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  • VETM360 Course objectives

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MANAGEMENT SYSTEMS:

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Describe what management is, why management is important, what managers do, and how managers utilize organizational resources efficiently and effectively to achieve organizational goals.

-         Distinguish among planning, organizing, leading, and controlling ( the four principal managerial functions), and explain how managers' ability to handle each one can affect organizational performance.

-         Differentiate among three levels of management, and understand the responsibilities of managers at different levels in the organizational hierarchy.

-         Identify the roles managers perform, the skills they need to execute those roles effectively, and the way new information technology is affecting these roles and skills.

-         Discuss the principle challenges mangers face in today's increasingly competitive global environment.

-         Describe the various personality traits that affect how managers behave.

-         Explain what values and attitudes are and describe their impact on action.

-         Appreciate how moods and emotions influence all members of an organization.

-         Describe the nature of emotional intelligence and its role in management.

-         Define organizational culture and explain how managers both create and are influenced by organizational culture.

-         Understand the relationship between ethics and the law.

-         Appreciate why it is important to behave ethically.

-         Differentiate between the claims of the different stakeholder groups that are affected by managers and their companies' actions.

-         Describe four rules that can be used to help companies and their managers act in ethical ways.

-         Identify the four main sources of managerial ethics.

-         Distinguish between the four main approaches toward social responsibility that a company can take.

-         Appreciate the increasing diversity of the workforce and of the organizational environment.

-         Grasp the central role that managers play in the effective management of diversity

-         Understand why the effective management of diversity is both an ethical and a business imperative

-         Appreciate how perception and the use of schemas can result in unfair treatment.

-         Appreciate the steps managers can take to effectively manage diversity

-         Understand the two major forms of sexual harassment and how they can be eliminated.

-         Explain why the ability to perceive, interpret, and respond appropriately to the organizational environment is crucial for managerial success.

-         Identify the main forces in a global organization's task and general environments, and describe the challenges that each force presents to managers.

-         Explain why the global environment is becoming more open and competitive and why barriers to the global transfer of goods and services are falling, increasing the opportunities, complexities, challenges, and threats that managers face.

-         Explain why effective communication helps an organization gain a competitive advantage.

-         Describe the communication process and explain the role of perception in communication.

-         Define information richness, and describe the information richness of communication media available to managers.

-         Describe the communication networks that exist in groups and teams.

-         Explain how advances in technology have given managers new options for managing communication.

-         Describe important communication skills that managers need as senders and as receivers of messages.

-         Differentiate between data and information and list the attributes of useful information.

-         Describe three reasons why managers must have access to information to perform their tasks and roles effectively.

-         Describe the computer hardware and software innovations that have created the IT revolution.

-         Differentiate among seven different kinds of management information systems.

-         Explain how advances in IT can give an organization a competitive advantage.

-         Explain manager's role in facilitating product development.

-         Identify the factors that shorten the product life cycles and explain why reducing product development time increases the level of industry competition.

-         Identify the goals of product development and explain the relationships among them.

-         Explain the principles of product development and describe the way in which managers can encourage and promote innovation.

-         Describe how managers can encourage and promote entrepreneurship to help create a learning organization.

-         Compare and contrast the economics of despair with the economics of growth.

-         Explain what capitalism is and how free markets work.

-         Discuss the major differences between socialism and communism.

-         Explain the trend toward mixed economies.

-         Discuss the economic system of the United States, including the significance of key economic indicators, productivity, and the business cycle.

-         Define fiscal policy and monetary policy, and explain how each affects the economy.

PLANNING AND ORGANIZING-         Describe the three steps of the planning process and the relationships between planning and strategy.

-         Explain the role of planning in predicting the future and in mobilizing organizational resources to meet future contingencies.

-         Outline the main steps in SWOT analysis.

-         Differentiate among corporate-business-, and functional-level strategies.

-         Describe the vital role played by strategy implementation in determining managers' ability to achieve an organization's mission and goals.

-         Define operations management.

-         Describe an operating system, and identify the two basic types of operating systems.

-         Differentiate among product/service design, process selection, and site selection decisions.

-         Explain what a materials-handling system is.

