BOH4M Final Exam Review
Unit 1: Foundations of Management
Management Functions
Four Functions of Management:
Planning setting objectives and determining what actions should be taken to accomplish them
Organizing assigning tasks, allocating resources, and arranging activities to implement plans
Controlling measuring work performance, comparing results to objectives, and taking
corrective action as needed
Leading arousing people’s enthusiasm to work hard and direct their efforts to fulfill plans and
accomplish objectives
Levels and Types of Management
Levels of Management:
1) Top Managers responsible for the
performance of the organization as a whole or
one of its larger parts
2) Middle Managers in charge of relatively
large departments or divisions
3) Team Leaders / Supervisors in charge of
small work groups of non-managerial workers
Types of Management:
1) Line Managers responsible for work
activities that directly affect outputs
2) Staff Managers use technical expertise to
advise and support the efforts of line workers
3) Functional Managers responsible for a
single area of activity
4) General Manager responsible for
complex units that include many functional
areas
5) Administrators work in public and non-
profit organizations
Katz’s Essential Managerial Skills
Which managerial skills are most important at each level of management?
BOH4M Final Exam Review
Management Theories
Traditional:
1) Scientific Management /
Motion Studies
Analyze and design
jobs to be as efficient
as possible by
eliminating wasted
motion, time, effort,
etc.
2) Administrative
Principles
Clearly set rules that
everyone in the
organization has to
follow
3) Bureaucracy
A highly structured
organization with set
roles within a strict
hierarchy
Behavioural:
1) Organization as Community
Organization is a cooperating community of managers and
workers that help each other to achieve common goals
2) Hawthorne Studies
Social and human concerns are keys to productivity and
individuals need special attention to perform as expected
3) Maslow’s Theory of Human Needs
Humans have different levels of needs and managers should
use these as motivators
4) Theory X and Theory Y
Theory X assumes workers are irresponsible, don’t like to
work, lack ambition, resist change, and prefer to be led by
others
Theory Y assumes workers are creative, willing to work and
accept responsibility, capable of self-control and self-direction
5) Theory of Adult Personality
Managers should accommodate mature adult personalities by
increasing task responsibility, increasing task variety, and use
participative decision-making
Maslow’s Hierarchy of Needs
How can managers use each level to motivate its workers?
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Business Ethics
Four Alternative Ethical Views:
1) Utilitarian View of Ethics greatest good to the greatest number of people
2) Individualism View of Ethics primary commitment is to one’s long-term self-interests
3) Moral-Rights View of Ethics respects and protects the fundamental rights of all people
4) Justice View of Ethics fair and impartial treatment of people according to rules and standards
Cultural Relativism vs. Cultural Universalism:
1) Cultural Relativism ethical behaviour is always determined by a cultural context
2) Cultural Universalism behaviour that is unacceptable in one’s home environment should not
be acceptable anywhere else
Corporate Social Responsibility
Criteria for Evaluating CSR:
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Corporate Social Responsibility Strategies:
1) Obstructionist meets only economic responsibilities
2) Defensive meets economic and legal responsibilities
3) Accommodative meets economic, legal, and ethical responsibilities
4) Proactive meets economic, legal, ethical, and discretionary responsibilities
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Unit 2: Planning
Benchmarking Competitive Advantage
What is benchmarking?
Using external and internal comparisons to
better evaluate current performance and
identify possible actions for the future
What is competitive advantage?
Operating with an attribute or set of attributes
that allows an organization to outperform its
rivals
Competitive Advantage Goal Setting
What are the key attributes that allow
organizations to gain competitive advantage?
Cost and quality
Knowledge and speed
Barriers to entry
Financial resources
Great goals are SMART:
Specific target key results
Measurable results can be assessed
Attainable challenging yet realistic
Referred to keep on the task at hand
Timely linked to specific due dates
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Unit 3: Organizing and Controlling
Organizational Structures
Functional Structure
Structure People with similar skills and
performing similar tasks are grouped together
into formal work units
Use works well for small organizations
producing few products or services
Divisional Structure
Structure People are grouped together to
work on the same product or process, serve
similar customers, and/or are located in the
same area or geographical region
Use common in complex organizations
Matrix Structure
Structure Combines functional and
divisional structures to gain advantages and
minimize disadvantages of each
Use commonly used in multinational
corporations
Advantages:
Economies of scale
High-quality
technical problem
solving
In-depth training and
skill development
Disadvantages:
Difficulty
determining
responsibilities
Break down in
cooperation
Advantages:
Flexible in
responding to
environmental
changes
Clear delegation of
responsibilities
Improved
coordination
Easier to restructure
Disadvantages:
Duplication of
resources and efforts
across divisions
Competition across
divisions
Emphasis on
divisional goals over
organizational goals
Advantages:
Better cooperation
across functions
Improved decision-
making
Better customer
service
Improved strategic
management
Disadvantages:
Two-boss system
leads to power
struggles
Two-boss system
creates task confusion
and priority conflicts
Increased costs
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Job Design Alternatives
Job Simplification employs
people in clearly defined and
specialized tasks with narrow job
scope
Job Rotation increases task
variety by periodically shifting
workers between jobs involving
different task assignments
Job Enlargement increases task
variety by combining into one job
two or more tasks previously done
by separate workers
Job Enrichment increases job
depth by adding work planning and
evaluating duties normally
performed by the supervisor
What factors influence job satisfaction?
