Define Management.1) Identify and define each of
management’s functions (planning, organizing, leading, controlling) within
your definition; 2) Describe the interrelationship between each of
management functions.Lecture
01 Slideshow
It could be said that modern
management began in the late 19th Century with Frederick
Taylor’s Scientific Management.1) Describe Scientific Management; 2) Identify the 4 main
principles of Scientific Management; 3) Discuss the problems
associated with Scientific Management. Lecture
01 Slideshow
What are the key
principles of Scientific
Management? Describe the pros and cons
of using the principles
of Scientific Management as a guide to managing firms.
Administrative Management
sought to improve organizations through efficiency and effectiveness. 1)
Define Bureaucracy as introduced by Max Weber; 2) Describe and
discuss each of Weber’s Bureaucratic Principles; Lecture
01 Slideshow
The Hawthorne Studies
have been hailed as “the most important contribution to the development of
Organizational Behaviour”.1)
Describe The Hawthorne Studies; 2) How, specifically, did the
Hawthorne Studies change the dominant view at the time that “employees
were no different from machines”.Lecture
01 Slideshow
The Hawthorne
Studies played a significant role in the evolution of management
thought. What was the prevailing management paradigm when the Hawthorne
Studies were initiated? Describe some of the key elements of the Hawthorne
Studies. What were two of the key findings of the Hawthorne Studies? Why
were these findings important? How did these findings change the way in
which management scholars and practitioners looked at the process of
management (what was the paradigm shift)? In your answer, describe what is
meant by the "Hawthorne Effect"?
Describe what the following
individuals contributed to the development of modern theories of
management?
Peter Drucker distinguished
between “Efficiency” and “Effectiveness”.Define each term (use examples to
illustrate these definitions). Discuss the importance of these concepts to
a manager. Lecture
01 Slideshow
Mission statements, goals,
objectives, policies, procedures, regulations, job descriptions, and
budgets are all essential to corporate success. Define three of these
concepts and describe how they are linked or related. Give examples
illustrating how these concepts might be associated with organizational
success.
Distinguish between mission
statements, goals,
objectives, policies, plans, and budgets (How are they related, and
how are they different?). In your BUSA 2100 assignment, you examined the
mission statements of two firms. List these two statements and describe
how these statements were operationalized (what did the firms do to
fulfill the intent of the mission statement)?
Corporate Social
Responsibility (CSR) can be defined as “a business firm’s obligation
beyond that required by law and economics, to pursue long-term goals that
are good for society”. Outline Milton Friedman’s Classical View of
CSR. Argue either “for” or “against” his Classical View of CSR.
Support your view with at least 5 supporting arguments.
The thoughts of Milton
Friedman, on the topic of corporate social responsibility, can be
summed up, as "the business of business is business". In an
article criticizing the notion of corporate social responsibility, Friedman
wrote: "...there is one and only one social responsibility of
business—to use its resources and engage in activities designed to
increase its profits so long as it stays within the rules of the game,
which is to say, engages in open and free competition without deception or
fraud." Do you agree or disagree? Why? To demonstrate that you
understand the issues being discussed here, please
articulate the opposing perspective as well.
Firms do not exist in a
vacuum. From a systems perspective, firms are subject to the influence of
numerous factors
in their environments. List and describe four environmental factors
that can influence the operations of a firm. Be specific and give examples
in your answer.
The Organizational
Environment encompasses all the forces outside the organization’s
boundaries that can impact it. 1) Compare and contrast “Opportunities” and
“Threats” within the organizational environment context. Lecture 02 Slideshow
The External Environment is
comprised of The General/Global Environment and the Task/Specific
Environment:1) List and
describe the components of the General Environment and the Task
/ Specific Environment; 2) Explain why knowledge of the various
components of the environment is important to managers (example may
useful)? Lecture 02 Slideshow
Firms
may attempt to adapt to their environments, or they may try to
influence their environments. List and describe three ways in which
organizations cope with uncertainty by influencing their environments. Be
specific and give examples.
SWOT Analysis is an important
tool for doing environmental analyses. Describe SWOT and
explain how an organization can use a SWOT analysis to its advantage. Lecture 03 Slideshow (SWOT Analysis)
In your BUSA 2100 assignment,
you did a SWOT analysis of two firms. Compare and contrast the strengths,
weaknesses, opportunities, and threats of these companies.
What is Strategy? Clearly
define the concept of strategy, including in your examination a) the aim
of strategy and b) the five tasks of strategic management. Specifically
explore how each of the five tasks of strategic management is essential to
effective Strategic Planning. Lecture 04 Slideshow (Planning &
Strategy)
A management text states:
"Delegation of authority must be commensurate with
responsibility." Define the terms responsibility, authority,
delegation, and power. What does this statement mean? In terms of
organizing in a firm, how are these concepts related? How are they
different? Give examples to illustrate your points.
Clearly define and
distinguish between the concepts of a) Power, b) Authority, and c) Span of
Management. Outline the factors that influence the Span of Management and
the factors associated with large spans of control. Lecture 05 Slideshow (Organizing)
Clearly define and
distinguish between the following concepts: a) Accountability, b)
Responsibility, and c) Delegation. Explore why and how (i.e. provide
specific examples) all three concepts are integral to effective management
of organizations. Lecture 05 Slideshow (Organizing)
Departmentalization can be
defined as a grouping of jobs according to some logical arrangement.
Clearly define and distinguish between functional and product
departmentalization and identify problems associated with each.
Which type of organization would be best suited to each mode of
departmentalization? Why? Lecture 05 Slideshow (Organizing)
Clearly
compare and contrast the concepts of tall versus flat organizational
structures. How would working in a flat structure be different from
working in a tall structure? Consider all of the following in your
response:
Organization
Supervision
Autonomy
Feedback
Oticon: The Spaghetti
Organization. Clearly outline the “Free Market Forces” created by
Oticon’s new organizational structure. To what extent was the
creation of these “Free Market Forces” successful / unsuccessful for
Oticon? Why? Provide specific examples to explain your
answers. Source:Oticon
Case
The Oticon “dis-organization”
case took place in Denmark. Do you think a spaghetti-type organization
such as Oticon, in the early 1990’s, could be created in any country, or
do you think that it is an organization that would be unique to Denmark?
Why? Lecture
07 Slideshow & Oticon
Case
What is corporate culture?
What are the advantages (and disadvantages) of a strong corporate culture?
Please give examples to demonstrate that you understand this concept. Lecture
07 Slideshow
Define the concept of
"corporate culture". Some elements of corporate culture are
clearly "visible" while others are "invisible". List,
describe, and give examples of three elements of visible corporate
culture. Give two examples of invisible corporate culture.
It is said that corporate
culture (organizational culture) operates at several levels. What are the
characteristics of these levels – that is, what are the indicators or
manifestations? Be sure to give examples to demonstrate your understanding
of this concept. Lecture
07 Slideshow
You have just completed your
Management Project. Please describe how your team executed the four
functions of management in this team project (use specific examples from
you team experience). Did your team encounter any management difficulties
(please be specific in your description of these difficulties)? How were
these difficulties overcome or resolved (or not)? If you had this
experience to do over again, what would you recommend that your team do
differently?
In your project team, were
there times when you operated like Oticon - the organic spaghetti model?
If so - what were the benefits of this flexibility? If not, what structure
did you choose and what were the benefits of this for your group? (list 4
benefits) Oticon
Case& Lecture
05 Slideshow
