I. Multiple choices (25)II. True-false (15)III. Scenarios and Questions (20)IV. Essay Questions (40)Part 1 IntroductionChapter 1 Introduction to Management and OrganizationChapter 2 Management Yesterday and TodayPart 3 PlanningChapter 6 Decision-Making: The Essence of the Manager’s JobChapter 7 Foundations of PlanningChapter 9 Planning Tools and TechniquesPart 4 OrganizingChapter 10 Organizational Structure and DesignChapter 11 Managerial Communication and Information Technology Chapter 13 Managing Change and InnovationPart 5 LeadingChapter 16 Motivating EmployeesChapter 17 LeadershipPart 6 ControllingChapter 18 Foundations of ControlChapter 1 Introduction to Management and OrganizationKey terms: Managers, management, organization.I. managers-----who are managers?Differences between managers and operatives职员(coordinating, subordinates属下、附属物)Top managersThe types of managers Middle managers(differentiate(V 区别、差别), First-line managersexample)who are managers(someone who work with and through other people by coordinating their work activities in order to accomplish organizational goals)what is management : coordinating work activities so that they are completed efficiently and effectively with and through other people )II. management----- what is management?process--POLC3 key ideas of management coordinating activitiesaccomplish goals efficiently and effectivelyefficiency(doing things right) & effectiveness(doing the right things) (differentiate) III. Organization-----what is an organization?（A deliberate arrangement of people to accomplish some specific purpose）Distinct purpose3 characteristics of an organization peopleDeliberate structure Understanding the characteristics of traditional and neworganizationsIV. What do managers do?The key parts are three perspectives. They are1) Functions and process (list and define);Planning, organizing, leading, and controlling2) Management roles (name)Interpersonal (figurehead（名誉领袖）, leader, liaison(联络)),informational (monitor监听员, disseminator传播者, spokesperson发言人), Decisional (entrepreneur企业家, disturbance handler故障排除者, resource allocator, negotiator谈判专家)3) management skills (name and differentiate, conclusion)(technical, human, and conceptual skills)Chapter 2 Management Yesterday and TodayI. The development of management theories(Major Approaches to Management)Scientific ManagementGeneral Administrative TheoryQuantitative Approach to ManagementOrganizational BehaviorSystem ApproachContingency Approach1) Scientific management-----Focus on (how to improve the productivity)Book: Principles of Scientific Management(1911)Experiment: “Pig Iron”Taylor’s four principles of management1. Develop a science for each element of an individual’s work,which replaces the old rule-of-thumb method.2. Scientifically select and then train, teach, and develop theworker.3. Heartily cooperate with the workers so as to ensure that allwork is done in accordance with the principles of the sciencethat has been developed.4. Divide work and responsibility almost equally betweenmanagement and workers. Management takes over all workfor which it is better fitted than the workers.2)General Administrative Theorists-----Fayol’s management functions(planning, organizing, commanding, coordinating and controlling)Fayol’s 14 principles of management (authority, unity of command, unity of direction, scalar chain, etc.)3) Quantitative approach-----operations research or management science• applications of statistics(统计应用)• optimization models（最优化模型）• information models（信息模型）• computer simulations（计算机模拟）of managementactivities4) Organizational behavior------ Hawthrone Studies (Elton Mayo)(focus on: human behavior in organizationsconclusions).Difference between scientific management and organizational behavior (efficiency) (people)5) System ApproachA system is a set of interrelated(相关的) and interdependent parts arranged in a mannerthat produces a unified whole.（统一整体）An organization is an open system.6) Contingency ApproachThe contingency perspective emphasizes the fact that organizations are different, face different circumstances or contingencies, and thus may require different ways ofmanaging.II. Current trends and issues (understand)globalization, ethics（道德规范）, workforce diversity（员工多样化）, entrepreneurship, managing in an E-business world, learning organizations and knowledge management, quality management.Chapter 6 Decision-Making: The Essence of the Manager’s Job1. Define decision-making.A decision is a choice made from two or more alternatives.2 key ideas2. Outline the steps in the decision-making process.8-step process:It begins with identifying a problemand decision criteriaand allocating weights to those criteria;moves to developing,analyzing,and selecting an alternative;implements the alternative;and concludes with evaluating the decision’s effectiveness.3. Four factors affected the decision-making process.a) the decision-making approach----rationality, boundedrationality, intuition; (Identify)satisfice- accept solutions that are “good enough”, rather thanmaximizing payoffsb) the decision-making conditions---- certainty, risk,uncertainty (Identify)c) the two types of problem and decision, (Differentiate,Conclusion)well-structured, poorly structured.programmed decisions, nonprogrammed decision.d) decision making styles, directive（指令型）, analytic（分析型）,conceptual（概念型）, behavioral（行为型） style. (Understand)Chapter 7 Foundations of Planning1. Define planningPlanning involves defining the organization’s goals, establishing anoverall strategy for achieving these goals, and developing acomprehensive（综合的，广泛的） set of plans to integrate and coordinateorganizational work.2. Distinguish among the different types of plans.Types of PlansStrategic(战略的) long term directional single useOperational short term specific standing3. Approaches to establishing goals (MBO).