Raspunsurile la Management

1.

International management and its role in the contemporary world.

International management is the practice of managing business operations in more than one country.
International Management in Practice analysing proposed deals, evaluating potentional partners, responding to
competitive threats; Have a clear understanding of the current situation, goals, threats and opportunities, and how
achievement is measured; the Role of International Management pozitive role is: increase technology,
infrastructure; new groups in purchasing power; GATT; the negative is : economic downturns; climate change;
scarcity of raw materials; aging populations.

1. The fundamental operations and functions of

international management.
The fundamental operations of Intern. MG is Planning, Organizing
and Controlling; The Functions is : in Planning is decision-making,
set objectives, elaborated strategy(financial resources, labor
force, space resources, physical capital); In Organizing functions
is : Leading, Motivating, Development, Conflict solving,
Communicating, Team Building, Managing stress; In Contorlling
functions is: Monitoring(process evaluation), Evaluating
function(result), Adjusting.
2. Main managerial roles, skills and competencies.
The three essential skills are :
1. Technical skills involve process or technique knowledge and proficiency in a certain
specialized field, such as engineering, computers, accounting, or manufacturing. These skills are
more important at lower levels of management since these managers are dealing with employees
doing the organizations work.
2. Human Skills involve the ability to interact effectively with people. Managers interact and
cooperate with employees. Because managers deal directly with people, this skill is crucial.
Managers with good human skills re bale to get best out of their people. They know how to
communicate, motivate, lead, and inspire enthusiasm and trust. These skills are equally important
at all levels of management.
3. Conceptual Skills- involve the formulation of ideas, conceptualization about abstract and
complex situations. Managers understand abstract relationships, develop ideas and solve
problems creatively. Using these skills, managers must be able to see the organization as a
whole. They have to understand the relationships among various subunits, and visualize how
organization fits into its border environment. These skills are most important at the top
management levels.
Competency:
Competency is the ability of an individual to perform a job properly. It is also an combination of
knoweldge, skills, and behaviours used to improve performance, ability, role, management, emotional

intelligence and negotiation.

Interpersonal Roles. The ones that, like the name suggests, involve people and other ceremonial
duties.
-

Leader Responsible for staffing, training, and associated duties.

Figurehead The symbolic head of the organization.

Liaison Maintains the communication between all contacts and informers that compose the
organizational network.
Informational Roles
Related to collecting, receiving, and disseminating information.
-

Monitor Personally seek and receive information, to be able to understand the organization.

Disseminator Transmits all import information received from outsiders to the members of the
organization.
Spokesperson On the contrary to the above role, here the manager transmits the
organizations plans, policies and actions to outsiders.
Decisional Roles
Roles that revolve around making choices.
Entrepreneur Seeks opportunities. Basically they search for change, respond to it, and
exploit it.
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Negotiator Represents the organization at major negotiations.

Resource Allocator Makes or approves all significant decisions related to the allocation of
resources.
Disturbance Handler Responsible for corrective action when the organization faces
disturbances.

4. Management styles in international management.

Management styles are characteristic ways of making decisions and relating to subordinates.
Management styles can be categorized into 3 main contrasting styles, autocratic, democratic and liberal.
An autocratic management style is one where the manager makes decisions unilaterally, and without
much regard for subordinates. As a result, decisions will reflect the opinions and personality of the
manager, which in turn can project an image of a confident, well managed business. On the other hand,
strong and competent subordinates may chafe because of limits on decision-making freedom, the

organization will get limited initiatives from those "on the front lines", and turnover among the best
subordinates will be higher.
In a democratic style, the manager allows the employees to take part in decision-making: therefore
everything is agreed upon by the majority. The communication is extensive in both directions (from
employees to leaders and vice-versa). This style can be particularly useful when complex decisions need
to be made that require a range of specialist skills: for example, when a new ICTsystem needs to be put
in place, and the upper management of the business is computer-illiterate. From the overall business's
point of view, job satisfaction and quality of work will improve, and participatory contributions from
subordinates will be much higher. However, the decision-making process could be severely slowed down
unless decision processes are streamlined. The need for consensus may avoid taking the 'best' decision
for the business unless it is managed or limited. As with the autocratic leaders, democratic leaders are
also two types i.e. permissive and directive.

Liberal management
This management style by itself would be an extremely bad choice, because by definition it
says refusal to interfere. This type of business management only works if the people involved are
self motivated and task oriented. Much like when a business first starts, each person knows what
they need to get done each day. Nobody has rule over the other and the job still gets done. Like
Doctors working together this is because they are highly trained, self-motivated, and professional
that they don't require direction or oversight.

5. Organizational environment in international

management.
Organizational environment in international management is
instititions and forces, and tendences(trends), which affect the
performance of an organization. Schema e in caiet
6. Evolution of international management: main stages
and approaches.
In Caiet, e mult de scris, ar fi bine sa nu imi cada intrebarea
asta 6.
. In general the evolution of managerial thought took place t few basic levels: Universal:
thinking of the level of world (ex: god) Question: Who rules the world? Question is the same,
answer is different. Specific: Who should rule the society? How to do it in the best manner?
Particular: how to rule the universe?
Methodology: system of ways or strategies to attain goals.
EX: ancient time methodology;
Universal lvl- polytheism (many gods rule the universe); anthro pomorphism (man shape) (gods
look like ppl and behave like ppl);

Specific lvl- it refers to the ruling of communities, states and empires (agriculture communities)
they asked themselves how to rule the best and found solutions. Confucianism, Taoism,
Legalism.

7. The Schools/Models of Chinese Management and their

actuality.
MG principles of CHINA today:
-From Taoism: free market economy,liberalization.
-From Confucianism: paternalistic spirit, spiritual community.
-From legalism: military based order, discipline, guidance by one party,hard work with little remuneration.
Platos Ideal state:
Planning: goal=create a prosperous state, principle of genral goodness, principle of justice, of solidarity,
Organizing: Rulers: educated, govern society to produce intellectual & spiritual wealths, physically & mentally
strong, aristocracy. defendersproducers of material wealths.
Controling: society permantly supervised, censorship- only arts that glorifies society.
Specific level: unity o micro & macro cosmos ( were made of same material, being able to gv yourself you will gv
people); combination of strong body, spirit and minds).

8. The Evolution of Indian Managerial Models.

In caiet.

9. The development of international managerial thought in

Ancient Time.
Universal: polytheism, anthropomorphism, division & specialization of gods.
Specific level: Confucianism, Taoism, Legalism, Platos ideal state.
Confucianism:
-aristocracy (powr of nobels by education) best style of ruling society; people should be ruled by moral & economic
motivation; introduced the principle of names rectification; the establishment of order followed the principles of
family.
Taoism:
-Community was considered a non hierarchy & non centralized system ; rulers=people, principle of inaction;
society should be ruled by its own natural laws ; nn interference in nature (man considered part of nature); develop
business in such a way to keep balance with nature; force of weakness; principle of synergy; instant
approach:holistic approach to mg=to take the system as a whole. ; T valued experience rather than education.

