1. Perdue School of Business FINAL EXAM l Chapters: 1, 5, 7, 11, 12, 13, 16 l 75 Matching Questions l No more than 6 questions in a group l All answers used once

2. Chapter 1 The Four Functions of Mgmt Planning Select goals & ways to attain them Organizing Assign responsibility for tasks Leading Use influence to motivate Controlling Monitor activities & make corrections

3. Classical Perspective l Includes: »Scientific Mgmt »Administrative Mgmt »Bureaucratic Mgmt

4. Humanistic Perspective l Includes: »Human Relations Approach –Enlightened treatment of workers »Human Resources Appr. –Power sharing between managers and employees (e.g., Theory Y) »Behavioral Science Appr. –Exemplified by Hawthorne Studies

5. Recent Historical Trends l Globalization »Japanese Management Practices –Teamwork –Empowerment –Training –Long-Term Orientation l Total Quality Management »More than Manufacturing »Led to the Learning Organization

6. Chapter 5 Mgmt. Levels and Planning l Top Management »“Strategic” Goals/Plans »Whole Organization »Plan for Several years l Middle Management »“Tactical” Goals/Plans »Major Units of the Org. »Plan for up to Two years l Lower Management »“Operational” Goals/Plans »Departments, Individuals »Plan mostly for under One year

7. SWOT Analysis l Internal Environment: »Strengths »Weaknesses l External Environment »Opportunities »Threats

8. Business-Level Strategies Low-CostDifferentiation Focused Low-CostFocusedDifferentiation Strateg y Many Fe w Low Cost Differentiation Number of market segments

9. Chapter 7 Vertical Organization Concepts l Work Specialization l Chain of Command l Authority, Responsibility, Delegation l Centralization/Decentralization l Span of Management

10. Departmentalization Types l Internal Operations Oriented »Functional »Network (Virtual) l Output Oriented »Divisional –Product –Geographic –Customer / Market »Team (Cluster) l Combo »Matrix »Hybrid

11. Chapter 11 Characteristics of Individuals’ l “ Characteristics of Individuals’ –Attitudes (& Change) –Personality (& Theories) –Perception (& Distortions) –Learning (& Types) –Cognitive Styles (& Types) –Stress (& Sources, Coping)

12. Chapter 12 Bases of Social Power l Coercive l Reward l Expert l Referent l Legitimate

13. Types of Leadership Theories Types of Leadership Theories l Universal »Traits (I) »Behaviors (II) (Ohio, Mich, Lead. Grid) l Contingency »Traits (III) (Fiedler) »Behaviors (IV) (Hersey & Blanchard, Path-Goal)

14. CHAPTER 13 l Motivation Theories »Content »Process »Reinforcement l Job Design

15. CONTENT THEORIES l Hierarchy of Needs Theory »Maslow »Alderfer l Two-Factor Theory »Herzberg l Acquired Needs Theory »McClelland

16. PROCESS THEORIES l Equity Theory l Expectancy Theory

17. MAJOR ELEMENTS OF REINFORCEMENT THEORY l Stimulus »Supervisor requests faster work l Response »Employee increases or decreases speed or does nothing l Consequence »Positive Reinforcement, Negative Reinf. (Avoidance), Extinction, Punishment

18. BEHAVIORAL CONSEQUENCES l Positive Reinforcement »Receive desirable outcome (Money) l Negative Reinforcement (Avoidance) »Avoid undesirable outcome (Prevent reprimand) l Extinction »Lack of reinforcement (Behavior ignored) l Punishment »Undesirable outcome occurs (Get fired )

19. Job Characteristics Model

20. Chapter 16 - Control l Steps in the Control Process l Organizational Control Focus l Bureaucratic vs. Decentralized Control l Total Quality Management

21. Steps in the Control Process EstablishStrategicGoals 1. Establish standards of performance 2. Measure actualperformance 3. Compare performance to standards 4. Take correctiveaction 4. Do nothing or provide reinforcement If Adequate If Inadequate Feedback Adjust performance Feedback

22. Inputs (Feedforward) Production (Concurrent) Outputs (Feedback) Organizational Control Focus

23. Total Quality Management Techniques l Quality circle l Empowerment l Benchmarking l Outsourcing l Reduced cycle time l Continuous improvement