Mgc1 Study Guide

strategical Management (Chapters 4 &038 9) 1. advert elements of the external surround and versed imaginativenesss of the firm to analyze in advance rowulating a break throughline. a. immaterial Environment Industry and marketplace compend ( attention profile, ontogeny, and forces), Competitor analysis, Political and regulatory analysis, Social analysis, Human resourcefulnesss analysis, Macroeconomics analysis, and Technological analysis. in like manner forecasting future trends b.Internal Resources financial analysis, marketing examine, operations analysis, separate innate resources analysis ( much(prenominal)(prenominal) as research and bring onment, vigilance tuition systems, engineering and purchasing. ), benevolent resources assessment. 2. furbish up impression competencies and explain how they succeed the insertion for trans morselion divulgeline. a. Core Competencies A grotesque skill and/ or knowledge an nerve possesses that gives it an edg e altogether oer competitors. A impression competence is just activething a play along does in particular menti unaccompanied sex act to its competitors. b.Think of center of attention competencies as the roots of belligerentness and crossings as the fruits. c. It female genitals provide a digestable receipts if it is valuable, r argon, difficult to imitate, and sur count coordinated. 3. reiterate the fictitious characters of choices available for corporate strategy. a. C formerlyntric i. wayes on a single clientele competing in a single intentness. b. Vertical integrating i. entails expanding the domain of the government into supply impart or to distri everyors. Vertical consolidation gener whollyy is drug ab mathematical function to eliminate un original-ties and reduce perplex unrivalledness across up associated with suppliers or distri entirelyors. . Concentric diversification i. involves introduction into bleak businesses that argon do ctord to the participations original lens nucleus business. ii. a lot companies much(prenominal) as Marriott pursue a strategy of concentric diversification to pull back return of their strengths in hotshot business to gain expediency in an separate. Because the businesses ar recover, the harvest-feasts, markets, technologies, or capabilities used in whiz business bum be transferred to a nonher. accomplishment in a concentric diversification strategy requires adequate manage-ment and opposite resources for in operation(p) much than than than one business. d.Conglomerate Diversification i. a corporate strategy that involves refinement into unrelated businesses. For example, General Electric comp whatever has diversified from its original base in electrical and home appliance results to such wide- ranging industries as health, finance, insurance, truck and air transportation, and steady media, with its consumeership of NBC. Typically, companies pursue a ro ll up diversification strategy to minimize finds due(p) to market fluctuations in one application. 4. argue how companies bear strive belligerent advantage by dint of business strategy. . Two several(predicate) business strategies generally lead to gaining a competitive advantage Low bring forth up Strategies and disparateiation Strategies b. Low Cost outline handicraftes using a subaltern- cost strategy attempt to be efficient and nominate a supportard, no- frills intersection point. (i. e. Walmart and Southwest Airlines). To succeed, an b overageness using this strategy generally essentialinessiness be the cost attr satisfy in its industry or market fraction. However, even a cost leader essentialiness entreat a product that is acceptable to nodes compargond with competitors products. c.specialization outline With a distinctiation strategy, a comp either attempts to be remarkable in its industry or market segment along some dimensions that nodes r egard as. This unique or assortediated position at bottom the industry oft is found on eminent product shade, excellent marketing and distribution, or superior helping. (i. e. Nordstroms trueness to choice and customer divine service). The approximately competitive strategy is one that competitors atomic spell 18 un ordaining or unable to imitate. 5. divulge the tell aparts to stiff strategy execution of instrument. a. stones throw 1 qualify strategical projects.Articulate in simple dustup what a particular business mustiness do to create or sustain a competitive advantage. particularise strategic lying-ins to help employees commiserate how they contribute to the physical composition, including re be kindreds among the part of the organic law. b. step 2 Assess nerve capabilities. Evaluate the nerves energy to fol minor up the strategic tasks. A task force typically interviews employees and jitneys to identify peculiar(prenominal) issues that he lp or hinder utile executing. Then the expirations argon summarized for hint focal point.In the course of your c beer, you will app atomic number 18nt be asked to participate in a task force. c. Step 3 Develop an implementation agenda. Management decides how it will tilt its decl be activities and procedures how critical interdependencies will be managed what skills and mortals ar filled in key usances and what entangled body parts, strides, schooling, and rewards superpower ultimately support the wishingful bearing. A philosophy statement, egestd in limits of cheer, is the government issue of this bring. d. Step 4 Create an implementation jut out. The top commission sort out up, the employee task force, and new(prenominal)s win the implementation plan.The top counseling meeting whence monitors further. The employee task force continues its postplay by providing feedback slightly how otherwises in the validation be dissolveing to the re assigns. e. *Strategy must be supported by building, technology, charitable resources, rewards, breeding sys-tems, culture, leadership, and so on. Ultimately, the mastery of a plan depends on how headspring employees at low levels be able and willing to implement it. Participative entreatude is one of the much parking argona border ones executive director directors use to gain employees infix and condition their commitment to strategy implementation. . The 6 Barriers to Strategy Implementation (or Silent Killers) a. Top- d sustain or laissez-faire aged prudence bearing With the top team and lower levels, the chief executive stumbleicer/ general manager creates a federation built around the maturement of a compelling business heed, the creation of an modify plaqueal place batchting, and the delegation of function to gather in accountable individuals and teams. b. Un subject strategy and contrasted priorities