Legalism:
-Socioeconomic order considered a centralized system with hierarchy and society of military type.; the force
considered a military one; ruler=authocratic; people punished by insignificant deeds so crimes wont appear; less
educated ppl are is easier to govern them; cult of personality-ruler=enigmatic,keeps distance with subordinates;
cultural revolution-elimination of all ideas but legalists;dictatorship.

10. The evolution of international managerial thought in the

Middle Ages.
Universal: monotheism, impersonalism, anthropomorphism
Specific: Global level (world religions, church-powerful institutions: Buddhism, Christianity, Islam); Social/ state
level: combination church+state power.
Particular level: to follow the correct path to God.
These became world religions because: simple rituals, no bloody sacrifices, missionary character,). Church-mediator
between god & people.
Elaborated 2 styles of leading: 1. Irrational- first belief then youll understand; based on strong belef & love for
god(saint Augustine); 2. Rational ( DAquino): understand and then belief.

11. The Specifics of Christian Managerial Models.

IN CAIET!!!

12. The Modern Time schools of international management.

Unversal level: because of intense development of science & technology, there is a transition
from monotheism to deism, pantheism, & atheism. Deism and pantheism: God created the world
provided it with laws and doesnt interfere in it anymore. Further ppl must be responsible for
their action and earth. On the basis: church & state divided their power.
Pantheism: God is not abstract, is in nature and in soul of each of us. God=nature. Atheism= No
god, science developed everything, human being is in the top, resource can solve all problems,
ppl are responsible for everything.
Specific: Global lvl (church), state ( national states), corporate lvl ( companies); transition from
agrarian feudal society to Capitalism/ Socialism/ Indutrialism: revision of the position of church
from rel and non rel sides, division of catholic and state power, reforms to make lands free, make
peasant economically free.
Protestantism: come back to early ideas of Christianity ( Lutherism, Calvinism, baptism,..).
values of P as MG model: Rational approach: to work hard, accumulate money, invest it;
Rational approach: providentialism and gods signs.

Basic MG models at macrolevel: monarchy (absolute, constitutional (List, Macchiavelli)

authocratic style,centralization, protectionism, Republic: presidential, parliamentary ( JJ
Russeau, Hobbes) democracy appeared, Utopian socialism (Campanella), scientific communism(
marx, engels)
Particular level: self mg based on the revival of Asian time values and the idea of unity of bodyspirit-intelect.

13. The main representatives and ideas of the Scientific

Management School.
Scientific mg - the use of scientific method to define the best way for a job to be done. Taylor s
(father of mg) principles: 1. Develop science for each element of an individuals work, which
replaces the old rule of thumb method; 2. Scientifically select and then train, teach, & develop
the worker; 3. Heartily cooperate with the workers so as to ensure that work is done in
accordance with principles of the science that has been developed. 4. Divide work and
responsibility almost equally between mg and workers. Frank and Lillian Gilbreth- were
inspired by Taylors ideas. They experimented in the design and use of the proper tools and
equipment for optimizing work performance ( reduce wasteful hand and body motions in jobs).
Henry Gantt most noted for creating a graphic bar chart that could be used by mgs as a
scheduling device for planning and controlling work.

14. The main representatives and ideas of the Administrative Management School.
Fayol described the practice of mg as something distinct from accounting, finance, production,
distribution, and other r typical business functions. Hes principles of MG: division of work,
authority (mgs must be able to give orders), discipline (employees must obey and respect the
rules that govern the org.), unity of command (every employee should receive order from only 1
superior), centralization, remuneration, order, equity, initiative.
M.Weber ( german sociologist)- described an ideal type of org: bureaucracy. It was a system
characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, &
impersonal relationships.

15. The main representatives and ideas of the Human Resources Management.
Human resources MG school the study of mg that focuses on human behavior. Much of what
currently makes up the field of personnel mg, as well as contemporary views on motivation and
leadership, hs come out of those who have categorized as being part of the human resources
approach to mg. Main representatives: Rober Owen, Hugo Munsterberg, Mary Follet, & Chester

Barnard. Owen was a critic of factory owners who hired child labor, worked them long hours,
and provided inhuman working conditions. He argued that money spent on improving labor was
one of the best investments that business executives could take. He claimed that showing
concern for employees both was highly profitable for mg and would relieve human misery. He is
remembered not for his successes, but for his courage and commitment to reducing the suffering
of the working class. Munsterberg suggested the use of psychological tests to improve
employee selection, the value of learning theory in the development of training methods, & the
study of human behavior in order to understand what techniques are most effective for
motivating workers. Mary Parker Follett (social philosopher) argued that individual potential
remained only potential until released through group association. The mgs job was to harmonize
& coordinate group efforts. Barnard believed that orgs were made up of people who have
interacting social relationships. The mgs major roles was to communicate & stimulate
subordinates of high level of effort.

16. The contemporary approaches to international management: Postmodern Time.

Universal level: transition from atheism to ecumenic movement (all part of the same god)
Specific: reconcialiation of all religions, free to choose religions, no contradictions between rel
and science; Level of State: Pluralism in politics,economy, in MG, - no best style, it should be
situational and fexible approach.

Universal approach (Fayol, Taylor, Webber) problem->one best way=>solution.

Contingency approach you identify the problem, then establish groups; with the same
problem develop solutions. It has 2 meanings: a. is a factor that influences an object or
process b. theory of establishing of solutions in order to identify a solution specific for
this group. Keynes approach every problem is unique. process approach: management
is seen as a process of getting things done throw planning, organising, leading and
controlling people and systems. Postmodernist approach: to learn past, present and to
develop the future approaches, to manage, to apply what, when and where is
appropriate and is doing so to create a sustainable, competitive advantage throw the
strategic flexibility of a company in global market economy.
17. The Comparison of the Universal, Contingency and Case Approaches to
Management.
NUSTIU
18. The key ideas of the Quantitative Approach to Management.

The q approach to mg evolved thanks to the development of mathematical and statistical

solutions to military problems during World war II. After the war, many of the quantitative
techniques that had been applied to military problems were moved into the business sector. The
Q approach is the use of techniques to improve decision making. It includes operations of
statistics, optimization models, information models, and comp simulations. Linear programming
is a technique used to improve resource allocation. Work scheduling can be made more efficient
result of critical path scheduling analysis. Decisions on determining the optimum inventory
levels a firm should maintain have been influenced by the economic order quantity model.

19. The key ideas of the System Approach to Management.

System approach to MG. a theory that seeks and org as a set of interrelated and
interdependent parts. There are 2 basic types of systems: open & closed. Closed systems are not
influenced by and do not interact with their environment ( Taylors machine view of people and
orgs). In contrast, an open systems approach recognizes the dynamic interaction of the system
with its environment. The systems success depends on successful interactions with its
environment. Systems advocates ensision the organization as being made up of interdependent
facots, including individuals, groups, attitude, motives, formal structure, interactions goals, stauts
and authority. The job of a mg is to ensure that all parts of the organization is coordinated so that
the organizations goals are achieved.

