kisi2 management

8/18/2019 Kisi2 Management

1/23


2/23

#. %anagement -oles• -oles are speci(c actions or !ehaviors epected o a manager.

• %intz!erg identi(ed 1 roles grouped around interpersonal relationships,

the transfer of information) and decision making.

%anagement -oles

• Interpersonal roles

– 'igurehead) leader) liaison

• Inormational roles

– %onitor) disseminator) spo+esperson

•

Decisional roles

– Entrepreneur) distur!ance handler) resource allocator) negotiator

/. 0+ills %anagers eed

• Technical skills

– 2no*ledge and pro(ciency in a speci(c (eld

• !man skills

–

3he a!ility to *or+ *ell *ith other people

• Concept!al skills

– 3he a!ility to thin+ and conceptualize a!out a!stract and comple

situations concerning the organization


3/23

CHAPTER 3 GLOBAL MANAGEMENT

1. Types of International Organizations

• "!ltinational Corporation #"$C% & a !road term that reers to any and

all types o international companies that maintain operations in multiplecountries.

• "!ltidomestic Corporation & an %4 that decentralizes management

and other decisions to the local country.

• 'lo(al Company & an %4 that centralizes management and other

decisions in the home country.

• Transnational or )orderless Organization & an %4 in *hich arti(cial

geographical !arriers are eliminated.

&. 5ostede6s 'ive Dimensions o ational 4ulture


4/23

CHAPTER 7 DECIION MANAGEMENT

1. T!e De"ision Ma#ing $ro"ess1. I%entifying a pro&le' an% %e"ision "riteria an% allo"ating (eig!ts to t!e "riteria

). De*eloping+ analyzing+ an% sele"ting an alternati*e t!at "an resol*e t!e pro&le'

,. I'ple'enting t!e sele"te% alternati*e

-. E*alating t!e %e"ision/s effe"ti*eness

tep 10 I%entifying a $ro&le'

– A pro&le' &e"o'es a pro&le' (!en a 'anager &e"o'es a(are of it.

– T!ere is pressre to sol*e t!e pro&le'.

– T!e 'anager 'st !a*e t!e at!ority+ infor'ation+ or resor"es nee%e% to

sol*e t!e pro&le'.

tep )0 I%entifying De"ision Criteria


5/23

• De"ision "riteria are fa"tors t!at are i'portant rele*ant2 to resol*ing t!e pro&le'+

s"! as0

– Costs t!at (ill &e in"rre% in*est'ents re3ire%2

–4is#s li#ely to &e en"ontere% "!an"e of failre2

– Ot"o'es t!at are %esire% gro(t! of t!e fir'2

tep ,0 Allo"ating 5eig!ts to t!e Criteria

• De"ision "riteria are not of e3al i'portan"e0

– Assigning a (eig!t to ea"! ite' pla"es t!e ite's in t!e "orre"t priority or%er

of t!eir i'portan"e in t!e %e"ision6'a#ing pro"ess.

tep -0 De*eloping Alternati*es

• I%entifying *ia&le alternati*es

– Alternati*es are liste% (it!ot e*alation2 t!at "an resol*e t!e pro&le'.

tep 70 Analyzing Alternati*es

• Appraising ea"! alternati*e/s strengt!s an% (ea#nesses

– An alternati*e/s appraisal is &ase% on its a&ility to resol*e t!e isses relate% to

t!e "riteria an% "riteria (eig!t.

tep 80 ele"ting an Alternati*e

• C!oosing t!e &est alternati*e

– T!e alternati*e (it! t!e !ig!est total (eig!t is "!osen.

tep 90 I'ple'enting t!e Alternati*e

: $tting t!e "!osen alternati*e into a"tion

6 Con*eying t!e %e"ision to an% gaining "o''it'ent fro' t!ose (!o (ill "arry ot t!ealternati*e

tep ;0 E*alating De"ision Effe"ti*eness

• T!e son%ness of t!e %e"ision is

). Types of %e"ision 'a#ing


6/23

4ational De"ision6Ma#ing

• Rational DecisionMa!ing %es"ri&es "!oi"es t!at are logi"al an% "onsistent (!ile

'a?i'izing *ale.

