Describe contemporary planning techniques (project management and scenario planning).

Transcription

1 1. What is management? Describe contemporary planning techniques (project management and scenario planning). What perspectives on organizations do exist? Define the organizational configuration elements (model by Henry Mintzberg)?

2 2. Describe how to classify managers in organizations. What is communication? What are its foundations? Define horizontal structure, virtual network structure and hybrid structure.

3 3. What do managers do in terms of functions? Explain how an organization s human resources can be a significant source of competitive advantage. What are the key components of an organization s human resource management process? Identify four different forms of organizational justice and the organizational impact of each.

4 4. What are the main managers roles? How do managers plan? What is ethics? Describe the individual and situational factors responsible for unethical behavior in organizations and methods for minimizing such behavior. Explain ways of behaving ethically when conducting business internationally.

5 5. What are the main managers skills? What is planning? Why it is important in management? Describe how principles of learning are involved in organizational training and innovative reward systems. Compare the way organizations use reward in organizational behavior management programs and how they can use punishment most effectively when administering discipline.

6 6. How the manager s job is changing? Describe human resource planning, recruitment and decruitment. Define organization structure and explain the information-processing perspective on organizational structure.

7 7. What is organization? What is social responsibility? Contrast with social responsiveness and social obligation. Define attitudes and describe their basic components. Distinguish between prejudice and discrimination, and identify various victims of prejudice in organizations.

8 8. What are the rewards and challenges of being a manager? What is employee performance management? What is interpersonal behavior? Define the range of its major types. Describe types of psychological contracts and the basic kinds of trust that play a role in work relationships.

9 9. Describe two historical events are especially significant to the study of management. What are the levels of analysis in organizations? Differentiate among cognitive intelligence, practical intelligence, and emotional intelligence and explain the influence of social skills on behavior in organizations.

10 10. Describe major ideas of scientific management. Present the main issues of managerial ethics. Explain the difference between social perception and social identity, and how the attribution process works and describe the various sources of bias in social perception.

11 11. What is General Administrative Theory? Describe the contingency theories of leadership. What is stereotyping? Explain the dangers of using stereotypes.

12 12. What is the systems approach? Define possible global perspectives in business (parochialism, ethnocentric, polycentric, and geocentric attitudes towards global business). Explain why it s important for managers to be sensitive to global differences. What are the possible communication methods managers can use and how they can decide which one to choose in which situation?

13 13. What is the contingency approach? What are the current issues in human resource management? Explain the role of strategic direction in organization design, including organizational purpose mission, operative goals.

14 14. What are the current trends and issues in management? Explain the elements of control process. Describe Machiavellianism and the difference between morning and evening persons, and their role in work-related behavior.

15 15. What is the difference between omnipotent and symbolic views on management? Can they be synthesized? What are the factors affecting the type of organizational structure managers design? How can groups become effective teams?

16 16. What is organizational culture? Identify its core characteristics and the various functions it serves in organizations. Describe establishing goals and developing plans. What is leadership and who are leaders?

17 17. Describe culture in organizations by the source and the ways employees learn culture. What are the possible barriers to effective communication and how they can be overcome? What are the models of organizational decision-making?

18 18. What kinds of cultures managers can create in organizations? Define strategic management and its importance, strategy, and business model. How does perception affect behavior?

19 19. How culture affects managers? Define organizational and interpersonal communication. What is the difference of adaptability, clan, mission, and bureaucratic organizational cultures?

20 20. What influence does the environment have on managers? What are the essence of organizing and elements of organizational structure? Define the concept of Person-Job (P-J) fit. Present key issues in motivation, and describe the motivational-fit approach and what it suggests about how to improve motivation in organizations.

21 21. What are the differences between traditional and contemporary organizations? Describe major communication issues in contemporary organizations. Explain the concept of job satisfaction and describe three major theories. What can be the consequences of job dissatisfaction and the possible ways to promote job satisfaction?

22 22. Describe how communication exists in organizations. What are the common organizational designs traditional and contemporary? What is supply network perspective, what is involved in configuring a supply network? Explain where should an operation be located and how much capacity should an operation plan to have.

23 23. What are some basic theories of organizational behavior? Explain the factors which affect work group behavior. What is TQM? Describe where the idea comes from, and distinguish the main differences between traditional quality management and TQM.

24 24. What factors create the need for change? What is an integrated effectiveness model? What are the performance objectives of operations and what are the internal and external benefits which derive from excelling in each of them?

25 25. Explain the selection process and define selection devices. How organizational change is managed? Identify personality, the Big Five dimensions of personality, elements of core selfevaluations, positive and negative affectivity; and describe how they are related to key aspects of organizational behavior.

26 26. How do managers make decisions? Define orientation; describe employee training, including types of training and training methods. Distinguish between emotions and moods. Explain how emotions and mood influence behavior in organizations.

27 27. What types of problems and decisions, conditions and styles do managers face and choose? How compensation and benefits can be managed in organizations? Describe the concept of organizational commitment, its major forms, the consequences of low level of organizational commitment, and how to overcome them.

28 28. Explain the two view of the change process. Is change episodic or ongoing? Present the early leadership theories. Explain how individual performance in groups is affected by the presence of others (social facilitation), and the number of others with whom one is working (social loafing).

29 29. What is operations management? Why is it important? What factors affect decisions in organizations? Distinguish among three approaches to how decisions are made. Define organizational citizenship, its major forms and the ways in which it may be encouraged.

30 30. How innovation and creativity can be managed in organizations? What is learning and how it can be managed in terms of OB? Define functional, divisional, and geographical designs; matrix structure with conditions.

31 31. What is control and why it is important? What are the contemporary views on leadership? Describe strategies that can be used to promote organizational justice.

32 32. What are the major leadership issues for today s managers? Describe the main early theories of motivation. Define learning and describe the two types most applicable to OB.

33 33. Why organizational behavior is important to be studied? (Explain the focus and goals of OB). How managers can control for organizational performance? Present the spectrum of organizational decisions.

34 34. What current change issues are managers facing? What can be some practical suggestions for motivating employees? What are job design, its key elements and how do we go designing jobs and organizing work?

35 35. What is motivation? What current operations management issues do mangers face? Explain a general analytical model of the decision-making process.

36 36. What is value chain management? Identify the major causes of organizational stress and its adverse effect. Differentiate between leadership and management.

37 37. What are the group processes and group tasks? Define the contingency effectiveness approaches. What are the elements of good product and service design?

38 38. How do groups develop in organizations? Define the dimensions of organization design. What are process design and its main issues?

39 39. How does personality influence behavior in organizations? Describe the contemporary theories of motivation. Identify the main concepts of managing careers.

40 40. Explain the greening of management and values-based management. What are some important current challenges in managing teams? Distinguish between various forms of individual power in organizations.