20. Planning operation of international management: definition and classifications.

Planning is the process of defining an organization's objectives and how it will achieve them.
George Steiner describes the planning function as one in which managers must decide "what is to
be done, when it is to be done, how it is to be done, and who is to do it." A plan, therefore, is a
navigational tool that maps out a destination and charts a course to get there.
Informal planning is planning based on an intuitive process. Formal planning is based on a
rigorous method of investigation and decision making. Student term papers provide examples of
both approaches. Some students seem to be able to write a paper without intensive planning.
Others write from carefully planned outlines, rewrite and rewrite, and submit a final paper after
careful proofreading.
Strategic Planning- The board, in conjunction with top-level executives, formulates long-term
strategic objectives to reinforce the firm's mission.
Tactical Planning- Middle management is responsible for translating strategies into shorter-term
tactics. Tactical objectives are also called facilitating objectives because they are formulated as
performance targets that, once satisfied, reinforce and "facilitate" the firm's strategies.

Operational Planning- Operational planning is accomplished by first-line managers. They

include department managers, shift supervisors, and individuals in charge of work groups.
Operational planning is most concerned with budgets, quotas, and schedules.

21. Strategic Planning Tools and Techniques.

Planning is the process of determining objectives as assessing the way objectives can be best
achieved. The primary task of strategic mg are to understand the env, define org goals, identify
options, make & implement decisions, & evaluate actual performance. So strategic planning
aims to exploit the new & different opportunities for tomorrow, in contrast to long-range
planning, which tries to optimize for tomorrow the trends of today. Tools: env scanning,
Technique: competitor intelligence, Tool: Forecasting, Techniques: data processing-quantitative
forecasting, applies a set of mathematical rules to pass data to predict future outcomes.
Qualitative f uses the adjustment of exports regarding outcast. Forecasting subject matter
revenue for f. Technological f- predicting changes in technologies & when new technologies are
likely to be economically visible. Tool: Budgeting. Techniques: revenue b, cash, expense b, profit
b, capital b, fixed b vs vaiable b.

22. Budget as a Planning Tool. Contemporary Approaches to Budgeting.

Budget is a nr. Plan, when it is establish it becomes a planning tool because it gives directions. It can also
become a control mechanism when it provides standards against which resources consumption can be
major and compared. Generally refers to a list of all planned expenses and revenues. It is a plan for saving
and spending. A budget is an important concept in microeconomics, which uses a budget line to illustrate
the trade-offs between two or more goods. In other terms, a budget is an organizational plan stated in
monetary terms.
In summary, the purpose of budgeting is to:
1. Provide a forecast of revenues and expenditures i.e. construct a model of how our business might
perform financially speaking if certain strategies, events and plans are carried out.
2. Enable the actual financial operation of the business to be measured against the forecast.
BUDGET TYPES.
Sales budget: The sales budget is an estimate of future sales, often broken down into both units and
dollars. It is used to create company sales goals.
Production budget: Product oriented companies create a production budget which estimates the number of
units that must be manufactured to meet the sales goals. The production budget also estimates the various
costs involved with manufacturing those units, including labor and material.
Cash Flow/Cash budget: The cash flow budget is a prediction of future cash receipts and expenditures for
a particular time period. It usually covers a period in the short term future. The cash flow budget helps the

business determine when income will be sufficient to cover expenses and when the company will need to
seek outside financing.
Marketing budget: The marketing budget is an estimate of the funds needed for promotion, advertising,
and public relations in order to market the product or service.
Project budget: The project budget is a prediction of the costs associated with a particular company
project. These costs include labor, materials, and other related expenses. The project budget is often
broken down into specific tasks, with task budgets assigned to each.
Revenue budget: The Revenue Budget consists of revenue receipts of government and the expenditure
met from these revenues. Tax revenues are made up of taxes and other duties that the government levies.
Expenditure budget: A budget type which include of spending data items.
Contemporary approaches to budgeting.
There are 3 approaches managers can take to budgeting. _Traditional approach- incremental budget-it
allocates funds to departments, develops out of the previous budget & only incremental changes are
reviewed by to managers. It has 2 big disadvantages: it focuses on providing funds for organizational
units rather then
for activities within the units. It begins with the last period + interest for inflation & request funds for new
/expended activities without revision of those absolute. 2 more actual approaches are Zero-based budgetthat justifies why an organization unit should get any budget al all, management evaluates and ranks all
activities & 3 Program Project Budget- it allocates funds to activities that are
needed to achieve a specific goal. It combines MBO budgeting in order to achieve the target. The major
different between this two kind is that the last 2 are elaborations of a Program Budget that deals with
allocation of funds for achieving a goal but the firs one deals with allocation only in departments and has
like reference point the balance of the previous period.

23. SWOT Analysis as a Strategic Planning Tool.

Strategic planning describes the process a business uses to determine how it can best meet
its objectives and carry out its mission. A SWOT-analysis is a common strategic planning
tool that can help managers evaluate the chances that a certain project will succeed.
It is defined as "An analysis of the internal and external environmental factors
performed as part of developing the organizational strategy"

How to Organize It
SWOT Analyses are often arranged as a 2 by 2 matrices with the lists of strength and
weaknesses in the first two boxes in the first row and the lists of opportunities and threats
in the second row. By arranging the analysis this fashion, the lists are separated into
internal factors that can affect a project on the first row and external factors on the second
row. In addition, the first column consists of the positive factors (strengths and
opportunities) and the second column consists of negative actors (weaknesses and

threats.). This method provides a simple framework to keep lists organized and
conceptualize how the lists are related.

24. Environmental Scanning and its Techniques.

1.Environmental Scanning- a proactive approach to monitoring trends and anticipating changes
that might affect an org at the strategic and tactical levels of planning.
Types/Tools of Env Scan.:
-On-line searching-the expression used for computerized literature searches using public
databases. These services allow people to search for info for a fee. All of these databases allow
searching through the use of key words from the articles.
-Competitor Intelligence- the active approach of scanning information available publicly about
competitors. It uses external sources to assure that a company has adequate information for
competition. Intelligence gathering techniques are vital in maintaining a competitive advantage.
2.Conceptual Modeling- the formation of patterns and models in an efficient way for problem
solving, especially in handling and even looking for info. This technique aids us in recognizing
whether sth essential in planning is known or is not right and then to work out the thinking that is
needed. The questions that drive thinking reflect metal patterns.

25. Operational Planning Tools and Techniques.

An operational planning is a subset of strategic work plan. It describes short-term
ways of achieving milestones and explains how, or what portion of, a strategic plan
will be put into operation during a given operational period, in the case of commercial
application, a fiscal year or another given budgetary term. An operational plan is the
basis for, and justification of an annual operating budget request. Therefore, a fiveyear strategic plan would need five operational plans funded by five operating
budgets. Operational plans should establish the activities and budgets for each part of
the organisation for the next 1 3 years. They link the strategic plan with the activities
the organization will deliver and the resources required to deliver them. An
operational plan draws directly from agency and program strategic plans to describe
agency and program missions and goals, program objectives, and program activities.
The OP is both the first and the last step in preparing an operating budget request. As
the first step, the OP provides a plan for resource allocation; as the last step, the OP
may be modified to reflect policy decisions or financial changes made during the
budget development process.

