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Mgt 3200 Exam 1 (got 94% in the course)

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Department
Management
Course
MGT 3200
Professor
All Professors
Semester
Spring

Description
Mgt3200ManagementistheprocessofachievingdesiredresultsthroughtheefficientutilizationofhumanandmaterialresourcesoGettingthingsdonethroughotherpeople2KeyConcernsofManagementoEffectivenessandefficiencyoEffectivenessreferstodoingtherightthingsattherighttimeIfpeoplearebuyingoEfficiencyreferstominimizingwasteorreducingresourcecostsHowyouredoingeverythingoOrganizationswhoareefficienttendtobeeffectivebutitsnotaguaranteeApplicationQuestionoFordownsJaguarin2002trimmedcostintheBritishunitbyusingaFordmidsizechassisforitsJaguarXTypesedanDroppedthepriceontheXtypetlessthan30KtoattractmorebuyersConsumerswereunimpressedandcommentedthattheXtypehadnopizzazzSalesoftheXtypelaggedIneffectivebutefficientoWhichisbetterAcompanythatiseffectivebutinefficientBETTERAcompanythatisineffectivebutefficientManagersmostimportantresourceishumanresourcesovermaterialinformationalandfinancialresourcesoMostimportantthingthatmanagerscandodelegatetotheirpeopleoWhenyoudoeverythingyourselfyouretellingpeopleyoudonttrustthemoNorthcoteParkinsoninjellitanceincompetencejealousyManagementartorscienceoEquifinalityoManydifferentroadstosuccessoAutocraticstylemanagerrulesoDemocraticstylemanagerandemployeesruletogetheroLesaffairsstyleletthembeoArtoScienceasacademicdisciplineoBothHowdidmanagementbecomeimportantandwhyisitstillsignificanttodayoIndustrialrevolutionforeverchangedhowworkisperformedoEconomiceffectsoftheindustrialrevolutionleadingtotheneedforprofessionalmanagementoDivideuplaborbetweenunskilledlaborersandmachinesoWorkinginonetaskmakestheirefficiencyhighersoproductivitylowersoIfproductivitylowersanddemandstaysthesamepricegoesdownsupplyupdemandconsumptiongoesupoOwnerdidallmanaginginthebeginningbutthelargeritgotthelesstheycandooHastohireprofessionalmanagersoSwitchfromownermanagertoprofessionalmanageristhepivotalmomentinmanagementhistoryoSkillsofcraftsmennolongerneededonlyunskilledworkersManagementPyramidoFirstLineManagerssupervisorsmakesureplansputtogetherbytopandmiddlemanagementareseenthroughtooperativeemployeesEfficiencyOnlymanagersnottomanageothermanagersWheremostpeopleentermanagementMiddlemencaughtbetweenmanagementandlaboroMiddleManagersInterpretandintegrateEliminatedthroughcorporatedownsizingoTopManagersChiefofficerschairmanoftheboardetcSetdirectionforthecompanySetgoalsforthewholecompanyDeterminestrategyWhatbusinessareyougoingtobeinandhowareyougoingtocompeteinthatbusinessDifferentiationoverallcostleadershipoEachlevelhasadifferentfunctionandfocusoOperativeemployeeslaborCorporateDownsizingoManagementlevelsareeliminatedoManagerswhoremainareaskedtodomoreworkoCompanyimplementsnewcomputerinformationtechnologyoStaffmanagementfunctionsarefarmedouttoconsultingfirmsoSurvivorssyndromehappytostillbethereguiltyandcouldstillhappentomePeoplewhowerefiredarebetter2yearsafterthanpeoplewhokepttheirjob
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