...MGMT303 Midterm Study Guide * The Midterm covers TCOs 1–7; Chapters 1–12 (with the exception of Chapter 10) and the Appendix Module. * The Midterm is worth 140 points. * The Midterm consists of six multiple choice questions, worth 5 points each; five short answer questions, worth 10 points each; and four essay questions, worth 15 points each, for a total of 140 points. * Your responses to the essay questions should be at least 2–3 paragraphs long. IMPORTANT: Please make sure that you understand how to apply each of the concepts and topics noted below. You should be able to go beyond the simple definition of the terms listed in each TCO and explain what each TCO means in a management context. Since the multiple choice questions for each student’s exam are selected randomly from a large question pool for each TCO, it is vital that you read each text chapter and understand all of the TCO-based concepts that they contain. TCO 1: Given a description of a specific business enterprise, write a management job description that incorporates the basic activities that comprise the management process and the job of a manager. * Functions of management * Levels of management * Managerial roles * Managerial skills TCO 2: Given a continuous scanning of one's actual and potential environments (internal, external, and interfaces), analyze a case describing a business about to expand or contract in its market by preparing a SWOT document...
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...Week 6 Case Study Principles of Management • According to Maslow's hierarchy, which basic needs did Shank's old boss fail to meet? Explain why the needs have not been met. What could be done to meet these missing needs? (25 points) I believe that Shank’s needs not being met were security, belongingness and esteem. (Griffin, 2011) The job lacked security because management made it clear that anyone could be replaced at any time. Shank felt like she was just a number. I think some managers act this way because they think it is a way to get employees to not take advantage of them. This could be corrected by the managers actually valuing the employee and treating them like they are an important part of the company by getting their ideas and feedback or changing work distribution. Since the employees could easily be replaced it is safe to assume that they could not have interactions with each other creating a since of community and belongingness. This could be corrected by allowing the employees to work together on certain projects allowing them to interact with one another and get to know each other to become part of a team. Here again I think esteem is related to security. If the management feels that anyone could be replaced then I would find it hard to image that management would be respecting the employees or recognizing them for a job well done. This could be corrected by offering rewards such as incentive bonuses for good performance or meeting deadlines. ...
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...Case Study: Spotting Talent (week 5) 1. What does this case imply about the supply of and demand for employees and the implications for businesses? The case study implies the supply of and demand for employees and the implications for businesses are critical. Attracting and selecting the right talent is critical to a company’s success. For tech companies, the process is even more critical since it’s the knowledge, skills, and abilities of their employees that determines these companies’ efficiency, innovation, and ultimately, financial achievements. 2. What’s the meaning behind the “search for the purple squirrel” in relation to spotting talent? Is this relevant to non-tech companies, as well? Discuss. Searching for purple squirrel means to search for a perfect candidate for certain position; although just like a squirrel in color purple does not exists, such candidate does not exist either. Hiring personnel knowing the criteria and requirements of the position should use their knowledge and expertise to find a best available candidate not one that is perfect. This phrase can also apply to non-technical companies as not only technical companies have needs for skills and knowledge. Every position has a description, set of knowledge and skills that are required, technical and non-technical. 5. Put on your “creative” hat. You’re in charge of HR at a tech start-up. What suggestions can you come up with for “spotting talent?” Spotting talent for a technical company is...
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...Week 6: Case Study for Flight 001 Florence M. Kolecyck-Yap MGMT303 DeVry University Week 6: Case Study for Flight 001 1. According to Maslow's hierarchy, which basic needs did Shank's old boss fail to meet? Explain why the needs have not been met. What could be done to meet these missing needs? Shank’s old boss failed to meet the needs that Maslow shows related to Belongingness, Esteem and Self-Actualization. Her old boss lacked being part of the business on the level of which their employee’s worked at by not visiting and taking note of what is important to the employee who work directly with their clients. Her old boss also lacked being a person to a name with meeting face-to-face. She felt like they didn’t value their stores and employee’s. 2. Use the Expectancy Theory and/or the Equity Theory of motivation to explain how feeling underpaid might affect the work of a Flight 001 associate and what a manager can do to increase the employee's motivation. According to our text book the “Expectancy theory rests on four basic assumptions. First, it assumes that behavior is determined by a combination of forces in the individual and in the environment. Second, it assumes that people make decisions about their own behavior in organizations. Third, it assumes that different people have different types of needs, desires, and goals. Fourth, it assumes that people make choices from among alternative plans of behavior, based on...