Operational plans should be prepared by the people who will be involved in

implementation. There is often a need for significant cross-departmental dialogue as
plans created by one part of the organisation inevitably have implications for other
parts.
Quantitative tools and techniques:
3.1 Forecasting-the systematic development of predictions about the future. One of the most
critical kinds of f. that managers must do is revenue f. All org depend on revenues to remain in
operation. So the mgs need to know what their future revenues will be so they can plan
effectively.
3.2 Delphi Forecasting- the systematic refinement of f that takes advantage of expert opinion to
make various predictions.
3.3 Linear-Programming- a method for determining the optimal combination of resources and
activities. LP quantifies the raw materials, human resources, profit margins, and demand for each
product into an equation. The entire set of equations is solved, and the resulting solution suggests
the best nr of units of products to produce.
3.4 Break-Even Analysis-helps the mg determine the point at which revenues and cost will be
equal. To determine it, the mg plots TC and TR on the same graph. The point at which the lines
cross is the b-e point. If the company produces and sells less than this, it will have a loss because
TC>TR for the product at the given price. If it produces and sells more, it will make a profit.

26. Scheduling as Operational Planning Tool. Gantt chart.

Gantt chart is a bar chart with each bar representing a project task. Its simple, easy to prepare,
read and use. Its best suited for project scheduling and progress reporting.
Gantt Charts (also known as Gantt Diagrams) are useful tools for analyzing and planning more complex projects.
They:

Help you to plan out the tasks that need to be completed.

Give you a basis for scheduling when these tasks will be carried out.

Allow you to plan the allocation of resources needed to complete the project.

Help you to work out the critical path for a project where you must complete it by a
particular date.

When a project is under way, Gantt Charts help you to monitor whether the project is on schedule. If it is not, it allows
you to pinpoint the remedial action necessary to put it back on schedule.

27. Linear Programming

Planning Tools.

and

Break-even

Analysis

as

Linear programming has become nowadays, the mathematical technique most used in solving a
variety of problems related with management, from scheduling, media selection, financial planning to

capital budgeting, transportation and many others, with the special characteristic that linear
programming expect always to maximise or minimise some quantity.
Two possibilities appear at the solution of a linear-programming problem:
1-Simplex method, developed by Dr.Dantzing, this method is remarkable due to its efficiency and
calculating facility. The simplex method can be used where distributions method cannot. Therefore
the field of application is quite broad. In complex cases this method saves time and effort by taking
us to the optimal solution in a finite number of steps.
2-Graphically, this option will be developed in the later example.
By means of one example we are going to gradually check the advantages and disadvantages of
linear programming as a management aid.
First of all it is known that one of the main advantages of linear programming is that it fits strictly with
reality, as we will see, the example reflects this property.

The Break Even Analysis form is used by companies in business plans and business
planning to determine the number of units which need to be sold for a specified price in
order for the business to cover total cost associated with the production. This Break Even
Analysis form is a downloadable Microsoft xls spreadsheet financial template that can be
modified using Excel for your companys specific use.

28. Project Planning Tools. PERT.

PERT charting ( Program evaluation and review technique)- identifies the various activities
necessary in a project, developing a network that specifies the interrelationships among those
activities, determining how much time each activity will take, and refining and controlling the
implementation of the project using the network. PERT is recommended for larger projects where
the tasks are very dependent on each other for completion. An event is a point in time, such as
the start or completion of a task. The critical path is the longest path of connecting tasks in a
PERT chart. Its suited for project planning.

29. Personal Time Management Tools and Techniques.

Time management is the act or process of planning and exercising conscious control over the
amount of time spent on specific activities, especially to increase effectiveness, efficiency or
productivity. Time management may be aided by a range of skills, tools, and techniques used to
manage time when accomplishing specific tasks, projects and goals complying with a due date.
This set encompasses a wide scope of activities, and these include planning, allocating, setting
goals, delegation, analysis of time spent, monitoring, organizing, scheduling, and prioritizing.
Initially, time management referred to just business or work activities, but eventually the term
broadened to include personal activities as well. A time management system is a designed
combination of processes, tools, techniques, and methods. Usually time management is a
necessity in any project development as it determines the project completion time and scope.

The psychological component of your time management skills can also be dealt with. The time
management skills information below will point at a relevant solution for your situation.

30. Decision-Making process: definition, conditions, factors, types.

Decision-making process- the process of assuming responsibility for choosing an alternative
among a set of alternatives to accomplish an objective. Factors: internal, external. Conditions:
of certainty (full info, stable, close environment), of uncertainty (lack of info, unstable open
system.). Approaches:
-Categorial: is based on formal logic and it presupposes to group all factors of decision making
in some oppositions between which cannot be any compromise. Adv: taking a principle position,
is logical, sequential, ensures long term stability in close environment. Disadv: tends to keep the
system close, compromise is considered a weakness, rigid positions, conservative, can lead to
stagnation.
-Dialectical:puts importance of the development of the system. Adv: compromise is considered a
strong point, creativity, flexibility, development, quick reaction to changes. Disadv: lack of rigid
principles, orientation to short-term, mid-term stability.

31. The Decision-Making Algorithm (with an example).

In decision making process there are some steps:
Step 1: Identifying a Problem: The decision making process begins with the existence of a problem, or
more specifically, a discrepancy between an existing and a desired state of affairs.
-Step2:Indentifuing Decision Criteria: Once a manager identified a problem that needs attention, the
decision criteria that will be important in solving the problem must be identified. That is, managers must
determine what is relevant in making a decision.
Whether explicitly stated or not, every decision maker has criteria that guide his or her decision.
-Step3:Allocating Weights to the Criteria: The criteria are not all equally important. Its necessary,
therefore, to weight the items, listed in step 2 in order to give them the correct priority in the decision. A
simple approach is merely to give the most important criterion a weight of ten and then assign weights to
the rest against this standards.
-Step4:Developing alternatives- Here it is necessary to list the viable alternatives that could succeed in
resolving the problem. No attempt is made in this step to appraise these alternatives, only to list them.
-Step5:Analyzing Alternatives: Once the alternatives have identified, the decision maker must critically
analyze each one. The strengths and weakness of each alternative become evident as they are compared
with the criteria and weights established in step 2 and 3.

-Step 6: Selecting alternative This step in the critical act of choosing the best alternative from among
those enumerated and assessed. Since we have determine all the pertinent factors in the decision, weight
them appropriately, and identified the viable alternatives, we merely have to choose the alternative that
generated the highest score in step 5.
-Step 7:Implementing the alternative- Is concerned with putting the decision into action. Implementation
includes conveying the decision to those affected and getting their commitment to it.
-Step 8: Evaluating Decision Effectiveness
The last step in the decision making process appraises the result of the decision to see whether it has
corrected the problem. Did the alternative chosen in step 6 and implementing in step 7 accomplish the
desired result.

