1

MGTO120 Mid-term ExamMGTO120 Mid-term Exam

Jun. 21, 2:00pm, RM2503Jun. 21, 2:00pm, RM2503

2

Course OverviewCourse Overview

- A Big Picture & Where We Are- A Big Picture & Where We Are

Management (Robbins & Coulter)

Part 1Basic

Concepts(Ch1)

Part 2

Context(ch3-5)

Part 1

Retrospect(ch2)

Part 3

Planning(ch6-9)

Part 4

Organizing(Ch10-13)

Part 5

Leading (Ch 14-17)

Part 6

Controlling(Ch 18,19)

What we will cover in exam

3

MANAGEMENTMANAGEMENT?? ORGANIZATION?ORGANIZATION?

Process of coordinating work activities so that they are completed efficiently and effectively with and through other people

4

POLC

IID

CHT

WHAT DO MANAGERS DO?WHAT DO MANAGERS DO?

Three categorization schemes:

Management Functions (POLC)

Management Roles (IID)Management Skills (CHT)

5

Ch. 2 Evolution of Ch. 2 Evolution of ManagementManagement

HistoricalBackground Scientific

ManagementGeneral

AdministrativeTheorists

Quantitative/system/contingencyApproaches

Management Theories

IndustrialRevolution

Adam Smith

Early Advocates

Hawthorne Studies

OrganizationalBehavior

Early Examplesof Management

6

Organizational CultureOrganizational Culture

– A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other.

– “The way we do things around here.”• Values, symbols, rituals, myths, and practices

– Implications:• Culture is a perception.

• Culture is shared.

• Culture is descriptive.

7Exhibit 3.2Exhibit 3.2

Dimensions of Organizational Dimensions of Organizational CultureCulture

TOP

ASIA

8

Sources and continuation of Sources and continuation of the Organizational Culturethe Organizational Culture

9

10

National cultureNational culture

Individualism versus Collectivism Power Distance Uncertainty Avoidance Quantity versus Quality of Life Long-term versus Short-term

Orientation

11

Global Organizations and Global Organizations and GlobalizationGlobalization

Multinational Corporation (MNC) Transnational Corporation (TNC) Borderless Organization

12

Classical view vs. Socioeconomic view

Organizational Stakeholders

Business Ethics – IMPORTANT

13

From Obligation to From Obligation to Responsiveness to Responsiveness to

ResponsibilityResponsibilityLevels of social involvement:

Social Obligation

SocialResponsibility

SocialResponsiveness

e.g. Johnsons & Johnsons – Tylenol

e.g. Café de Coral – non-smoking areas

e.g. Tobacco manufacturers – health warning on the packing

14

Factors That Affect Ethical Factors That Affect Ethical and Unethical Behaviorand Unethical Behavior

15

JUSTICEJUSTICE (practical, by John, not in (practical, by John, not in text)text)

a model of Ethical Decision a model of Ethical Decision criteriacriteria1.      Justice: all follow same rule

2.      Utilitarianism: greatest good

3.      Spiritual values: do unto others as you would want them to do to you

4.      TV rule: defend openly on TV

5.      Influence: any influence of your action?

6.      Core: important to you, your core values

7. Emergency: urgency of situation

Remember “Sadhu”??

16Exhibit 6.1Exhibit 6.1

8 steps 8 steps in tin the he

Decision-Decision-Making Making ProcessProcess

1

2

3

4

5

6

7

8

17

Bounded RationalityBounded Rationality

– Managers make decisions rationally, but are limited (bounded) by their ability to process information.

– Assumptions are that decision makers:

• Will not seek out or have knowledge of all alternatives

• Will satisfice—choose the first alternative encountered that satisfactorily solves the problem—rather than maximize the outcome of their decision by considering all alternatives and choosing the best.

More reasonable

assumptions?

This helped Herbert Simon and his buddy

get a Nobel Prize

18

192. How long is the Chang Jiang River??

20Exhibit 6.14Exhibit 6.14

Overview of Managerial Overview of Managerial Decision MakingDecision Making

21

PlanningPlanning

A primary functional managerial activity that involves:

• Defining the organization’s goals• Establishing an overall strategy for achieving those

goals• Developing a comprehensive set of plans to integrate

and coordinate organizational work.

SMART goalsSMART goals Specific Measurable Achievable (but not easy) Realistic Time-anchored

22

MBO: Cascading of Objectives

OrganizationalObjectives

DivisionalObjectives

DepartmentalObjectives

IndividualObjectives

The XYZ Company

Consumer Products Industrial Products

DevelopmentResearchMarketingCustomerService

SalesProduction

Key Elements of MBO?Key Elements of MBO?

23Exhibit 8.1Exhibit 8.1

The Strategic Management The Strategic Management ProcessProcess

24Exhibit 8.4Exhibit 8.4

Levels of Organizational Levels of Organizational StrategyStrategy

25Exhibit 8.5Exhibit 8.5

The BCG MatrixThe BCG Matrix

明星 问号

金牛 瘦狗

26Exhibit 8.6Exhibit 8.6

Forces in Forces in the the Industry Industry AnalysisAnalysis

Michael Porter

Three Competitive Three Competitive Strategies?Strategies?