1 Describe what management is.

Management is described as getting work done through others, as well as efficiencygetting work done
with minimum effort, waste or expense, and also effectivenessaccomplishing tasks that help fulfill
organizational objectives.
2 Explain the four functions of management.
The four functions of management are 1) planning: determining organizational goals and a means for
achieving them, 2) organizing: deciding where decisions will be made, who will do what jobs and tasks,
and who will work for whom in the company, 3) leading: inspiring and motivating workers to work hard to
achieve organizational goals, controlling: monitoring progress toward goal achievement and taking
corrective action when progress isnt being made.

3 Describe different kinds of managers.

The different type of managers are A) Top Managers: such as CEO, COO, CFO, CIO. They are
responsible for overall direction of the organization and for creating a context for change. They develop
employees commitment to and ownership of company performance, create a positive organizational
culture through language and action, and are responsible for monitoring the business environment. B)
Middle Managers: such as plant manager, regional manager, divisional manager. They set objectives
consistent with top managements goals, implement subunit strategies for achieving objectives, plan and
allocate resources to meet objectives, coordinate and link groups, departments, and divisions, and
monitor and manage subunits and individual managers. C) First-Line Managers, such as office manager,
shift supervisor, department manager. They train and supervise the performance of nonmanagerial
employees, teach entry-level employees how to do their jobs, encourage, monitor, and reward employees
performance, and make detailed schedules and operating plans.

4 Explain the origins of management.

The origins of management date back to during the Industrial Revolution, when availability of power
enabled low-paid, unskilled labor to replace high-paid skilled artisans and jobs were carried out in large,
formal organizations rather than fields, homes, or small shops.
5 Discuss the history of bureaucratic and administrative management.
The history of bureaucracy goes back to Max Weber who defined bureaucracy as the exercise of control
on the basis of knowledge and people led by virtue of rational-legal authority.
The history of administrative management goes back to Henri Fayol who said the success of an
enterprise generally depends much more on the administrative ability of its leaders than on their technical
ability.
6

Describe the four components of the general environment.

The four components of the general environment are:

Economy: a growing economy provides a favorable environment for business growth. Business

confidence indices show how confident managers are about future business growth.
Technological Component: Technology: an umbrella term for the knowledge, tools, and techniques used
to transform inputs into outputs. Changes in technology can help companies provide better products or
produce their products more efficiently. Sociocultural Component: demographic characteristics, general
behavior, attitudes, and beliefs of people in a particular society. Political/Legal Component: the legislation,
regulations, and court decisions that govern and regulate business behavior. Many managers are
unaware of the potential legal risks associated with traditional managerial decisions like recruiting, hiring,
and firing employees.

7 Explain the five components of the specific environment.

Customer Component

Reactive customer monitoring

Identifying and addressing customer trends and problems after they occur

Proactive customer monitoring

Identifying and addressing customer needs, trends, and issues before they occur

Competitor Component

Competitors

companies in the same industry that sell similar products or services

Competitive analysis

a process of monitoring the competition that involves identifying competition, anticipating their
moves, and determining their strengths and weaknesses

Supplier Component

Suppliers

companies that provide material, human, financial, and informational resources to other
companies
Supplier dependence
vs.

Buyer dependence

Behaviors

Opportunistic behavior

when one party benefits at the expense of another

Relationship behavior
focuses on establishing a mutually beneficial, long-term relationship between buyers and sellers

Advocacy Groups

Concerned citizens who band together to try to influence the business practices of specific
industries, businesses, and professions

Public communication
Media advocacy
Product boycott

8 Describe the process that companies use to make sense of their changing environments.
Environmental Scanning

Searching the environment for important events or issues that might affect an organization.

Managers scan the environment to reduce uncertainty.

Organizational strategies affect environmental scanning.

Environmental scanning contributes to organizational performance.

Interpreting Environmental Factors

Threat or opportunity?

Threat

managers typically take steps to protect the company from further harm

Opportunity

managers consider strategic alternatives for taking advantage of those events to improve
performance

Cognitive Maps

9 Identify common kinds of workplace deviance.

10 Describe what influences ethical decision making.

Ethical Intensity

The degree of concern people have about an ethical issue.

Magnitude of consequences

Social consensus

Probability of effect

Temporal immediacy

Proximity of effect

Concentration of effect

Grading rubric for assignments.

A-a scholarly response, which addresses the questions. Paragraph format with in-depth explanations with
examples;

B-fully developed answers addressing the issues in a paragraph format, no grammar and/or spelling problems,
explanations and examples;
C- complete sentences addressing the question;
D-one word bullet answers;