bmgt364.1.30.08

bmgt364.1.30.08 - Management and Organization Theory Mark...

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© 2005 Robert H. Smith School of Business University of Maryland Management and Organization Theory Mark Wellman 1/30/2008
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© 2005 Robert H. Smith School of Business University of Maryland BMGT 364 Quiz      1. Star performers are born, not made. FALSE 2. An extroverted personality is the key determinant of leadership effectiveness. FALSE 3. Mentoring programs have no effect on individual career success. FALSE 4. Vision statements have no bearing on company performan ce  FALSE 5. Google is successful because they hire great people    (?)
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© 2005 Robert H. Smith School of Business University of Maryland BMGT 364 Quiz      6. Southwest has been the most profitable U.S. Airlines because  employees are the number one stakeholder group TRUE 7. The most effective way to get people to change is through rational persuasion (showing them data, etc.) (FALSE) 8. The use of forced ranking in performance evaluations improves company productivity. (?) 9. Ford Motor has faced the same problems for nearly 30 years TRUE 10. Pay is an effective motivator  (TRUE)   
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© 2005 Robert H. Smith School of Business University of Maryland Management Defined Management is the process of planning, organizing, leading, and controlling the use of resources to accomplish performance goals. All managers are responsible for the four functions. The functions are carried on continually.
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© 2005 Robert H. Smith School of Business University of Maryland Figure 1.4 Four functions of management.
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© 2005 Robert H. Smith School of Business University of Maryland Figure 1.2 Productivity and the dimensions of organizational performance.
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© 2005 Robert H. Smith School of Business University of Maryland Figure 1.1 Organizations as open systems.
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© 2005 Robert H. Smith School of Business University of Maryland Figure 1.6 Katz’s Essential Managerial Skills.
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© 2005 Robert H. Smith School of Business University of Maryland Four Themes of Managerial Derailment Problems with interpersonal relationships Failure to meet business objectives Failure to build and lead teams Inability to change or adapt during transitional times
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© 2005 Robert H. Smith School of Business University of Maryland ORGANIZATIONAL DECISIONS ARE OFTEN BASED ON… What senior executives have done in the past (past performance appraisal systems, pay practices, etc.) and think has worked What others are doing—casual benchmarking ( G. E. does forced curve performance ranking, Toyota does lean manufacturing) Ideology and belief (different levels of individual performance ought to be rewarded differently; financial incentives are important, and so forth ) But NONE of these are helpful for good decision making
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© 2005 Robert H. Smith School of Business University of Maryland “The bottom 10” “The top 20” “The Vital 70” The Vitality Curve Jack Welch “Jack: Straight From the Gut” 2001
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© 2005 Robert H. Smith School of Business
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This note was uploaded on 04/11/2008 for the course BMGT 364 taught by Professor Wellman during the Spring '08 term at Maryland.

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bmgt364.1.30.08 - Management and Organization Theory Mark...

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