32. The Individual and Group Decision-Making Methods.

-INDIVIDUAL- Decision making involves evaluating different alternative solutions to a given problem and
choosing the best solution from amongst them. Individual decision making depends upon several factors. They
include individual psychology, politics, and personal biases. The paper examines the aforesaid factors and discusses
post decision evaluations.
-GROUP DECISION MAKING PROCESSMany decisions in organizations, especially important decisions that have a far reaching impact on organization
activities and personnel, are made in groups. Its a rare organization that doesnt at some time use committees, task
forces, review panels, study teams, or similar groups as vehicles for making decision. Undoubtedly, a large portion
of that time is involved with formulating problems, arriving at solutions to those problems, and determine the means
for implementing the solutions. Its possible, in fact, for groups to be assigned any the eight steps in the decisionmaking process.
Group Decision Making Process has its own advantages which represent it.
1. Provide more complete information. There is often truth to the axiom that two heads are better that one. A group
bring a diversity of experience.
2. Generates more alternatives. Because groups have a greater quantity and diversity of information, they can
identify more alternatives than can an individual. This is most evident when group members represent different
specialties.
3. Increase acceptance of a solution. Many decision fail after the final choice has been made because people do not
accept the solution. However, if the people who will be affected by a certain solution and who will help implement it
get to participate in the decision making itself, they will be more likely to accept the decision and to encourage
others to accept it.
4. Increase legitimacy. The group decision-making process is consistent with democratic ideals and therefore
decision made by groups may be perceived as more legitimate than decision made by a singe person.
Disadvantages.
-Time consuming. It takes time to assemble a group.

-Minority domination. Members of a group are never perfectly equal.

-Pressures to conform. There are social pressures to conform in groups. They can lead to what has been called
groupthink.
-Ambiguous responsibility. Group members share responsibility. In a group decision responsibility of any single
member is watered down.

33. A Payoff Matrix as a Decision-Making Tool.

Decision analysis tool that summarizes pros and cons of a decision in a tabular form. It lists
payoffs (negative or positive returns) associated with all possible combinations of
alternative actions (under the decision maker's control) and external conditions (not under
decision maker's control).
Its a systematic approach to making decisions especially under uncertainty. Its is characterized
by: (1) the row representing a set of alternative available to the decision maker; (2) the column
representing the or conditions that are likely to occur and over which the decision maker has no
control; and (3) the entries in the body of the table representing the outcome of the decision,
known as payoffs, which may be in the form of costs, revenues, profits, or cash flows. By
computing expected value of each action, we will be able to pick the best one.

34. Techniques for Improving Group Decision-Making.

When members of a group meet face-to face and interact with one another, they create the potential for groupthink.
They can censor themselves and pressure other group members into agreement. Four ways of making group decision
making more creative have been suggested: brainstorming, the nominal group and Delphi techniques, and electronic
meeting.
-BRAIN STORMING- is a relatively simple for overcoming pressure for conformity that retard the development of
creative alternatives. It does this by utilizing an idea-generating process that specifically encourages any and all
alternatives while withholding any criticism of those alternatives. In a typical brain storming session, a half-dozen to
a dozen people sit around a table. The group leader states the problem in a clear manner that is understood by all
participants. Brainstorming however, is merely a process for generating ideas.
-NOMINAL GROUP TECHNIQUESThe nominal group restricts discussion during the decision making process. Group members must be present, as in a
traditional committee meeting, but they are required to operate independently. The following steps take place:
1 Each member independently writes down his or her ideas on the problem.
2 Each member takes his or her idea and turn, going around the table. (typically on a flip chart or chalkboard.)
3 The group now discusses the ideas for clarity and evaluates them.
4 Each group member silently and independently assigns a rank to the ideas. The final decision is determine by the
idea with the highest aggregate ranking.
-DELPHI TECHNIQUES-

A more complex and time-consuming alternative is the Delphi Tech., which is similar to the nominal group tech
except that it does not require the physical presence of the group members. This is because the Delphi tech., never
allows the group members meet face to face. The steps of Delphi tech.
1 the problem is identified, and members are asked to provide potential solution through a series of carefully
designed questionnaires.
2 Each member anonymously and independently completes the first questionnaire.
3 Results of the first questionnaire are complied at a central location, transcribed, and reproduced.
4 Each member receives a copy to the result.
5 After viewing the result, members are again asked for their solution. The result typically trigger new solutions or
cause changes in the original position.
6 Steps 4 and 5 are repeated as often as necessary until consensus is reached.
-ELECTRONIC MEETING- The most recent approach to group decision making blends the nominal group
technique with sophisticated computer computer technology. Its called the electronic meeting.

35. Organizing operation of international management: main concepts and

components.
Operations management is an area of business concerned with the production of quality goods and services, and
involves the responsibility of ensuring that business operations are efficient and effective. It is the management of
resources, the distribution of goods and services to customers.
Operations also refers to the production of goods and services, the set of value-added activities that transform inputs
into many outputs.[1] Fundamentally, these value-adding creative activities should be aligned with market
opportunity (see Marketing) for optimal enterprise performance.
Operations management focuses on carefully managing the processes to produce and distribute products and
services. Usually, small businesses don't talk about "operations management", but they carry out the activities that
management schools typically associate with the phrase "operations management." Major, overall activities often
include product creation, development, production and distribution. (These activities are also associated with
Product and Service Management. However product management is usually in regard to one or more closely related
product -- that is, a product line. Operations management is in regard to all operations within the organization.)
Related activities include managing purchases, inventory control, quality control, storage, logistics and evaluations.
A great deal of focus is on efficiency and effectiveness of processes. Therefore, operations management often
includes substantial measurement and analysis of internal processes. Ultimately, the nature of how operations
management is carried out in an organization depends very much on the nature of products or services in the
organization, for example, retail, manufacturing, wholesale, etc.

36. Main options for Organizing Work.

1.Job specialization- based on labor division. +: economy of time, quality, efficiency increase. -:
hire more people, rigid links, mental problems.
2.Job rotation- periodical lateral transfers of workers, among jobs involving different tasks. (j1> J2->J3). +: accumulation of ideas, no boredom, increase productivity, better knowledge of org

and job opportunity within the org. -: problems of career promotion, time consuming,
competitiveness between employees.
3.Job Enlargement- the horizontal expansion of a job, an increase in job shape. J->task1->
task2->task 3..+:self-development by performing more tasks, economizing, -: no personal
development.
4.Job enrichment- (invented by Japanese companies) vertical expansion of a job by adding,
planning & evaluating responsibilities. It presupposes the combination of different functions in
your job. Workers combine all 3 operations of mg practicing self-mg at the work place. +: every
worker knows its place in the org, every opinion is taken into account, increases productivity,
high quality, trained, devoted personnel. -: company invests more in training.

37. Main options for Organizing Time.

1. Compressed work week(full time)-a work week comprised of forty ten hour days.
2.Flexible hours( Flex time)- a scheduling system in which employees are required to work a nr
of hours a week, but are free, within limits, to vary the hours of work.
3. Job-sharing (Part-time): the practice of having 2 or more people split a forty hour a week job.
4. Contingent working- (working by contract): temporary and part time workers who
supplement an orgs permanent work force.
5. Telecommuting- work at home by pc.

