PROF.

BRUCE FISCHER

BUS 250 - STUDY GUIDE

CHAPTER 1 – Understanding the Manager’s Job

Organization

Management

Efficiency

Effectiveness

Levels of Management

Planning

Organizing

Leading

Controlling

Technical skills

Interpersonal skills

Conceptual skills

Classical Management
Scientific Management

Frederick W. Taylor

Administrative Management

Behavioral Management Perspective

Soldiering

The Hawthorne Studies

Theory X/Theory Y

Management Science

Operations Management

System

Contingency Perspective

CHAPTER 2 – The Environments of Organizations and Managers

External Environment

General Environment
Internal Environment

Supplier

Strategic Partner

Business Owners

Board of Directors

Ethics

Managerial Ethics

Code of Ethics

Sarbanes-Oxley Act of 2002

Social Responsibility

Legal Compliance

Ethical Compliance

Whistle Blower

Exporting

Importing
Licensing

Strategic Alliance

Joint Venture

Foreign Direct Investment

Tariff

Quota

Economic Community

EU

NAFTA

GATT/WTO

Organizational Culture

CHAPTER 3 – Planning and Strategic Management

Organizational Goals

Mission Statement
Strategic Goals

Operational Goals

Strategic Plan

Operational Goals

Distinctive Competence (Competitive or Comparative Advantages or Strengths)

Strategy Implementation

SWOT Analysis

Differentiation Strategy

Cost Leadership (Low Cost) Strategy

Product Life Cycle

Focused Strategy

Diversification

Portfolio Management

BCG Matrix

Tactical Plans
Programs

Projects

Policies

SOP

Rules and Regulations

Crisis Management

Contingency Planning

CHAPTER 4 – Managing Decision Making

The Decision-Making Process

Programmed Decisions

Risk in Decision-making

Uncertainty in Decision-making

The Classical Decision-Making Model

Steps in Rational Decision-Making

Evidence-Based Management

The Administrative Decision-Making Model

Bounded Rationality

Satisficing

Coalition Building

Intuitive Decision-Making

Escalation of Commitment

Risk Propensity

Delphi Group Technique

Nominal Group Technique

Groupthink

CHAPTER 5 – Entrepreneurship and New Venture Management

Entrepreneurship

Small Business
Innovation

Wholesaling

Niche

First-Mover Advantage

Business Plan

Start-Up Businesses

Venture Capitalists

Small Business Investment Companies (SBICs)

SBA

Franchising

E-Commerce

Causes for Business Failure

Reasons for Business Success

CHAPTER 6 – Organization Structure and Design

Job Specialization

Job Rotation

Job Enlargement

Job Enrichment

Job Characteristics

Work Teams

Departmentalization

Functional Departmentalization

Product Departmentalization

Customer Departmentalization

Location Departmentalization

Chain of Command

Span of Control (Span of Management)

Tall vs. Flat Organizations

Authority

Delegation

Centralization/Decentralization

Coordination

Electronic Coordination

Bureaucracy

Core Situational Influences on Organization Design

Technology

Mechanistic/Organic Organization

Differentiation/Integration

Organizational Size

Organizational Life Cycle

Functional Design

Divisional Design

Matrix Design
Hybrid Designs

Team Organization

Virtual Organization

CHAPTER 7 – Organization Change and Innovation

Organizational Change

Planned Change vs. Reactive Change

Uncertainty

Resistance to Change

Participation

Changing Organization Structure and Design

Changing Technology and Operations

ERP

Changing People, Attitudes, and Behaviors

Changing Business Processes

Business Process Reengineering

OD

The Innovative Process

Radical Innovation

Incremental Innovation

Promoting Innovation in Organizations

The Reward System

Organization Culture

Intrapreneurship in Larger Organizations

CHAPTER 8 – Managing Human Resources in Organizations

Human Resource Management (HRM)

Human Capital

Equal Employment Opportunity

Compensation and Benefits

Labor Relations

Health and Safety

Sexual Harassment

Drugs and Alcohol Abuse

Job Analysis

Job Description

Job Specification

Forecasting Human Resource Demand and Supply

Employee Information Systems (Skills Inventory)