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...References Strategic HR Management. (2010). In P. John W. Boudreau. Alexandria, VA : 2010 Society for Human Resource Management. . RUNNING HEAD: PAPER TOPIC Spotting Talent By Alison Rivera Melba Grant Group C MGMT303 Principals of Management Prof. Daee Date 11\30\14 Question-1-What does this case imply about the supply of and demand for employees and the implications for businesses? The case study implies the supply of and demand for employees and the implications for businesses are vital. Based off the case study, Appealing and choosing the right talent is significant to a company’s success. The older tech companies are increasingly competitive it can be difficult because they are not as attractive as the newer in companies so they have to create a strategy to get the attention of potential students. For tech companies, the hiring procedure is critical since it is the understanding, expertise, and proficiencies of their employees that establishes these companies’ proficiency, modernism, and in due course, financial accomplishments. IBM for an example states that, “Our competency frameworks described the personal development attributes that individuals needed to be successful over a broad career span, (Strategic HR Management, 2010) Question-2-What is the meaning behind the “search for the purple squirrel” in relation to spotting talent? Is this relevant to non-tech companies, as well? Discuss. The meaning behind the search for the purple squirrel...
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...unning head: Fluor Corporation SWOT Analysis Fluor Corporation SWOT Analysis DeVry University MGMT303 Fluor History The Fluor Corporation was founded in 1912 from the Fluor Construction Company. The company was originally founded in Oshkosh Wisconsin by three Swiss Brothers, Ralph, Casper, and Simon Fluor in 1869. The company began as a construction contracting business. In its early years, the company built lumber mills and worked to shore the riverbanks with concrete retaining walls that still stand today. Simon Fluor moved his portion of the company to California in 1911 and in 1912 his company became the Fluor Corporation. The Fluor Corporation is now one of the world’s largest construction firms with involvement in over 25 industries on six continents. Fluor is responsible for the construction of the Buddha Tower in the 1920’s to the Alaskan Pipeline in the 1970’s and the largest polysilicon facility in the world in 2008. (Fluor Corporation, 2008) Today Fluor employs 28,000 employees and has revenue of over 16 billion dollars. Mission Statement As Fluor employees, our mission is to assist clients in attaining a competitive advantage by delivering quality services of unmatched value. (Fluor Corporation, 2008) Fluor Corporation Organizational Strengths Market diversity is a major strength of the Fluor Corporation. Fluor serves multiple markets across a broad spectrum of industries. Market diversification allows Fluor achieve...
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...Octavia Brown MGMT303 – Professor Runyon July 29th, 2011 SWOT Analysis Introduction Hewlett-Packard is a global technology company that provides various products, software, and services to a range of customers, including data storage, servers and solutions to business customers as well as a consulting services segment that offers information technology integration solutions for a range of technology issues. After its merger with Compaq, it became the world’s biggest computer hardware company, ranking number 20 in the Fortune 500 list. HP is doing business in more than 170 developed and under-developed countries. Being a large company gives HP many advantages such as dominating the market for printers (laser and inkjet), both for consumers and businesses using the economies of scale. The company is also taking an active role in developing the capacity of new markets all around the world, engaging with other multinational corporations, non-governmental organizations, and other world governing bodies to reignite the competitiveness at home and abroad through policies and strategies that can support free-market economies. This is one of the reasons HP a leading technology company in the growing IT markets (HP Annual Report, 2003). (S) Strengths Hewlett-Packard generated nearly $6.1 billion in cash flow from its operations and increased its cash and equivalents by 3 billion in 2003 (Datamonitor, 2004). Debt levels in this year were also very low which was significantly...