•"ounded Rationalit# %e"ision 'a#ing t!at/s rational+ &t li'ite% &on%e%2 &y anin%i*i%al/s a&ility to pro"ess infor'ation.

• $atisfice a""epting soltions t!at are @goo% enog!.

Intiti*e De"ision6Ma#ing

• Intiti*e %e"ision6 'a#ing

– Ma#ing %e"isions on t!e &asis of e?perien"e+ feelings+ an% a""'late%


7/23

• A%aila*ilit# "ias 6 losing %e"ision6'a#ing o&


8/23

• $ingle-se Plan

– A one6ti'e plan spe"ifi"ally %esigne% to 'eet t!e nee% of a ni3e sitation.

• $tanding Plans

– Ongoing plans t!at pro*i%e gi%an"e for a"ti*ities perfor'e% repeate%ly.

). Tra%itional Goal etting *s Manage'ent By O&


9/23

• goal spe"ifi"ity

• parti"ipati*e %e"ision 'a#ing

• an e?pli"it perfor'an"ee*alation perio%

• fee%&a"#

Does MBO 5or#>

• 4eason for MBO ""ess

– Top 'anage'ent "o''it'ent an% in*ol*e'ent

• $otential $ro&le's (it! MBO $rogra's

– Are less effe"ti*e in %yna'i" en*iron'ents t!at re3ire "onstant resetting of

goals

– O*ere'p!asis on in%i*i%al a""o'plis!'ent 'ay "reate pro&le's (it!

tea'(or#

– Allo(ing t!e MBO progra' to &e"o'e an annal paper(or# s!ffle

,. MA4T goals

CHAPTER . T4ATEGIC MANAGEMENT

1. trategi" Manage'ent $ro"ess

• tep 10 I%entifying t!e organization/s "rrent 'ission+ goals+ an% strategies

– Mission/ a state'ent of t!e prpose of an organization

• T!e s"ope of its pro%"ts an% ser*i"es

– 'oals/ t!e fon%ation for frt!er planning

• Measra&le perfor'an"e targets

• tep )0 Doing an e?ternal analysis

– T!e en*iron'ental s"anning of spe"ifi" an% general en*iron'ents

• tep ,0 Doing an internal analysis

– Assessing organizational resor"es+ "apa&ilities+ an% a"ti*ities0


10/23

• trengt!s "reate *ale for t!e "sto'er an% strengt!en t!e "o'petiti*e

position of t!e fir'.

• 5ea#nesses "an pla"e t!e fir' at a "o'petiti*e %isa%*antage.

–Analyzing finan"ial an% p!ysi"al assets is fairly easy+ &t assessing intangi&leassets e'ployee s#ills+ "ltre+ "orporate reptation+ et".2 isn/t as si'ple.

• Steps 2 and 3 combined are called a SWOT analysis. (Strengths, Weaknesses,

Opportunities, and Threats)

• tep -0 For'lating strategies

– De*elop an% e*alate strategi" alternati*es.

– ele"t appropriate strategies for all le*els in t!e organization t!at pro*i%e

relati*e a%*antage o*er "o'petitors.

– Mat"! organizational strengt!s to en*iron'ental opportnities.

– Corre"t (ea#nesses an% gar% against t!reats.

• tep 70 I'ple'enting strategies

– &m)lementation effe"ti*ely fitting organizational str"tre an% a"ti*ities to

t!e en*iron'ent.

–T!e en*iron'ent %i"tates t!e "!osen strategy effe"ti*e strategyi'ple'entation re3ires an organizational str"tre 'at"!e% to its

re3ire'ents.

• tep 80 E*alating reslts

– =o( effe"ti*e !a*e strategies &een>

– 5!at a%


11/23

• 'ro0t( strateg# 6 a "orporate strategy t!at/s se% (!en an organization (ants to

e?pan% t!e n'&er of 'ar#ets ser*e% or pro%"ts offere%+ t!rog! eit!er its "rrent

&sinesses2 or ne( &sinesses2.

• $ta*ilit# strateg# 6 a "orporate strategy in (!i"! an organization "ontines to %o

(!at it is "rrently %oing.

