Bilet 1 1) Evolution of Management Thought
Bilet 1 1) Evolution of Management Thought
Bilet 1 1) Evolution of Management Thought
Functional structure
This kind of organizational structure classifies people according to the function
they perform in professional life. The functional structure is based on an
organization being divided up into smaller groups with specific tasks or roles. For
example, a company could have a group working in information technology,
another in marketing, finance, engineering, manufacturing, etc.
Divisional structure
Definitions of this structure
The organization is structured according to departments according to one
of three criteria: on output (product specialization), on consumer orientation, on
served regions.
They group employees based on products, markets and geographic
location.
Each divisions has its own functional units like research, manufacturing,
marketing, sales, finance, etc.
Product oriented structure - this structure is based on the organization of
employees and work around different products. If the company produces three
different products, then it will have three different units for these products. This
type of structure is best suited for retail stores with a variety of products.
Bilet 4
1)Describe the effective communication skills
To lead others, you must demonstrate effective communication skills. Otherwise,
a manager will lack the credibility to implement his employer's objectives, and
struggle to rally worker teams behind them. Managers who communicate well are
also more likely to become good problem solvers, which is an essential skill to
function well in an international workplace where diversity is increasingly the
norm. Effective communication between managers and employees is requisite for
a well-functioning workplace. The best managers understand the need for
building alliances and communicating throughout all levels of the organization.
Effective communications skills are a must for breaking down barriers, which
promotes the collaborative atmosphere that an organization needs to thrive.
2) Methods of Motivating People
A compelling vision provides the foundation for leadership. But it's leaders' ability
to motivate and inspire people that helps them deliver that vision. For example,
when you start a new project, you will probably have lots of enthusiasm for it, so
it's often easy to win support for it at the beginning. However, it can be difficult to
find ways to keep your vision inspiring after the initial enthusiasm fades,
especially if the team or organization needs to make significant changes in the
way that it does things. One of the key ways they do this is through Expectancy
Theory . Effective leaders link together two different expectations:
• The expectation that hard work leads to good results.
• The expectation that good results lead to attractive rewards or incentives.
This motivates people to work hard to achieve success, because they expect to
enjoy rewards – both intrinsic and extrinsic – as a result.
3) Definition and importance of conflict management
Whenever two individuals opine in different ways, a conflict arises. In a layman’s
language conflict is nothing but a fight either between two individuals or among
group members. Conflict arises whenever individuals have different values,
opinions, needs, interests and are unable to find a middle way. A conflict has five
phases.
Prelude to conflict - It involves all the factors which possibly arise a conflict
among individuals. Lack of coordination, differences in interests, dissimilarity in
cultural, religion, educational background all are instrumental in arising a conflict.
Triggering Event - No conflict can arise on its own. There has to be an event which
triggers the conflict. Jenny and Ali never got along very well with each other. They
were from different cultural backgrounds, a very strong factor for possibility of a
conflict. Ali was in the mid of a presentation when Jenny stood up and criticized
him for the lack of relevant content in his presentation, thus triggering the conflict
between them.
Initiation Phase - Initiation phase is actually the phase when the conflict has
already begun. Heated arguments, abuses, verbal disagreements are all warning
alarms which indicate that the fight is already on.
Differentiation Phase - It is the phase when the individuals voice out their
differences against each other. The reasons for the conflict are raised in the
differentiation phase.
Resolution Phase - A Conflict leads to nowhere. Individuals must try to
compromise to some extent and resolve the conflict soon. The resolution phase
explores the various options to resolve the conflict. Conflicts can be of many types
like verbal conflict, religious conflict, emotional conflict, social conflict, personal
conflict, organizational conflict, community conflict and so on.
4) Description of Marketing Concepts.
Marketing is the activity, set of institutions, and processes for creating,
communicating, delivering, and exchanging offerings that have value for
customers, clients, partners, and society at large.
5) Which of the manager skills do you think most important for effective
managing organization?
There are three types of skills are important for successful management
performance: technical, human, and conceptual skills.
Technical skills involve the ability to apply specialized knowledge and expertise to
work related techniques and procedures. Examples of these skills are engineering,
computer programming, and accounting. Technical skills are mostly related to
working with “things”—processes or physical objects.
Human skills build cooperation within the team being led. They involve working
with attitudes and communication, individual and group interests—in short,
working with people.
