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MDA 20-01-016

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1. Leading is the processes of behavior used by someone, such as manager, to motivate, inspire and influence.

2. Job satisfaction is the degree of enjoyment the people derive from performing their jobs.

3. Classical Theory is a theory holding that the workers are motivated solely by money. As an example, if the workers are motivated by money, please pay them immediately. Hence, they will produce more.

4. Early Behavior Theory is a tendency for productivity to increase when workers believe they are receiving special attention from management.

5.- Theory X by  McGregor are theories of motivation holding that people naturally irresponsible and uncooperative.
-  Theory Y is a theory of motivation holding that people
naturally energetic, responsible, growth oriented and self-motivated.
- Two Factors Theory are theory of motivation that job satisfaction
depends on two types of factors which are Hygiene Factor and Motivation Factor.

6. Expectancy Theory is a theory of motivation holding that people are motivated to work toward rewards that they want and believe they have reasonable chance of obtaining. While Equity Theory is a theory that focuses on social comparisons. For an example, people evaluating their treatment by the organization relatives to the treatment of others.

7) Three leadership:

i. Autocratic Style - managers generally issue orders and expect them to be obeyed   without question.
ii. Democratic Style - managers generally ask for input from subordinates but retain final decision-making power.
iii. Free-rein Style - managers typically serve as advisers to subordinates who are allowed to make decisions.
- Management style - most managers do not clearly conform to any one style, but these three major types of styles involve very different kinds of responses to human relations problems.

8) Human resources management - development and administration of programs to enhance the quality and performance of a company’s workforce.

9) Planning for human resources: manager draw up Job Specifications: descriptions the skills, education and experience required by a job.

10) External Staffing is involves recruiting people outside the organisation to apply for jobs.
Internal Staffing is considering present employees as candidates for openings.

11. Explain the following terms:
i. On-the-job training: it can be in
informal way while employee is at work.
ii. Off-the-job training: conducted in a
controlled environment away from the work site to allow focus without
interruptions.
iii. Vestibule training: off the job
training conducted in a stimulated environment to make the off training more
realistic. for example, MAS train flight attendants through vestibule training.

12. Performance
appraisal is evaluation, often in writing of an employee's job performance to
show precisely how well they are doing their jobs.

13. Compensation-total package of rewards offered by a company to employees
in return for their labor.
-Wages: compensation in the form of money paid
for the time worked.

-Salary: compensation in the form of the money paid for discharging the responsibilities of a job.
Benefit program:

-Benefit: compensation other than
salaries and wages offered by a firm to its workers.
-Retirement plan: most
company sponsored retirement are set up to pay pensions to workers when they
retired.
-Containing the
costs of benefit: benefit plans that establishes dollar amount of benefits per
employee and allows employees to choose variety of alternative benefits.

14 Controlling
process:
i. Establishing Standard performance-
An organization
must have a standard for example mc Donald set a standard which one customer
should wait more than 10 minutes to be served.
ii. Measuring Current performance:
A manager should look at the current performance by his employees. eg, the supervisor at mc Donald might be required to examine the customer's waiting time so that the manager
will know whether the customer satisfied with the waiting time.
iii. Determining whether performance matches the standard
Compare the actual performance with the standard set.

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1) Leading is the processes and behaviour used by someone such as manager to motivate, inspire and influence.
2) Job satisfaction is the degree of enjoyment the people derive from performing their jobs.
3) Classical theory - theory holding that the workers are motivated solely by money.
4) Early behaviour theory - tendency for productivity to increase when workers believe they are receiving special attention from management.

5) Theory  X - theories of motivation holding that people naturally irresponsible and uncooperative. Therefore ne either punished or rewarded to be made productive.
Theory Y - theory of motivation holding that people are naturally energetic, responsible, growth oriented, self motivated and interested in being productive.
Maslow’s Hierarchy - theory of motivation describing five levels of human needs and arguing the basic needs must be fulfilled before people work to satisfy higher level needs.
Two Factors Theory :

Hygiene factor : such as working conditions

Motivation factor : such as recognition for a job well done.

