辽大亚澳管理学期末复习材料(保90分)

1、Business Management ReviewBusiness Management ReviewChapter One - Management and Organisational Behaviour.1. The basic purpose of the company or institution is to create wealth and the primary role of the manager is to add value to this wealth-creating process.Describe five ways in which a manager c

2、an add value to the wealth-creating process of the company or institution.solution1. A manager may add value by refocusing a part of the companys strategy.2. A manager may find a more effective way of marketing a product.3. A manager may play a role in the redesign of a manufacturing process.4. A ma

3、nager may develop and implement a more effective approach to customerservice.5. A manager may make sure that everyone understands how a new structure willserve the business and what needs to be done to make the new structure work.6. A manager may choose and develop the best people for a new project.

4、The ideal is that each manager adds value through each activity in which he or she engages every day. Effective managers do not call or participate in meetings that add no value to the business. They try to add value through every conversation they have. Effective managers add value to their enterpr

5、ises through their day-to-day decisions and activities. Ineffective managers add cost rather than value. Effective managers make value-added things happen, often through others. Managers are usually not neutral. They either add to the net value or the cost of the company or institution.2. Management

6、 is the process of getting things done by coordinating the activities of people throughout an organisation.State and describe the two main objectives of management practice for getting things done in an organisation.solution Efficiently (in the least time and at the least cost usually measured as ou

7、tputdivided by inputs; both inputs and output may be measured in units of quantity, money or time). Effectively (doing the right things to a required standard of quality).3. Management is the process of getting things done by coordinating the activities of people throughout an organisation. The two

8、main objectives of management practice are to get things done efficiently and effectively.1) Describe the term “Efficiently” in your own words.2) Describe the term “Effectively” in your own words.Business Management ReviewSolutiona) Describe the term “Efficiently” in your own words.Efficiently, mean

9、s in the least time and at the least cost. It is usually measured as output divided by inputs; both inputs and output may be measured in units of quantity, money or time.b) Describe the term “Effectively” in your own words.Effectively, means doing the right things to a required standard of quality.

10、The competent manager evaluates any completed or planned course of management action by asking: Has it increased efficiency and effectiveness? Has it added value?or Would it increase efficiency and effectiveness? Would it add value?c) Consider the McDonalds fast food restaurants. If you were the man

11、agerof one of these restaurants, how might you measure efficiency and effectiveness of your staff? Describe one measurement for monitoring efficiency and one measurement for monitoring effectiveness.Efficiency measurement: number of customer sales transactions per employee on duty, expressed as a pe

12、rcentage.Effectiveness measurement: number of customer complaints per customer sales transaction, expressed as a percentage.4. The study of Organisational Behaviour (OB) aims to enable a manager to do three things. Describe what those three things are by completing the following sentences: a) The st

13、udy of OB aims to enable a manager to explain and predictb) The study of OB aims to enable a manager to promotec) The study of OB aims to enable a manager to understandsolutionThe study of Organisational Behaviour (OB) aims to enable a manager to do three things. Describe what those three things are

14、 by completing the following sentences: a) The study of OB aims to enable a manager to explain and predict behaviour thatis likely to occur in workplace situations.b) The study of OB aims to enable a manager to promote behaviour that is in thebest interests of both the employees and the organisation

15、.c) The study of OB aims to enable a manager to understand when poor performance 2Business Management Reviewis due to organisational factors within the managers control or to environmental factors beyond the managers control.5. What is Total Quality Management? State the principles of TQM.SolutionTQ

16、M is a concept whereby everyone is expected to contribute to the overall improvement of quality. Intense focus on the customer. The customer includes not only outsiders who buy the organizations products or services, but also internal customers-staff who interact with others in the organization.A co

17、ncern for continual improvement. TQM is a commitment to never being satisfied. Very good is not good enough. Quality can always be improved.Improvement in the quality of everything the oragisation does. It relates not only to the final product but to how the organization handles deliveries, how rapi

18、dly it responds to complaints, how the phones are answered, and the like.Accurate measurement. TQM uses statistical techniques to measure evry critical variable in the organizations operations. These are compared against standards or benchmarks to identify problems, trace them to their roots, and el

19、iminate their causes. Empowerment of employees. TQM involves the people on the line in the improvement process. Teams are widely used in TQM programs as empowerment vehicles for finding and solving problems.Chapter Two Management and Organisational Teams1. New groups, such as new work units, committ

20、ees, and task forces, are constantly being formed in organisations. These groups go through five stages of development. Name and describe the five stages of development for a project team that has been formed, to plan and manage a student social event, at the conclusion of your course of study.solut

