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BMGT 1303 Principles of Management 05548 – Internet access required. J. Guillory, 223-3267, email: guillory at austincc dot edu MANDATORY: Online orientation info or for appointment: (web) http://www2.austincc.edu/guillory/

 21 R   [  4/ 25] 05548 OPC 008|     PCM  Addit'l Distance Learning info   OH Guillory, Joyce V

Blackboard

Grade

Quiz average: 91.764

Exams 4 @ 20% each......................................80% of total grade

Exam 1 - Chapters 1 - 4 (75%)
Exam 2 - Chapters 5 - 8 (88%)
Exam 3 - Chapters 9 - 13 (??)
Exam 4 - Chapters 14 - 18 (??)
Chapter Quizzes................20% of total grade (91.764%)

Test 3

Size creates economies of scale and economies of scope. Explain these two advantages of larger size.

1. scale economies: lowered cost per unit of production; lowered operating costs, greater purchasing power, easier access to capital
2. economies of scope: materials and processes employed in one product can be used to make other, related products

Discuss the different types of technology configurations. Give examples of each.

1. small batch: technologies that produce goods and services in low volume
2. large batch: technology that produce goods and services in high volume
3. continuous process: a process that is highly automated and has a continuous production flow

Discuss the advantages and disadvantages of internal recruiting. (p. 315)

• advantages: employers know their employees, and empoyeees know their organization; external candidates may find they don't like working there; advancement opportunities promote employee retention
• disadvantages: existing employees may lack skills or talent; internal recruiting yields a limited applicant pool, leading to poor selection decisions; internal recruitment can inhibit change

Name and briefly describe the different categories of performance measures. (p. 325)

1. trait appraisals: subjective judgments about employee performance (initiative, leadership, and attitude); ambiguous and subjective
2. behavioral appraisals: subjective, focus on observable aspects of performance; developed in response to trait appraisal problems; specific, not as ambiguous
3. results appraisals: objective, focused on production data such as sales volume, units produced, or profits;

Explain sexual harassment and the reasons and problems that stem from the issue. (p. 345)

• sexual harassment: conduct of a sexual nature that has negative consequences for employment
  • quid pro quo: when "submission to or rejection of sexual conduct is used as a basis for employment decisions"
  • hostile environment: when unwelcome sexual conduct "has the purpose or effect of unreasonably interfering with job performance or creating an intimidating, hostile, or offensive working environment."

Which of the five aspects of managing diversity do you think is the most important? Why? (p. 359)

1. securing top management leadership and commitment (most important, because it creates a foundation to build the other four)
2. assessing the workforce
3. attracting employees
4. developing employees
5. retaining employees

Diversity training has two components. List and describe them. (p. 362)

1. awareness building: increase awareness of the meaning and importance of valuing diversity; become familiar with differences; develop understanding of corporate culture, requirements for success and career choices that affect opportunities for advancement
2. skill building: allow all employees and managers to develop the skills they need to deal effectively with on another and with customers in diverse environments; interpersonal skills: active listening, coaching, giving feedback

The trait approach to leadership has evolved to the point of identifying five traits that distinguish effective leaders. List and describe them. (p. 385)

1. drive: set of characteristics that reflect a high level of effort
2. leadership motivation: desire to lead
3. integrity: correspondence between actions and words
4. self-confidence: allows leader to overcome obstacles, make decisions despite uncertainty, and install confidence in others
5. knowledge of business: must be able to interpret vast quantities of information

Identify and explain the four skills needed for transformational leadership.

