - Leadership in Organizational Settings Leadership - influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are members;

More information

MANAGERS AND THE STUDY OF MANAGEMENT MANAGER, MANAGEMENT, THE EVOLUTION OF MANAGEMENT, O CLASSICAL APPROACH, BEHAVIOURAL APPROACH, MANAGEMENT SCIENCE

MANAGERS AND THE STUDY OF MANAGEMENT MANAGER, MANAGEMENT, THE EVOLUTION OF MANAGEMENT, O CLASSICAL APPROACH, BEHAVIOURAL APPROACH, MANAGEMENT SCIENCE MANAGERS AND THE STUDY OF MANAGEMENT MANAGER, MANAGEMENT, THE EVOLUTION OF MANAGEMENT, O CLASSICAL APPROACH, BEHAVIOURAL APPROACH, MANAGEMENT SCIENCE APPROACH, THE SYSTEMS APPROACH, CONTINGENCY APPROACH

More information

High Performance Organization

High Performance Organization Kai Laamanen HPO description 1 (6) 15.10.2007 High Performance Organization Leaders of today face ever-increasing complexity in private business and public sector. Innotiimi meets the growing need for

More information

Management. tenth edition. Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2 1

Management. tenth edition. Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2 1 Management tenth edition Stephen P. Robbins Mary Coulter Chapter 2 Management History 2 1 Learning Outcomes 2.1 Historical Background Of Management. Explain why studying management history is important.

More information

The Concepts: Team Management Systems

The Concepts: Team Management Systems The Concepts: Team Management Systems The Concepts: Work Preferences Understanding work preferences is a critical component in developing individual, team and organizational performance. The Team Management

More information

White Paper. Change the Way You Lead Change. Robert E. Quinn Stephen M. Ross School of Business University of Michigan

White Paper. Change the Way You Lead Change. Robert E. Quinn Stephen M. Ross School of Business University of Michigan White Paper Change the Way You Lead Change Robert E. Quinn Stephen M. Ross School of Business University of Michigan Ned Wellman Stephen M. Ross School of Business University of Michigan Key Points: Simply

More information

Lecture 7 Production Cost and Theory of the Firm

Lecture 7 Production Cost and Theory of the Firm Lecture 7 Production Cost and Theory of the Firm Business 5017 Managerial Economics Kam Yu Fall 2013 Outline 1 Cost Structure of a Firm Production Costs Marginal Cost in the Short Run 2 Supply Function

More information

Notes. ACCA Paper F1. Accountant in Business

Notes. ACCA Paper F1. Accountant in Business Chapter 1 to 3 extract from our ExPress notes for use with the current video. A full set of F1 ExPress notes can be downloaded free of charge at www.. ACCA Paper F1 Accountant in Business For exams in

More information

Chapter Two. Project Management Growth: Concepts and Definitions. When to Use Project Management

Chapter Two. Project Management Growth: Concepts and Definitions. When to Use Project Management : Project Growth: Concepts and Definitions Chapter Two Project Growth: Concepts and Definitions 1 When to Use Project Are the jobs complex? Are there dynamic environmental considerations? Are the constraints

More information

1/16/2009. Chapter Two

1/16/2009. Chapter Two Chapter Two Traditional and Contemporary Issues and Challenges Slide content created by Charlie Cook, The University of West Alabama Copyright Houghton Mifflin Company. All rights reserved. Learning Objectives

More information

If it is worth doing, it is worth doing slowly Mae West CREATING FOLLOWERSHIP DURING CHANGE MARCH, 2011 SUSAN L. NEWTON

If it is worth doing, it is worth doing slowly Mae West CREATING FOLLOWERSHIP DURING CHANGE MARCH, 2011 SUSAN L. NEWTON If it is worth doing, it is worth doing slowly Mae West 1 CREATING FOLLOWERSHIP DURING CHANGE MARCH, 2011 SUSAN L. NEWTON HOW PREVALENT IS RESISTANCE TO CHANGE? It is generally acknowledged that in an

More information

Starter Company Entrepreneur Self-Assessment

Starter Company Entrepreneur Self-Assessment Starter Company Entrepreneur Self-Assessment Introduction You don t have to come from a certain background to be an entrepreneur men, women and youth of all ages and cultures from all over the world are

More information

Management and Organizational Behavior. Historical Foundations. Ancient History. Historical Foundations of Management - 1

Management and Organizational Behavior. Historical Foundations. Ancient History. Historical Foundations of Management - 1 Management and Organizational Behavior Historical Foundations of Management - 1 Historical Foundations Classical Approaches to Management Behavioral Management Approaches Modern Approaches to Management

More information

Influences on effectiveness in Aker MH Operations

Influences on effectiveness in Aker MH Operations NORSK HOTELLHØGSKOLE INSTITUTT FOR ØKONOMI OG LEDELSE Influences on effectiveness in Aker MH Operations Theoretical-empirical assessment of the Service and Spare Parts departments Thesis by Marianne Beatrice

More information

MARKETING AND SUPPLY CHAIN MANAGEMENT

MARKETING AND SUPPLY CHAIN MANAGEMENT MSC Marketing and Supply Chain MARKETING AND SUPPLY CHAIN MANAGEMENT MSC Department of Marketing and Supply Chain The Eli Broad College of Business and The Eli Broad Graduate School of 293 Cooperative

More information