• Rene0al strateg# 6 a "orporate strategy %esigne% to a%%ress %e"lining perfor'an"e.

-. Types of Co'petiti*e trategies• Cost Lea%ers!ip trategy

– ee#ing to attain t!e lo(est total o*erall "osts relati*e to ot!er in%stry

"o'petitors

• Differentiation trategy

– Atte'pting to "reate a ni3e an% %istin"ti*e pro%"t or ser*i"e for (!i"!

"sto'ers (ill pay a pre'i'

• Fo"s trategy

– Using a "ost or %ifferentiation a%*antage to e?ploit a parti"lar 'ar#et

seg'ent as oppose% to a larger 'ar#et

7.

Fi*e Co'petiti*e $orter For"es 'o%el

• T!reat of Ne( Entrants

– T!e ease or %iffi"lty (it! (!i"! ne( "o'petitors "an enter an in%stry

• T!reat of &stittes

– T!e e?tent to (!i"! s(it"!ing "osts an% &ran% loyalty affe"t t!e li#eli!oo% of

"sto'ers a%opting s&stitte pro%"ts an% ser*i"es

•

Bargaining $o(er of Byers

– T!e %egree to (!i"! &yers !a*e t!e 'ar#et strengt! to !ol% s(ay o*er an%

inflen"e "o'petitors in an in%stry

• Bargaining $o(er of ppliers

– T!e relati*e n'&er of &yers to sppliers an% t!reats fro' s&stittes an%

ne( entrants affe"t t!e &yer6spplier relations!ip.

• Crrent 4i*alry


12/23

– Intensity a'ong ri*als in"reases (!en in%stry gro(t! rates slo(+ %e'an%

falls+ an% pro%"t pri"es %es"en%.

8. 5OT Analysis• $OT anal#sis 6 an analysis of t!e organization/s strengt!s+ (ea#nesses+

opportnities+ an% t!reats.

• Resources 6 an organization/s assets t!at are se% to %e*elop+ 'anfa"tre+ an%

%eli*er a pro%"t to its "sto'ers.

• Ca)a*ilities 6 an organization/s s#ills an% a&ilities in %oing t!e (or# a"ti*ities nee%e%

in its &siness.

• $trengt(s 6 any a"ti*ities t!e organization %oes (ell or any ni3e resor"es t!at it

!as.

• ea!nesses 6 a"ti*ities t!e organization %oes not e?e"te (ell or nee%e% resor"es it

%oes not possess.

• Core com)etencies 6 t!e organization/s 'a


13/23

• Functional

– Groping


14/23

• tr"tre

– C!anging an organization/s str"tral "o'ponents or its str"tral %esign

• Te"!nology

– A%opting ne( e3ip'ent+ tools+ or operating 'et!o%s t!at %ispla"e ol% s#ills

an% re3ire ne( ones

• $eople

– C!anging attit%es+ e?pe"tations+ per"eptions+ an% &e!a*iors of t!e (or#for"e

,. Inno*ation aria&les

CHAPTER 4 T=E DIE4E 5O4FO4CE

1. Types of Di*ersity• Race t!e &iologi"al !eritage in"l%ing s#in "olor an% asso"iate% traits2 t!at people

se to i%entify t!e'sel*es.

• Et(nicit# so"ial traits s"! as "ltral &a"#gron% or allegian"e2 t!at are s!are% &y

a !'an poplation.


15/23

• Age Bot! Title II of t!e Civil Rights Act of 1964 an% t!e Age Discrimination in

Employment Act of 1967 pro!i&it age %is"ri'ination.

• 'ender 5o'en -H.;2 an% 'en 7J.)2 no( ea"! 'a#e p al'ost !alf of t!e

(or#for"e.

• Religion Title II of t!e Civil Rights Act pro!i&its %is"ri'ination on t!e &asis of

religion.

56 "enefits of Di%ersit#

• Mentoring a pro"ess (!ere&y an e?perien"e% organizational 'e'&er a 'entor2

pro*i%es a%*i"e an% gi%an"e to a less6e?perien"e% 'e'&er a protKgK2.