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...McDonald’s SWOT analysis MGMT303 Professor Dean Scott May 22, 2011 Management 303 SWOT Analysis of McDonald’s Corporation Section I – Corporate History In 1940, Dick and Mac McDonald first opened McDonald's Bar-B-Que Restaurant on Fourteenth and E Street in San Bernardino, California. The type of the restaurant was more of a typical drive-in featuring a large menu and car hop service. Then the restaurant was closed for three months and was re open with only nine menu items, and the most staple item for McDonald was the 15 cents burger. Then in 1958, McDonald's sold its 100 millionth hamburger. By 1959, the 100th restaurant was open in Fond Du Lac, Wisconsin. With the rate of McDonald growing, today McDonald's restaurants are in 117 countries around the world. The McDonald's brand mission is to "be our customers' favorite place and way to eat”. McDonald's today's slogan is "I'm lovin' it". Section II – Strengths and Weaknesses Two major strengths of McDonald’s are its strongest International presence and the training and skill development. Two of the McDonalds weaknesses are its saturation and its food quality. Strength #1 – Strongest International Presence McDonald's is the market leader in both domestic and international markets. On March 14, 2010, McDonald was rank number 14 from the top 50 on Fortune's Most Admired List. It is also the best brand recognition in the world, the golden arches and Ronald McDonald. McDonald's...
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...KENT NYANDIEKA GENERAL MILLS SWOT ANALYSIS MGMT303 GENERAL MILLS HISTORY Critics criticized Cadwallader C. Washburn idea of starting a milling company. They said demand for flour from Midwestern spring wheat would never match what Washburn’s company could supplies. He didn’t see it that way. Washburn formed the Minneapolis Milling Company in 1856 to lease power rights to mill operators, and 10 years later he built his first flour mill near the falls of St. Anthony on the Mississippi River in Minneapolis. Despite continued criticism, he built a second, even larger facility in 1874. (General Mills) Within five years Washburn’s mill was destroyed in a floor dust explosion. Undeterred, Washburn immediately began building a better mill containing evolutionary new machinery to enhance both the safety of the operation and the quality of the flour. In 1880, Washburn and Crosby entered their finest flours in competition at the first International Millers’ Exhibition in Cincinnati, Ohio, winning the gold, silver and bronze medals, and establishing the Washburn Crosby Company’s flour as the best in the world. (General Mills). Soon after, the company changed the name of its finest flour to Gold Medal flour, which is still the No. 1 flour brand in America today. MISSION STATEMENT Our mission is to nourishing lives- making life healthier, easier and richer. (Company, 2012) GENERAL MILLS STRENGTHS One of the major strengths of General Mills is that they have established food brands...
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...SWOT Analysis Rickie Lieu MGMT303: Principles of Management DeVry University November 16, 2014 CVS/PHARMACY SWOT ANALYSIS In 1963 the Consumer Value Store (CVS) was built for your health and beauty needs, in Lowell, Massachusetts by brothers Stanley and Sidney Goldstein and partner Ralph Hoagland. Through the next few years CVS started to grow and in 1967 pharmacies were being added to CVS’s in Warwick and Cumberland, Rhode Island (RI). After buying several small chain drug stores in the early 1970’s around the surrounding areas/states, CVS created small chain stores in shopping malls. In 1981, CVS broke ground on the Store Support Center in Woonsocket, RI. In 1988 CVS celebrated their 25th anniversary with a total of 750 stores. The 1990’s brought more stores in the new mid Atlantic, and Caremark set up in California. By the late 1990’s, CVS had stretched to 24 states totaling 4, 100 stores. 2001 was the year that CVS launched their ExtraCare Card Program, being the first national pharmacy retailer to launch a loyalty program. In 2005, CVS partnered up with MinuteClinic, and opened up three in their CVS/Pharmacy stores. The next year in 2006, MinuteClinic became the first retail clinic to be accredited by the Joint Commission. In 2008, CVS officially branched to California and Hawaii, by buying Long’s drugstores. In 2014, CVS announced they were deciding to stop the sale of tobacco, which was announced officially on September 3, 2014. With the end of tobacco sales,...
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...| | | |Equivalent Modules Master List |Equivalent courses offered at Aalto University, School Of Economics. | | | | | |Courses offered are subject to changes. | | |Updated information on the courses will be sent to successful candidates by Aalto | | |University, School Of Economics. | | | | | |*The same course can be transferred only as 1 course. | |First Level Modules | | |ACC1006 Accounting Information Systems |International...
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