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Final

BUSINESS 102 Study Guide - Final Guide: Swot Analysis, Human Resource Management, Organizational Culture


Department
Business
Course Code
BUSINESS 102
Professor
Douglas Carrie
Study Guide
Final

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Business 102
Week 5 Human Resource Management
Management is the interrelated tasks/ processes of planning, organizing, leading and
controlling in pursuit of organizational goals.
The roles of management(behavioural patterns and activities involved in carrying out
the functions of management)
Interpersonal roles
Managers must play a number of roles, including providing
leadership to employees, building relationships, and acting as
a liaison between groups and individuals both inside and
outside the company.
Informational roles
Managers spend a fair amount of time gathering information
from sources both inside and outside an organization. the
higher up they are, the more they rely on subordinates to
collect, analyze, and summarize information (for example, the
dashboard of a car)
Decisional roles
Managers up and down the organizational ladder face an
endless stream of decisions. Many of these decisions are fairly
routine, such as choosing which of several job candidates to
hire or setting the prices of new products
Summary: Although managers usually don't do the hands-on work in an
organization, they create the environment and provide the resources that give
employees the opportunities to excel in their work. Managerial responsibilities include
creating the organizational framework, fostering a positive culture, setting
expectations, and providing resources. The three vital managerial roles are
interpersonal (interacting with others), informational (receiving and sharing
information), and decisional (making decisions)
1.the planning function(6 steps)
Managers engage in planning when they develop strategies, establish goals and objectives
for the organization, and translate those strategies and goals into action plans. Strategic
plans outline the firm's long-range (often two to five years) organizational goals and set a
course of action the firm will pursue to reach its goals
Defining the organization’s mission, vision and values
Performing a swot analysis
Developing forecasts
Analyzing the competition
Swot analysis

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Establishing goals and objectives
Develop action plans
Conclusion: Planning is the process of developing strategies, establishing goals and
objectives for the organization, and translating those strategies and goals into action plans.
Plans vary in their time frame and scope, from high-level, long-range strategic plans to
lower-level, short-term tactical and operational plans
Describe the organizing function, and differentiate among the top, middle, and
first-line management.
Answer: The organizing function involves arranging an organization's resources in the best
way possible to help reach its goals and objectives.
Top managers grapple with long-range, strategic issues and often must make
decisions about events and conditions several years into the future. They also have
important communication roles, representing the company to external stakeholders.

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Middle managers usually have responsibility for individual divisions or facilities and
are charged with translating strategic plans into the tactical plans that will allow the
company to reach its goals and objectives.
First-line managers supervise nonmanagement employees; they have the shortest
time horizons and greatest tactical perspective.
2.Leadership styles
Leadership style can be viewed as finding the right balance between what the leader
focuses on and how he or she makes things happen in the organization
Autocratic leadership
The manager makes the decisions and issues directives down the chain of
command; subordinates have little or no freedom to make decisions
Democratic leadership( collaborative leaders)
allowing employees to take part in planning and decision making
Laissez-faire leadership(hands off)
they emphasize employee empowerment-giving employees the power to
make decisions that apply to their specific aspects of work
Leaders who leave most decisions up to employees, particularly those
concerning day-to-day matters.
3. Describe the leading function, leadership style, and organizational culture.
SUMMARY: Leading is the art and science of influencing and motivating people to
work toward common goals. Leaders can exhibit a range of styles in what they choose to
focus on (strategic versus operational matters) and how they make things happen (forcing
versus enabling). Three specific leadership styles are autocratic, democratic, and
laissez-faire. Organizational culture is the set of underlying values, norms, and practices
shared by members of an organization.
4. Describe the controlling function, and explain the four steps in the control cycle.
SUMMARY: The controlling function consists of the activities and decisions involved in
keeping a company's activities on track toward previously established goals. The four steps
in the control cycle are establishing performance standards based on the strategic plan,
measuring performance, comparing performance to standards, and responding as needed.
5. Identify and explain four important types of managerial skills.
SUMMARY: Interpersonal skills are the abilities to communicate with, motivate, and
lead others. Technical skills involve the "mechanics" of a particular job, including the
administrative skills of project management. Conceptual skills are the abilities to visualize
organizations, systems, markets, and solutions-even when they may not exist yet.
Decision-making skills include defining problems and opportunities and selecting the best
course of action to take in each case.
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