38. Main options for Organizing Space.

Meanings:
-building architecture of an org: organizational design (coordination of job position and
hierarchical level), departmentalization (organizational structure).
-arranging every piece of space within an org.
-departmentalization

39. Organization structure and its basic types.

Organization structure- an orgs framework as expressed by its degree of complexity,
formalization, and centralization.
-The bureaucratic design: according to Weber, the formal system of authority of a b should led
to rational and efficient organizational activities. (system 1)

-System 4: the flexibility of system 4 often leads to increased effectiveness, but is not
appropriate for every organization.
- Functional design ( U form)- based on functional departmentalization, makes maximum use
of functional specialization and therefore achieves the benefits of that specialization. It requires
considerable integration and coordination. It lends itself to centralized coordination, is common
among smaller firms.
- Conglomerate design (H form)- is found in the org that has grown through the development of
new and unrelated product lines. It uses the product form of departmentalization and takes
advantage of specialization based on knowledge of specific products or services, their production
& marketing.
- Under the Divisional design and org establishes fairly autonomous product departments that
operate as strategic business units.
-An org can retain the efficiency of functional departments and gain the advs of product
departmentalization through the use of the matrix design. Its useful when the firm has a diverse
set of products and a complex environment. Its flexible and improves motivation.
The basic principles of departmentalization:
1.Functional departmentalization (grouping activities by functions or managerial areas)
General director
HR MG

Financial MG

Marketing
MG

2. Geographical Departmentalization.
President:
Vice president

V P China

Europe

Marketing
deparment

Financial
department

3. By product departmentalization (Nestle) grouping activities by product line

President
Product line
A

Product line
B

4.By principle customer d.-grouping activities on the basis of common customers.

Director for sales: - manager for retail account; -mg for wholesale account, mg for government
account

3. By process d (production domain): Plant MG Mg process section; -mg assembly

section; - Mg packaging & shipping section.

41. Organizational Culture: definitions, components,

types.
Organization culture refers to the beliefs and principles of a particular organization. The culture
followed by the organization has a deep impact on the employees and their relationship amongst
themselves.
Every organization has a unique culture making it different from the other and giving it a sense
of direction. It is essential for the employees to understand the culture of their workplace to
adjust well.
Principles elements: (all should be shared): values, history, mission & vision, organizational
design & structure. symbols, logo, rituals, ceremonies, clothing.
Concepts: When org culture & structure are formed or evaluated, the concepts should be taken
into account:
-Complexity: amount of differentiation in an org in terms of the levels of hierarchy, geographical
dispersion etc.
-Formalization-the degree to which an org relies on rules & procedures to direct the behavior of
employees
-Centralization- concentration of DM authority in upper MG.
-Decentralization-the handling down DM authority to lower levels in an org. (multinationals).

42. Authority, Delegation and Power

management. Management styles.

in

international

- Authority means the rights inherent in a managerial position (to give orders & expect to be
obeyed). Line authority refers to the relationship (superior, inferior). Staff authority refers to
those who support a save & advice holders of line a.
-Delegation: the distribution of responsibility and authority within the org. Its the
descentralization of DM.

-Power- refers to an individual capacity to influence decisions.

Types of power: Legitimate power: based on ones formal position in an hierarchy; Coercive
power-influence others, fear; Reward power-ability to distribute sth that others value; Expert
power-nased on sbs skills, expertise; Referent power-based on the ability of someone to make
links with desirable resources.

43. Organizational Behavior: main notions and dimensions.

Behavior- the observable actions of people.
Organizational behavior- the study of the actions of people at work.
Focus of Organizational Behavior
Organizational behavior focuses primarily on two major areas. First, OB looks at individual behavior. Based
predominantly on contributions from psychologists, this area includes such topics as attitudes, personality,
perception, learning ,and motivation. Second, OB is concerned with group behavior, which includes norms,
conformity roles, and group dynamics. Our knowledge about groups comes basically from the work of sociologists
and social psychologists. Unfortunately, the behavior of group of employees cannot be understood by merely
summing up the actions of each individual, since individuals in groups behave differently from individuals act in,
alone.
Goals of organizational behavior
The goals of OB are to explain and predict behavior. Why do managers need this skill? Simply, in order to manage
their employees behavior. We know that a managers success depends on getting things done through other people.
Toward this goal, the manager needs to be able to explain why employees engage in some behaviors rather than
others and to predict how employees will respond to various actions the manager might take.
Dimensions:
1. individual behavior
Key variables affecting individual behavior:
Motivation
Attitudes Perception Individual behavior
Learning
Personality Abillity
a.) personality and combination of traits that classify a person
-locus of control: internal, external
-measure of status and power in organization
-degree of pragmatism

-mantainance of emotional distance

-how far ends justify means
-risk propensity (low, high)
b.) perception- the process of organizing and interpreting sensory impressions in order to give meaning to the
environment.
For perception it is characteristic:
-selectivity
-assumed similarity ; -stereotyping
-halo effect- general impression of an individual based at a single characteristic.
Intelectual refers to the process of evaluation and revision on the meanings given to the environment by the
perception intelect analyzes the specifics of the perceiver of a target and of the situation at a whole.
2. group behavior
A group is defined as two or more interacting and interdependent individuals who come together to achieve a
particular objectives.
The command group is determined by the organization chart. It is composed of the subordinates who report directly
to a given manager. An elementary school principal and his twelve teachers form a command group, as do a director
of postal audits and her five inspectors..
The task group, also organizationally determined, represents people working together to complete a job task.
However, a task group's boundaries are not limited to its immediate hierarchical superior. It can cross command
relationships
People who may or may not be aligned into common command or task groups might affiliate to attain a specific
objective with which each is concerned. This is an interest group.
Groups often develop because the individual members have one or more characteristics in common. We call this
type of formation a friendship group.

44. Main elements of Individual Organizational Behavior.

Individual behavior
Key variables:
a.) personality and combination of traits that classify a person
-locus of control: internal, external
-measure of status and power in organization

-degree of pragmatism
-mantainance of emotional distance
-how far ends justify means
-risk propensity (low, high)
b.) perception- the process of organizing and interpreting sensory impressions in order to give meaning to the
environment.
For perception it is characteristic:
-selectivity
-assumed similarity
-stereotyping
-halo effect- general impression of an individual based at a single characteristic.
Intelectual refers to the process of evaluation and revision on the meanings given to the environment by the
perception intelect analyzes the specifics of the perceiver of a target and of the situation at a whole.
Personality
Some people could be described as quiet and passive, whereas other are loud and aggressive. When we describe
people in terms of traits such as quiet, passive, loud, aggressive, ambitious, extroverted, loyal, tense, or sociable, we
are categorizing them in terms of personality traits. An individuals personality is the combination of the
psychological traits we use to classify that person.
Authoritarianism refers to a belief that there should be status and power differences among people in organizations.
The extremely high authoritarian personality is intellectually rigid, judgmental of others, deferential to those above,
exploitative of those below, distrustful, and resistant to change. Since few people are extreme authoritarian, our
conclusions must be guarded. It seems reasonable to postulate, however,, that possessing a high authoritarian
personality, would be negatively related to the performance of a job that demands sensitivity to the feelings of
others, tact, and the ability to adapt to complex and changing situations. On the other hand, in a job that is highly
structured and in which success depends on close conformance to rules and regulations, the highly authoritarian
employee should perform quite well.
Closely related to authoritarianism is the characteristic of Machiavellianism ("Mach"), named after Niccolo
Machiavelli, who wrote in the sixteenth century on how to gain and manipulate power. An individual who is high in
Machiavellianism-in contrast to someone who is lowis pragmatic, maintains emotional distance, and |! believes
that ends can justify means.9 "If it works, use it" is consistent with a high Mach perspective.
People differ in their willingness to take chances. Individuals with a high risk propensity make decisions more
rapidly and use less information in making their choices than do low-risk-propensity individuals.
Perception
Perception is a process by which individuals organize and interpret their sensory impressions in order to give
meaning to their environment. Research on perception consistently demonstrates that individuals may look at the

same thing, yet perceive it differently. One manager, for instance can interpret the fact that her assistant regularly
takes several days to make important decisions as evidence that the assistant is slow, disorganized, and afraid to
make decisions.
Another manager, with the same assistant, might interpret the same action as evidence that the assistant is
thoughtful, throughout, and deliberate. The point is that none of us actually sees reality. We interpret what we see
and call it reality, And of course, we act according to our perceptions.