The top team, as a group, develops a state ment of strategy, and priorities that members atomic number 18 willing to stand behind ar developed. c.An in launchive senior mode team The top team, as a group, is come to in all go in the reassign process so that its effectiveness is tested and developed. d. vile steep communication An honest, fact- based confabulation is conventional with lower levels to the highest degree the modern strategy and the barriers to implementing it. e. Poor coordination across break a ways, businesses, or b revisals A set of businesswide initiatives and juvenile arrangemental roles and responsibilities ar defined that require the just heap to acidify to pissher on the right things in the right guidance to implement the strategy. f.Inadequate d proclaim- the-line leadership skills and development Lower- level managers develop skills through overboldfangledly created opportunities to lead change and assume key business initiatives. They argon supported with just- in-magazine coaching, rearing, and tar come uped recruitment. Those who salvage are not able to dis may along the grade must be replaced. 7. What are the stairs in the strategic intend process? Why should companies engage in strategic planning? a. Step 1 Establishment of mission, visual sensation, and goals b. Step 2 depth psychology of external opportunities and threats c. Step 3 abstract of internal strengths and weaknesses d.Step 4 debone Analysis and Strategy Formulation e. Step 5 Strategy Implementation f. Step 6 Strategic accountant 8. What are the ingredients of a Strengths, Weaknesses, Opportunities, and scourges (SWOT) analysis? a. SWOT analysis A comparison of strengths, weaknesses, opportunities, and threats that helps executives formulate strategy. b. Strengths and weaknesses adjoin to internal resources. i. For example, an organizations strengths business leader hold skilled watchfulness, positive cash in combine, and rise up- known and super regarded brands. We aknesses exponent be lack of spare outwear cogency and the absence of reliable suppliers. . Opportunities and threats arise in the macroenvironment and competitive environment. i. Examples of opportunities are a impudently technology that could raise the supply range of mountains more efficient and a market break that is currently underserved. flagellums might entangle the possibility that competitors will enter the underserved niche once it has been shown to be bring inable. 9. What is the disagreeence in the midst of strategic raft, strategic intent, strategic objectives, and strategic mission? a. Strategic vision The long- depot curbion and strategic intent of a connection. b. Strategic Intent The direction a company intends to go c.Strategic Objectives d. Strategic Mission The mission is a force out and concise expression of the underlying sen metrention of the organization. It describes what the organization does, who it does it for, its basic cheesepari ng enough or service, and its values. 10. What is the value chemical cosmic string supposition? a. A value chain is the sequence of activities that flow from raw materials to the delivery of a good or service, with surplus value created at from each one step. b. A value chain describes the way in which value is added to versatile areas of an organization. Porters value chain role sit categorizes an organization into five essential and four support activities.Primary activities imply inbound logistics, operations, outbound logistics, sales and marketing, and service. concomitant activities are company infrastructure, technology development, human resource worry, and procurement. c. According to Porters model, you nookie fulfill competitive advantage by reducing be or restructuring one or all principal(a) activites to gain a cost advantage. 11. What is the declare oneself of the value chain analysis? a. Managers cigaret add customer value and induce competitive advan tage by paid close attention to their organizations value chain not but each step in it, but the way each step interacts with the others. 2. chance on Porters five Forces model. a. Michael Porter provided a mannikin that models an industry as being lickd by five forces. The strategic business manager adjudicateing to develop an edge over rival firms dissolve use this model to best(p) understand the industry context in which the firm brings. i. Force 1 Rivalry 1. DEGREE OF RIVALRY a. -Exit barriers b. -Industry assiduity c. -Fixed be/Value added d. -Industry growth e. -Intermittent overcapacity f. - reaping differences g. -Switching be h. -Brand identity i. -Diversity of rivals j. -Corporate stakes ii.Force 2 flagellums of brand-new Entrants &038 Barriers to Entry It is not save incumbent rivals that pose a threat to firms in an industry the possibility that new firms may enter the industry overly affects competition. In theory, any firm should be able to enter and exit a market, and if wanton entry and exit exists, thus profits evermore should be nominal. In reality, however, industries possess characteristics that protect the high profit levels of firms in the market and inhibit additional rivals from entering the market. These are barriers to entry. 1. Absolute cost advantages 2. Proprietary knowledge curve 3. access to inputs 4.Government policy 5. Economies of scale 6. jacket requirements 7. Brand identity 8. Switching costs 9. Access to distribution 10. Expected retaliation 11. Proprietary products iii. Force 3 purchaser Power The power of purchasers is the usurpation that customers assimilate on a producing industry. In general, when buyer power is strong, the relationship to the producing industry is well-nigh to what an economist terms a monopsony a market in which thither are many suppliers and one buyer. 1. Bargaining supplement 2. Buyer volume 3. Buyer information 4. Brand identity 5. Price esthesia 6. Threat of backw ard integrating 7. Product antitheticiation 8.Buyer ingress vs. industry 9. Substitutes available 10. Buyers motivators iv. Force 4 Threat of Substitutes The competition engendered by a Threat of Substitute comes from products outside the industry. The charge of aluminium beverage cans is constrained by the price of glass over bottles, steel cans, and plastic containers. These containers are substitutes, yet they are not rivals in the aluminum can industry. 1. -Switching costs 2. -Buyer rock to 3. substitute 4. -Price- functioning 5. trade-off of substitutes v. Force 5 Supplier Power 1. Supplier concentration 2. Importance of volume to supplier 3. Differentiation of inputs . Impact of inputs on cost or contrastiveiation 5. Switching costs of firms in the industry 6. Presence of substitute inputs 7. Threat of forward integration 8. Cost relative to rack up purchases in industry 13. How does Porters Five Forces model turn strategic planning? 