Topics Covered in Course

• Explain five management competencies and the trend toward bosslessness in today’s world
• Define the four management functions and the type of management activity associated with each
• Explain the difference between efficiency and effectiveness and their importance for organizational performance

• Describe technical, human, and conceptual skills and their relevance for managers
• Define the management types and roles that managers perform in organizations
• Explain the unique characteristics of the manager’s role in nonprofit organizations
• Summarize the historical struggle between managing the “things of production” and the “humanity of production.”
• Describe the current uses of the management science approach and the major components of the humanistic management perspective
• Describe the management changes brought about by a technology-driven workplace and those that facilitate a people-driven workplace
• Explain how artificial intelligence may help bridge the historical struggle between managing the “things of production” and the “humanity of production.”
• Define an organizational ecosystem and how the general and task environments affect an organization’s ability to thrive
• Explain the strategies managers can use to help organizations adapt to an uncertain or turbulent environment
• Examine the significance of corporate culture as part of the organization’s internal environment, including the ways in which corporate culture can become toxic for employees
• Explain how symbols, stories, heroes, slogans, and ceremonies can be used to interpret and shape corporate culture
• Provide examples of the four types of corporate culture
• Explain the relationships among culture, corporate values, business performance, and leadership, and how these elements contribute to high or low performance cultures
• Explain globalization and why a global mind-set is so important for managers working internationally
• Discuss how the international landscape is changing, including the growing influence of China and India
• Describe the characteristics of multinational corporations and how they might employ the bottom-of-the-pyramid concept
• Define outsourcing and the market entry strategies of exporting and partnerships
• Give an example of how legal-political challenges can affect an international corporation
• Explain differences in social values and communication challenges across country cultures
• Discuss how today’s international trade alliances affect international companies
• Describe how ethical behavior relates to behavior governed by law or free choice
• Explain the utilitarian, individualism, moral rights, justice, and practical approaches for making ethical decisions
• Identify various factors that shape a manager’s ethical decision making, including levels of moral development
• Describe how the new purpose of a corporation as defined by the Business Roundtable differs from the previously defined corporate purpose
• Discuss how managers can create a more ethical organization using techniques from both a values approach and a structure approach
• Explain the relationship between goals and plans and the types of goals an organization should have
• Describe how managers can use the organizational mission and other techniques to manage goal conflict
• Explain the characteristics of effective goals
• Identify specific benefits and limitations of planning
• Define the components of strategic management and the two levels of strategy
• Explain the strategic management process
• Explain how SWOT analysis can be used to evaluate a company’s strengths, weaknesses, opportunities, and threats
• Describe Michael Porter’s competitive forces and strategies
• Compare and contrast programmed and nonprogrammed decisions, including how they relate to the presence of certainty, uncertainty, and ambiguity
• Compare the ideal, rational model of decision making to the political model of decision making
• Summarize the six steps used in managerial decision making
• Describe four personal decision styles used by managers
• Identify the biases that frequently cause managers to make bad decisions
• Explain innovative techniques for decision making, including brainstorming, evidence-based management, and after-action reviews