45. Shaping and Developing Group Organizational Behavior.

The behavior of individuals in groups is something more than the sum total of each acting in his or her own way.
More specifically , individuals act differently in groups than they are alone.
A group is defined as two or more interacting and interdependent individuals who come together to achieve a
particular objectives. Group can be either formal or informal. By formal, we mean a group that is defined by the
organization's structure, with designated work assignments establishing tasks. In formal groups, the behaviors in
which one should engage are stipulated by and directed toward organizational goals. In contrast, informal groups are
alliances that are neither structured nor organizationally determined These groups arc natural formations that appear
in response to the need for social contact.
It is possible to further subclassify groups as command, task, interest, or friendship groups.
Command and task groups are dictated by the formal organization, whereas interest and friendship groups are
informal alliances.
The command group is determined by the organization chart. It is composed of the subordinates who report directly
to a given manager. An elementary school principal and his twelve teachers form a command group, as do a director
of postal audits and her five inspectors..
The task group, also organizationally determined, represents people working together to complete a job task.
However, a task group's boundaries are not limited to its immediate hierarchical superior. It can cross command
relationships. For instance, when a college student is accused of a campus crime, communication and coordination
between the dean of academic affairs, the dean of students, the registrar, the director of security, and the students
advisor may be required. Such a formation would constitute a task group. It should be noted that all command
groups are also task groups; but because task groups can cut across the organization, the reverse is not necessarily
true.
People who may or may not be aligned into common command or task groups might affiliate to attain a specific
objective with which each is concerned. This is an interest group. Employees who band together to have their
vacation schedules altered, to support a peer who has been fired, or to seek increased fringe benefits represent the
formation of a united body to further their common interest.
Groups often develop because the individual members have one or more characteristics in common. We call this
type of formation a friendship group. Social alliances, which frequently extend outside the work situation, can be
based on similar age, support for "Big Red" Nebraska football, attendance at the same college, or similar political
views, to name just a few.
Reasons to join groups: -survival interest -different options: 1 solution -communication effectiveness -efficient
work; -security; -status; -self-esteem
-affiliation
-power

goal achievement
Basic concepts of group behavior:
-role
-norm-acceptable standards
-status-prestige grading rang
-cohesiveness- the degree to which members are attracted to one another
Stages of group development:
1. forming-characterized by much uncertainty
2. storming- characterized by intra group conflict
3. norming-close relationship and cohesiveness
4. perfoming- characterized by the fact that group if fully functional
5. Adjourning- creation of some temporary groups that could focus not on task performance, but on creative
activities.

46. Communicating function of international management: definition, kinds,

barriers, and skills.
Communication is the exchange of ideas, opinions and information through written or spoken
words, symbols or actions. Business Communication is any communication used to promote a
product, service, or organization with the objective of making sale.
In business communication, message is conveyed through various channels of communication
including internet, print (publications), radio, television, outdoor, and word of mouth.
In business, communication is considered core among business, interpersonal skills and etiquette.
Formal C: c that flows the authority chain of command or that is necessary to do a job.
Informal C: c that is not approved by mgt and not defined by the structural hierarchy.
1.Internal Communication- Communication within an organization
It includes all communication within an organization. It may be informal or a formal function or
department providing communication in various forms to employees.
Effective internal communication is a vital mean of addressing organizational concerns. Good
communication may help to increase job satisfaction, safety, productivity, and profits and
decrease grievances and turnover.
Under Internal Business Communication types there come;
a) Upward Communication
communication that flows from subordinated to higher level manager.
Upward Communication is a mean for staff to:Exchange information,Offer ideas,Express
enthusiasm, Achieve job satisfaction, Provide feedback.
b) Downward Communication

Communication that flows from a manager down the authority hierarchy. This type of
communication is needed in an organization to: Transmit vital information, Give instructions,
Encourage 2-way discussion, Announce decisions, Seek cooperation, Provide motivation, Boost
morale, Increase efficiency, Obtain feedback.
Both Downward & Upward Communications are collectively called Vertical Communication.
c) Horizontal/Lateral communication
Communication among any horizontally equivalent personnel. Horizontal Communication is
essential for: Solving problems, Accomplishing tasks, Improving teamwork, Building goodwill,
Boosting efficiency.
d.) Diagonal communication: c that cuts across functions and levels in an org.
2.External Communication
Communication with people outside the company is called external communication.
Supervisors communicate with sources outside the organization, such as vendors and customers.
It leads to better: Sales volume, Public credibility, Operational efficiency, Company profits
It should improve: Overall performance, Public goodwill, corporate image.
Ultimately, it helps to achieve: Organizational goals, Customer satisfaction.
Barriers:
1.Perceptual Barriers: The most common problem faced these days is that of the difference in
opinion between two people.
2.Emotional Barriers: Another main barrier is the fear and mistrust that form the roots of our
emotional barrier which stop us from communicating effectively with our co-workers.
3.Language Barriers: Language that describes what we would want to express and
communicate to others, may at times, serve as a barrier to them. In todays global scenario, the
greatest compliment we can pay to another person is by speaking and effectively communicating
to them in their local language.
4.Cultural Barriers: The world is made up of diverse cultures. A cultural barrier arises when
two individuals in an organization belong to different religions, states or countries.
5.Physical Barriers: Research shows that one of the key factors in building strong and
integrated teams is proximity.

47. Conflict-solving function of Management: conflict definition and

classifications. The methods of Conflict resolution.
The ability to manage conflict is undoubtedly one of the most important skills a mg needs to
possess. A conflict is perceived incompatible differences that result in interference or position.
Views toward conflict in an org:
Traditional view-all conflict is bad and must be avoided
Human relations view: conflict is a natural and inevitable outcome in any organization.
Interactionist view: some conflict is necessary for an org to perform effectively.

Types: Functional conflicts- support an orgs goals. Dysfunctional- prevent an org from
achieving its goals.
MANAGING CONFLICT- Creating excess resources, Integrating or buffering. Work
groups that rely on one another can avoid conflict by creating buffers or by integrating tasks,
Creating superordinate goals. Group cohesion is enhanced by focusing activities on great
causes. ,Resolving interpersonal differences, Group problem solving. Conflict can be
resolved through participative groups in which decisions are discussed by the individuals who
are affected by them.
Conflict resolution options: avoidance (withdrawal from suppression of conflict),
accommodation ( resolving conflicts by placing anothers needs and concerns above ones own,
forcing (satisfying ones own needs and concerns of anothers), compromise (each part gives up
sth of value), collaboration (resolving conflict by seeking a solution advantageous to all parties.)