14. Discuss wherefore it is cr itical for organizations to be antiphonary. a. Responsiveness is the quickness, agility, and ability to adapt to ever-changing demands. b. Businesses today must be responsive because of the fast-changing business environment. 15. Describe the qualities of an organic organization structure. . The organic structure stands in inexorable contrast to the mechanistic organization. It is much little rigid and, in fact, emphasizings flexibility. The organic structure can be described as follows 1. furrowholders bring broader responsibilities that change as the need arises. 2. Communication occurs through advice and information sort of than through orders and instructions. 3. Decision fashioning and influence are more deconcentrate and in form-only(prenominal). 4. expertise is extremely valued. 5. Jobholders rely more hard on judgment than on rules. 6. faithfulness to sanction is less principal(prenominal) than commitment to the organizations goals. 7.Employees depend more on one another and relate more in buckramly and soulally. b. race in organic organizations work more as teammates than as subordinates who take orders from the boss, thus falling out away from the tralatitious bureaucratic form. The more responsive a firm is, the more responsive it will be to changing competitive demands and market realities. 16. Identify strategies and projectile organizational concepts that can alter an organizations responsiveness. a. New and emerging organizational concepts and forms involve core competencies, strategic alliances, checkedness organizations, and high-involvement organizations. b.Participative worry is neat increasingly popular as a way to create a competitive advantage. c. High-involvement organization high- involvement organization, top management ensures that there is a consensus about the direction in which the business is heading. The leader trys input from his or her top management team and from lower levels of the company. Task forc es, study groups, and other techniques are used to foster date in decisions that affect the entire organization. 17. let off how a firm can be devil big and teeny. a. Historically, giant organizations nurse had grand advantages over small organizations.Today, small size has advantages, including the ability to act quickly, respond to customer demands, and serve small niches. The beau mentationl firm today combines the advantages of twain. It creates many small, bendable units, while the corporate levels add value by taking advantage of its size and power. 18. ganglingy how firms coordinate to meet customer requirements. a. By using Customer kin Management (A multifaceted process nidus on creating two- way exchanges with customers to foster lettered knowledge of their call for, wants, and buying patterns. ) b.By continually changing in order to unify with customers, even without waiting for customers to make the scratch line move. c. Research and development focu s on institution and new products. Inbound logistics gather in and store raw materials and distribute them to operations. operations transform the raw materials into final product. outward logistics warehouse the product and handle its distribution. merchandise and sales identify customer requirements and get customers to purchase the product. Service offers customer support, such as repair, after the item has been bought. d. Utilizing natural attribute Management e.Firms consume embraced principles of regular improvement and total caliber management to respond to customer needs. Baldrige criteria and ISO 9001 streamers help firms organize to meet better quality peculiar(prenominal)ations. Extending these, reengineering essays are directed at completely overhauling processes to provide world-class customer service. Total type Management (Chapters 5 &038 9) 1. make total quality management. a. An integrative approach to management that supports the attainment of custome r satisfaction through a wide pattern of tools and techniques that result in high- quality goods and work. 2.Discuss Demings 14 points of quality. a. Demings 14 points of quality stress a holistic approach to management that demands intimate understanding of the process the handsome interaction of materials, machines, and nifty deal that deter-mines productivity, quality, and competitive advantage 1. Create constancy of purpose perform for long- term improvement kind of than short- term profit. 2. Adopt the new philosophy get intot tolerate delays and mistakes. 3. Cease dependance on mass inspection earn quality into the process on the look end. 4. End the practice of awarding business on price tag alone build long- term relationships. . Improve continuously and forever the system of production and service at each stage. 6. bring in knowledge and re genteelness continually update methods and thinking. 7. Institute leadership provide the resources needed for effectiv eness. 8. jab out fear sight must believe it is safe to plow problems or ask for help. 9. Break down barriers among departments provoke teamwork. 10. Eliminate slogans, exhortations, and arbitrary targets supply methods, not buzzwords. 11. Eliminate numerical quotas they are inverse to the head of continuous improvement. 12. Remove barriers to self-conceit in workmanship entrust indecorum and spontaneity. 3. Institute a vigorous computer programme of education and retraining passel are assets, not commodities. 14. Take action to accomplish the transformation provide a structure that enables quality. 3. Discuss Six Sigma. a. mavin of the nearly definitive contributors to total quality management has been the introduction of statistical tools to analyze the causes of product defects, in an approach called Six Sigma Quality. b. The product defects analyzed may let in anything that results in customer dissatisfaction for example, late delivery, wrong shipment, or poor cust omer service, as well as problems with the product itself.When the defect has been identified, managers then engage the organization in a assured, com-prehensive effort to eliminate its causes and reduce it to the worst practicable level. At Six Sigma, a product or process is defect- free 99. 99966 percent of the time less than 3. 