6) Expentancy theory - theory of motivation holding that people are motivated to work toward reward that they want and they believe they have a reasonable chance of obtaining.
Equity Theory - focuses on social comparisons- people evaluating their treatment by the organisation relatives to the treatment of others.
7)  Three leadership :

i. Autocratic Style - managers generally issue orders and expect them to be obeyed without question.
ii. Democratic Style - managers generally ask for input from subordinates but retain final decision making power.
iii. Free-rein Style - managers typically serve as advisers to subordinates who are allowed to make decisions.
Management style - most managers do not clearly conform to any one style, but these three major types of styles involve very different kinds of responses to human relations problems.
8) Human recourses management - development and administration of programs to enhance the quality and performance of a company’s workforce.
9) Planning for human resources - manager draw up Job Specifications : descriptions the skills, education and experience required by a job.
10) External Staffing - involves recruiting people outside the organisation to apply for jobs.
Internal Staffing - considering present employees as candidates for openings.

# data[].attributes.body
1) Leading is the processes of behavior used by someone, such as manager, to motivate, inspire and influence.

2) Job satisfaction is the degree of enjoyment the people derive from performing their jobs.

3) Classical Theory is a theory holding that the workers are motivated solely by money. As an example, if the workers are motivated by money, please pay them immediately. Hence they will produce more.

4) Early Behavior Theory is a tendency for productivity to increase when workers believe they are receiving special attention from management.

5) - Theory X by  McGregor are theories of motivation holding that people naturally irresponsible and uncooperative.
-  Besides, Theory Y is a theory of motivation holding that people naturally energetic, responsible, growth oriented and self motivated.
- Two Factors Theory are theory of motivation that job satisfaction depends on two types of factors which are Hygiene Factor and Motivation Factor.

6) Expectancy Theory is a theory of motivation holding that people are motivated to work toward rewards that they want and believe they have reasonable chance of obtaining. While Equity Theory is a theory that focuses on social comparisons. For an example, people evaluating their treatment by the organization relatives to the treatment of others.

7) - Autocratic Style: Managerial style in which managers generally issue orders and expect them to be obeyed without question.
- Democratic Style: Manager generally ask for input from subordinates but retain final decision making power.
- Free Rein Style: Managers typically serve as advisers to subordinates who are allowed to make decisions.

8) Human Resources Management is a development and administration of programs to enhance the quality and performance of company's workforce.

9) Planning for Human Resource explains that job analysis is the basis for human resource. Job analysis is an outline of the objective, task and responsibilities of the job.

10) External Staffing involves recruiting people outside the organization to apply jobs using company website, holding campus interviews etc. While Internal Staffing or Promotion is considering present employees as candidates for openings. It helps to build our morale and keep high quality employees from leaving.

11) (i) On-the-job training is a training that sometimes informal, conducted while employees at work.
(i) Off-the-job training is a training conducted in a controlled environment away from the work site.
(ii) Vestibule Training is an off the job training conducted in a simulated environment like fire training.

12) Performance Appraisal is an evaluation. Usually in writing of an employee's job performance.

13) Types of Compensation
(a) Wages is a compensation in the form of money paid for time worked.
(b) Salary as a compensation in the form of money paid for discharging the                responsibilities of the job.

Types of Benefits Program
(a) Benefit is a compensation other than wages and salaries offered by a firm to its workers.
(b) Retirement Plans are set up to pay pensions to workers when they retire.
(c) Containing Costs of Benefits is a plan that establishes amount of benefits per employee and allows employees to choose from a variety of alternative benefits.

14) - Establishing Standard Performance is a common standard like McDonald when one customer should wait for more than 10 minutes to be served.

- Measuring Current Performance is  managers should look at the current performance by their employees.

- Determining Weather Performance Matches The Standards is comparing the actual performance of the employees with the standard set. For an example, supervisors asked to observe the waiting time of the customer against set time.