Conceptual skills involve the ability to see the organization as a whole. A
manager with conceptual skills is able to understand how various functions of the
organization complement one another, how the organization relates to its
environment, and how changes in one part of the organization affect the rest of
the organization. As one moves from lower-level management to upper-level
management, conceptual skills become more important and technical skills less
important.
Bilet 5
1)Description of discipline, responsibility, authority principles of management
Responsibility
Responsibility indicates the duty assigned to a position. The person holding the
position has to perform the duty assigned. It is his responsibility. The term
responsibility is often referred to as an obligation to perform a particular task
assigned to a subordinate. In an organization, responsibility is the duty as per the
guidelines issued.
Authority
Authority is the right or power assigned to an executive or a manager in order to
achieve certain organizational objectives. A manager will not be able to function
efficiently without proper authority. Authority is the genesis of organizational
framework. It is an essential accompaniment of the job of management. Without
authority, a manager ceases to be a manager, because he cannot get his policies
carried out through others.
Accountability
Every employee/manager is accountable for the job assigned to him. He is
supposed to complete the job as per the expectations and inform his superior
accordingly. Accountability is the liability created for the use of authority. It is the
answerability for performance of the assigned duties. According, to McFarland,
"accountability is the obligation of an individual to report formally to his superior
about the work he has done to discharge the responsibility."
2) Expectancy theory of motivation (Vrooms theory)
Vroom's expectancy theory assumes that behavior results from conscious choices
among alternatives whose purpose it is to maximize pleasure and to minimize
pain. Vroom realized that an employee's performance is based on individual
factors such as personality, skills, knowledge, experience and abilities. He stated
that effort, performance and motivation are linked in a person's motivation. He
uses the variables Expectancy, Instrumentality and Valence to account for this.
Expectancy is the belief that increased effort will lead to increased performance
i.e. if I work harder then this will be better. This is affected by such things as:
•Having the right resources available (e.g. raw materials, time)
•Having the right skills to do the job
•Having the necessary support to get the job done (e.g. supervisor support, or
correct information on the job)
3) External environment and its influence on activity of organization
Organizations have an external and internal environment;
• External Environment
• Internal Environment.
Taking remedial actions- once the causes and extent of deviations are known, the
manager has to detect those errors and take remedial measures for it. There are
two alternatives here-
a) Taking corrective measures for deviations which have occurred; and
b) After taking the corrective measures, if the actual performance is not in
conformity with plans, the manager can revise the targets. It is here the
controlling process comes to an end. Follow up is an important step because it is
only through taking corrective measures, a manager can exercise controlling.
people have a good handle on delegation skills (yes you can delegate across and
up, not just down
that people are well trained in how to have challenging conversations
that consequences (natural and imposed) are used. For example the salesperson
who is late with his or her input could have a bonus reduction (imposed).
2. Differences in Styles
Conflict often happens because people have differing preferences on how to get
things done. For example, one person may want to get the work done quickly
(task oriented) and get on to the next thing as fast as possible. While another
person is more concerned about making sure that everyone has a say in how the
work gets done (people oriented).
You can hose down a lot of potential conflicts when you are trained in how to
understand, and successfully navigate your way through style differences, (and
make no mistake, style differences generally lead to personality conflicts).
3. Differences in Background/Gender
Conflicts can arise between people because of differences in age, educational
backgrounds, personal experiences, ethnic heritage, gender, and political
preferences. Here's an interview I did with Barbara Annis, on gender diversity and
inclusiveness. There are some great tips in the interview to help you make the
most of gender differences.
4. Differences in Leadership Style
Leaders have different ways of leading their teams. Team members who have to
deal with various leaders throughout a day, can become confused and irritated by
these different ways of being led. For example, one leader may be more open and
inclusive, while another may be more directive.
To avoid this type of disruption make sure that your leadership team puts
together a robust set of principles and values. Then, most importantly, they use
them to provide consistency in how they make decisions, and involve people in
the business.
5. Personality Clashes
Personality clashes are often the biggest cause of conflict in the workplace.These
types of conflict in the workplace are often ignited by emotions and perceptions
about somebody else's motives and character. For example, a team leader jumps
on someone for being late, because she views the team member as being lazy and
disrespectful. The team member sees the team leader as out to 'get' him because
he isn't one of the 'favored children'.
3) What is the strategic management?
Strategy is an action that managers take to attain one or more of the
organization’s goals. Strategy can also be defined as “A general direction set for
the company and its various components to achieve a desired state in the future.