（management byobjectives目标管理）The difference between traditional goal setting and MBO:MBO consists of four elements:i) Goal specificityii) Participative decision makingiii) Explicit time period（明确的时限）iv) Performance feedback（绩效反馈）Chapter 9 Planning Tools and TechniquesPERT method（计划评审技术）1) How to construct a network chart?2) How to determine critical path?Chapter 10 Organizational Structure and Design1. Define organizing, organizational structure and organizationaldesign.Organizing is the process of creating an organization’s structure.An organizational structure is the formal arrangement of jobs within an organization.Organizational design is the process of developing or changing an organization’s structure.2. Describe the six key elements of organizational structure.6 key elements of organizational design are:-work specialization,-departmentalization,-chain of command,-span of control,-centralization/decentralization,- formalization.3. Differentiate mechanistic & organic organizational designssimple structure & functional structure & divisional structure4. Identify the four contingency factors that influenceorganizational designStrategySizeTechnologyEnvironmental Uncertainty5. Understand Contemporary Organizational Designs (teamstructures, matrix structures, project structures, boundariesorganizations and learning organization).Chapter 11 Managerial Communication and Information Technology1．Communication－ the transfer and understanding of meaning 2．Differentiate organizational communication flows and networks Direction of Communication FlowDownward CommunicationUpward CommunicationLateral CommunicationDiagonal CommunicationOrganizational Communication NetworksTypes of Communication Networks (chain, wheel, all-channel)The GrapevineChapter 13 Managing Change and Innovation1. What Is Change?Change-alterations in people, structure, or technology2. Types of ChangeChanging StructureChanging TechnologyChanging PeopleChapter 16 Motivating Employees1. What Is Motivation?–The processes that account for an individual’s willingness toexert high levels of effort to reach organizational goals,conditioned by the effort’s ability to satisfy some individualneed.• Effort, Direction, Need2. Early Theories of Motivation (contents, conclusions)Maslow’s Hierarchy of Needs TheoryPhysiologicalSafetySocialEsteemself-actualizationMotivating a person depends on knowing at what level thatperson is on the hierarchy.McGregor’s Theory X and Theory Y–Theory X- assumes that workers have little ambition, dislikework, want to avoid responsibility, and need to be closelycontrolled• assumed that lower-order needs dominated–Theory Y- assumes that workers can exercise self-direction,accept and actually seek out responsibility, and consider work tobe a natural activity• assumed that higher-order needs dominatedHerzberg’s Motivation-Hygiene Theory(Identify Hygiene factors & Motivators)3. Contemporary Theories of MotivationThree-Needs Theorythe need for achievement (nAch),the need for power (nPow),the need for affiliation (nAff).High achievers ：• prefer jobs that offer personal responsibility• want rapid and unambiguous feedback• like moderately challenging goals.High achievers don’t necessarily make good managersBest managers tend to be high in the need for power and low inthe need for affiliationGoal-Setting Theory--Proposes that setting goals that are accepted, specific, and challenging yet achievable will result in higher performance than having no or easy goals.Reinforcement TheoryA desired behavior is a function of its consequences, is externallycaused, and if reinforced, is likely to be repeated.Managers can influence employees’ behavior by reinforcing the work behaviors they desire.Equity Theory–Equity theory proposes that employees perceive what they getfrom a job situation (outcomes) in relation to what they put in(inputs) and then compare their inputs-outcomes ratio with theinputs-outcomes ratios of relevant others.–If employees perceive inequity, they will act to correct thesituation.Expectancy Theory (key relationships)effort-performance linkageperformance-reward linkageattractiveness of rewardChapter 17 Leadership1. Differentiate managers and leaders.Leaders- someone who can influence others and who has managerial authorityThe difference between managers and leadersThe relationship between managers and leaders--All managers should ideally be leaders, but not all leaders have the ability to be an effective manager.2. The trait theories of leadership.Leadership traits -characteristics that might be used to differentiate leaders from nonleaders.3. Behavioral theories of leadership (Types of leadership &conclusions)1) University of Iowa Studies-- autocratic, democratic, and laissez-faire.2) The Ohio State Studies-- initiating structure and consideration(high-high leaders)3) University of Michigan Studies--employee oriented, production oriented.4) The Managerial Grid--- used two-dimensional grid of both “concernfor people” and “concern for production” as dimensions.Five major styles:Impoverished management (1,1),task management (9,1),middle-of-the-road management (5,5),country club management (1,9),and team management (9,9).4. The Fiedler contingency model.The Fiedler Model--- relationship oriented ;task orientedLPC--Least-preferred co-worker (LPC) questionnaireThe situational factors in Fiedler’s modelleader-member relationstask structureposition powerConclusion5.Hersey-Blanchard’s Situational Leadership Theory---focuses on followers’ readinesstask behaviors, relationship behaviorsTelling, Selling, Participating, Delegating6. Explain the various sources of power a leader might possess.legitimate power, coercive power, reward power,expert power, and referent power.Chapter 18 Foundations of Control1. What Is Control?Control is the process of monitoring activities to ensure they are being accomplished as planned and of correcting any significant deviations.2.The Control ProcessMeasuringComparingTaking Managerial Action– Correct Actual Performance– Revise the Standard3.Types of ControlFeedforward ControlConcurrent ControlFeedback Control。
