Part two: Planning
1.Decision-making:
Steps:
1.Identify the problem: (1) Scanning stage (2) Categorization stage (3) Diagnosis stage
2.Generate alternative solutions
3.Evaluate and choose among alternative solutions: (1) Feasibility (2) Quality (3) Acceptability (4) Costs (5) Reversibility (6) Ethics
4.Implement and monitor the chosen solution: (1) Implementing the solution (2) Monitoring the solution
Tapes of problems decision makers face: 1.Crisis 2.Non-crisis 3.Opportunity
Differences in decision-making situations: 1.Programmed decisions 2.Non-programmed decisions
Managers as decision makers: 1.The rational model 2. Non-rational models: (1) Satisfying model (2) Incremental model (3) Rubbish-bin model
Overcoming barriers to effective decision-making: 1.Accepting the problem challenge: (1) Complacency (2) Defensive avoidance (3) Panic (4) Deciding to decide 2. Searching for sufficient alternatives: 3. Recognizing common decision-making biases 4.Avoiding the decision-escalation phenomenon
Managing diversity: group decision-making
Promoting innovation: The creativity factor in decision-making
Basic ingredients: 1.Domain-relevant skills 2.Creativit-relevent skills 3.Task motivation
Stages of creativity: 1.Preparation 2.Incubation 3.Illumination 4.Verification
Techniques for enhancing group creativity: 1.Brainstorming 2.Nominal group technique
2.Organizational goals and plans
Components:
1.Mission
2.Goals:
Levels of goals: (1) Strategic goals (2) Tactical goals (3) Operational goals
How goals facilitate performance: (1) Goal content (2) Goal commitment (3) Work behavior (4) Other process components (5) potential problems with goals
3. Plans
Levels of plans: (1) Strategic plans (2) Tactical plans (3) Operational plans
Plans according to extent of recurring use: (1) single-use plans (2) standing plans
4. Goal attainment
Management by objectives:
Steps:
1.Develop overall organizational goals
2.Establish specific goals for various department, subunits and individuals
3.Formulate action plans
4.Implement plans and maintain self-control
5.Review progress periodically
6.Appraise performance
3.Strategic management:
Process:
1.Strategy formulation: (1) Identify current mission and strategic goals (2) Conduct competitive analysis: SWOT (3) Develop specific strategies
Environmental assessment: (1) Poter’s five competitive forces model: A. Rivalry B. Bargaining power of customers C. Bargaining power of suppliers D. Threat of new entrants E. Threat of substitute products or services (2) Hyper competition
Organizational assessment: (1) Value (2) Rareness (3) Imitability (4) Organization
2.Strategy implementation: (5) carry out strategic plans (6) Maintain strategic control
Levels:
1.Corporate-level strategy
(1)        Growth: A. Concentration B. Vertical integration C. Diversification
(2)        Stability
(3)        Defensive: A. Harvest B. Turnaround C. Divestiture D. Bankruptcy E. Liquidation
2.Business-level strategy
Porter’s competitive strategies: (1) Overall cost leadership (2) Differentiation (3) Focus
3.Functional-level strategy
4.Change and innovative
Forces: 1.External forces 2.Internal forces
Four life-cycle stages: 1.Entrepreneurial stage 2.Collectiveity stage 3. Formalization and control stage 4.Elaboration of structure stage
Organizational termination: 1.Bankruptcy 2.Liquidation 3.Merger 4.Acquisition 5. Take-over
An eight-step model:
1.Gain recognition of an opportunity or a problem
2.line up powerful sponsor
3.Develop and communicate a vision
4.Empowr others to act out the vision
5.Prepare to overcome resistance
6. Plan for and reward visible progress
7.Consolidate improvements and facilitate further change
8.Monitor and institutionalize changes
Organizational development: 1.Diagnosis 2.Intervention: (1) Process consultation (2) Team building (3) Third-party intervention (4) Techno structural activities 3. Evaluation
Product development principles: 1.Establish a stage-gate development funnel 2.Establish cross-functional teams 3.Use concurrent engineering
Change components: 1.Structural 2.Technology 3.Human resources 4.Human resources

Part three: Organizing
1.Basic elements of organization structure:
Approaches to job design: 1.Job simplification 2.Job rotation 3. Job enlargement 4. Job enrichment
Managing diversity: Alternative work schedules: 1.Flexitime 2.Compressed work-week 3.Job sharing
Tapes of departmentalization:
Methods of vertical co-ordination:
The role of formalization
Span of management: The trend toward downsizing
Centralization versus decentralization
Delegation
Line and staff positions
Promotion innovation: Methods of horizontal co-ordination:
Slack resources
Information systems
Lateral relations: 1.Direct contact 2.Liasion roles 3.Task forces and trams 4.Managerial integrators
2.Strategic organization design:
Assessing structural alternatives: 1.Functional structure 2.Divisional structure (1) Product divisions (2) Geographic divisions (3) Customer divisions 3.Hybrid structure 4.Matrix structure
Emerging structures: 1. Process structure 2. Networked structure
Weighing contingency factors: 1. Technology 2. Size 3. Environment
Matching strategy and structure: 1.Niche differentiation 2.Cost leadership 3.Innovation differentiation 3.Innovative differentiation 4.Market differentiation
Promoting innovation: Using structure means to enhance prospects: 1.Vital roles 2. Reservations 3.Differentiation paradox 4.Transfer process
3.Human resource management
Identifying HR needs:
Acquiring human resources
Job analysis: 1.Identification of job functions 2.Identification of person specification 3.Position description and specifications
Attracting human resources:
Recruitment: 1.Internal recruitment 2.External recruitment
Method: 1.Internal promotions 2.Advertisements 3.Employee referrals 4.Employment agencies 5.Executive recruitment 6.Campas interviews 7. Contractors
Selection: 1.Reliability and validity 2.Selection devices
Maintaining human resources: 1.Remuneration and benefits 2.Training and development 3.Performance appraisal methods
Terminating the relationship:

Part four: Leading
1.Motivation:
Relationship: Ability × Motivation × Environmental conditions = Performance
Need theories: 1.Hierarchy-of-needs theory: (1) Physiological needs (2) safety needs (3) Belongingness needs (4) Esteem needs (5) Self actualization needs 2.Tow factor theory 3. ERG theory 4. Acquired-needs theory 5.Assessing need theories
Cognitive theories: 1.Expectancy theory: (1) Effort (E P expectancy) (2) Performance (P O expectancy) (3) Outcome (valence) 3.Equity theory 4.Goal-setting theory 5.Assessing cognitive theories
Reinforcement theory: 1.Types of reinforcement: (1) Positive reinforcement  (2) Negative reinforcement (3) Extinction (4) Punishment 2.Schedules of reinforcement: (1) Fixed interval (2) Fixed ratio (3) variable interval (4) Variable ratio
Social learning theory: 1.Major components: (1) Symbolic processes (2) Vicarious learning (3) Self-control 2.Modelling: (1) Attention (2) Retention (3) Reproduction (4) Motivation (5) New behavior
2.Lesdership:
Sources of leader power: 1.Resistance: (1) Coercive 2.Compliance: (2) Legitimate (3) Information (4) Reward 3.Commitment: (5) Referent (6) Expert
Searching for leadership traits:
Identifying leader behaviors: 1.Lowa and Michigan studies 2.Ohio State studies 3.The leadership Grid 4.Managing diversity
Developing situational theories: 1.Fiedler’s contingency model 2.Normative leadership model 3.Situational leadership theory 4.Path-goal theory
Promoting innovation: Transformational leadership
Leadership and the organizational life cycle: 1.Entrepreneurial Transformational 2.Collectivity Transactional 3.Formalisation and control Transactional 4.Elaboration of structure Transformational
3.Communication:
Types: 1.Verbal communication 2.Non-verbal communication: (1) Kinesic behavior (2) Proxemics (3) Paralanguage (3) Object language
Preferences:
Components: (1) Sender (2) Encoding (3) Message (4) Receiver (5) Decoding (6) Noise (7) Feedback
Perceptual processes: 1.Stereotyping 2.Hole effect 3. Projection 4.Perceptual defense
Attribution processes:
Semantics:
Managing diversity: Cultural context
Communication skills: 1.Listening skills 2.Feedback
Group communication networks: 1.Centralised network: (1) Y (2) Wheel (3) Chain 2.Decentralised networks: 1.Circle 2.All-channel
Organizational communication channels: 1.Vertical communication: (1) Downward communication (2) Upward communication 2.Horizontal communication
Informal communication: The grapevine
4.Groups
Types: 1.Formal groups 2.Informal groups
Operate:
1.Inputs:
Managing diversity: Work-group composition
Member roles:
Group size
2.Processes
Group norms: 1.Explicit statements 2.Critical events 3. Primacy 4.Carryover behavior
Group cohesiveness: Subsequences
Group development: 1.Forming 2.Storming 3. Norming 4.Performing 5. Adjourning
3.Outcomes
Group performance
Members need satisfaction
Future work-group compatibility
Promoting innovation:
Task forces
Teams: 1.Entrepreneurial team 2.Self-managing trams 3.Virtual teams

Part Five: Controlling
1.Controlling
Role: 1.Coping with uncertainty 2.Detecting irregularities 3.Identifying opportunities 4.Handling complex situations
Levels: 1.Strategic control 2.Tactical control 3.Opetational control
Steps: 1.Determine areas to control 2.Estabilish standards 3.Measure performance 4.Compare performance against standards 5a.Recognize positive performance 5b.Take corrective action as necessary 6.Adjust standard and measures as necessary
Tapes: 1.By timing: (1) Feedforward control (2) Concurrent control (3) Feedback control 2.Multiple controls 3.Cybernetic and no-cybernetic control
Approaches: 1.Bureaucratic control 2.Clan control 3.Market control
Strategic control: 1.Belief systems 2.Boundary systems 3.Performance management systems 4.Interactive monitoring systems
Potential dysfunctional aspects of control systems: 1.Behaviroural displacement 2.Game playing 3.Operating delays 4.Negative attitudes
Over control versus under control:
Characteristics of an effective control system: 1.Future-oriented 2.Multidimensional 3.Cost-effective 4.Accurate 5.Realistc 6.Timely 7.Monitorable 8.Accepatable to organization members 9.Flexible
2.Change and conflict:
Diagnosing the need for change: 1.Internal factors 2.External factors
The change cycle: 1.Performance gap 2.Identitfy a desired future 3.Recognise need for change 4.Problem diagnosis 5.Development of alternatives 6.Selescion of appropriate alternative 7.Implemetaion 8.Evaluation against desired outcome
Managing resistance to change:
Conflicts between individuals and organizations:
Causes of conflict:
Benefits: 1.Productive task focus 2.Cohesion and satisfaction 3.Powe and feedback 4.Goal attainment
Losses: 1.Energy diversion 2.Distorted judgment 3.Loser effects 4.Poor co-ordination
Reducing and resolving conflict: 1.Changing situational factors 2.Appeal to super ordinate goals 3.Use an interpersonal conflict-handling mode
Managing intergroup conflict through resolution: 1.Problem-solving 2.Expansion of resources 3.Smoothing 4. Bureaucratic authority 5.Limited communication 7.Confrontation and negotiation 8.Intergroup training
Types of intergroup conflict: 1.Functional conflict 2.Dysfunctional conflict
Changing views on conflict:
Stimulating conflict

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