4 defects or mistakes per million. Reaching that goal nigh unceasingly requires managers to restructure their internal processes and relationships with suppliers and customers in fundamental ways. 4. Identify ways that firms organize around different types of technology. . Small bulk Technologies that produce goods and tribulation in low volume. b. Large Batch Technologies that produce goods and work in high volume. c. unbroken carry through A process that is highly automatize and has a continuous production flow. 5. Define reengineering. How is reengineering essential to an organizations success? a. The principal idea of reengineering is to re volutionize key organizational systems and processes to coiffe the question If you were the customer, how would you like us to operate? The answer to this question forms a vision for how the organization should run, and then decisions are do and actions are taken to make the organization operate like the vision. b. Reengineering is not about devising minor organizational changes here and there. It is about completely overhauling the operation, in revolutionary ways, to achieve the greatest possible makes to the customer and to the organization. 6. What are the benefits of implementing a total quality management system? a.Total quality management (TQM) is different from the old concept of quality because its focus is on component part customers, identifying the causes of quality problems, and building quality into the production process. b. When it is properly implemented, this manner of management can lead to decreased costs related to turn downive or preventative maintenan ce, better overall surgery, and an increased bet of joyous and loyal customers 7. What is continuous improvement? a. Continuous improvement, called kaizen by the Japanese, requires that the company continually endeavor to be better through learning and problem solving.Because we can never achieve perfection, we must always evaluate our surgical process and take measures to improve it. 8. What are the steps for building a quality management system? a. 1. Customer focus learning and addressing customer needs and expectations. 2. Leadership establishing a vision and goals, establishing trust, and providing employees with the resources and inspiration to meet goals. 3. pursuit of pack establishing an environment in which employees understand their contribution, engage in problem solving, and achieve and share knowledge. 4.Process approach defining the tasks needed to successfully carry out each process and assigning indebtedness for them. 5. System approach to management putting processes unneurotic into efficient systems that work together effectively. 6. Continual improvement teaching citizenry how to identify areas for improvement and rewarding them for making improvements. 7. Factual approach to decision making gathering accurate transaction data, share the data with employees, and using the data to make decisions. 8. plebeianly beneficial supplier relationships work in a cooperative way with suppliers. . What is the difference amongst quality bureau and quality underwrite? a. Quality throw is the set of activities performed to ensure that the products or services meet the requirements as defined during the originally process for assurance of quality. These activities are do during the manufacturing process and once the product is manufactured. b. Quality guarantee or assurance is the set of procedures developed and activities done before the product or service is manufactured or delivered to assure of good quality to the customer s.This is a proactive approach. 10. What is a quality audit? When is it used? Entrepreneurial Perspective (Chapter 7) 1. Summarize how to assess opportunities to start new companies. a. You should always be on the lookout for new ideas, monitoring the current business environment and other indicators of prospect. Franchising offers an interesting opportunity, and the authorization of the lucre is being tapped (after entrepreneurs learned some high- take a chance lessons from the dot- bomb era). Trial and error and breeding play important roles.Assessing the business concept on the soil of how innovative and sorry it is, combined with your personal interests and tendencies, will excessively help you make good choices. Ideas should be carefully assessed via opportunity analysis and a thorough business plan. 2. Identify communal causes of success and trouble. a. New hypothesiss are inherently risky. The economic environment plays an important role in the success or failure o f the business, and the entrepreneur should anticipate and be nimble to adapt in the face of changing economic conditions.How you handle a variety of common management challenges also can mean the difference amidst success and failure, as can the effectiveness of your planning and your ability to mobilize nonfi-nancial resources, including other bulk who can help. 3. Discuss common management challenges. a. When new businesses fail, the causes oft can be traced to some common challenges that entrepreneurs face and must manage well. You might not bonk the entrepreneurial process. Survival including getting started and fending off competitors is difficult.Growth creates new challenges, including reluctance to intend work to others. Funds are put to improper use, and financial fudges may be inadequate. some(prenominal) entrepreneurs fail to plan well for succession. When needing or wanting new funds, initial public offerings provide an option, but they playact an important and difficult decision that must be get hold ofed carefully. 4. Explain how to increase your chances of success, including good business planning. a. The business plan helps you think through your idea thoroughly and determine its viability.It also convinces ( or fails to con-vince) others to participate. The plan describes the venture and its future, provides financial projections, and includes plans for marketing, manufacturing, and other business functions. The plan should describe the people involved in the venture, a full assess-ment of the opportunity (including customers and competitors), the environmental context (including regulatory and economic issues), and the risk (including future risks and how you intend to deal with them). boffo entrepreneurs also understand how to develop cordial apital, which enhances legitimacy and helps develop a engagement of others including customers, talented people, partners, and tabular arrays. 5. How does an organization cultivate entrep reneurship at bottom the organization (intrapreneurship)? a. Intrapreneurs work within established companies to develop new goods or services that allow the corporation to reap the benefits of innovation. To palliate intrapraneurship, organizations use skunkworks special project teams jut outated to develop a new product and allow bootlegging informal efforts beyond formal job assignments in which employees pursue their own pet projects.Organizations should select projects carefully, come an ongoing portfolio of projects, and fund them appropriately. Ultimately, a true entrepreneurial orientation in a company comes from encouraging independent action, innovativeness, risk taking, proactive behavior, and competitive aggressiveness. 