• Di%ersit# $!ills Training spe"ialize% training to e%"ate e'ployees a&ot t!e

i'portan"e of %i*ersity an% to tea"! t!e' s#ills for (or#ing in a %i*erse (or#pla"e.

• Em)lo#ee Resource 'rou)s grops 'a%e p of e'ployees "onne"te% &y so'e

"o''on %i'ension of %i*ersity.

CHAPTER 15 =UMAN 4EOU4CE MANAGEMENT

1. =4M $ro"ess

). Training 'et!o%s


16/23

,. Apprasial 'et!o%s

CHAPTER 13 G4OU$ AND TEAM

1. tages Grop De*elop'ent

• Forming stage 6 t!e first stage of grop %e*elop'ent in (!i"! people


17/23

• $torming stage t!e se"on% stage of grop %e*elop'ent+ "!ara"terize% &y intragrop

"onfli"t

• orming stage t!e t!ir% stage of grop %e*elop'ent+ "!ara"terize% &y "lose

relations!ips an% "o!esi*eness.

• Performing stage 6 t!e fort! stage of grop %e*elop'ent (!en t!e grop is flly

fn"tional an% (or#s on grop tas#.

• Ad8ourning t!e final stage of grop %e*elop'ent for te'porary grops %ring

(!i"! grop 'e'&ers are "on"erne% (it! (rapping p a"ti*ities rat!er t!an tas#

perfor'an"e.

). Confli"t6Manage'ent Te"!ni3es

5!en grop "onfli"t le*els are too !ig!+ 'anagers "an sele"t fro' fi*e "onfli"t 'anage'ent

options0 a*oi%an"e+ a""o''o%ation+ for"ing+ "o'pro'ise+ an% "olla&oration. ee E?!i&it

1,6; for a %es"ription of t!ese te"!ni3es.2 eep in 'in% t!at no one option is i%eal for e*ery

sitation. 5!i"! approa"! to se %epen%s pon t!e "ir"'stan"es at !an%.

,. C!ara"teristi"s of effe"ti*e tea's

• =a*e a "lear n%erstan%ing of t!eir goals

• =a*e "o'petent 'e'&ers (it! rele*ant te"!ni"al an% interpersonal s#ills


18/23

• E?!i&it !ig! 'tal trst in t!e "!ara"ter an% integrity of t!eir 'e'&ers

• Are nifie% in t!eir "o''it'ent to tea' goals

• =a*e goo% "o''ni"ation syste's

• $ossess effe"ti*e negotiating s#ills

• =a*e appropriate lea%ers!ip

• =a*e &ot! internally an% e?ternally spporti*e en*iron'ents

CHAPTER 19 COMMUNICATION

1. Barriers to Co''ni"ation•

Filtering t!e %eli&erate 'aniplation of infor'ation to 'a#e it appear 'orefa*ora&le to t!e re"ei*er.

• &nformation o%erload o""rs (!en infor'ation e?"ee%s or pro"essing "apa"ity.

• :argon spe"ialize% ter'inology or te"!ni"al langage t!at 'e'&ers of a grop se

to "o''ni"ate a'ong t!e'sel*es.

). Dire"tion of Co''ni"ation• Do0n0ard communication "o''ni"ation t!at flo(s %o(n(ar% fro' a 'anager

to e'ployees.

• -)0ard communication "o''ni"ation t!at flo(s p(ar% fro' e'ployees to

'anagers.

• ,ateral communication "o''ni"ation t!at ta#es pla"e a'ong any e'ployees on

t!e sa'e organizational le*el.

• Diagonal communication "o''ni"ation t!at "ts a"ross (or# areas an%

organizational le*els.

,.

Co''ni"ation Net(or#s


19/23

CHAPTER 1 MOTIATION

1. Maslo(/s =ierar"!y of Nee%s T!eory• P(#siological needs a person/s nee%s for foo%+ %rin#+ s!elter+ se?al satisfa"tion+

an% ot!er p!ysi"al nee%s.

• $afet# needs a person/s nee%s for se"rity an% prote"tion fro' p!ysi"al an%

e'otional !ar'.

• $ocial needs a person/s nee%s for affe"tion+ &elongingness+ a""eptan"e+ an%

frien%s!ip.