21、ion- In the forming stage of group development, group members attempt to make the ground rules before they take on task responsibilities. - During the storming stage, group members frequently experience conflict with one another. Listening and attempting to find mutually acceptable resolutions that

22、suit both parties of major issues are important management approaches during this period.- In the norming stage, group members begin to build group cohesion, as well as develop a consensus about norms for performing a task and relating to one another. If 3Business Management Reviewthere is no appoin

23、ted leader or the appointed leader is weak, an informal leader may emerge. The performing stage is the period in which energy is channeled toward a task. Solutions from the problem solving of the previous stage begin to emerge. The roles of group members become clearer and more functional as the gro

24、up works to achieve positive synergy and group goals.- During the adjourning stage, group members prepare for disengagement as the group nears the successful completion of its goals.2. The Hawthorne Studies refers to an experiment conducted with a small group of workers who were producing 2,400 unit

25、s of work per week under normal conditions - a 48-hour week including Saturdays, and no rest pauses. Then some changes were made to their working conditions to see what effect these changes had on total output: The workers were put on piece-work (pay for each unit produced) for eight weeks:output we

26、nt up. Two 5-minute rest pauses, morning and afternoon, were introduced for a periodof five weeks: output went up. The rest pauses were lengthened to ten minutes each: output went up sharply. Six 5-minute pauses were introduced but the workers complained that their workrhythm was broken by these fre

27、quent pauses: output fell slightly. There was a return to the two rest pauses, the first with a hot meal supplied by theorganisation free of charge: output went up. The workers were dismissed at 4.30 instead of 5.00 p.m.: output went up. They were dismissed at 4.00 p.m.: output remained the same.Fin

28、ally, all the improvements were taken away, and the workers went back to the same conditions as at the beginning of the experiment - work on Saturday, 48 hour week, no rest pauses, no piece work and no free meal. This lasted for a period of 12 weeks.a) Describe what happened to the workers output ov

29、er the 12 weeks period. b) Explain the researchers conclusions for your response in part (a) of thisquestion.solutiona) Describe what happened to the workers output over the 12 weeks period. Output was the highest ever recorded averaging 3000 units a week. Workers became a team. The team Explain the

30、 researchers conclusions for your response in part (a) of thisquestion. Cooperated fully in the experiment. The workers participated freely in the experiment.Business Management ReviewThey were happy in the knowledge that because they were workingwithout coercion from above or without limitation fro

31、m below3. The Hawthorne Studies, the Ford Motor Companys experience with teams and Japans experience using teams in TQM, demonstrate many of the reasons for the popularity of teams.State and describe four reasons why many companies continue to use teams in their organisations.solutiona) Increased pe

32、rformance efficiency and effectiveness:Organisations throughout the world have adopted work teams as team performance is generally higher than what might be achieved by the same individuals working alone. Teams have been used as a means to eliminate waste, improve quality, cut overhead costs, increa

33、se productivity, stimulate ideas for innovation and improvement, and generate more flexibility and cooperation.b) Job satisfaction and workplace morale:Team members expect a lot from each other. In so doing, they facilitate cooperation and improve employee morale. So team norms tend to encourage mem

34、bers to excel and create a climate that increases job satisfaction. (See: Hawthorne Studies).c) Faster decision-making:Moving decision-making to teams allows the organisation greater flexibility for faster decisions. Team members are often close to work-related problems and frequently know more abou

35、t them than do managers. As a result, decisions are often made more quickly in teams than when jobs are designed around individuals.d) Greater workforce diversity:Two people can usually bring more ideas to a situation than one. Groups made up of individuals from different backgrounds and with differ

36、ent experiences often see things that homogeneous groups do not. Therefore, diversity in teams may result in more innovative ideas and better decisions than might arise if individuals alone made the decisions.4. despite the move towards teams, teams havent been effective in all organizations or in a

37、ll countries. Sometimes teams can be a disadvantage.Team decision making may sometimes be a problem.a) Name and describe the three main problem associated with team decision making.b) Describe the term “Groupthink”.Solutiona) The three main problem associated with team decision making are:Business M

38、anagement Review Team decision making may sometimes be slower in teams. A team may be dominated by one individual. If the team experiences internal conflict, the potential benefits of diversity ofopinion that come with teams, may be lost.b) Describe the term “Groupthink”.Teams can become very close

39、and will share certain values and ways of thinking regarding work and social contact; in other words there may be five or six people in a team but if they all think the same way, groupthink occurs. This can cause teams to be resistant to new ideas or to outsiders joining the group because they are f