-         Describe and give an example of the three basic classifications of facilities layout.

-         Explain the sociotechnical approach to job design.

-         Describe several computer-related technologies that are currently playing major roles in production/operations management.

-         Outline the three major steps in developing an aggregate operations plan.

-         Summarize the differences between resource allocation and activity scheduling.

-         Distinguish between Gantt charts, the critical path method (CPM) , and the program evaluation and review technique. (PERT)

-         Keep projects on track.

-         Help my team meet deadlines.

-         Ensure project members agree on and maintain the necessary standards of quality.

-         Explain what a materials-handling system is.

-         Incorporate my personal project time lines into my professional project time lines.

-         Keep long-term objectives in mind while working on day-to-day objectives.

-         Handle unexpected events that interfere with my preplanned schedule.

-         Explain the difference between decision making and problem solving.

-         Distinguish between programmed and nonprogrammed decisions.

-         Explain the intuitive approach to decision making.

-         Discuss two rational approaches to decision making.

-         List the different conditions under which managers make decisions.

-         Explain the role values play in making decisions.

-         Summarize the positive and negative aspects of group decision making.

-         Define creativity and innovation, and outline the basic stages in the creative process.

-         Identify several specific tools and techniques that can be use to foster creative decisions.

-         List the six stages in creative decision making.

-         Explain the role of a management information system (MIS).

-         Define organization, and differentiate between a formal and an informal organization.

-         Explain the importance of organizing function.

-         List the advantages and the major disadvantages of horizontal division of labor.

-         Identify several reasons managers are reluctant to delegate.

-         Recount the major factors that affect a manager's span of management.

-         Name and define three workplace changes, in addition to decentralization and empowerment that have affected the organizing function in today's organizations.

-         Discuss the different stages an organization goes through as it grows and matures.

-         Explain what an organization chart is.

-         List several factors that can affect which structure is the most appropriate for a given organization.

-         Describe the general relationship between an organization's strategy and its structure.

-         Define outsourcing, and summarize its potential benefits as well as it potential drawbacks.

-         Describe a contingency approach to organizing.

-         Identify the different types of departmentation.

-         Briefly describe each of the following types of organizational structure; line structure, line and staff structure, matrix structure, horizontal structure, and virtual organizational.

-         Describe several trends that have taken place regarding the popularity of different types of organization structures.

-         Describe how committees can be made more effective.

-         Explain the difference between an inside and an outside board of directors.

-         Explain why groups and teams are key contributors to organizational effectiveness.

-         Identify the different types of groups and teams that help managers and organizations achieve their goals.

-         Explain how different elements of group dynamics influence the functioning and effectiveness of groups and teams.

-         Explain why it is important for groups and teams to have a balance of conformity and deviance and a moderate level of cohesiveness.

-         Describe how managers can motivate group members to achieve organizational goals and reduce social loafing in groups and teams.

-         Describe whether a meeting is necessary.

-         Invite the appropriate people to a meeting.

-         Get everyone prepared for the meeting.

-         Keep meetings from exceeding the agreed-upon time allocation.

-         Keep the meeting running smoothly.

-         Keep team members on task during meetings.

-         Ensure the next meeting will be effectgive.

-         Explain why strategic human resource management can help an organization gain a competitive advantage.

-         Describe the steps managers take to recruit and select organizational members.

-         Discuss the training and development options that ensure organizational members can effectively perform their jobs.

-         Explain why performance appraisal and feedback is such a crucial activity and list the choices managers must make in designing effective performance appraisal and feedback procedurs.

-         Explain the issues managers face in determining levels of pay and benefits.

-         Identify characteristics of effective coaches and feedback.

-         Help others set and achieve goals.

-         Utilize techniques and strategies to coach others with whom I work.

-         Praise someone for giving extra effort.

-         Give constructive feedback without making the recipient feel defensive.

-         Let others know I am open to receiving constructive feedback.

-         Give myself feedback and check these perceptions with others.

LEADING AND CONTROLLING-         Describe what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

-         Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavior models of leadership.

-         Explain how contingency models of leadership enhance our understanding of effective leadership and management in organization.

-         Describe what transformational leadership is, and explain how managers engage in it.