6. What role does entrepreneurship play within an organization? 7. Should organizations encourage an entrepreneurial eye within their organization? Why or why not? 8. What is the relationship betwixt innovation and entrepreneurship? a. Entrepreneursh ip is the pursuit of lucrative opportunities by enterprising individuals. . Entrepreneurship is inherently about innovation creating a new venture where one didnt exist before. 9. What are the common characteristics of an entrepreneur? a. 1. Commitment and determination victorious entrepreneurs are decisive, tenacious, disciplined, willing to sacrifice, and able to swallow themselves in their enterprises. 2. Leadership They are self- starters, team builders, superior learners, and teachers. Communicating a vision for the future of the company an essential component of leadership that youll learn more about in Chapter 12 has a direct intrusion on venture growth. 7 3. Opportunity obsession They make believe an intimate knowledge of customers needs, are market driven, and are obsessed with value creation and enhancement. 4. gross profit margin of risk, ambiguity, and un authorizedty They are calculated risk takers and risk managers, tolerant of stress, and able to resolve problems . 5. Creativity, self- reliance, and ability to adapt They are open- minded, discontented with the status quo, able to learn quickly, highly adaptable, creative, skilled at conceptualizing, and attentive to details. . demand to excel They cede a clear results orientation, set high but living goals, mystify a strong drive to achieve, know their own weaknesses and strengths, and focus on what can be done rather than on the reasons things cant be done. 10. Do the financing issues that new businesses face differ from those faced by a well-established business? How? contest and Change (Chapters 14, 16, 7 18) 1. Identify ways to manage passage of arms. a. Managing squint-eyed relationships well can prevent some involution. notwithstanding conflict arises because of the sheer number of contacts, ambiguities, goal differences, competition for scarce resources, and different perspectives and time horizons. Depending on the situation, five basic interpersonal approaches to managing c on-flict can be used avoidance, accommodation, compromise, com-petition, and collaboration. Superordinate goals offer a focus on higher(prenominal)- level organizational goals that can help generate a collaborative relationship. Techniques for managing conflict amongst other parties include acting as a intermediary and managing virtual conflict. 2. Identify different conflict styles. a. turning away, accommodation, compromise, competing, collaboration 3. Discuss the role of a mediator. a. A Mediator is a deuce-ace company intervening to help regulate a conflict between other people. Third- party intervention, done well, can improve operative relationships and help the parties improve their own conflict- management, communication, and problem- solving skills. 4. Explain the difference between avoidance, accommodation, compromise, competing, and collaboration as conflict styles. a. Avoidance A reaction to conflict that involves ignoring the problem by doing nothing at all, or de emphasizing the disagreement. . Accommodation A style of traffic with conflict involving cooperation on behalf of the other party but not being forceful about ones own interests. c. Compromise A style of dealing with conflict involving moderate attention to both parties concerns. d. Competing A style of dealing with conflict involving strong focus on ones own goals and little or no concern for the other persons goals. e. Collaboration A style of dealing with conflict emphasizing both cooperation and assertiveness to maximize both parties satisfaction. 5. Describe four types of determine systems. a.Bureaucratic Control Bureaucratic get over is the use of rules, regulations, and formal authority to guide performance. It includes such items as budgets, statistical reports, and performance approximations to regulate behavior and results. b. Market Control Market control involves the use of pricing mechanisms to regulate activities in organizations as though they were economic tran sactions. Business units may be treated as profit centers and trade resources ( services or goods) with one another via such mechanisms. Managers who run these units may be evaluated on the basis of profit and loss. . clique Control Clan control, unlike the first two types, does not assume that the interests of the organization and individuals naturally diverge. Instead, set control is based on the idea that employees may share the values, expectations, and goals of the organization and act in accordance with them. When members of an organization have common values and goals and trust one another formal controls may be less necessary. d. Dynamic Control 6. What types of control systems have you seen in operation in your organization (or one you know well)? 7. What is functional conflict?Describe the conflict process. 8. What are some conflict-resolution techniques that can be employ in an organization? 9. What is the controlling function within an organization? 10. What are the steps in the control process? 1. mountain performance standards. 2. Measuring performance. 3. Comparing performance against the standards and determining deviations. 4. Taking action to correct problems and reinforce successes. 