Strategy results from the detailed strategic planning process”.
Strategic management can also be defined as a bundle of decisions and acts which
a manager undertakes and which decides the result of the firm’s performance.
The manager must have a thorough knowledge and analysis of the general and
competitive organizational environment so as to take right decisions. They should
conduct a SWOT Analysis (Strengths, Weaknesses, Opportunities, and Threats),
i.e., they should make best possible utilization of strengths, minimize the
organizational weaknesses, make use of arising opportunities from the business
environment and shouldn’t ignore the threats.
It is a way in which strategists set the objectives and proceed about attaining
them. It deals with making and implementing decisions about future direction of
an organization. It helps us to identify the direction in which an organization is
moving.
Bilet 12
1)What types of tasks and roles are central to the work of managers at different
levels?
Top managers are at the top of the hierarchy and are responsible for the entire
organization. They have such titles as president, chairperson, executive director,
chief executive officer (CEO), and executive vice president. Top managers are
responsible for setting organizational goals, defining strategies for achieving
them, monitoring and interpreting the external environment, and making
decisions that affect the entire organization. They look to the long-term future
and concern themselves with general environmental trends and the
organization’s overall success. Top managers are also responsible for
communicating a shared vision for the organization, shaping corporate culture,
and nurturing an entrepreneurial spirit that can help the company innovate and
keep pace with rapid change.
Middle managers work at middle levels of the organization and are responsible
for business units and major departments. Examples of middle managers are
department head, division head, manager of quality control, and director of the
research lab. Middle managers typically have two or more management levels
beneath them. They are responsible for implementing the overall strategies and
policies defined by top managers. Middle managers generally are concerned with
the near future rather than with long-range planning. The middle manager’s job
has changed dramatically over the past two decades. Many organizations
improved efficiency by laying off middle managers and slashing middle
management levels.
Traditional pyramidal organization charts were flattened to allow information to
flow quickly from top to bottom and decisions to be made with greater speed.
Exhibit 1.3 illustrates the shrinking middle management. Yet even as middle
management levels have been reduced, the middle manager’s job has taken on a
new vitality. Rather than managing the flow of information up and down the
hierarchy, middle managers create horizontal networks that can help the
organization act quickly. Research shows that middle managers play a crucial role
in driving innovation and enabling organizations to respond to rapid shifts in the
environment.31As Ralph Stayer, CEO of Johnsonville Sausage said, “Leaders can
design wonderful strategies, but the success of the organization resides in the
execution of those strategies. The people in the middle are the ones who make it
work.
Lower managers is also known as supervisory / operative level of management. It
consists of supervisors, foreman, section officers, superintendent etc. According
to
R.C. Davis, “Supervisory management refers to those executives whose work has
to be largely with personal oversight and direction of operative employees”. In
other words, they are concerned with direction and controlling function of
management. Their activities include -
• Assigning of jobs and tasks to various workers.
• They guide and instruct workers for day to day activities.
• They are responsible for the quality as well as quantity of production.
• They are also entrusted with the responsibility of maintaining good relation
in the organization.
• They communicate workers problems, suggestions, and recommendatory
appeals etc. to the higher level and higher level goals and objectives to the
workers.
• They help to solve the grievances of the workers.
• They supervise & guide the sub-ordinates.
• They are responsible for providing training to the workers.
• They arrange necessary materials, machines, tools etc. for getting the
things done.
• They prepare periodical reports about the performance of the workers.
• They ensure discipline in the enterprise.
• They motivate workers.
• They are the image builders of the enterprise because they are in direct
contact with the workers.
2)What types of control are carried out in the organization
Feed forward controls are future-directed — they attempt to detect and
anticipate problems or deviations from the standards in advance of their
occurrence (at various points throughout the processes). They are in-process
controls and are much more active, aggressive in nature, allowing corrective
action to be taken in advance of the problem.Feed forward controls thus
anticipate problems and permit action to be taken before a problem actually
arises.
Concurrent control, also called steering control because it allows people to act on
a process or activity while it is proceeding, not after it is proceeding, nor after it is
completed. Corrections and adjustments can be made as and when the need a
rises. Such controls focus on establishing conditions that will make it difficult or
impossible for deviations from norms to occur.
Feedback control is future-oriented. It is historical in nature and is also known as
post-action control. The implication is that the measured activity has already
occurred, and it is impossible to go back and correct performance to bring it up to
standard. Rather, corrections must occur after the act.
