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Course Details

Managing for Competitive Advantage (Course Id 41)

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Author : Jae K. Shim, Ph.D., CPA
Status : Production
CPE Credits : 8.0
IRS Credits : 0
Price : $79.95
Passing Score : 70%
Primary Subject-Field Of Study:

Business Management & Organization - Management for Course Id 41

Description :

This course teaches you the art and science of managing and accomplishing organizational goals and improving the way organizations are managed. Management refers to the process of coordinating and integrating work activities so that they are completed efficiently and effectively with and through other people. Managers of today need to be equipped with all the tools and concepts necessary to perform managerial activities in order to be globally competitive. Topics include functions of managers, strategies, planning, decision making, organization, leadership, motivation, control, total quality management (TQM), the role of information technology (IT), international business, management information systems (MIS), and analysis of problems central to management.

Usage Rank : 0
Release : 2012
Version : 1.0
Prerequisites : Basic math.
Experience Level : Overview
Additional Contents : Complete, no additional material needed.
Additional Links :
Advance Preparation : None.
Delivery Method : Self-Study
Intended Participants : Anyone needing Continuing Professional Education (CPE).
Revision Date : 29-Oct-2012
NASBA Course Declaration : Participants must complete the final examination within one year of purchase and with a minimum passing grade of 70% or better to receive CPE credit unless otherwise noted on the Course History page (i.e. California Ethics must score 90% or better). After logging in click on the Course History links on your My Courses page for the Begin date and Expire date for the Final Exam.
Approved Audience :

NASBA Registry - 41

Keywords : Business Management & Organization, Managing, Competitive, Advantage, cpe, cpa, online course
Learning Objectives :

Chapter 1
APPROACHES TO MANAGEMENT

After studying this chapter you will be able to:
    1. Detail the concepts of management.
    2. Explain and illustrate the human behavior approach.
    3. Outline and discuss the social system approach.
    4. Illustrate and implement the systems approach.

Chapter 2
MANAGERIAL FUNCTIONS

After studying this chapter you will be able to:
    1. Differentiate among and define the five major managerial functions.
    2. Illustrate and label the functions.

Chapter 3
THE MANAGER AS A DECISION MAKER

After studying this chapter you will be able to:
    1. Explain the process involved in decision-making.
    2. Identify and evaluate decision factors.
    3. Discuss the decision making process.

Chapter 4
SETTING OBJECTIVES

After studying this chapter you will be able to:
    1. Construct a hierarchy of objectives.
    2. Formulate objectives.
    3. Explain the characteristics of effective objectives.
    4. Clarify and set managerial objectives.
    5. Illustrate management by objectives (MBO).

Chapter 5
THE WORK OF PLANNING

After studying this chapter you will be able to:
    1. Define planning.
    2. State why planning is crucial.
    3. Design and implement a formal plan.
    4. Describe how important the timing aspect of planning is.
    5. Differentiate among the types of plans.

Chapter 6
PREMISES, STRATEGIES, AND POLICIES

After studying this chapter you will be able to:
    1. Develop and prescribe a system of forecasting.
    2. Distinguish between premises and constraints.
    3. Illustrate and discuss the types of premises.
    4. Differentiate between strategic planning versus tactical planning.
    5. Explain the concept of strategy.
    6. Demonstrate and list specific strategies.
    7. State how to develop policies.
    8. Write and recommend operating procedures and rules.

Chapter 7
PUTTING PLANS INTO ACTION

After studying this chapter you will be able to:
    1. Name who does the planning.
    2. Facilitate the process of getting started.
    3. Formulate the necessary questions to be answered.
    4. Outline the key steps to take action.

Chapter 8
ORGANIZATION CONCEPTS

After studying this chapter you will be able to:
    1. Define organizing.
    2. Elaborate on and facilitate a division of labor.
    3. Identify and describe the components of organizing.
    4. List and diagram the organization structure.

Chapter 9
DEPARTMENTATION

After studying this chapter you will be able to:
    1. Discuss what departmentation involves.
    2. Differentiate among other types of departmentation.
    3. Develop and implement departmentation.
    4. List the things to consider in the departmentation process.

Chapter 10
AUTHORITY

After studying this chapter you will be able to:
    1. Define the line of authority.
    2. Determine the roles of responsibility and delegation.
    3. Explain why managers are reluctant to delegate.
    4. Differentiate between centralized versus decentralized authority.
    5. Distinguish between line versus staff authority.

Chapter 11
ORGANIZATION STRUCTURES

After studying this chapter you will be able to:
    1. Identify line organizations.
    2. Differentiate between line and staff organization.
    3. Distinguish between the concepts of line and conflict.
    4. Illustrate the concept of a matrix organization.
    5. Detail the role committees.

