Chapter Assessment - Principles of Management - ثالث ثانوي

CHAPTER THREE Assessment CHAPTER CONCEPTS ⚫ Staffing focuses on finding the night individuals to do the work through mining, finding Lalent within the company, and possibly bringing in out- side workers to support a project. ⚫ Directing involves guiding employees and ensuring they are motivated and have the resources needed to achieve goals. People choose to do things that will sausfy their needs and avoid things that don't. Theories of motivation developed by Maslow, McClelland. and Herzberg describe factors that influence employee behavior. • Change is common in organizations, and managers need to help em- ployees accept change. The steps in an effective change process are planning, communicating, involving, educating, and supporting Controlling steps ensure operations meet expectations by following es- tablished standards to help meet goals, measuring and comparing per- formance, and taking corrective action when performance falls short of standards. Common types of control standards are quantity, quality. time, and cost standards. DEVELOP YOUR BUSINESS LANGUAGE Match the terms listed with the definitions. Term 1. Achievement need 2. Affillation need 3. Cost standard 4. Employee Motivation 5. Hygiene factors Your Choice Definition a. Income minus costs. b. The major ongoing activities of a business. c. A team of individuals who cooperate to achieve a common goal d. Job factors that result in employees feeling dissausled with work when they are absent but do not contribute to job satisfaction when they are present e. In Maslow's Hierarchy of needs, the things required to make sure you and those you care about are safe and free from harm Chapter Amount 165

Term 6. Motivators 7. Operations 8. Operations 9. 10. 11. management Physiological needs Power need Process Improvement 12. Profit 13. Quality standard 14. Quantay standard 15. Security needs 16. 17. Self-actualization Self-esteem needs 18. Social needs 19. Time standard 20. Vanance 21. Work team Your Choice Definition f. A difference between current performance and the standard g. Effectively directing the major activilles of a busmess to achieve its goals. h. In McClelland's theory of needs, the need to lake personal responsibility for work, set personal goals, and want immediate feedback on work. i. In Maslow's hierarchy of needs, the need to grow emotion- afly and intellectually, to be creative, and to achieve your full potential j. The predetermined cost of performing an operation or providing goods or services. k. A specific measure that describes expected consistency in production or performance. 1. In Maslow's hierarchy of needs, the need to belong, to interact with others, to have frends, and to love and be loved. m. In McClelland's theory of needs, motivation related to people's relationships with others, and to get along well and fit in with a group. n. The efforts to increase the effectiveness, and efficiency of specific business operations o. Factors that increase job satisfaction. p. The process of influencing the actions taken by an employee to accomplish a goal. q. A specific measure that establishes the expected amount of work to be performed. A specific measure that establishes the amount of time needed to perform an activity. 5. In Maslow's hierarchy of needs, the desire for recognition and respect from others. t. In McClelland's theory of needs, the desire to influence and control others and to be responsible for a group's activities. u. In Maslow's hierarchy of needs, the things required to sustain life, such as food and shelter. الصليم 166 Chapter 3 Staffing, Directing, and Controlling

سكليم REVIEW BUSINESS MANAGEMENT CONCEPTS Determine the best answer. 22. Effective work teams have all of the following characteristics except 23 a. all members understand and support the group's purpose b. the team does not need to have a group leader c d the team's activities are clear members work to resolve problems in the group described motivation in terms of a hierarchy of needs a. Maslow b Herzberg z. McClelland d. Jacobs 24. Employees are more likely to support what they a find to be the easiest b. are paid for care involved in planning d. have been told to support by their manager 25 The first step in the controlling process is a. setting standards for each of the company's goals b communicating with employees about the importance of controlling taking corrective action when performance falls short of standards d. organizing employees into work groups 26. Which of the following is not a way managers can increase profits? a. Increase sales revenues. b. Decrease costs. Add more employees. d. Reduce waste. 27. A production manager who specifies the minimum number of units to be produced each hour, day, or month is establishing a a variance b. time standard quality standard quantity standard Chapter 3 Assment 167

