Introduction to

Management and
Organizations
Revision Tutorial
Omnia Hussein
Tutorial Agenda
1- Final revision outline
2- Revision on each chapter
3- Practice on each chapter
Final Exam Revision Outline

1. Chapters Included in Final Exam

(1) Chapter (2)
(2) Chapter (3)
(3) Chapter (5)
(4) Chapter (6)
(5) Chapter (7)
(6) Chapter (9)
(7) Chapter (12)
2. Revision on Each Chapter
Chapter (2):
• The decision-making process meaning and steps
• Decisions managers make
• Rationality and intuition
• The 5 aspects of intuition
• Decision making styles and errors
Chapter (3):
• Environment Uncertainty matrix
• The components of specific and external environments
• Strong vs weak cultures
• How cultures affect managers
Chapter (5):
• Meaning and benefits of workplace diversity
• Types and challenges of workplace diversity
• Mentoring and diversity training
• Types/forms of discrimination
Chapter (6):
• The Socioeconomic view
• How organizations go green
• Factors that determine ethical behavior
• Issue intensity factors
• Developing the code of ethics
Chapter (7):
• The change processes
• Areas of change
• Popular OD techniques (without memorizing their descriptions)
• Reducing resistance to change
Chapter (9):
• Definition and steps of the strategic management process
• Levels of organizational strategies
• Sustaining a competitive advantage
Chapter (12):
• HRM definition and process
• External factors affecting HRM
• Global HRM
• HRM Planning
• Recruitment and decruitment
• Chapter ends at slide 19
3- Practice on each chapter
Practice on chapter 2
After identifying a problem, the next step in the decision-making
process is ________.
A) identifying decision criteria
B) allocating weights to decision criteria
C) analyzing alternatives
D) developing alternatives
• Answer: A
Practice on chapter 2
After identifying the decision criteria that are important or relevant to
resolving a problem, the next step in the decision-making process is
________.
A) allocating weights to the criteria
B) analyzing the alternatives to solving the problem
C) reducing the number of criteria through the process of elimination
D) implementing the alternative
• Answer: A
Practice on chapter 2
Creativity is most essential in which of the following steps of the
decision-making process?
A) Analyzing alternatives
B) Allocating weights to the decision criteria
C) Developing alternatives
D) Identifying decision criteria
• Answer: C
Practice on chapter 2
In the decision-making process, while ________, the decision maker
puts the decision into action by conveying it to those affected by it and
getting their commitment to it.
A) selecting an alternative
B) evaluating a decision's effectiveness
C) implementing an alternative
D) analyzing alternatives
• Answer: C
Practice on chapter 2
Before actually putting the decision into action, the decision-maker may
find it prudent to ________.
A) develop the method of evaluating whether the decision is a good
one
B) notify upper management that change is coming so they won't be
blindsided
C) alert external stakeholders that the problem has been solved
D) check to make sure the conditions that existed at the time of the
decision still exist, and make sure the decision is still the best one
• Answer: D
Practice on chapter 2
• What is meant by bounded rationality and satisficing?
• Give an example of the use of bounded rationality. The example can
be fictitious as long as it includes all the elements of bounded
rationality.
• What is intuitive decision making? How does intuition affect the
process of making a decratision?
Answers hints
• 1. Answer: Despite the unrealistic assumptions of perfect rationality, managers are
expected to be rational when making decisions. It is understood that "good"
decision makers are supposed to do certain things and exhibit good decision-making
behaviors as they identify problems, consider alternatives, gather information, and
act decisively but prudently. When they do so, they show others that they are
competent and that their decisions are the result of intelligent deliberation.
However, a more realistic approach to describing how managers make decisions is
the concept of "bounded rationality." According to this concept, managers make
decisions rationally, but are limited by their ability to process information.
• Because they cannot possibly analyze all information on all alternatives, managers
"satisfice," rather than maximize. That is, they accept solutions that are "good
enough." Thus, they become rational within the limits of their ability to process
information.
