ADM 2337 Lecture Notes - Lecture 2: Markov Chain, Pizza Pizza, Swot Analysis

46 views4 pages

turquoisedog937

10 Dec 2016

School

Department

Course

Professor

For unlimited access to Class Notes, a Class+ subscription is required.

Document Summary

The procedures for making decisions about the organization"s long term goals and strategies is referred to as strategic planning. The mission is the basic purpose of the organization as well as its scope of operations. The strategic vision is a statement about where the company is going and what it can become in the future. Organizational core values are the strong, enduring beliefs, and principles that the company uses as a foundation for its decisions. Hr managers can help embody the rm"s mission, vision, and values within the organization by communicating these frequently to existing employees, and recruiting and hiring employees whose values are consistent with the organization: environmental analysis. The key to a rm"s success is based on establishing a set of core capabilities, or integrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers.

Related Questions

I would like to have a Human Resources Consulting Business. Ibelieve that it is a process that involves identifying recruitmentsource â determining where qualified candidates can be located anddeveloping recruitment methods â choosing specific means ofattracting potential employees to the organization. I would like tofocus on training. I believe that becoming a productiveparticipating member of any company and job performance of theindividual is the first ingredient of a successful business. Thetraining of the trainer is vital to having a profitable and lastingcompany. The identification of a consulting firm and theprescriptions for success in an economic downturn sheds light uponthe possibility of such a change is necessary to keep businessesprofitable. I think that learning effectively requires planning,imaginative thinking and creative problem solving skills.Motivation and encouraging is the heart and soul of finding theright fit for people and companies. According, to Abraham Maslowâstheory âhierarchy of human needs âthe notion that needs occur inpriority order, with the biological needs as the most basic.(Psychology: Core Concepts eBook for Education ManagementCorporation, 6th Edition. Pearson Learning Solutions p. G-8).People need to be motivated and learn when their basic needs aremet.
The quality of life and work are intertwined with how we aretrained and taught to interact with customers both external andinternal. The major obstacles to launching this type of business isfinding what the employers want by appraising, recommending thecustomizing individuals with the core values of the employers andthe capitol to take the risk. Research the products and thespecific market by organizing the categories to the job to beaccomplished. I could develop a strategic plan to include, costeffective time management, product knowledge and hands on tools. Icould use additional information by utilizing proven motivationalspeakers, props for the hands on learn by doing by providing toolsnecessary to succeed. The emphasis I would like to develop is thenecessity to have encouragement based rewards and put trust backinto the equation of fostering pride in your work. The humanelement gets lost in the productivity when behavioral instinct andthe demands of the technology hinder human contact negotiations. Ican get additional information from the SBA, Better BusinessBureau, Marketing publications and networking through the communitythat will be impacted the most.

The phenomenal success of Stephen Covey is a great resource inmotivational and devising a consulting business to business. I tookthe course many years ago. Also Paul Meyer, âCreating S.M.A.R.T.Goals,â 2004, Top Achievement, www.topachievement.com/smart.html(accessed July 8, 2009).(Student Success Academic Transitions forEducation Management Corporation. Pearson Learning Solutions p.111). <vbk:9780558876371#outline(10.8)>

orangehound825

22jul15

Q1. Which is not likely to improve the effectiveness of a self-managed team?
a. let members share in financial gains from improved performance
b. change the membership frequently to give the team fresh ideas
c. provide accurate, timely information relevant to team activities
d. give members training in interpersonal and problem solving skills

Q2. Which type of activity is least likely to be delegated to a self-managed team?
a. evaluating each team member's task performance
b. firing a team member who has unsatisfactory performance
c. determining the work procedures to be used by the team
d. determining which team member will carry out each task

Q3. The primary purpose of a dialogue session is to:
a. debate competing proposals and identify the best one for the team
b. help members learn more about each other's interests and aspirations
c. encourage members to express their dissatisfaction with each other openly
d. increase understanding of implicit assumptions and mental models

Q4. Members are most likely to experience role conflict and divided loyalties in:
a. a cross-functional project team
b. a self-managed operational team
c. a traditional work team
d. an executive team

Q5. What is the most useful role for the external leader of a self-managed group?
a. select new members of the group when they are needed
b. mediate internal conflicts and encourage cooperation
c. monitor the group to ensure it does not become a social club
d. serve as a coach, facilitator, and advocate for the group