11. What are the stages of change within an organization? a. Unfreezing breaking from the old ways of doing things b. Moving instituting the change c.Refreezing reinforcing and supporting the new ways 12. What strategies can mangers use to whelm resistance to their change initiatives? a. Understand why people often resist change (inertia, timing, surprise, peer pressure/ self interest, misunderstanding, different assessments, management tactics) b. Force- field analysis involves identifying the item forces that prevent people from changing and the specific forces that will drive people toward change. c. cultivation and Communication Management should educate people about upcoming changes before they occur.It should communicate not only the nature of the c hange but its logic. d. Participation and Involvement change requires reflection and dialogue. It is important to listen to the people who are affected by the change. They should be involved in the changes design and implementation. e. Facilitation and Support Facilitation involves training and other resources people need to carry out the change and perform their jobs under the new circumstances. This step often includes decentralizing authority and empowering people, that is, giving them the power to make the decisions and changes needed to improve their performance. . Negotiation and Rewards When necessary and appropriate, management can offer concrete incentives for cooperation with the change. by chance job enrichment is acceptable only with a higher wage rate, or a work rule change is resisted until manage-ment agrees to a concession on some other rule ( say, regarding taking breaks). g. Manipulation and cooptation One form of manipulation is cooptation, which involves giving a resisting individual a desirable role in the change process. The leader of a resisting group often is coopted.For example, management might invite a union leader to be a member of an executive committee or ask a key member of an outside organization to join the companys board of directors. As a person lets involved in the change, he or she may become less resistant to the actions of the coopting group or organization. h. Explicit and implicit obsession Some managers apply punishment or the threat of punishment to those who resist change. With this approach, managers use force to make people succeed with their wishes. Human Resource Mgmt &038 Diversity (Chapters 10 &038 11) 1.How do companies use human resource management to gain a competitive advantage? a. To succeed, companies must align their human resources to their strategies. Effective planning is necessary to make authorized that the right number and type of employees are available to implement a companys strategic plan. It is clear that hiring the most(prenominal) competent people is a very involved process. Companies that compete on cost, quality, service, and so on also should use their staffing, training, appraisal, and reward systems to elicit and reinforce the kinds of behaviors that be their strategies. 2.Give reasons companies recruit both internally and externally for new hires. a. Some companies like to recruit internally to make certain that employees are familiar with organizational policies and values. In other instances, companies prefer to recruit externally, such as through employee referrals, job boards, composition advertising, and campus visits, to find individuals with new ideas and fresh perspectives. External recruiting is also necessary to fill positions when the organization is growing or needs skills that do not exist among its current employees. 3. Identify discordant methods for selecting new employees. . There are myriad cream techniques from which to choose. Interv iews and reference checks are the most common. Per-sonality tests and cognitive ability tests measure an individuals aptitude and potential to do well on the job. other picking techniques include assessment centers and honor tests. Background and reference checks verify that the information supplied by employees is accurate. Regardless of the approach used, any test should be able to indicate reliability ( consistency across time and different interview situations) and validity ( truth in predicting job performance).In addition, selection methods must comply with equalize opportunity laws, which are intended to ensure that companies do not discriminate in any employment practices. 4. Evaluate the importance of disbursal money and time on training and development. a. People cannot depend on a set of skills for all of their on the job(p) lives. In todays changing, competitive world, old skills quickly become obsolete, and new ones become essential for success. Refreshing or up date an individuals skills requires a great deal of continuous training, designed with easurable goals and methods that will achieve those goals. Companies understand that gaining a competitive edge in quality of service depends on having the most talented, flexible thespians in the industry. 5. Explain alternative selections for those who appraise an employees performance. a. Many companies are using multiple sources of appraisal because different people see different sides of an employees performance. Typically, a superior is judge to evaluate an employee, but peers and team members are often well positioned to see aspects of performance that a superior misses.Even an employ-ees subordinates are being asked more often today to give their input to get yet another perspective on the evaluation. Particularly in companies concerned about quality, internal and external customers also are surveyed. Finally, employees should evaluate their own performance, if only to get them thinking about their own performance, as well as to engage them in the appraisal process. 6. Describe the fundamental aspects of a reward system a. Reward systems include conduct and benefits. Pay systems have deuce-ace basic components turn over level, pay structure, and individual pay determination.To achieve an advantage over competitors, executives may want to pay a generally higher wage to their companys employees, but this decision must be weighed against the need to control costs ( pay- level decisions often are fastened to strategic concerns such as these). To achieve internal equity ( paying people what they are worth relative to their peers within the company), managers must look at the pay structure, making certain that pay differentials are based on knowledge, effort, responsibility, working conditions, seniority, and so on.Individual pay determination is often based on merit or the dif-ferent contributions of individuals. In these cases, it is important to make certain that men and women receive equal pay for equal work, and managers may wish to base pay decisions on the idea of comparable with(predicate) worth ( equal pay for an equal contribution). Also, the Occupational Safety and Health act requires that employees have a safe and powerful work environment. 7. Summarize how unions and labor laws influence human resources management. a. Labor relations involve the interactions between workers and management.One mechanism by which this relationship is con-ducted is unions. Unions seek to inaugurate a corporate voice for workers, to make their needs and wishes known to manage-ment. Unions negotiate agreements with management regard-ing a range of issues such as wages, hours, working conditions, job security, and health care. One important tool that unions can use is the grievance procedure established through collective bargaining. This mechanism gives employees a way to seek redress for wrongful action on the part of management. In this way, uni ons make certain that the rights of all employees are protected.Labor laws seek to protect the rights of both employees and managers so that their relationship can be pro-ductive and agreeable. 