|Author :||Jae K. Shim, Ph.D., CPA|
|CPE Credits :||8.0|
|IRS Credits :||0|
|Passing Score :||70%|
|Primary Subject-Field Of Study:||
Business Management & Organization - Business Management & Organization for Course Id 41
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|
|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 :||
2. Explain and illustrate the human behavior approach.
3. Outline and discuss the social system approach.
4. Illustrate and implement the systems approach.
2. Illustrate and label the functions.
2. Identify and evaluate decision factors.
3. Discuss the decision making process.
2. Formulate objectives.
3. Explain the characteristics of effective objectives.
4. Clarify and set managerial objectives.
5. Illustrate management by objectives (MBO).
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.
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.
2. Facilitate the process of getting started.
3. Formulate the necessary questions to be answered.
4. Outline the key steps to take action.
2. Elaborate on and facilitate a division of labor.
3. Identify and describe the components of organizing.
4. List and diagram the organization structure.
2. Differentiate among other types of departmentation.
3. Develop and implement departmentation.
4. List the things to consider in the departmentation process.
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.
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.
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 management’s relationship to informal work groups.
2. Explain organizational growth.
3. State when to implement change.
4. Predict human reactions to change.
2. Formulate an approach to staffing.
3. Implement a process for recruiting.
4. Evaluate a selection process.
2. Explain the influence of the group on motivation.
3. Illustrate Maslow’s need hierarchy.
4. Explain and give examples of Herzberg’s two-factor theory.
5. Summarize what the manager can do.
2. Explain how to direct.
3. Differentiate between orders and instructions.
4. Demonstrate the role and relationship needed to direct a group.
2. List and define the leader’s requirements.
3. Characterize the attitude necessary in a leader.
2. Elaborate on and give examples of good communication.
3. Differentiate among different types of communication.
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.
2. Measure performance.
3. Implement an effective process for controlling.
2. Evaluate the outcomes of quality control.
3. Define what time control means.
4. Identify time robbers.
5. Formulate and implement cost control procedures.
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.
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).
2. Explain the roles of politics and cultures in international management.
3. Summarize the strategies and concepts associated with Japanese management.
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
11. Organization Structures
12. Organization: Informal Work Groups
13. Organization Dynamics
14. Staffing the Organization
15. Motivation and Modern Managers
17. Leadership in Management
19. Appraising and Developing Employees
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