Answer hints
• 2. Answer: Students answers will vary, but must include an expectation of
rationality, a limited ability to process information, an inability to know all
possible alternatives, and a probable lack of maximization of the results of the
decision
• 3. Answer: Intuitive decision making is the process of making decisions on the
basis of experience, feelings, and accumulated judgment. Intuitive decision
making can complement both rational and bounded rational decision making. A
manager who has had experience with a similar type of problem or situation
often acts quickly with limited information because of that past experience.
• Managers who experienced intense feelings and emotions when making
decisions actually achieved higher decision-making performance, especially
when they understood their feelings as they were making decisions.
Practice on chapter 3
• If mortgage interest rates increase, this would be an example of
changing ________ conditions in a firm's external environment.
• A) economic
• B) political
• C) sociocultural
• D) financial
• Answer: A
Practice on chapter 3
• The ________ component of an organization's external environment
is concerned with trends in population characteristics such as age,
race, gender, education level, geographic location, income, and family
composition.
• A) economic
• B) political
• C) demographic
• D) sociocultural
• Answer: C
Practice on chapter 3
• The Metropolis News has experienced a decline in the number of
subscriptions to its printed newspaper over the last five years. It
seems people prefer news feeds sent to their smartphones rather
than a printed paper delivered to their homes. Which component in
the external environment does this change represent?
• A) Economic
• B) Political
• C) Demographic
• D) Sociocultural
• Answer: D
Practice on chapter 3
• Protests in Hong Kong reduced the number of tourists and also
reduced revenue for Disney's theme park. This represents a change in
the ________ component of the external environment.
• A) global
• B) political/legal
• C) sociocultural
• D) economic
• Answer: B
Practice on chapter 3
• An organization with dozens of competitors and a large number of
raw materials suppliers has a high degree of
• A) environmental autonomy
• B) environmental complexity
• C) forecast certainty
• D) forecast uncertainty
• Answer: B
Practice on chapter 3
• Which of the following are the two dimensions of environmental
uncertainty?
• A) Degree of change and degree of complexity
• B) Degree of change and degree of volume
• C) Degree of complexity and degree of impact
• D) Degree of impact and degree of timing
• Answer: A
Practice on chapter 3
• ________ has been described as the shared values, principles,
traditions, and ways of doing things that influence the way
organization members act.
• A) Corporate hierarchy
• B) Business configuration
• C) Organization culture
• D) Industrial psychology
• Answer: C
Practice on chapter 3
• Which one of the following most accurately reflects the difference
between strong cultures and weak cultures?
• A) Strong cultures tend to encourage employees to try new approaches
to changing conditions, while weak cultures do not.
• B) In strong cultures, organizational values are held by top management,
while in weak cultures, values are diffused throughout the organization.
• C) Strong cultures have less influence on employee behavior than do
weak cultures.
• D) Company values are more deeply held and widely shared in strong
cultures than in weak cultures.
• Answer: D
Sample essay question (chapter 3)
• Discuss how culture constrains managers. Include specific examples to support your answer.

Answer: Because an organization's culture constrains what managers can and cannot do, it is
particularly relevant to managers. These constraints are rarely explicit. They're not written down. It's
unlikely that they'll even be spoken. But they're there, and all managers quickly learn what to do and
not to do in their organization.

The link between values and managerial behavior is fairly straightforward. If an organization's culture
supports the belief that profits can be increased by cost cutting and that the company's best interests
are served by achieving slow but steady increases in quarterly earnings, managers are unlikely to pursue
programs that are innovative, risky, long term, or expansionary.

In an organization whose culture conveys a basic distrust of employees, managers are more likely to use
an authoritarian leadership style than a democratic one. Why? The culture establishes for managers
what is appropriate and expected behavior. Banco Santander has been described as a "risk-control
freak." The company's managers adhered to "banking's stodgiest virtues — conservatism and patience."
Practice on chapter 5
• Demographic characteristics such as differences in age, gender, race,
etc. reflect surface-level diversity among employees.