1. have a vision: goal, agenda, or results-orientation that grabs people's attention
2. communicate their vision: relate a compelling image of the ultimate goal
3. build trust: are consistant, dependable, and persistant; choose a direction and stick with it, projecting integrity
4. positive self-regard: recognize their personal strengths, compensate for weaknesses and nurture their talents; learn from failure; strive for success, rather than avoiding failure

Distinguish between negative reinforcement and positive reinforcement; give examples of each. (p. 415)

• positive reinforcement: applying consequences that increase the likelihood that a person will repeat the behavior that led to it; compliments, letters of commendation, favorable performance evaluations, pay raises
• negative reinforcement: removing or withholding an undesireable consequence; removal from probation; perform well and avoid punishment

List the human needs identified in Maslow’s Need Hierarchy and those in Adlerfer’s ERG Theory. Compare and contrast the two. (p. 418-420)

• Maslow's hierarchy: simplistic, not altogether accurate theory of motivation; identified important need categories, helpful to think of two general levels of needs, alerted managers to importance of personal growth and self-actualization
  1. physiological (food, water, sex, and shelter)
  2. safety or security (protection against threat and deprivation)
  3. social (friendship, affection, belonging, and love)
  4. ego (independence, achievement, freedom, status, recognition, and self-esteem
• ERG Theory: explains people's needs at work; proposes that several different needs can operate at once; maintins that people can be motivated to satisfy both multiple needs at the same time
  1. existence: material and physiological needs
  2. relatedness: relationships with other people sharing thoughts and feelings
  3. growth: motivate people to productively or creatively change themselves or their environment

List and define each of the five dimensions identified in Hackman and Oldham’s Model of Job Design. (p. 423-424)

1. skill variety: different job activities involving several skills and talents
2. task identity: completion of a whole identifiable piece of work
3. task significance: positive impact on the lives of others
4. autonomy: independence and discretion in making decisions
5. feedback: information about job performance

Chapter 14 identifies seven contributions of teams to organizations. List and explain at least five of them.

1. Building block for organization structure
2. Force for productivity
3. Force for quality
4. Force for cost reduction
5. Force for speed
6. Force for change
7. Force for innovation

List and explain the three criteria which define team effectiveness.

1. productive output meets or exceeds standards
2. satisfaction of personal needs
3. memebers committed to working together

List and explain each of the three types of communication channels discussed in your text.

1. Oral
2. Written
3. Electronic

Effective supervisors exhibit four characteristic communication behaviors. List and describe these behaviors.

1. communicate more information
2. prefer asking and persuading
3. sensitive to people's feelings and needs
4. willing, empathic listeners

Name and define each of the four steps in a typical control system.

1. setting performance standards
2. measuring performance
3. comparing performance with the standard
4. taking corrective action

Explain the uses and misuses of financial ratios as a control measure.

• uses: provide performance standards; indicators of what has occurred; indicators of strengths and weaknesses
• misuses: cause management myopia; relagate other important considerations to a secondary position

List and explain the five guidelines for managing control in an empowered setting.

1. are based on valid performance standards
2. communicate adequate information to employees
3. are acceptable to employees
4. use multiple approaches
5. recognize the relationship between empowerment and control

What are the costs and risks involved with being a technology leader?

• advantages: can provide competitive advantage; efficiency can achieve cost advantage; advantage can reap greater profits or more customers; can charge a premium for unique product; greater profits can offset higher development costs
• disadvantages: educating buyers unfamiliar with technology; building an infrastructure to support technology; developing complementary products to achieve the technology's full potential; regulatory approval may be needed; unique resources required may not be available; new technology may have unresolved problems; demand uncertain; may have adverse impact on existing structures or business

Name and define the four categories for measuring current technologies’ competitive value.

1. emerging tech. are still under development and unproved; may alter rules of competition in future
2. pacing tech. have yet to prove their full value; may alter the rules of competition by providing significant advantage
3. key tech. have proven effective, but provide strategic advantage because not everyone uses them; use of these are limited and continue to provide some first-mover advantages
4. base tech. are commonplace; must have to operate; provide little competitive advantage

When might a performance gap present an opportunity for an organization?

• when someone relizes that poor performance could be better; entrepreneurs seize opportunities and companies that engage in strategic maneuvering gain a competitive edge

List and describe at least 5 of the 8 essential activies of leading change.

1. establishing a sense of urgency
2. creating the guiding coalition
3. developing a vision and strategy
4. communicating the change vision
5. empowering broad-based action
6. generating short-term wins
7. consoidating gains and producing more change
8. anchoring new approaches in the culture