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1. Leading is the processes and behaviour used by someone, to motivate, inspire and influence

2. Job satisfaction is the degree of enjoyment the people derive from performing their job

3. Classical Theory is theory holding that the workers are motivated solely by money. This theory was proposed by an engineer name Frederick Taylor. If workers are motivated by money, then paying them promptly, thus they will produce more output.

4. Early behaviour theory can be define as tendency for productivity to increase when workers believe they are receiving special attention from management. The theory was proposed by Hawthorne Effect. Research conclude that productivity rose when employees believed that they were receiving special attention from the manager.

5. - Human resources Model : Theory X & Y

Theory X - Theory of motivation holding that people naturally irresponsible and uncooperative. Therefore be either punished or rewarded to be made productive. Theory Y - Theory of motivation holding that people are naturally energetic, responsible, growth oriented, self-motivated and interested in being productive.

- Maslow’s Hierarchy

Maslow’s Hierarchy is theory of motivation describing five levels of human needs and arguing the basic needs must be fulfilled before people work to satisfy higher level needs. This theory was proposed by Abraham Maslow and he recognizes that because different people have different needs, they are motivated by different things.

- Two Factors Theory

Two factors theory is theory of motivation holding that job satisfaction depends on two types of factors, hygiene and motivation.

a) Hygiene Theory - Likely to produce feelings that lie on a continuum from dissatisfaction to no dissatisfaction. The example such as working conditions. This theory affect motivation and satisfaction if they are absent or fail to meet expectations.
b) Motivation Theory - Motivation factors are directly related to the work that employees actually perform, whereas hygiene factors refer to the environment in which they perform it. The example such as recognition for a job well done.

6. a) Expectancy Theory - Theory of motivation holding that people are motivated to work toward rewards that they want and they believe they have a reasonable chance of obtaining.
b) Equity Theory - Focuses on social comparisons, people evaluating their treatment by the organization relatives to the treatment of others.

7. a) Autocratic style

Manager generally issue orders and expect them to be obeyed. The example is the military commander prefers and needs the autocratic style on the battlefield.

b) Democratic style

Manager generally ask for input from subordinates but retain final decision making power.

c) Free-rein style

Manager typically serve as advisers to subordinates who are allowed to make decision. The example is the chairperson as a volunteer committee to raise fund may find a free-rein style most effective.

8. Human resource management is development and administration of programs to enhance the quality and performance of a company’s workforce. Human resource manager responsible for hiring, training, evaluating and compensating employees.

9. Planning for human resources is the basis of human resources is job analysis. Job analysis is evaluation of the duties and qualities required by a job. From the job analysis, manager develop job description and draws up job specification.

10. a) External staffing

Involves recruiting people outside the organization to apply for jobs. Firms may hire outsiders to fill position, accommodate growth and attract fresh ideas. Steps of hiring new workers are starting from recruitment. Successful recruiting focuses on the basis qualification such as Financial analyst has degree in Finance. Secondly, selection. Each organization develop its own mix of selection techniques and may use them in any other. Typical selection process are application on resume, screening interview and ability and aptitude test.

b) Internal staffing

Considering present employees as candidates for opening. Some firm prefer to promote or transfer existing employees to fill opening. For higher level of position, a skill inventory system may be used to identify internal candidates or managers may be asked to recommend individuals to be considered. There are two form of promotion. Firstly, in closed promotion system which workers are considered for promotion. Secondly, in open system which employees apply, test and interview for available job.

11. a) On-the-job training - Training sometimes informal, conducted while employees is at work.

b) Off -the-job training - Training conducted in a controlled environment away from the work site. This approach offers a controlled environment and allows focused study without interruptions.

c) Vestibule training. - Off the job training conducted in a simulated environment. It is to make the off job more realistic.

