Course

Question 1

Henry Fayo 4 functions of managers

Answer 1

planning, organizing, leading, controlling

Question 2

3 kind of managers

Answer 2

top managers, middle managers, first-line managers

Question 3

management definition

Answer 3

process of getting things effectively (achieving roles) and efficiently (low wasted resources)

Question 4

some goals in the role of manager

Answer 4

find the uniqueness of each person
transform motivation into goals
communicate and explain
focus on strengths
adapt to changes

Question 5

Hersey and Blanchard theory

Answer 5

readiness theory = extent to which people have the ability and the willingness to accomplish a specific task

Question 6

leader ?

Answer 6

someone who can influence others and who has managerial authority

Question 7

four leadership styles

Answer 7

telling, selling, participating, delegating

Question 8

transformational leadership

Answer 8

stimulates to achieve extraordinary outcomes

Question 9

transactional leadership

Answer 9

leads by using social exchanges or transactions

Question 10

charismatic leaders

Answer 10

someone whose personality and action influence people to act in a certain way

Question 11

emotional intelligence by Goleman

Answer 11

self-awareness, empathy, social skills, self-regulation, motivation

Question 12

2 kinds of conflicts management

Answer 12

dysfunctional (destructive) and functional (constructive)

Question 13

stages of group development

Answer 13

role, norms, conformity (pressures to conform), status

Question 14

goal setting theory

Answer 14

specific goals increase performance and difficult goals too

Question 15

reinforcement theory

Answer 15

behavior is a function of its csq

Question 16

job enlargement

Answer 16

horizontal expansion of a job by increasing job scope

Question 17

job enrichment

Answer 17

vertical expansion by adding planing and evaluation responsibilities

Question 18

equity theory (Adams)

Answer 18

compare one’s job input-outcomes ratio with others and correct inequity (distributive justice)

Question 19

expectancy theory (Vroom)

Answer 19

individual tends to act on the expectation of the outcome of this act (performance-reward linkage)

Question 20

current alternative work

Answer 20

teleworking, flexitime, job sharing

Question 21

intrinsic and extrinsic motivations

Answer 21

intrinsic : own sake, extrinsic : social rewards or acquire material

Question 22

mechanistic and organic structure

Answer 22

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Question 23

traditional organizational designs :

Answer 23

simple structure, bureaucracy; functional structure, divisional structure

Question 24

team structure :

Answer 24

employee teams design and do work in the way they think is best, but held responsible for all performances

Question 25

matrix structure :

Answer 25

assign specialist from different departments to work on projects being led by a project manager

Question 26

project structure :

Answer 26

employees take their specific skills and experience to concretize projects

Question 27

boundaryless organization :

Answer 27

eliminate the chain of command, replace departments by empowered teams

Question 28

network organization :

Answer 28

the company concentrates on what it does best and contracts other companies that do the other activities best

Question 29

learning organization :

Answer 29

employees continuously acquire new knowledge and apply it

Question 30

internal collaboration and external collaboration

Answer 30

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Question 31

three phases in HRM process

Answer 31

recruitment, orientation and employee training, how to keep good employees (employee performance management, compensations and benefits)

Question 32

2 types of training :

Answer 32

general and specific training

Question 33

type of changes :

Answer 33

changing structure, changing technology, changing in people

Question 34

the calm water metaphor (Kurt Lewin)

Answer 34

unfreezing, changing, refreezing

Question 35

organizational development :

Answer 35

employees themselves formulate the change that is required and implement it, usually with the help of a consultant

Question 36

changing process :

Answer 36

starting from scratch identity what the orga does best assessing process that add value to the orga reorganize

Question 37

corporate social responsibility

Answer 37

business intention to do the right things and act in ways that are good for society

Question 38

green management

Answer 38

consider the impact of the orga on the natural evt by legal approach : respect law market approach : preferences of customers stakeholder approach activist approach: protect earth

Question 39

individual characteristics that prevent the company from being socially responsible

Answer 39

ego strength, locus of control

Question 40

Nohria four drives in a company

Answer 40

acquire and compare bond comprehend (more motivated by a job that teaches us stg) defend (fair environment, decrease hierarchy)

Question 41

Matsushita SMILE acronym

Answer 41

``` Specialty Management ability International flexibility Language facility Endeavour (= effort) ```

Question 42

Ghoshal & Bartlett theory

Answer 42

a strategic change must include a structural change - -> shared vision + particular role to play - -> encourage individual perspective (bottom-up ideas) and communication - -> importance of HRM - -> develop behaviors (horizontal logic)

Question 43

Role of leader among Duck

Answer 43

dealing with the dynamic of change, the wishes of every worker so that the climate of the firm changes in parallel of the structure

Question 44

Gary Hamel about management innovator

Answer 44

- commit to a big problem - challenge its management orthodoxies - find new principles thanks to the power of analogy

Question 45

innovation must ?

Answer 45

be systemic and be part of an ongoing program