INST 335 Exam 1 Questions And Correct Answers
With Complete Verified Solution 100%
Information systems v. information technology
Information systems are the technology, people, and organizational processes related
to information technology.
How information can be related to organizational effectiveness (e.g., fast retail at
Zara)
Zara users modern information technology systems and vertical integration of the
supply chain to quickly adapt to customer needs and desires. Therefore, information
can be used to gain an idea of changing trends and respond quickly.
Vertical integration/supply chain
Results
1 company owns more parts of the supply chain
Supply Chain (generally 6 stages): materials, suppliers, manufacturing, distribution and
customer
Results : Lower risk, pays suppliers better, allows local customization of products
Management responsibilities
getting activities completed effectively and efficiently with other people while setting and
achieving the firm's goals through the execution of the four basic management
functions: planning, organizing, leading and controlling.
Management tensions
Become the 'middleman' in a lot of situations → have to be able to balance what those
above and those below need
Management pros/cons
+ recognition
+ money
- Responsibility for other people
- Challenge of supervising peers
- Being caught in the middle
++workload
Fast paced
Complexity of the life of a manager
skills required for individuals
specialist, own effort, individual, relatively independent
skills required for managers:
generalist, coordinates diverse tasks, work done through others, network builder,
interdependent
Different framing approaches to management
For example, POLC and management in context *??
How roles and management differ across levels
How managers exist within the context of an organizational pyramid
Who managers are responsible for and to
Top managers
, Responsible for developing the organization's strategy and acting as a steward for its
vision and mission
CEOs are regarded as top managers
Divisional managers
Are responsible for parts of an organization that are organized not by function, but
by region or territory or product line (general manager)
Project Managers
Responsible for the planning, execution, and closing of a specific project
Often found in construction, architecture, consulting, computer networking,
telecommunications, and software development
supervisory/team managers
Are responsible for coordinating a subgroup of a particular division or a team composed
of members from different parts of the organization
Staff managers
Leads a group that has indirect inputs, like the White House Chief of Staff
General Managers
Responsible for managing a clearly identifiable revenue-producing unit, such as store,
business unit, or product line
Line/product/service managers
Leads a team that contributes directly to the products or services the organization
creates
A line manager at Apple might be responsible for the production, marketing, and
profitability of the Apple Watch
Functional managers
Responsible for the efficiency and the effectiveness of a specific (functional) area of the
business (i.e. accounting, IT)
Classical Movements
organizations should be efficient operating machines
Scientific Movements
to increase the efficiency increases the productivity of the individual
Humanistic Sciences
importance of understanding human behaviors, needs, attitudes, in social groups
Management Sciences
apply math, statistics, and other quantitative techniques to management
Behavioral Sciences
organization's health and effectiveness through the ability to cope with change, internal
relationships, increases problem-solving capabilities
System theories: open systems
interact with each other and environment
System theories: closed systems
do not interact with environment
System theories: subsystems
interdependent within systems
Fayol
Founder of fayolism - Administrative/Modern Management (making miners mine made
management modern)
With Complete Verified Solution 100%
Information systems v. information technology
Information systems are the technology, people, and organizational processes related
to information technology.
How information can be related to organizational effectiveness (e.g., fast retail at
Zara)
Zara users modern information technology systems and vertical integration of the
supply chain to quickly adapt to customer needs and desires. Therefore, information
can be used to gain an idea of changing trends and respond quickly.
Vertical integration/supply chain
Results
1 company owns more parts of the supply chain
Supply Chain (generally 6 stages): materials, suppliers, manufacturing, distribution and
customer
Results : Lower risk, pays suppliers better, allows local customization of products
Management responsibilities
getting activities completed effectively and efficiently with other people while setting and
achieving the firm's goals through the execution of the four basic management
functions: planning, organizing, leading and controlling.
Management tensions
Become the 'middleman' in a lot of situations → have to be able to balance what those
above and those below need
Management pros/cons
+ recognition
+ money
- Responsibility for other people
- Challenge of supervising peers
- Being caught in the middle
++workload
Fast paced
Complexity of the life of a manager
skills required for individuals
specialist, own effort, individual, relatively independent
skills required for managers:
generalist, coordinates diverse tasks, work done through others, network builder,
interdependent
Different framing approaches to management
For example, POLC and management in context *??
How roles and management differ across levels
How managers exist within the context of an organizational pyramid
Who managers are responsible for and to
Top managers
, Responsible for developing the organization's strategy and acting as a steward for its
vision and mission
CEOs are regarded as top managers
Divisional managers
Are responsible for parts of an organization that are organized not by function, but
by region or territory or product line (general manager)
Project Managers
Responsible for the planning, execution, and closing of a specific project
Often found in construction, architecture, consulting, computer networking,
telecommunications, and software development
supervisory/team managers
Are responsible for coordinating a subgroup of a particular division or a team composed
of members from different parts of the organization
Staff managers
Leads a group that has indirect inputs, like the White House Chief of Staff
General Managers
Responsible for managing a clearly identifiable revenue-producing unit, such as store,
business unit, or product line
Line/product/service managers
Leads a team that contributes directly to the products or services the organization
creates
A line manager at Apple might be responsible for the production, marketing, and
profitability of the Apple Watch
Functional managers
Responsible for the efficiency and the effectiveness of a specific (functional) area of the
business (i.e. accounting, IT)
Classical Movements
organizations should be efficient operating machines
Scientific Movements
to increase the efficiency increases the productivity of the individual
Humanistic Sciences
importance of understanding human behaviors, needs, attitudes, in social groups
Management Sciences
apply math, statistics, and other quantitative techniques to management
Behavioral Sciences
organization's health and effectiveness through the ability to cope with change, internal
relationships, increases problem-solving capabilities
System theories: open systems
interact with each other and environment
System theories: closed systems
do not interact with environment
System theories: subsystems
interdependent within systems
Fayol
Founder of fayolism - Administrative/Modern Management (making miners mine made
management modern)