3)What are the main elements of the communication process? Give examples of
each of the elements.
The main components of communication process are as follows:
Bilet 13
Methods governed by state and regional Tax system of the country; tax system of
bodies (refer to the economic factors of the region; the country's credit and
the external environment of the
management system, the parameters of financial mechanism; credit and
which are not determined by the financial mechanism of the region
enterprise)
SWOT Analysis is the most renowned tool for audit and analysis of the overall
strategic position of the business and its environment. Its key purpose is to
identify the strategies that will create a firm specific business model that will best
align an organization’s resources and capabilities to the requirements of the
environment in which the firm operates.
Three approaches to decision making are avoiding, problem solving and problem
seeking. Every decision-making process reaches a conclusion, which can be a
choice to act or not to act, a decision on what course of action to take and how, or
even an opinion or recommendation. Sometimes decision making leads to
redefining the issue or challenge. Accordingly, three decision-making processes
are known as avoiding, problem solving, and problem seeking.
Avoiding
One decision-making option is to make no choice at all. There are several reasons
why the decision maker might do this:
• There is insufficient information to make a reasoned choice between
alternatives.
• No pressing need for a choice exists and the status quo can continue
without harm.
• The person considering the alternatives does not have the authority
to make a decision.
Problem Solving
Problem Seeking
On occasion, the process of problem solving brings the focus or scope of the
problem itself into question. It may be found to be poorly defined, of too large or
small a scope, or missing a key dimension. Decision makers must then step back
and reconsider the information and analysis they have brought to bear so far. We
can regard this activity as problem seeking because decision makers must return
to the starting point and respecify the issue or problem they want to address.
Budgetary Control
Standard Costing
Internal Audit
Break-Even Analysis
Statistical Control
Budgetary Control
Under this technique, managers record their costs and expenses for
every activity and compare them with standard costs. This controlling
technique basically helps in realizing which activity is profitable and
which one is not.
Internal Audit
Break-Even Analysis
Break-even analysis shows the point at which a business neither earns
profits nor incurs losses. This can be in the form of sale output,
production volume, the price of products, etc.
Statistical Control
Bilet 14
The task environment consists of factors that directly affect and are
affected by the organization’s operations. These factors include
suppliers, customers, competitors, regulators and so on. A manager can
identify environmental factors of specific interest rather than having to
deal with a more abstract dimension of the general environment.
Competitors
Customers
“Satisfaction of customer”- the primary goal of every organization. The
customer is who pays money for the organization’s product or services.
They are the peoples who hand them the profit that the companies are
targeting. Managers should pay close attention to the customers’
dimension of the task environment because its customers purchase that
keeps a company alive and sound.
Suppliers
Regulators
Regulators are units in the task environment that have the authority to
control, regulate or influence an organization’s policies and practices.
Government agencies are the main player in the environment and
interest groups are created by its members to attempt to influence
organizations as well as government. Trade unions and chamber of
commerce are the common examples of an interest group. There are
two important kinds of regulators:
Bilet 15
Responsibility
Characteristics of Responsibility
Authority
Human resources are the people who work for an organization. The
skills they possess and their knowledge of the work system are i
Recruitment And Selection
Orientation
Motivation is the word derived from the word ’motive’ which means
needs, desires, wants or drives within the individuals. It is the process of
stimulating people to actions to accomplish the goals. In the work goal
context the psychological factors stimulating the people’s behavior can
be:
• success
• recognition
• job-satisfaction
• team work
Safety needs- These needs are also important for human beings.
Everybody wants job security, protection against danger, safety of
property, etc.
Social needs- These needs emerge from society. Man is a social animal.
These needs become important. For example- love, affection,
belongingness, friendship, conversation, etc.
Self-actualization needs- These are the needs of the highest order and
these needs are found in those person whose previous four needs are
satisfied. This will include need for social service, meditation.
Bilet 16
1)Barriers to Effective Communication
• External Environment
• Internal Environment.
• General Environment
• Task Environment
The task environment consists of factors that directly affect and are
affected by the organization’s operations. These factors include
suppliers, customers, competitors, regulators and so on. A manager can
identify environmental factors of specific interest rather than having to
deal with a more abstract dimension of the general environment.
Most important - they would know the different between ’urgent’ and
’important’. Remember, not everything that is urgent is important. Also,
not everything that is important is urgent.
