Samenvatting

Question 1

Planning

Answer 1

Determine the organization’s mission, vision and goals, formulating the strategy, identifying internal strenghts and weaknesses and external oppurtunities and threats (SWOT)

Question 2

Organising

Answer 2

Grouping tasks into jobs, allocating authority, incorporating integrating mechanisms.

Question 3

Leading

Answer 3

motivating, energising, and enabling employees, using power, personality, influence, persuasion, and communication skills to coordinate people and groups.

Question 4

Controlling

Answer 4

Monitoring the performance of individuals, departments and the organisation as a whole, taking corrective actions.

Question 5

Efficiency

Answer 5

measure of how well resources are used to achieve a goal

Question 6

Effectiveness

Answer 6

measure of the appropriateness of the goals an organisation is pursuing and the degree to which the organisation achieves these goals.

Question 7

Organisations

Answer 7

collections of people who work togheter and coordinate their actions to achieve a wide variety of goals or desired future outcomes.

Question 8

Organisational performance

Answer 8

measure of how efficiently a manager uses resources to achieve goals.

Question 9

Interpersonal role, figurehead

Answer 9

outline future organisational goals to employees at company meetings, open new corporate hq building, state the ethical guidlines and the principles.

Question 10

Interpersonal role, leader

Answer 10

provide an example for employees to follow, give direct commands and orders to subordinates, make decisions concerning the use of human and technical resources, mobilize employee support for specific organizational goals.

Question 11

Interpersonal role, liaison

Answer 11

coordinate the work of managers in different departments, establish alliances between different organizations to share resources to produce new goods and services.

Question 12

Informational role, monitor:

Answer 12

evaluate the performance of managers in different tasks and take corrective action to improve their performance. Watch for changes occuring in external and internal envirnments that may affect the organization in the future.

Question 13

Informational role, disseminator

Answer 13

inform employees about changes in the external and internal environments that will affect them and the organization.

Question 14

Informational role, spokesperson

Answer 14

launch a national advertising campaign to promote new goods and services, give a speech to inform the local community about the orgaizations future intentions.

Question 15

Decision role, entrepreneur

Answer 15

commit orgaizational resources to develop innovative goods and services, decide to expand internationally to obtain new customers.

Question 16

Decision role, disturbance handler

Answer 16

move quickly to take corrective action to deal with unexpected problems from the external environment or from the internal environment

Question 17

Decision role, resource allocator

Answer 17

allocate organizational resources among different tasks and departments of the organization

Question 18

Decision roles, negotiator

Answer 18

work with suppliers, distributors and labor unions to reach agreements about the quality and price of input, technical and human resources work with other organizations to establish agreements to pool resources to work on joint projects.

Question 19

Conceptual skills

Answer 19

demonstrated in the general ability to analyze and diagnose a situation and to distuingisch between cause and effect. top managers require the best conceptual skills because their primary responsibilities are planning and organizing.

Question 20

Human skills

Answer 20

include the general ability to understand, alter, lead, and control the behavior of other individuals into cohesive team distinguishes effective from ineffective managers. like conceptual skills, human skills can be learned by education and training and experience.

Question 21

Technical skills

Answer 21

job-specific skills required to perform the type of work or occupation at a high level. Specific manufacturing, accounting, marketing, and information technology skills. Managers need a range of technocal skills to be effective. The array of technical skills managers need depends on their position in their organisation.

Question 22

Competitive advantage

Answer 22

• Efficiency
• Quality
• Innovation
• Responsiveness to customers

Question 23

Planning and strategy

Answer 23

1. develop a mission strategy
2. formulate a company strategy
3. implementation of the strategy

Question 24

Single-use plans

Answer 24

developed to handle nonprogrammed decisions making in unusual or one of a kind situations.

Question 25

Standing-use

Answer 25

plans that are used in sitations in which programmed decision making is appropriate.

Question 26

Scientific management

Answer 26

Adam Smith: job specilisation, pin factoru Frederic winslow taylor: principle 1: study the way workers perform their tasks. Principle 2: codify new methods into written rules and standard operating procedures. Principle 3: select workers who possess skills and abilities that match the needs of the task and train them to perform the task according to the rules. Principle 4: fair level of performance for a task and then develop a pay system that rewards performance above the fair level. Frank and lilian gilbreth: 1. analyze every action necessary to perform a task and break it in actions. 2. find better ways to perform each action. 3. reorganize each of the actions so that the whole action could be performed more efficiently.

Question 27

Aministrative management

Answer 27

study how to create organizational structure and control system that leads to high efficiency and effectiveness. Max Weber:theiry of bureaucracy 1. formal authority derives from its position inside the company 2. individuals occupy positions because of their perfomance 3. each individuals authority and responsibility are specified by the organisation. 4. authority is exercised when positions are arranged hierarchically. 5. rules of the organizations are followed and control individual behavior. Henri fayol 1. prevoir: looking ahead when writing an action plan 2. organiser: design of organisational structure, description of tasks, responsibilities and authority. 3. commander: giving orders and giving support to employees. 4. coordener: coordation 5. controler: check whether work has been carried out according to plan.

Question 28

Behavioral management

Answer 28

Mary parker follet: - human side of organization. - management overlooks the multitude of ways employees contribute. - power is fluid and should flow to the person who can best help the organization achieve its goals. Had a horizontal view of power and authority. Elton Mayo: - Hawthorne studies, if the managers are more involved the effectiveness will go up. Theory x and y (douglas mc gregor): - manager x will find employees are always lazy and manager y will find that workers are always motivated.