• Esteem needs a person/s nee%s for internal fa"tors e.g.+ self6respe"t+ atono'y+ an%

a"!ie*e'ent2 an% e?ternal fa"tors s"! as stats+ re"ognition+ an% attention2.

• $elfactualization needs a person/s nee% to &e"o'e (!at !e or s!e is "apa&le of

&e"o'ing.

). Fi*e Core o& Di'ensions• $!ill %ariet# t!e %egree to (!i"! a


20/23

). Uni*ersal Ele'ents of Effe"ti*e Lea%ers!ip – ision

– Foresig!t

– $ro*i%ing en"orage'ent

– Trst(ort!iness

– Dyna'is'

– $ositi*eness

– $roa"ti*eness

CHAPTER 1+ FOUNDATION OF CONT4OL

1. T!e Control $ro"ess•

T!e $ro"ess of Control

1. Measring a"tal perfor'an"e

). Co'paring a"tal perfor'an"e against a stan%ar%

,. Ta#ing a"tion to "orre"t %e*iations or ina%e3ate stan%ar%s

). Controlling for Organizational $erfor'an"e5!at Is Organizational $erfor'an"e>

• Performance t!e en% reslt of an a"ti*ity.


21/23

• Organizational )erformance t!e a""'late% reslts of all t!e organization/s (or#

a"ti*ities.

Measres of Organizational $erfor'an"e

•Producti%it# t!e a'ont of goo%s or ser*i"es pro%"e% %i*i%e% &y t!e inptsnee%e% to generate t!at otpt.

• Organizational effecti%eness a 'easre of !o( appropriate organizational goals are

an% !o( (ell t!ose goals are &eing 'et.

,. Tools For Measring Organizational $erfor'an"e

• Fee% for(ar% "ontrol control t!at ta#es pla"e &efore a (or# a"ti*ity is %one.

• Concurrent control "ontrol t!at ta#es pla"e (!ile a (or# a"ti*ity is in progress.

• Feed*ac! control "ontrol t!at ta#es pla"e after a (or# a"ti*ity is %one.

• Tra%itional Controls

• 4atio analysis

• Li3i%ity

• Le*erage

• A"ti*ity

• $rofita&ility

• B%get Analysis

• antitati*e stan%ar%s

• De*iations

• Balan"e% s"ore"ar% a perfor'an"e 'easre'ent tool t!at e?a'ines 'ore t!an


22/23

• Management information s#stem ;M&$< a syste' se% to pro*i%e

'anage'ent (it! nee%e% infor'ation on a reglar &asis.

• Data an norganize% "olle"tion of ra(+ nanalyze% fa"ts e.g.+ an

nsorte% list of "sto'er na'es2.

• &nformation %ata t!at !as &een analyze% an% organize% s"! t!at it

!as *ale an% rele*an"e to 'anagers.

• Ben"!'ar#ing of Best $ra"ti"es

• "enc(mar!ing t!e sear"! for t!e &est pra"ti"es a'ong "o'petitors or non6

"o'petitors t!at lea% to t!eir sperior perfor'an"e.

• "enc(mar! t!e stan%ar% of e?"ellen"e to 'easre an% "o'pare against.

-. Conte'porary isses in "ontrol %i !p2

7. Natre an% I'portan"e of "ontrol

• Controlling t!e pro"ess of 'onitoring+ "o'paring+ an% "orre"ting (or#

perfor'an"e.

• T!e $rpose of Control

–To ensre t!at a"ti*ities are "o'plete% in (ays t!at lea% to t!ea""o'plis!'ent of organizational goals.

5!y Is Control I'portant>

• As t!e final lin# in 'anage'ent fn"tions0

– $lanning

• Controls let 'anagers #no( (!et!er t!eir goals an% plans are on target

an% (!at ftre a"tions to ta#e.

– E'po(ering e'ployees

• Control syste's pro*i%e 'anagers (it! infor'ation an% fee%&a"# on

e'ployee perfor'an"e.

– $rote"ting t!e (or#pla"e

• Controls en!an"e p!ysi"al se"rity an% !elp 'ini'ize (or#pla"e

%isrptions.


23/23

kisi2 management

Documents