48. Motivating function of international management:

definition, classifications, and methods.
Motivating can be defined as the process of influencing people to accomplish specific objectives.
In broad terms, motivation is the stimulus of behavior. It consists of all the forces that cause a
person to behave in certain ways. These forces come from within the person, from other people
who interact with that person, and from the person's surroundings. The essence of Motivation
management is: confidence, trust and satisfaction. The cost of neglecting motivation can lead to
declined performance of the employee which in turn leads to reduced productivity. When poorperforming employees are not motivated to improve, they drag results down, reduce productivity
among their team members and, worse, seldom leave because they have no place to go. There is
no one thing that motivates people to perform certain actions. People are different, so it follows
that their motivations have to be different. Here are some types of motivation:
1) Achievement - This is the motivation of a person to attain goals. The longing for
achievement is inherent in every man, but not all persons look to achievement as their
motivation. They are motivated by a goal.
2) Socialization - Some people consider socialization to be their main motivation for actions.
This is especially evident in the situation of peer pressure. Some people are willing to do
anything to be treated as an equal within a group structure.
3) Incentive motivation - This motivation involves rewards. People who believe that they will
receive rewards for doing something are motivated to do everything they can to reach a certain
goal. By offering incentives, companies hope to raise productivity and motivate their employees
to work harder.
4) Fear motivation - When incentives do not work, people often turn to fear and punishment as
the next tools. Fear motivation involves pointing out various consequences if someone does not
follow a set of prescribed behavior.

49. The Principle Motivation theories and practices in international management.

- The hierarchy of needs theory states that there are 5 needs: psychological, security needs,
social needs, elf-esteem needs, self-actualization needs
- Theory X is basically a negative view of human nature, assuming that employees dislike work,
are lazy, seek to avoid responsibility, and must be coerced to perform. Theory Y is basically
positive, assuming that employees are creative, seek responsibility, and can exercise selfdirection.
-The motivation hygiene theory states that not all job factors can motivate employees. The
presence or absence of certain job characteristics, or hygiene factors, can only placate employees
and not lead to satisfaction or motivation.
- Reinforcement theory emphasizes the pattern in which rewards are administrated.
-Goal setting theory views motivation as coming from an individuals internal statements of
purpose.
-In equity theory, individuals compare their jobs inputs-outcomes ration to those of relevant
others.
-The expectancy theory states that an individual tends to act in a certain way based on the
expectation that the act will be followed by a given outcome and on the attractiveness of that
outcome to the individual.
Motivational practices
-Every employee, including the president, gets a weekly 10% bonus by coming to work on time
each day thatweek
- Employees meet regularly to hear inspirational speeches, sing company songs, & chant the
corporate litany
- Hold inspirational get-togethers for sales force organizations
-Encourages competition among brand managers; system breeds people who love to compete and
excel.
A. To maximize motivation among today's diversified work force, managers need to think in
terms of being flexible. Many of the so-called family-friendly programmes and flexible working
schedules that organizations have developed are a response to the varied needs of a diverse
workforce.
B. Pay-for-performance programs are compensation plans that pay employees on the basis of
some performance measure.
C. Employee stock ownership plans (ESOPs) is a compensation program in which employees
become part owners of the organization by receiving stock as a performance incentive.
D. Motivating minimum-wage employees is one of the toughest motivation challenges a
manager faces. Since money typically can't be used as a reward, managers look for other types of
rewards such as employee recognition programs.

50. Basic managerial problems and solutions regarding

motivation.
Suggestions for motivating:
- Recognize individual differences: employees are not homogeneous. They have different needs and differ in terms
of attitude, personality etc.
-Match people to jobs:
-ensure that goals are perceived as attainable: employees must feel confident that increased efforts can lead to
performance goals.
-Individualize rewards- employees have different needs, so they have different rewards.
-link rewards to performance: managers need to make rewards contingent on performance. Key rewards such as pay
increases and promotions should be given for the attainment of the employees specific goals.
-check the system for equity: employees should perceive rewards or outcomes to the inputs given. Experience,
ability, effort, etc should explain differences in pay, responsibility, etc.

51. Human Resources Management standards in global

economy.
Human resource management refers to the policies, practices,
and systems that influence employees behavior, attitudes,
and performance
Many companies refer to HRM as involving people
practices"

Human resource managers must satisfy three basic standards for their practices to be considered ethical:

HRM practices must result in the greatest good for the largest number of people

Employment practices must respect basic human rights of privacy, due process, consent, and free
speech

Managers must treat employees equitably and fairly

Human resource management practices of both managers and the human resource function must be aligned
and contribute to the companys strategic goals

52. Controlling operation of international management:

definition and systems.

Control is the process of monitoring activities to ensure that they are being accomplished as planned and
of correcting any significant deviations. Control is important because it monitors whether objectives are
being accomplished as planned and delegated authority is being abused. In the control process,
management must 1st have standards of performance from the objectives it formed in the planning stage.
Mg must then measure actual performance and compare that performance to the standards.
There are 3 types of control: feed forward control is future directed and prevents anticipated problems.
Concurrent control takes place while an activity is in progress. Feedback control takes place after the
activity. Most control efforts are directed at one of these areas: people, finances, operations, information,
or total org performance.
-The goals approach assesses effectiveness in terms of the accomplishment of ends. If the org achieves its
goals, it is effective.
- The systems approach assessed both means and ends. It is more comprehensive and takes a longer term
perspective.
-The strategic constituencies approach requires the org to satisfy the demands for those constituencies in
the environment from whom the org requires support for its existence.
An effective control system is accurate, timely, flexible, and understandable.

53. Management Evaluation Criteria and Methods.

In addition to boilerplate criteria, each manager should develop his own goals
for personal development and performance improvement. These goals should be
a vital criteria for success in a managerial evaluation. Taking the time to craft
personal development goals with each manager can create a culture of
continuous growth, leading to new opportunities as managers expand their skills
and experience. Holding managers accountable for reaching their personal goals
can make this criteria more than just a routine yearly exercise.

54. Management of Change: Reengineering versus Kaizen.

Kaizen is actually a way of life philosophy. It assumes that every aspect of our life deserves to be constantly
improved. The Kaizen philosophy lies behind many Japanese management concepts such as: Total Quality Control,
Quality Control circles, small group activities, labor relations.
Key elements of Kaizen are: quality, effort, involvement of all employees, willingness to change, and communication.

Business process re-engineering (BPR) began as a private sector technique to

help organizations fundamentally rethink how they do their work in order to dramatically improve customer
service, cut operational costs, and become world-class competitors. A key stimulus for re-engineering has
been the continuing development and deployment of sophisticated information systems andnetworks.

Leading organizations are becoming bolder in using this technology to support innovative business
processes, rather than refining current ways of doing work.
KAIZEN COMPARED TO BUSINESS PROCESS REENGINEERING
When Kaizen is compared with the BPR method it is clear the Kaizen philosophy is more people-oriented, more easy
to implement, but requires long-term discipline and provides only a small pace of change. The Business Process
Reengineering approach on the other hand is harder, technology-oriented, it enables radical change but it requires
considerable change management skills.