-         Characterize the relationship between gender and leadership.

-         Explain what motivation is and why managers need to be concerned about it.

-         Describe from the perspectives of expectancy theory and equity theory what managers should do to have a highly motivated workforce.

-         Explain how goals and needs motivate people and what kinds of goals are especially likely to result in high performance.

-         Identify the motivation lessons that managers can learn from operant conditioning theory and social learning theory.

-         Explain why and how managers can use pay as a major motivation tool.

-         Identify the skills and characteristics of effective leaders and develop these skills to increase my ability to lead.

-         Provide leadership to others, even when I'm not an official leader.

-         Adopt a mindset that allows employees to take responsibility for their work, as opposed to controlling their every move.

-         Reduce any fears I have about mistakes made by my empowered subordinates.

-         Empower myself when an organization or manger doesn't provide it.

-         Motivate others to take risks and do what they think is best.

-         Give responsibility of doing a task to another while ensuring quality of work.

-         Identify the three major categories of organizational change.

-         List the three steps in Lewin's model for change.

-         Discuss several reasons employees resist change.

-         Identify several prescriptions for reducing resistance to change.

-         Describe an approach that managers can use to lead change.

-         Summarize the four phases of an organizational development (OD) program.

-         Briefly describe the four essential principles that organizations must follow to manage innovation.

-         Explain what a learning organization is.

-         Define corporate culture.

-         Describe the generic types of organizational culture.

-         Identify two common sources of organizational subcultures.

-         Deal with unresolved anger in a constructive way.

-         Identify the source of conflict as it's occurring.

-         Understand what my natural conflict style is and know which strategy to adopt in a conflict situation.

-         Change my attitude toward conflict and treat it as a normal and potentially beneficial part of relationships.

-         Prevent conflict when appropriate.

-         Learn how to manage conflict personally and professionally.

-         Manage myself so that I can achieve more and feel better.

-         Make better use of my time, that is, work smarter and not harder.

-         Identify stressors in my life and find ways to reduce or change my response to them.

-         Recognize and overcome barriers to self-improvement.

-         Evaluate my emotional intelligence and identify areas for personal improvement.

-         Explain why management controls are necessary.

-         Describe a feedback system.

-         Discuss the basic requirements of the control process.

-         Describe the control pyramid.

-         Identify the factors that affect how much control should be exercised in an organization.

-         Discuss the two categories of control methods.

-         Differentiate between preliminary, concurrent, and postaction controls.

-         List several methods or systems of control commonly used by managers.

-         List the four basic types of financial ratios.

-         Summarize the Sarbanes-Oxley Act of 2002.

-         Discuss the basic purpose of a break-even chart.

-         Understand the basic requirements for controlling operating costs.

-         Define quality form the perspective of an operations manager.

-         List the eight common dimensions of design quality.

-         Explain the concept of quality assurance.

-         Explain the concept of total quality management (TQM).

-         Define the following terms: continuous improvement, kaizen, six sigma, lean manufacturing, and quality at the source.

-         Describe IS 9000, ISO 14000, and the zero-defects approaches to quality.

-         Identify and define the two major types of quality control.

-         Recount the major reasons for carrying inventories.

-         Explain the concept of just-in-time (JIT) inventory.

-         Describe the ABC classification system for managing inventories.

-         Summarize the economic order quantity (EOQ) concept.

-         Describe the basic purposes of material requirements planning (MRP).

-         Describe the importance of financial information and accounting.

-         Define and explain the different areas of the accounting profession.

-         Distinguish between accounting and bookkeeping, list the steps in the accounting cycle, and explain how computers are used in accounting.

-         Explain how the major financial statements differ.

-         Describe the role of depreciation, LIFO, and FIFO in reporting financial information.

-         Explain the importance of ratio analysis in reporting financial information.

-         Describe the importance of finance and financial management to an organization, and explain the responsibilities of financial managers.

-         Outline the financial planning process, and explain the three key budgets in the financial plan.

-         Explain the major reasons why firms need operating funds, and identify various types of financing that can be used to obtain these funds.

-         Identify and describe different sources of short-term financing.

-         Identify and describe different sources of long-term financing.