12. Performance appraisal is evaluation, often in writing of an employee’s job performance.

13. Types of compensation
a) Wages - Compensation in the form of money paid for time worked. Example is workers are paid by the hour receive wages.
b) Salary -  Compensation in form of the money paid for discharging the responsibilities of a job. Salaries are usually expresses as an amount paid per year.
Types of benefit program
a) Benefit - Compensation other than wages and salaries offered by a firm to its worker. Comprise a large percentage of most compensation budget.
b) Retirement plan - Company sponsored retirement plans are set up to pay pensions to worker when they retire.
c) Containing the cost of benefits - Companies are experimenting with cost cutting plans under which they can still attract and retain valuable employees.

14. a) Establishing standard performance - Must have standard. For example Mc Donald set one customer should wait for more than 10 min to be served.
b) Measuring current performance - Example is manager examine the customer time waiting

c) Determining whether performance matches the standard - Compare the actual performance of the employees with the standard set. Observe the waiting time of the customer against set time.

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1)Define leading
-The processes and behavior uses by someone           such as a manager and inspire.
2).Job satistaction is the degree of the enjoyment  the people derive from performing their jobs
3).Classical Theory is motivated workers by money and paying them promptly.
4).Early behavior theory is tendecy for productivity to increase if employees believe they are receiving special attention from manager.

# data[].attributes.body
1). Leading is the process and behaviour used by someone, such as a manager, to motivate, inspire and influence.

2). Job satisfaction is the degree of enjoyment the people derive from performing their jobs.

3). Classical Theory is theory holding that the workers are motivated solely by money.

4). Early behaviour theory is tendency for productivity to increase when workers believe they are receiving special attention from management.

5). -Theory X : Theories of motivation holding that people naturally irresponsible and uncooperative. Therefore be either punished or rewarded to be made productive.
-Theory Y : Theory of motivation holding that people are made naturally energetic, responsible, growth oriented, self motivated and interested in being productive.
-Maslow's Hierarchy : Theory of motivation describing five levels of human needs and arguing the basic needs must be fulfilled before people work to satisfy higher level needs.
-Two Factors Theory : Studying group of accountants and engineers, psychologist Frederick Herzberg concluded that job satisfaction and dissatisfaction depend on two factors it is Hygiene Factors and Motivation Factors.

6).- Expectancy Theory is people are motivated to work toward rewards that they  want and they believe they have a reasonable chance of obtaining.
- Equity Theory is focus on social comparisons,  people evaluating their treatment by the organization relatives to the treatment of others.

7). Three Leadership and Management Style :
i) Autocratic Style is managerial style in which managers generally issue orders and expect them to be obeyed without questions.
ii) Democratic Style is managerial style in which managers generally ask for input from subordinates but retain final decision making power.
iii) Free-rein Style is managerial in which managers typically serve as advisers to subordinates who are allowed to make decisions.

8). Human resources management is development and administration of programs to enhance the quality and performance of a company's workforce.

9). Planning for Human Resource :

Job Analysis is evaluation of the duties and qualities required by a job.

Job Description is outline of the objective, task and responsibilities of the job.

Job Specifications is descriptions the skills, education and experience required by a job.

10).- External Staffing is involves recruiting people outside the organization to apply for jobs. For a new firm requires to hire people from outside of the company.
- Internal Staffing (promotion) is considering present employees as candidates for opening some firms prefer to promote or transfer existing employees to fill opening.

11). 1. On-the-job training is sometimes informal, conducted while employees is at work
2. Off-the-job training is training conducted in a controlled environment away from the work site.
3. Vestibule training is off the job training conducted in a simulated environment. To make the off job training more realistic.

12). Performance Appraisal is evaluation, often in writing of an employees job performance. To show workers precisely how well they are doing their jobs.

13). -Compensation System is total package of reward offered by a company to employees in return for their labor.
-Wages is compensation in the form of money paid for time worked for example workers are paid by the hour receive wages.
-Salary is compensation in the form of the money paid for discharging the responsibilities of a job.
-Benefits Program:

Benefit is compensation other than wages and salaries offered by a firm to its workers.