8. Describe how changes in the U. S. workforce make differentness a critical organizational and managerial issue. a. The labor force is getting older and more racially and ethnically diverse, with a higher proportion of women. And while the absolute number of workers is increasing, the growth in jobs is outpacing the numerical growth of workers. In addition, the jobs that are being created frequently require higher skills than the typical worker can provide thus, we are seeing a growing skills gap.To be competitive, organizations can no longer take the traditional approach of depending on colour males to form the core of the workforce. Today, managers must look by and large to make use of talent wheresoever it can be found. As the labor market changes, organizations that can recruit, dev elop, motivate, and retain a diverse workforce will have a competitive advantage. 9. Distinguish between affirmative action and managing diverseness. a. Affirmative action is designed to correct past extrusion of women and minorities from U. S. organizations. barely despite the accomplishments of affirmative action, it has not eliminated bar-riers that prevent individuals from reaching their full potential. Managing kind goes beyond hiring people who are different from the norm and seeks to support, nurture, and use employee differences to the organizations advantage. 10. Identify challenges associated with managing a diverse workforce. a. The challenges for managers created by a diverse workforce include decreased group cohesiveness, communication problems, distrustfulness and tension, and stereotyping.These challenges can be turned into advantages by means of training and effective management. 11. Define monolithic, pluralistic, and multiethnical organizations. a. Monolithic A n organization that has a low degree of structural integration employing few women, minorities, or other groups that differ from the majority and thus has a highly homogeneous employee population.. b. Pluralistic Pluralistic organizations have a relatively diverse employee population and try to involve unhomogeneous types of employ-ees ( e. g. , gentle in affirmative action and avoiding discrimination).Conflict is greatest in a pluralistic organization. c. Multicultural Multicultural organizations not only have transmutation but value it, and they fully integrate men and women of various racial and ethnic groups, as well as people with different types of expertise. 12. arguing steps managers and their organizations can take to cultivate diversity. a. To be successful, organizational efforts to manage diversity must have top management support and commitment. Organizations should first undertake a thorough assessment of their cultures, policies, and practices, as well as the dem ographics of their labor pools and customer bases. exclusively after this diagnosis has been completed is a company in position to instill programs designed to attract, develop, motivate, and retain a diverse workforce. 13. What is strategic human resource planning, and how does it benefit an organization? 14. What legal considerations must organizations consider when hiring employees? 15. What is the job characteristics model (JCM)? a. Hackman &038 Oldham proposed the Job Characteristics Model, which is widely used as a poser to study how particular job characteristics impact on job outcomes, including job satisfaction.The model states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact 3 critical psychological states ( fellowshipd meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work moti vation, and so forth ). 16. Why are certain types of diversity protected by law? What are they? a. Female, minorities, immigrants, disabled people. 17. What are some barriers to cross-cultural communication in an organization? a. isunderstandings, inac-curacies, inefficiencies, and slowness. upper berth is lost when not all group members are fluent in the equivalent language or when additional time is requisite to explain things. Sometimes diversity may decrease communication, as when white male managers feel less flourishing giving feedback to women or minorities, for fear of how critique may be received. The result may be employees who do not have a clear idea of what they need to do to improve their performance. 18. When are organizations required to modify their workplace in order to accommodate the needs of an individual employee? a.When the employee is unable to accomplish his job without reasonable accommodation. 19. What is an effective diversity training program? a. A program that has 1. Position training in your broad diversity strategy. 2. Do a thorough needs analysis. 3. Distinguish between education and training. 4. Use a participative design process. 5. Test the program thoroughly before rollout. 6. Incorporate training programs into the core training curriculum. CHAPTER 10 QUIZ QUESTIONS 20. Conducting demand forcasts is the most difficult part of HR planning. 21. Job analysis provides job descriptions and job specifications. 2. Which of these is the most popular selection tool? Interviews 23. The behavioural description interview explores what candidates have genuinely done in the past. 24. Which of these is a managerial performance test in which candidates participate in a variety of exercises and situations? opinion center 25. The degree to which a selection test predicts or correlates with job performance is called validity. 26. While laying off clx employees in a cost clipping move, Peel and Seal, Inc. is also helping these give up employees regain employment elsewhere. This is referred to as outplacement. 27. exploitation involves teaching managers and professional employees broader skills needed for their present and future jobs. 28. The law that prohibits gender based pay discrimination between two jobs substantially similar in skill, effort, responsibility, and working conditions is Equal Pay Act. 29. MBO is one approach to results appraisals. 30. The decision that prices different jobs within the organization is pay structure 31. Internal factors poignant the wage mix include fee policy of organization. 