Chapter 12
ORGANIZATION: INFORMAL WORK GROUPS

After studying this chapter you will be able to:
    1. Explain formal versus informal work groups.
    2. State why informal work groups exist.
    3. List and define factors common to all informal work groups.
    4. Explain the need for conformity in informal work groups.
    5. Describe the role of managements relationship to informal work groups.

Chapter 13
ORGANIZATION DYNAMICS

After studying this chapter you will be able to:
    1. Define organization dynamics.
    2. Explain organizational growth.
    3. State when to implement change.
    4. Predict human reactions to change.

Chapter 14
STAFFING THE ORGANIZATION

After studying this chapter you will be able to:
    1. Explain what staffing involves.
    2. Formulate an approach to staffing.
    3. Implement a process for recruiting.
    4. Evaluate a selection process.

Chapter 15
MOTIVATION AND MODERN MANAGERS

After studying this chapter you will be able to:
    1. Define motivation.
    2. Explain the influence of the group on motivation.
    3. Illustrate Maslows need hierarchy.
    4. Explain and give examples of Herzbergs two-factor theory.
    5. Summarize what the manager can do.

Chapter 16
DIRECTING

After studying this chapter you will be able to:
    1. Define the concept of directing.
    2. Explain how to direct.
    3. Differentiate between orders and instructions.
    4. Demonstrate the role and relationship needed to direct a group.

Chapter 17
LEADERSHIP IN MANAGEMENT

After studying this chapter you will be able to:
    1. Identify who the group leader is.
    2. List and define the leaders requirements.
    3. Characterize the attitude necessary in a leader.

Chapter 18
COMMUNICATING

After studying this chapter you will be able to:
    1. Demonstrate effective communication.
    2. Elaborate on and give examples of good communication.
    3. Differentiate among different types of communication.

Chapter 19
APPRAISING AND DEVELOPING EMPLOYEES

After studying this chapter you will be able to:
    1. Discuss a system of employee appraisal.
    2. Evaluate various methods of performance appraisal.
    3. Implement a process to develop employees.
    4. Explain the process of improving the acquisition of knowledge and techniques.
    5. Facilitate the participation in job situations.

Chapter 20
CONTROLLING

After studying this chapter you will be able to:
    1. Characterize and explain the concepts associated with controlling.
    2. Measure performance.
    3. Implement an effective process for controlling.

Chapter 21
KEY AREAS FOR CONTROL

After studying this chapter you will be able to:
    1. Discuss a process for quantity control.
    2. Evaluate the outcomes of quality control.
    3. Define what time control means.
    4. Identify time robbers.
    5. Formulate and implement cost control procedures.

Chapter 22
OVERALL CONTROLS

After studying this chapter you will be able to:
    1. Develop a system of overall controls.
    2. Compute the return on investment and use the Du Pont formula.
    3. Illustrate the use of break-even analysis.
    4. Describe the overall controls.

Chapter 23
TOTAL QUALITY MANAGEMENT (TQM) AND JUST-IN-TIME (JIT)

After studying this chapter you will be able to:
    1. Define the concept of quality.
    2. Explain and give examples of Total Quality Management (TQM).
    3. Detail the costs of quality.
    4. Discuss the relationship between Activity-Based Management (ABM) and optimal quality costs.
    5. Illustrate and explain Just-In-Time (JIT).

Chapter 24
INTERNATIONAL MANAGEMENT

After studying this chapter you will be able to:
    1. Justify and discuss the need for international management.
    2. Explain the roles of politics and cultures in international management.
    3. Summarize the strategies and concepts associated with Japanese management.

Chapter 25
MANAGEMENT INFORMATION SYSTEMS AND DECISION MAKING MODELS

After studying this chapter you will be able to:
    1. Explain what a Management Information System (MIS) is.
    2. Identify the type of output provided by an MIS.
    3. Demonstrate the relationship between an MIS and its organizational levels.
    4. Determine the levels of management and the kinds of decisions each level makes.
    5. Illustrate a real life modeling system.
    6. Describe the model base.
Course Contents :

1.              Approaches to Management 

2.              Managerial Functions

3.              The Manager as a Decision Maker

4.              Setting Objectives

5.              The Work of Planning

6.              Premises, Strategies, and Policies

7.              Putting Plans into Action 

8.              Organization Concepts

9.              Departmentation

10.          Authority

11.          Organization Structures

12.          Organization: Informal Work Groups

13.          Organization Dynamics

14.          Staffing the Organization

15.          Motivation and Modern Managers

16.          Directing

17.          Leadership in Management

18.          Communicating

19.          Appraising and Developing Employees

20.          Controlling

21.          Key Areas for Control

22.          Overall Controls

23.          Total Quality Management (TQM) and Just-In-Time (JIT)

24.          International Management

25.          Management Information Systems and Decision Making Models

 

Glossary

Business Management and Organization Course 41 Home: https://www.cpethink.com/practice-management-cpa-courses
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