Retirement Plans is most company sponsored retirement plans are set up to pay pensions to workers when they retire.

Containing the Costs of Benefits is benefits plan that establishes dollar amount of benefits per employee and allows employees to choose from a variety of alternative benefits.

14). i) Establishing Standards Performance it is must have a standard for example Mc Donald is set standard one customer should wait for more than 10 minutes to be served.
ii) Measuring Current Performance is a manager should look at the current performance by his or her employees.
iii) Determining whether performance matches the standards is compare the actual performance of the employees with the standard set.

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TUTORIAL FOR LEADING AND CONTROLLING

1. Leading is the use of influence to motivate employees to achieve organizational goals
2. Job satisfaction is the degree of enjoyment the people derive from performing their jobs.
3. theory holding that the workers are motivated solely by money.if the employer pay them promptly,they will will produce more.
4. Tendency for productivity to increase when workers believe they are receiving special attention from management.So the manager should pay more attention to the employees so that the employees will have more motivation to produce more.

5. Theory X: people are naturally irresponsible and uncooperative.The employees need to be punished or rewarded to make them productive.
Theory Y: people naturally responsible,energetic.they have more self motivation and interested in being productive.

6. Expectancy Theory: People are motivated toward rewards they want and they believe they have reasonable chance of obtaining it.
Equity Theory : Focus on social comparison, people evaluating treatment by the organization relatives to the treatment of others.When they compare their work with others,they will ask either their work is greater than or less than or equal.

7. Autocratic style : manager issues orders and expect the subordinates to obey without questions.this style allows rapid decision making.
Democratic Style:  Managers will ask opinion and inputs from the subordinates but manager will keep the power of decision making.
Free Rein Style: Managers act as adviser  to subordinates and allow them to make decision.
8. Human Resource Management is development and administration of programs to enhance the quality and performance of a company's workforce.
9. Job Analysis: Evaluation of duties and qualities require by a job .
Job Description: Outline of the objective,task and responsibilities of the job.
Job Specification: description of the skill,education and experience required by the job.
10. Further discuss the external staffing and internal staffing.
External staffing :Recruiting people outside the organization to apply the jobs by posting jobs on the company website,holding campus interview,using employment agencies,advertising in print publications,hiring walk-in
Internal Staffing : Considering present employees as candidates for opening. Some firms prefer to promote or transfer existing employees to fill opening.

11. Explain the following terms:
i. On-the-job training- it can be in informal way while employee is at work.
ii. Off -the-job training- conducted in a controlled environment away from the work site to allow focus without interruptions.
iii. Vestibule training- off the job training conducted in a stimulated environment to make the off training more realistic. for example, MAS train flight attendants through vestibule training.

12. Performance appraisal is evaluation,often in writing of an employee's job performance to show precisely how well they are doing their jobs.
13. Compensation-total package of rewards offered by a company to employees in return for their labor.
*wages: compensation in the form of money paid for the time worked.
Benefit program-compensation other than salaries and wages offered by a firm to its workers.
* retirement plan-most company sponsored retirement are set up to pay pensions to workers when they retired.
*Containing the costs of benefit- benefit plans that establishes dollar amount of benefits per employee and allows employees to choose variety of alternative benefits.

14.i) Establishing Standard performance-
an organization must have a standard fro example mc donald set a standard which one customer should wait more than 10 minutes to be served.
ii) Measuring Current performance
A manager should look at the current performance by his employees. eg, the supervisor at mc donald might be required to examine the customer's waiting time so that the manager will know whether the customer satisfied with the waiting time.
iii) Determining whether performance matches the standard
compare the actual performance with the standard set.
-Supervisor is asked to observe the waiting time of the customer against set time.