Ask Questions: Leaders will ask questions that help them assess
employees’ contribution to the organization and also help employees
understand how better they can contribute towards organizational goals.
A Leader must ask his / her employees - the task they perform, do they
feel their task is linked to the big picture, and is there anything that
comes in the way of their performance.
Create Talent Pool: Smart leaders will always be ready for any
shortage in staff. They will have their talent pool ready in case of any
crisis situation. They will ensure that every employee has a trained /
trainable back-up.
Be Competent: The art of “tooting your own horn without blowing it”
is a delicate balance of demonstrating your “expertise” and “taking
credit” in a way that people notice their success. And one of the safest
ways to do it is to celebrate and bring attention to team achievements.
Praise people for good work, and when you do so, be specific on what
exactly you liked. Shaking hands is a gesture that will show them that
you are actually happy about their contribution and their success. And
thus, you will prove out your competence as a leader.
Be Visionary: What’s lying ahead in future is a topic of fascination
and has mystic charm. This is a trait of absolute confidence and should
be handled with care. It is important to make goals specific, with
possible outcomes and benefits, without making promises that you may
not be able to keep. A successful leader knows his goals and checks if
performance and goals are in symmetry.
Bilet 17
1. Division of Work
4. Unity of Command
5. Unity of Direction
9. Scalar Chain
10. Order
According to this principle of the 14 principles of management,
employees in an organization must have the right resources at their
disposal so that they can function properly in an organization. In
addition to social order (responsibility of the managers) the work
environment must be safe, clean and tidy.
11. Equity
13. Initiative
ERG Theory
4)Importance of Leadership
Bilet 18
1)Give a description of the organization and the role of managers in
the organization.
All organizations exist for certain purposes or goals, and managers are
responsible for combining and using organizational resources to ensure
that their organizations achieve their purposes. Management moves an
organization toward its purposes or goals by assigning activities
organization members perform. Management strives to encourage
individual activity that will lead to reaching organizational goals and to
discourage individual activity that will hinder the accomplishment of
those goals. Because the process of management emphasizes the
achievement of goals, managers must keep organizational goals in mind
at all times.
Functional structure
Divisional structure
Most important - they would know the different between ’urgent’ and
’important’. Remember, not everything that is urgent is important. Also,
not everything that is important is urgent.
Ask Questions: Leaders will ask questions that help them assess
employees’ contribution to the organization and also help employees
understand how better they can contribute towards organizational goals.
A Leader must ask his / her employees - the task they perform, do they
feel their task is linked to the big picture, and is there anything that
comes in the way of their performance.
Create Talent Pool: Smart leaders will always be ready for any
shortage in staff. They will have their talent pool ready in case of any
crisis situation. They will ensure that every employee has a trained /
trainable back-up.
4)Levels of management
Top managers are at the top of the hierarchy and are responsible for
the entire organization. They have such titles as president, chairperson,
executive director, chief executive officer (CEO), and executive vice
president. Top managers are responsible for setting organizational
goals, defining strategies for achieving them, monitoring and
interpreting the external environment, and making decisions that affect
the entire organization. They look to the long-term future and concern
themselves with general environmental trends and the organization’s
overall success. Top managers are also responsible for communicating a
shared vision for the organization, shaping corporate culture, and
nurturing an entrepreneurial spirit that can help the company innovate
and keep pace with rapid change.
• They are the image builders of the enterprise because they are in
direct contact with the workers.
Bilet 19
people have a good handle on delegation skills (yes you can delegate
across and up, not just down
that consequences (natural and imposed) are used. For example the
salesperson who is late with his or her input could have a bonus
reduction (imposed).
2. Differences in Styles
3. Differences in Background/Gender
Leaders have different ways of leading their teams. Team members who
have to deal with various leaders throughout a day, can become
confused and irritated by these different ways of being led. For
example, one leader may be more open and inclusive, while another
may be more directive.
To avoid this type of disruption make sure that your leadership team
puts together a robust set of principles and values. Then, most
importantly, they use them to provide consistency in how they make
decisions, and involve people in the business.
5. Personality Clashes
SWOT Analysis is the most renowned tool for audit and analysis of the
overall strategic position of the business and its environment. Its key
purpose is to identify the strategies that will create a firm specific
business model that will best align an organization’s resources and
capabilities to the requirements of the environment in which the firm
operates.
Bilet 20
•Having the necessary support to get the job done (e.g. supervisor
support, or correct information on the job)
4)What is the SMART goals?