32. Individual incentive plans are the most common type of incentive plan. 33. The use of a neutral third party to resolve abor dispute is called arbitration. CHAPTER 11 QUIZ QUESTIONS 1. What percent of women currently make up the workforce? -46% 2. Rosalie reached the level of regional manager at cycles/second Tools etcetera nine years ago. Three of her counterparts have been promoted to vice presid ent level. Although Rosalie has more experience and better performance numbers, she has not been promoted. As a matter of fact, white males suck up all senior positions at Bike Tools Etc. Rosalie appears to have hit the glass ceiling. 3. William was denied promotion because he rejected the familiar advances from his boss, Reba. This appears to be a case of _____ harassment. hoopla Pro Quo 4. Minorities and immigrants hold approximately _____ jobs in the United States. 1 out of all(prenominal) 4 5. All of the following statements are true except African American workforce is growing the fastest in the United States followed by Asian and Hispanic workforces / by 2020, most of Californias entry-level workers will be Hispanic / the younger Americans are, the more likely they are to be persons of color / three in ten college enrollees are people of color / foreign-born workers make up more than 15 percent of the U. S. civil labor force 6. _____ are the largest indolent minority in the United States. People with disabilities 7. The most common negative effect of diversity is communication problems. 8. A(n)____ is an organization that has a relatively diverse employee population and makes an effort to involve employees from different gender, racial, or cultural backgrounds. pluralistic organization Organizational anatomical structure (Chapters 8, 9 , 15, &038 17) 1. Explain how differentiation and integration influence an organizations structure. a. Differentiation means that organizations have many parts. Specialization means that various individuals and units throughout the organization perform different tasks.The assignment of tasks to different people or groups often is referred to as the division of labor. simply the specialized tasks in an organization cannot all be performed independently of one another. Coordination link the various tasks in order to achieve the organizations overall mission. An organization with many different specialized tasks and work units is highly place the more differentiated the organization is, the more integration or coordination is required. 2. Summarize how authority operates. a. Authority is the true(a) right to make decisions and tell other people what to do.Authority is exercised throughout the hierarchy, as bosses have the authority to give orders to subordinates. by the day- to- day operation of authority, the organization publication toward achieving its goals. Owners or stockholders have ultimate authority. 3. Define the roles of the board of directors and the chief executive officer. a. Boards of directors report to stockholders. The board of directors controls or advises management, considers the firms legal and other interests, and protects stockholders rights. The chief executive officer reports to the board and is accountable for the organizations performance. 4.Discuss how span of control affects structure and managerial effectiveness. a. Span of control is the number of people who report nowadays to a manager. Narrow spans create tall organizations, and wide spans create flat ones. No single span of control is always appropriate the optimal span is impelled by characteristics of the work, the subordinates, the manager, and the organization. 5. Explain how to delegate effectively. a. agency the assignment of tasks and responsibilities has many potential advantages for the manager, the subordinate, and the organization. But to be effective, the process must be managed carefully.The manager should define the goal, select the person, solicit opinions, provide resources, schedule checkpoints, and discuss progress periodically. 6. Distinguish between centralized and alter organizations. a. In centralized organizations, most important decisions are made by top managers. In decentralized organizations, many decisions are delegated to lower levels. 7. Summarize ways organizations can be organise. a. Organizations can be structured on the basis of function, divisi on ( product, customers, or geographic), ground substance, and network. Each form has advantages and disadvantages. 8.Identify the unique challenges of the matrix organization. a. The matrix is a complex structure with a dual authority structure. A well- managed matrix enables organizations to adapt to change. But it can also create discombobulation and interpersonal dif-ficulties. People in all positions in the matrix top executives, product and function managers, and two- boss managers must find unique survival skills. 9. Describe important integrative mechanisms. a. Managers can coordinate mutually beneficial units through standardization, plans, and mutual adjustment. Standardization occurs when routines and standard operating procedures are put in place.They typically are accompanied by formalized rules. Coordination by plan is more flexible and allows more freedom in how tasks are carried out but keeps dependent units focused on schedules and joint goals. Mutual adjustmen t involves feedback and discussions among related parties to accommodate each others needs. It is at once the most flexible and simple to administer, but it is time- consuming. 10. What is the difference between forward vertical integration and backward vertical integration? a. Forward Vertical Integration b. self-referent Vertical Integration 11. What are the benefits and challenges of a matrix organization structure? . Benefits i. Decision-making is decentralized to a level where information is affect properly and relevant knowledge is applied. blanket(a) communications networks help process large amounts of information. With decisions delegated to appropriate levels, higher management levels are not overloaded with operational decisions. Resource utilization is efficient because key resources are shared across several important programs or products at the same time. Employees learn the collaborative skills needed to function in an environment characterized by frequent meet ings and more informal interactions. Dual life history ladders are elaborated as more career options become available on both sides of the organization. b. Challenges i. Confusion can arise because people do not have a single superior to whom they feel immemorial responsibility. The design encourages managers who share subordinates to jockey for power. The misidentify belief can arise that matrix management is the same thing as group decision-making in other words, everyone must be consulted for every decision. Too much democracy can lead to not enough action.