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1.Leading is prompting the member of the organization to work together with the interest of the organization!
2.Job satisfaction is the degree of enjoyment the people derive from performing their jobs.
3.Classical Theory is theory holding that the workers are motivated solely by money.
4.Early behavior theory is tendency for productivity to increase when workers believe they are receiving special attention from management.
5.Theory x : People naturally irresponsible and uncooperative.Therefore be either punished or rewarded to be made productive.
Theory y : People are naturally energetic, responsible, growth, oriented, self motivated and interested in being productive.
Maslow's Hierarchy : theory of motivation describing five level of human needs arguing the basic needs must be fulfilled before people work to satisfy higher level needs
Two factors theory : Job satisfaction depends on two types of factors, hygiene and motivation.
6.Expectancy theory : People are motivated to work toward rewards that they want and they want believe they have a reasonable chance of obtaining.
Equity theory : People evaluating their treatment by the organization relatives to the treatment of others
7.Autocratic Style :managerial style in which managers generally issue orders and expect them to be obeyed without questions.
Democratic Style : Managerial style in which managers generally ask for input from subordinates but retain final decision making power.
Free-rein Style : managerial in which managers typically serve as advisers to subordinates who are allowed to make decision.
8. Human resources management is development and administration of programs to enhance the quality and performance of a company's workforce.
9. Planning for human resources is the basic for human resource is job analysis.
10. External Staffing : Involves recruiting people outside the organization to apply for jobs.
Internal Staffing : considering present employees as candidates for openings.

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 hafizahmdzan                                                                                                          

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 hafizahmdzan                                                                                                          

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1) Leading is the processes and behavior used by someone, such as a manager, to motivate, inspire, and influence.
2) Job satisfaction is the degree of enjoyment the people derive from performing their jobs.
3) Classical Theory is theory holding that the workers are motivated solely by money.
4) Early behavior theory is tendency for productivity to increase when workers believe they are receiving special attention from management.

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O1. The processes and behavior used by someone, such as a manager, to motivate employees.

2. Job satisfaction is the degree of enjoyment the people derive from performing their jobs.

3. Theory holding that the workers are motivated solely by money.

4.  Tendency for productivity to increase when workers believe they are receiving special attention from management.

5. i. Theory X: theories of motivation holding that people naturally irresponsible and uncooperative. Therefore be either punished or rewarded to be made productive.
Theory Y: theory of motivation holding that people are naturally energetic, responsible, growth oriented, self motivated and interested in being productive.
ii. Maslow's Hierarchy is theory of motivation describing five levels of human needs and arguing the basic needs must be fulfilled before people work to satisfy higher level needs.
iii. Two factors theory, after studying a group of accountant  and engineers, psychologist Frederick Herzberg concluded that job satisfaction and dissatisfaction depend on two factors: of factors, hygiene and motivation.

6. i.  Expectancy is theory of motivation holding that people are motivated to work toward reward that they want and they believe they have a reasonable chance of obtaining.
ii. Equity theory is focuses on social comparison - people evaluating their treatment by the organization relatives to the treatment of others.

7. i. Autocratic style: managerial style in which managers generally issue orders and expect them to be obeyed without questions.
ii. Democratic style: managerial style in which managers generally ask for input from subordinates but retain final decision making power.
iii. Free-rein style: managerial in which managers typically serve as adviser to subordinates who are allowed to make decisions.

8. Human resources management is development and administration of programs enhance the quality and performance of a company's workforce.

9. Planning for human resource is job analysis, evaluation of the duties and qualities required by a job. From the job analysis manager develop a job description, outline of the objective.

10. i. External staffing is involved recruiting people outside the organization to apply for jobs and for a new firm requires to hire people from outside of the company.
ii. Internal staffing is considering present employees as candidates for openings, some firms prefer to promote or transfer existing employee  to fill the opening.

11.  i. On-the-job training is training sometimes informal, conducted while employees is at work.
ii. Off-the-job training is training conducted in a controlled environment away from the work site.
iii. Vestibule training is of the job conducted in a simulated environment. To make the off job training more realistic.