Experienced meaningfulness of work
Experienced responsibility for the outcomes of the work
Knowledge of actual results of work activities
What are the 5 core characteristics that influence job
performance?
Skill variety
Task identity
Task significance
Autonomy
Feedback from the job itself
Initial Stages in Developing a Quality Workforce
Orientation set of activities designed to
familiarize new employees with their jobs,
coworkers, and key aspects of the organization
Socialization the process of influencing the
expectations, behaviours, and attitudes of a new
employee in a way considered desirable by the
organization
Maintaining a Quality Workforce
How does work-life balance influence your performance as a student at MISA?
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Performance Appraisal Methods
How could Behaviourally Anchored Rating Scale (BARS) be used to evaluate employee performance?
Labour-Management Relations
In what ways can unions and managers make things difficult for each other?
BOH4M Final Exam Review
Unit 4: Leading
Types of Power
Position Power
Based on a manager’s official status in the
organization’s hierarchy of authority
Sources of Position Power:
1) Reward Power capable of offering
something of value
2) Coercive Power capable of
delivering punishment or withholding
positive outcomes
3) Legitimate Power organizational
position or status confers the right to
control those in subordinate positions
Personal Power
Based on the unique personal qualities that a
person brings to leadership situation
Sources of Personal Power:
1) Expert Power capacity to influence
others because of one’s knowledge and skills
2) Referent Power capacity to influence
others because they admire you and want to
identify positively with you
3) Relational Power ability to function well
as part of a team working toward a common
goal
Leadership Traits and Responsibilities
What are some common
leadership traits?
Drive
Self-confidence
Creativity
Cognitive ability
Business knowledge
Motivation
Flexibility
Honesty
Integrity
What is visionary leadership?
A leader who brings a clear
and compelling sense of the
future to any situation, as
well as an understanding of
the actions needed to get
there successfully
How do effective leaders empower
others through servant leadership?
Provide information
Assign more responsibility
Increase authority
Demonstrate trust
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Leadership Behaviours
What are the two basic dimensions of leadership behaviour?
Classic Leadership Styles
Blake-Mouton’s Leadership Grid:
Classic Leadership Styles:
Autocratic (Authority-Obedience Manager) emphasizes work over people, keeps
authority and information within the leader’s tight control, and acts in a unilateral command-
and-control fashion
Human Relations (Country Club Manager) emphasizes people over work
Laissez-faire (Impoverished Manager) shows little concern for task at hand, lets the
group make decisions, and acts with a “do the best you can and don’t bother me” attitude
Democratic (Team Manager) committed to task and people, getting things done while
sharing information, encouraging participation in decision making, and helping people develop
skills and competencies
Task Concerns:
•Plans and defines the work to be done
•Assigns task responsibilities
•Sets clear work standards
•Urges task completion
•Monitors performance results
People Concerns:
•Acts warm and supportive toward followers
•Develops social rapport with followers
•Respects the feelings of followers
•Is sensitive to followers’ needs
•Shows trust in followers
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Contingency Approaches to Leadership
Fiedler’s Contingency Model:
Hersey-Blanchard Situational Leadership Model:
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House’s Path-Goal Leadership Model:
Vroom-Jago Leader-Participation Model:
Directive Leadership
Communicate expectations
Give directions and schedule work
Maintain performance
standards
Clarify leader’s role
Use directive leadership when job
assignments are ambiguous
Supportive Leadership
Make work pleasant
Treat group members as equals
Be friendly and approachable
Show concern for subordinates’ well-
being
Use supportive leadership when
worker self-confidence is low
Achievement-Oriented Leadership
Set challenging goals
Expect high performance levels
Emphasize continuous
improvement
Display confidence in meeting high
standards
Use achievement-oriented leadership when task challenge
is insufficient
Participative Leadership
Involve subordinates in decision making
Consult with subordinates
Ask for subordinates’ suggestions
Use subordinates’ suggestions
Use participative leadership when
performance incentives are poor
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According to Vroom-Jago, a leader should use
authority-oriented decision methods when:
The leader has greater expertise to
solve a problem
The leader is confident and capable of
acting alone
Others are likely to accept and
implement the decision
Little or no time is available for
discussion
According to Vroom-Jago, a leader should use group-
oriented and participative decision methods when:
The leader lacks sufficient information to
solve a problem by himself/herself
The problem is unclear and help is needed to
clarify the situation
Acceptance of the decision and commitment
by others is necessary for implementation
Adequate time is available for true
participation
Perception & Personality
What is involved in a psychological contract?