Recruiting

Validation

Tests

Interviews

Assessment Centers

Training and Development

Performance Appraisal

Behaviorally Anchored Rating Scale (BARS)

Performance Feedback

Compensation

Job Evaluation

Benefits

Managing Diversity

Labor Relations

Collective Bargaining

Grievance Procedure

Knowledge Workers

Contingent and Temporary Workers

CHAPTER 9 – Basic Elements of Individual Behavior in Organizations

The Psychological Contract

The Person-Job Fit

Personality

The “Big Five” Personality Traits – Agreeableness, Conscientiousness, Neuroticism, Extraversion,

Openness

Locus of Control

Self-Efficacy

Authoritarianism

Machiavellianism

Self-Esteem

Risk Propensity

Emotional Intelligence (EQ)

Attitudes

Cognitive Dissonance

Job Satisfaction

Organizational Commitment
Positive/Negative Affectivity

Perception

Selective Perception

Stereotyping

Attribution

Stress

Burnout

Managing Stress

The Creative Individual

The Creative Process

Enhancing Creativity in Organizations

Performance Behaviors

Absenteeism

Dysfunctional Behaviors in Organizations

CHAPTER 10 – Managing Employee Motivation and Performance

Gamification

Motivation

Maslow’s Hierarchy of Needs

Herzberg’s Two-Factor Theory of Motivation

Need for Achievement, Affiliation, and Power (McClelland)

Expectancy Theory

Equity Theory

Goal-Setting Theory

Reinforcement Theory

Positive Reinforcement

Behavior Modification

Empowerment and Participation

Alternative Forms of Work Arrangements

Merit Reward Systems

Incentive Reward Systems

Piece Rate Systems

Gainsharing Programs

Scanlon Plan

Stock Option Plans

Bonus Systems

CHAPTER 11 – Leadership and Influence Processes

Leadership

Sources of Power

Leadership Traits

Leadership Behaviors

The Managerial Grid

Least-Preferred Coworker Measure

Path-Goal Theory
Vroom’s Decision Tree Approach

The LMX Model

Substitutes for Leaderships

Charismatic Leadership

Transformational Leadership

Strategic Leadership

Cross-Cultural Leadership

Ethical Leadership

Political Behavior

CHAPTER 12 – Communication in Organizations

Communication

Data

Information

Oral Communication
Written Communication

Communication Networks

Vertical Communication

Horizontal Communication

IT

Management Information System (MIS)

Decision Support System (DSS)

AI

Intranets

Grapevine

Management by Wandering Around

Nonverbal Communication

Barriers to Communication

Listening Skills

Organizational Skills
CHAPTER 13 – Managing Work Groups and Teams

Functional Groups

Informal or Interest Group

Task Group

Team

Virtual Team

Why People Join Groups and Teams

Roles

Role Ambiguity

Role Conflict

Norms

Cohesiveness

Informal Leader

Interpersonal Conflict
Intergroup Conflict

Stimulating Conflict

Controlling Conflict

Conflict Resolution

Negotiation

CHAPTER 14 – Basic Elements of Control

Operations Control

Financial Control

Control Standards

Measuring Performance

Comparing Performance Against Standards

Corrective Action

Operations Control

Budgetary Control
Types of Budgets

Balance Sheet

Income Statement

Ratio Analysis

Audits

Bureaucratic Control

Decentralized Control

Strategic Control

Characteristics of Effective Control

Resistance to Control

Employee Participation

CHAPTER 15 – Managing Operations, Quality, and Productivity

Operations Management

Manufacturing
Service Operations

Capacity Decisions

Facilities Planning

Layout

Technology

Automation

Computer-Assisted Manufacturing

Robotics

Supply Chain Management

Purchasing Management

Inventory Control

Just-in-Time (JIT) Method

Quality

Productivity

Total Quality Management (TQM)

Value-Added Analysis

Benchmarking

Outsourcing

Cycle Time

ISO 9000 and ISO 14000

Statistical Quality Control

Six Sigma

Productivity

Employee Involvement