Q6. Which is not characteristic of Bradford's group-centered leadership?
a. the leader should emphasize group maintenance behavior as much as task oriented behavior
b. the leader should encourage members to share the responsibility for performing leadership functions
c. the leader should strive to maintain a rational discussion without emotional outbursts or expression of feelings
d. the leader should allow the group to make the final choice

Q7. What was found in research on the effectiveness of self-managed teams?
a. productivity and quality improved substantially
b. organizational commitment usually increased
c. turnover and absenteeism were lower
d. the results were inconsistent across studies

Q8. Which leadership function is especially important when a cross-functional team is initially formed to carry out a project?
a. planning and scheduling team activities to meet project deadlines
b. influencing outsiders to provide adequate resources, approvals, and assistance
c. articulating a vision or objective that inspires commitment by team members
d. mediating conflicts among members and helping them find integrative solutions

Q9. Which of the following is least likely to be a reason for an organization's failure to adapt to a changing environment?
a. leaders with a long-term perspective
b. highly specialized subunits
c. declining financial performance
d. institutionalization of power

Q10. Which condition is least important for the success of a new strategy?
a. it is based on the core competencies of the organization
b. it is compatible with significant changes in the external environment
c. it has a few clear themes relevant to the shared values of the members
d. it is similar to a strategy that was previously successful

Q11. What pattern of behavior is most likely for a CEO who has been in office for 3-4 years?
a. after the CEO consolidates power, he or she becomes more willing to experiment with innovative strategies
b. as the CEO gains confidence with a strategy that is working, he or she becomes more excited about gathering information to improve it
c. after the CEO selects a strategy and implements it, he or she becomes complacent and inflexible about changing it
d. after the CEO institutionalizes power, he or she becomes more willing to allow others to participate in making major decisions

Q12. Which condition does not limit a chief executive's discretion to make major changes in the strategy of an organization?
a. the organization has a few major clients who account for most sales
b. the organization has ample financial reserves
c. the culture of the organization is strong
d. the organization has a strong board of directors

Q13. When the competition is intense and the environment is changing rapidly, it is especially important to:
a. maintain a high level of external monitoring
b. have detailed plans and operating procedures
c. increase the power of the chief executive
d. strengthen the organization culture

Q14. When an organization has declining performance, a CEO who has been in office for several years is least likely to:
a. look for ways to improve implementation of the existing strategy
b. make small, incremental changes in the strategy
c. give a pep talk and urge people to redouble their effort
d. make major changes in the organization's strategy

Q15. Which of the following was not given as a guideline for external monitoring?
a. examine a wide range of developments and trends in the environment
b. make an extra effort to learn what clients and customers want and need
c. identify both the strengths and weaknesses of competing products
d. rely primarily on your own intuition to analyze the environment

Q16. Which statement about institutionalization in organizations is most accurate?
a. it describes how subunits with expertise gain power in organizations
b. it makes it easier for organizations to adapt to a changing environment
c. it describes how people use power to gain more power
d. it demonstrates why political tactics are unnecessary to maintain power

Q17. Which of the following usually includes a mix of formal training and learning from experience working on management projects?
a. mentoring
b. job rotation programs
c. action learning
d. behavior modeling

Q18. What training method is most useful for improving interpersonal skills?
a. computer simulations
b. behavior role modeling
c. large scale simulations
d. analysis of short cases

Q19. Which of the following was not recommended for effective training?
a. use concrete examples, diagrams, and mnemonics in explanations
b. relate training objectives to the person's interests and career ambitions
c. integrate complex material into longer learning modules
d. allow ample opportunity for practice with feedback

Q20. Which developmental method is most useful for helping managers to understand their inner feelings and values?
a. outdoor challenge programs
b. personal growth programs
c. mentoring programs
d. multisource feedback workshops

tealbadger30

ADM 2337 Lecture Notes - Lecture 2: Markov Chain, Pizza Pizza, Swot Analysis

Document Summary

Get access

Related Documents

ADM 2337 Chapter 2: Chapter 2

ADM 2337 Chapter Notes -Strategic Management, Markov Chain, Nominal Group Technique

ADM 2337 Chapter Notes - Chapter 2: Outsourcing, Absenteeism, Society For Human Resource Management

Related Questions