40、earful that outsiders will threaten group cohesiveness.5. There are many different types of teams.a) Describe what an “Informal Team” is and give one example of that kind of team.b) Describe what a “Formal Team” is and give one example of that kind of team.solutiona) Informal teamsAn informal team i

41、s a group that is established by employees, rather than by the organization. Informal teams can benefit an organization by helping the flow of information and encouraging employees to work together cooperatively. An interest team is an informal group created to help employees solveissues of common c

42、oncern. A friendship team is an informal group is created primarily to meetemployee social needs.b) Formal teamsA formal team is a group officially created by an organization for a specific purpose. There are two major types of formal teams, command and task: A command or functional team is a formal

43、 team consisting of a managerand all the employees who report to that manager. For example, in a hotelthere may be a team in charge of cleaning and another team in charge offood preparation.A task team (e.g. problem-solving team) is a formal team created for a specific purpose. An example is a quali

44、ty improvement team where a temporary task team is created to deal with a specific issue within a specific time frame. Companies frequently organize temporary teams of managers from different departments to seek out projects that can lead to major cost savings.6. What are the best ways to lead a tea

45、m?SolutionBusiness Management ReviewFirst, instead of directing people, team leaders work at building trust and inspiring teamwork by encouraging interaction between all members of the team as well as between the team and its customers and suppliers.Second, instead of focusing simply on training ind

46、ividuals, effective team leaders concentrate on expanding team capabilities by providing all members with the skills needed to perform the task.Third, instead of one-on-one managing, team leaders attempt to create a team identity by helping the group set goals.Fourth, although traditional leaders ha

47、ve worked at preventing conflict between individuals, team leaders are encouraged to make the most of team differences. This can be done by building respect for diverse points of view, making sure that all team members are encouraged to present their views, and respecting these ideas once they are e

48、xpressed.Fifth, unlike traditional leaders who simply react to change, team leaders try to foresee and influence change. Effective team leaders continuously scan the business environment for changes that appear to be forthcoming and help teams decide how to be responsive to them.7.Solution See p11 i

49、n Chapter 6 for more details Clear goals Relevant skills-technical and personal Mutual trust United commitment Good Communication Negotiation and problem solving skills Appropriate leadership Internal and external support.Chapter Three Organisational Behaviour-Perception, Attitudes and Personality.1

50、. Job satisfaction means that I am “pleased with” my job. However, the definitions of “pleased with” depend on the perceptions of individuals. One worker may be pleased because his job is fulfilling; another may be pleased because the job provides for his financial needs, whereas community work or h

51、obbies provide his fulfilment needs.Based on recent research, indicate whether the following statements are true or false, by place a in the appropriate box. Give reasons to support your response.a. Increased job satisfaction leads to increased productivity. true falseBusiness Management Reviewb. In

52、creased productivity leads to increased job satisfaction. true falsec. Increased job satisfaction leads to reduced absenteeism. true falsed. Increased job satisfaction leads to reduced staff turnover. true falsesolutiona. Increased job satisfaction leads to increased productivity. true false b. Incr

53、eased productivity leads to increased job satisfaction. true false Belief in the “happy worker” thesis is based more on wishful thinking than hard evidence. The correlation between satisfaction and productivity is low. More recent research supports the thesis that productivity leads to satisfaction

54、rather than the other way around.c. Increased job satisfaction leads to reduced absenteeism. true false higher the satisfaction the lower the rate of days off) between satisfaction and absenteeism. Other factors can act to reduce the correlation e.g. an interest in sport, the weather, sick leave tha

55、t has to be taken.d. Increased job satisfaction leads to reduced staff turnover. true falsehigher the turnover) but the correlation is stronger than for absenteeism. Other factors such as labour market conditions, expectations about alternative job opportunities, and whether you are a permanent or a

56、 contract employee are important constraints.One would expect that job satisfaction would automatically lead to optimum employee performance. However, research that examines the relationship between satisfaction and productivity, or absenteeism and turnover, does not support this expectation.2. Desc

57、ribe the term “personality traits”. Name ten of the sixteen primary personality traits.solutiona. Describe the term “personality traits”.Personality traits can be defined as enduring characteristics that describe anindividuals behaviour.Business Management Review3. Job satisfaction means that I am p

58、leased with my job. However, the definitions of “pleased with” depend on the perceptions of individuals. One worker may be pleased because his job is fulfilling; another may be pleased because the job provides for his financial needs, whereas community work or hobbies provide his fulfillment needs. State and describe five factors that Lead to employee Job Satisfaction.solutiona) Mentally Challenging WorkEmploye