INTRODUCTION TO MANAGEMENT

Final Exam Review (Ch 5, 8, 9, 10, and 12)

Organizational Structure and Design (Ch 5)

• Key elements of organizational structure (chain of command, span of control, formalization, etc.).
• Contingency variables affecting structural choice (mechanistic vs. organic organization).
• Common organizational designs.
• Types of departmentalization.
• Contemporary organizational design challenges.

Teams (Ch 8)

• Difference between teams and groups.

• Stages of group development.
• Key aspects of group behaviour.
• Turning groups into effective teams.

Motivation (Ch 9)

• Motivation.
• Early motivational theories (Maslow, McGregor Theory X & Y, etc.).
• Contemporary theories of motivation (Equity, Job-design, Expectancy, etc.).
• Current issues in motivation.

Leadership (Ch 10)

• What are leaders and what is leadership?

• Early leadership theories (leadership traits, University of IOWA behaviour dimensions only).
• Contingency theories (Fiedler model, Situational leadership, Path-goal model).
• Manager vs leader.
• Contemporary views of leadership (E 6 Model, transactional vs. transformational leadership, Charismatic and
Visionary leadership).
• Types of power.
• Why building trust is the essence of leadership.

Controls (Ch 12)

• What is control?
• Why is control important?
• Performance standards.

Introduction to Management (MGMT1101)

• The control process:
o Measuring – measuring performance [how and what we measure].
o Comparing – comparing actual performance to standards/planned goals.
o Action – what managerial action can be taken?
• Range of variation.
• Benchmarking.
• When to introduce controls? (Feedforward, concurrent, and feedback controls).
• We will NOT address financial ratios.
• Keeping track of employee performance.
• Keeping track using a Balanced Score Card Approach.
• Corporate governance.

Introduction to Management (MGMT1101)