• Deep-level diversity refers to easily perceived differences that may
trigger certain stereotypes, but that do not necessarily reflect the
ways people think or feel
• Teams with diverse backgrounds performing interdependent tasks
over a long period of time are more likely to experience conflict and
resentment.
• Employees are less likely to share information and participate in
decision-making in a more diverse work environment.
Answers
• True
• False
• True
• False
Sample essay question (chapter 5)
• Discuss the negative consequences that can result from
discrimination, whether intentional or not.
Answer: In addition to lawsuits with expensive settlements, employers
can experience reduced employee productivity, negative and disruptive
interpersonal conflicts, increased employee turnover, and overall
negative climate that can lead to serious problems for managers. These
conditions lead to lower profits and lower stock trading prices, loss of
competitive advantage and market share, and possible take-over or
closure of the business.
Practice on chapter 6
• A U.S. business that provides on-site childcare facilities for employees
as part of a negotiation with its union is ________.
• A) being socially responsive
• B) fulfilling its social obligations
• C) adopting social screening
• D) practicing green management
• Answer: A
Practice on chapter 6
• In which one of the stages of moral development do individuals stick
to rules to avoid physical punishment and follow rules only when
doing so is in their immediate interest?
• A) Preconventional stage
• B) Conventional stage
• C) Principled stage
• D) Post-conventional stage
• Answer: A
Practice on chapter 6
• In which one of the following stages of moral development do
individuals live up to what is expected by people close to them and
maintain order by fulfilling obligations to which they have agreed?
• A) Conscientious stage
• B) Conventional stage
• C) Principled stage
• D) Preconventional stage
• Answer: B
Practice on chapter 6
• In which of the following stages of moral development do individuals
value rights of others and uphold absolute values and rights
regardless of the majority's opinion?
• A) Preconventional stage
• B) Conventional stage
• C) Principled stage
• D) Unconventional stage
• Answer: C
Sample essay question (chapter 6)
Ilustrate Issue intensity, explaining the six characteristics that
determine issue intensity, using examples.
Practice on chapter 7
• First he was all about innovation. Next it was efficiency. Now Snyder's
strategy is customer responsiveness. These changes in strategy are
indicative of ________ force of change.
• A) external
• B) internal
• C) marketplace
• D) economic
• Answer: B
Practice on chapter 7
• Increasing the numbers of employed women and minorities forces
managers to pay attention to what change factor?
• A) Organizational strategy
• B) Changes in the composition of the workforce
• C) New equipment
• D) Changing technology
• Answer: B
Practice on chapter 7
• Business had been humming along just fine until the Great Recession
hit. Benton Industries adjusted by laying off employees until the
recession ended then hired them back. Then it was back to business
as usual. This is an example of the ________ metaphor.
• A) shallow water
• B) calm waters
• C) white-water rapids
• D) falling water
• Answer: B
Sample essay question (chapter 7)
• Discuss the four external factors that prompt change in an organization, giving an example of each factor. Explain
how the factor affects the organization.
Answer:
a. When consumer preferences change, producers must make changes to their products and/or services to remain
competitive. Different generations expect different features and benefits from products. Producers must adapt or lose
market share. Example: Consumers wanted improvements to the cameras in cell phones. Phones were redesigned to
include better cameras.
b. New and amended laws and regulations may change how products are made or services provided. EPA regulations
require automakers to increase the fuel economy of vehicles; other rules require that carbon and greenhouse gases
generated in the production process be reduced. This might require a complete change in production methods. Coal-
burning electricity generating plants had to install scrubbers to clean carbon from the stacks before the smoke could be
released into the air.
c. As technology changes, employees must be retrained to interact with the equipment; some positions may be
eliminated. Production quotas may increase, requiring workers to learn new skills and adjust their work pace. For
example, a nail gun allows a roofer to lay more shingles per day than a hammer. The nail gun thus requires the roofer
to work faster but not necessarily harder.
d. A booming economy likely creates more sales, requiring the onboarding of additional employees who may not have
the same level of skill as existing workers. While this can be overall a good situation, it does cause change in the work
habits of existing employees. Conversely, a recession may require the employer to reduce its workforce and employ
additional cost-cutting measures. Idling of production machinery could cause many position changes for employees.