What kind of things can you do to
inspire a positive influence of how
others perceive you?
Dress to convey favourable
appeal
Flatter others to generate
positive feelings
When conversing, make eye
contact and smile
Display a high level of
energy
What are the “big five” personality traits?
1) Extroversion the degree to which someone is outgoing,
sociable, and assertive
2) Agreeableness the degree to which someone is good-
natured, cooperative, and trusting
3) Conscientiousness the degree to which someone is
responsible, dependable, and careful
4) Emotional Stability the degree to which someone is
relaxed, secure, and unworried
5) Openness the degree to which someone is curious,
receptive to new things, and open to change
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Extrinsic Reward Theories of Motivation
Maslow’s Hierarchy of Human Needs:
Deficit Principle a satisfied need is not a motivator of behaviour
Progression Principle a need at one level does not become activated until the next lower-level need
is satisfied
Alderfer’s ERG Theory:
Frustration-Regression Principle an already satisfied lower level need becomes reactivated when
a higher-level need is frustrated
Existence Needs
•desires for physiological and material well-being
Relatedness Needs
•desires for satisfying interpersonal relationships
Growth Needs
•desires for continued psychological growth
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Herzberg’s Two-Factor Theory:
McClelland’s Acquired Needs Theory:
Need for Achievement
• Desire to do something better or more efficiently, to solve problems, or to master complex tasks
• Prefer work that:
• involves individual responsibility for results
• involves achievable but challenging goals
• provides feedback on performance
Need for Power
• Desire to control other persons, to influence their behaviour, or to be responsible for other people
• Prefer work that:
• involves control over other persons
• has an impact on people and events
• brings public recognition and attention
Need for Affiliation
• Desire to establish and maintain friendly and warm relations with other persons
• Prefer work that:
• involves interpersonal relationships
• provides for companionship
• brings social approval
BOH4M Final Exam Review
Team Roles for Managers
Supervisor serving as the appointed head of a formal work unit
Network Facilitator serving as a peer leader and network hub for a special task force
Participant serving as a helpful contributing member of a project team
External Coach serving as external convenor/sponsor of a problem-solving team staffed by others
What are the seven deadly sins in
meetings?
People arrive late, leave early,
and don’t take things seriously
The meeting is too long
People don’t stay on topic
The discussion lacks candor
The right information isn’t
available, so decisions are
postponed
No one puts decisions into
action
The same mistakes are made
meeting after meeting
What is the difference between formal and informal groups?
Formal Groups
• Teams that are officially recognized and supported by the organization for specific purposes
• Specifically created to perform essential tasks
• Managers and leaders serve “linking pin” roles
Informal Groups
• Not recognized on organization charts
• Not officially created for an organizational purpose
• Emerge as part of the informal structure and from natural or spontaneous relationships among people
• Include interest, friendship, and support groups
• Can have positive performance impact
• Can help satisfy social needs
BOH4M Final Exam Review
All Units: Management Processes
Steps in the Decision-Making Process
What are the 5 steps in the decision-making process?
Steps in the Control Process The Life Cycle of a Team
What are the 4 steps in the control process?
What are the 5 stages of team development?
1) Forming initial orientation and
interpersonal testing
2) Storming conflict over tasks and ways of
working as a team
3) Norming consolidation around task and
operating agendas
4) Performing teamwork and focused task
performance
5) Adjourning task accomplishment and
eventual disengagement
Steps in the Planning Process Steps in the Delegation Process
What are the 5 steps in the planning process?
1) Define your objectives.
2) Determine where you stand in relation to your
objectives.
3) Develop premises regarding future conditions.
4) Analyze alternatives and make a plan.
5) Implement the plan and evaluate results.
What are the 3 steps in delegation?
1) Assign Responsibility explain tasks and
expectations
2) Grant Authority allow others to make
decisions and act
3) Create Accountability require others to
report back on results
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