لسم APPLY WHAT YOU KNOW Answer the following questions. 28. "All problems encountered by an organization can be traced back to poor planning" Do you agree with this statement? Justify your answer. 24 Why are businesses paying much more attention to developing effec tive work teams today than in the past? 30-What differences in directing and controlling activities, if any, would there be for a manager of a small business and a manager in a large business? 31. What should a manager do if it is dear that many employees will view a planned change negatively? 32 What are some examples of business activities where perfection is the only acceptable standard for performance? 33. Should managers delegate controlling activities to employees and em: ployee teams? Why or why not? 168 Chapte Staffing, Dating, and Controlling

MAKE ACADEMIC CONNECTIONS Complete the following activities 34. Technology Form a team with three or four other students in your class to analyze motivation theories. As a team, develop a list of at least 15 things you believe motivate employees to perform well. Af- ter completing the list, prepare diagrams using a computer graphics program that illustrate each of the three motivation theories discussed in the chapter Then add your team's motivators in the appropriate places on each of the three illustrations. Present your diagrams to the other teams and provide reasons for your decisions about the motiva- tors and the theories. 35 Math The chart below shows information from a company's budget Column I shows the categories for which a budget amount has been determined The budgeted amounts are shown in Column 2. and the actual amounts are shown in Column 3: Complete the chart by calculating the variance between the budgeted and actual amounts in Column 4 and the percentage increase or decrease in Col- umn 5. Next write a short summary of the findings, explaining how Information of this nature might be useful to a manager who is re- sponsible for managing and controlling the company's finances Budget Category Sales Budget SAR 680,000 Actual SAR 720,000 Variance % +01- Merchandise returns 11,000 12,500 Cost of goods 229,400 240,000 Operating expenses 52,000 46,500 Administrative costs 34,000 31,500 Marketing expenses 306,000 350,500 Net profit 47,600 39,000 Chapter Assapunt 169

170 Summary of Findings. CASE IN POINT Cutting Employee Compensation A long-established Saudi company based in Tabuk manufactures specialty fastening materials used by trucking, storage, and construction firms. It is increasingly facing competition from companies that have manufacturing facilities around the world Many of these companies have lower produc- tion costs, allowing them to undercut the company's prices to customers. Several of the company's Saudi competitors have moved their manufac turing facilities to other countries where wage rates are lower, whereas others have either been bought out by foreign firms or have gone out of business. The management wants to remain in Saudi Arabia and retain its loyal employees, but n has to find a way to reduce costs Profits have been declining, and it is clear that major changes must be undertaken. After careful thought and study, the company's top management team has de- veloped a strategy it belleves will allow the business to remain in its cument location, become competitive once again, and return to its previous level of profitability over a period of five years. As a part of its new strategy, the company will implement a major change in the way it produces its belts and fasteners in the past, mest production was handled by skilled machine operators who completed a three-year apprenticeship program before operating the manufacturing equipment on their own A new computerized manufacturing process will allow the main production activities to be performed by people with fewer skills, who require only a very short training period. That means the com pany will reduce the number of machine operators by 20% and will cut the pay rate for machine operators by SAR 10 per hour. However, the company will need a number of computer programmers and computer technicians for the new equipment Those jobs will pay SAR 9 per hour more than the average skilled machine operator is currently making. Chapter 3 Staffing, Dany and Controlling

وارد اسعليم the company will encourage the current operators to switch jobs and will provide the training needed for the new computer jobs. It is expected that nearly half of the current machine operators will be able to switch jobs if they choose to do so. The rest can be employed in the new produc- tion jobs but will have to take the lower pay rate for the job. To make the change easier for those operators, the company will provide a one-time payment equal to one month's wages to help them with the adjustment to the new job and pay rate. Think Critically 1. What is your opinion of the company's plans for the change to the new production equipment and jobs. 2. What would you recommend that the company do, if anything, for the machine operators who are not hired for the computer positions and choose not to accept the pay reduction? 3. As the production manager, explain how you would handle the changes described to get employee support 4. In small groups, play the role of the company's managers and pre- pare a presentation about the change, using presentation software As each group presents, the rest of the class should play the role of employees and ask the presenters questions they have about the changes being made. Chapter Assessment 171