Practice on chapter 9
• ________ are positive trends in the external environment.
• A) Strengths
• B) Threats
• C) Weaknesses
• D) Opportunities
• Answer: D
Practice on chapter 9
• Casey realizes that she has a personal characteristic that suggests she
is not comfortable interacting with strangers. She interprets this as
a(n) ________ if she is to get a job as a salesperson.
• A) threat
• B) strength
• C) weakness
• D) opportunity
• Answer: C
Practice on chapter 9
• The combined external and internal analyses are called ________.
• A) competitor analysis
• B) industry analysis
• C) market analysis
• D) SWOT analysis
• Answer: D
Practice on chapter 9
• The final step in the strategic management process allows an
organization to understand the ________.
• A) effectiveness of the strategies used
• B) implementation of the strategies
• C) external environment
• D) resources and capabilities it possesses
• Answer: A
Sample essay question (chapter 9)
• Identify the six steps in the strategic management process and briefly explain what happens in each step.
Answer:
Step 1: Identify the Organization's Current Mission, Goals, and Strategies - Every organization needs a mission-a
statement of its purpose. Defining the mission forces managers to identify what it's in business to do. These
statements provide clues to what these organizations see as its purpose.
Step 2: Do an External Analysis - Managers do an external analysis so they know, for instance, what the competition is
doing, what pending legislation might affect the organization, or what the labor supply is like in locations where it
operates. In an external analysis, managers should examine the economic, demographic, political/legal, sociocultural,
technological, and global components to see the trends and changes.
Step 3: Do an Internal Analysis - This provides important information about an organization's specific resources and
capabilities. After completing an internal analysis, managers should be able to identify organizational strengths and
weaknesses.
The combined external and internal analyses are called the SWOT analysis, which is an analysis of the organization's
strengths, weaknesses, opportunities, and threats.
Step 4: Formulate Strategies - The three main types of strategies managers will formulate include corporate,
competitive, and functional.
Step 5: Implement Strategies - Once strategies are formulated, they must be implemented. No matter how effectively
an organization has planned its strategies, performance will suffer if the strategies are not implemented properly.
Step 6: Evaluate Results - The final step in the strategic management process is evaluating results .
Practice on chapter 12
• Good organization HRM strategies include treating employees as
________.
• A) a renewable resource
• B) partners
• C) costs that should be minimized
• D) replaceable with automation
• Answer: B
Practice on chapter 12
• The majority of firms do not have human resource departments.
• HRM is becoming less important as more and more jobs are
automated.
• In small firms HR activities tend to be undertaken by line managers.
Answers
• True
• False
• True
Sample essay question (chapter 12)
• Explain why human resource management (HRM) is important to organizational success.
Answer: HRM is an important task that involves having the right number of the right people in the right
place at the right time.
A major HRM challenge for managers is ensuring that their company has a high-quality workforce. Getting
and keeping competent and talented employees is critical to the success of every organization.
HRM is important for three main reasons.
First, various studies have concluded that an organization's human resources can be a significant source of
competitive advantage. The Human Capital Index, a comprehensive study of over 2,000 global firms has
concluded that people-oriented HR gives an organization an edge by creating superior shareholder value.
Second, HRM is an important part of organizational strategies. In order to achieve competitive success
through people, managers must change the way they think about their employees and also the way they
view the work relationship. Managers must stop treating people as costs to be minimized or avoided.
Rather, they should treat them as partners.
Finally, it has been found that the way organizations treat their people significantly impacts the
organizational performance. For instance, one study reported that significantly improving an organization's
HRM practices could increase its market value by as much as 30 percent.
General Tips
Good luck on your exams 