12. Performance appraisal is evaluation, often in writing of an employee's job performance.

13. i. Wages is compensation in the form of money paid for time worked.
ii. Benefit is compensation other than wages and salaries offered by a firm to its workers.
iii. Retirement plans is most company-sponsored retirement plans are set up to pay pensions to workers when they retire.
iv. Containing the cost of benefits is plan that establishes dollar amount of benefits per employee and allow to choose from a variety of alternative benefits.

14. i. Establishing standards performance is must have standard e.g Mc Donald- set standard one customer should wait for more than 10 minutes to be served.
ii. Measuring current performance is a manager should look at the current performance by his/her employees.
iii. Determining whether performance matches the standard is compare the actual performance of the employees with the standard set.

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TUTORIAL FOR LEADING AND CONTROLLING

1. Define leading.
2. What is job satisfaction.
3. Explain Classical theory of motivation.
4. Discuss the early behaviour theory.
5. Describe theory X & Y, Maslow Hierarchy and Two-factor theory in details.
6. Indicate in details both Expectancy theory and Equity Theory.
7. List and explain three leadership and management styles.
8. What is human resource management.
9. Describe planning for human resources.
10. Further discuss the external staffing and internal staffing.

11. Explain the following terms:
i. On-the-job training
ii. Off -the-job training
iii. Vestibule training.

12. What is performance appraisal.
13. List and discuss the types of compensation and benefits.
14. With an aids of diagram, describe and explain the controlling process starting from establishing standard, measuring current performance and determining whether performance matches the standards.

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Human Resources planning

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Human Resource Management: Human Resource Planning

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Controlling - the fourth function of management

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Controlling as a Function of Management   Free Principles of Management Video

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Leading, the third function of management.

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Leading as a function of management. By Gaurav Kr.

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Function of Management (Organizing)

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The first function of Management (Planning)

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Functions of Management

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11. Define organizing
- Management process of determining how best to arrange an organization's            resources and activities into a coherent structure.

12. Explain Specialization and Departmentalization
- Specialization is the process of identifying the specifics jobs that need to be           done and designating the people who will perform them.
- Departmentalization is the process of grouping jobs into logical units.

13.  Types of departmentalization
- Customer = according to types of customers likely to buy a given product .
- Product    = according to specific products being created.
- Process   = according to production processes used to create a good or
service.
- Geographic = according to areas served by a business.
-Functional   = according to group's function or activities for service and
manufacturing companies.

( MDA 20-01-016 )

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The Hierarchy of Plans
- The first stage is Strategic Plans, it's reflect decisions about recourse allocations and company priorities. Usually take 5 to 10 years to complete this strategy.

- The second stage is Tactical Plans, it is all about shorter-range plans for implementing specific aspects of the company's strategic plans. Often invlove with upper and middle management.

- The last stage is Operational Plans, which are developed by mid and lower level managers, set short term targets for daily, weekly or monthly performance.

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15) Discuss centralization and decentralization
CENTRALIZATION
-most decision making authorities, is held by upper level managers. For example most lower level decision must be approved by upper management.
DECENTRALIZATION
-much decision-making authority is delegated to managers at all levels in the hierarchy below the top.
For example: - when the company gets larger, more decision must be made, thus the company tends to adopt decentralized organization.
- so the company can be responsive to its environment.

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1) Management process of determining what an organization  needs to do and how best to get it done.

2) - setting business goals

- develop comprehensive strategy

- design tactical and operational plans

3) a) provides direction and guidance for managers at all levels

b) helps firm to allocate resources

c) helps to define corporate culture

d) helps managers to assess performance

4)  Mission is how they will achieve their purposes in the environment in which they conduct their businesses

5) a) Long-term goals
b) intermediate goals
c) short-term goals

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11) Define Organizing
Management process of determining how best to arrange an organization's resources and activities into a coherent structure.

12) Explanation about specialization and departmentalization
*Specialization
Define - the process of identifying the specifics jobs that need to be done and designating the people who will perform them
Advantages - When the jobs are specialized, each worker can develop real expertise and can better coordinate their work with that done by others.

*Departmentalization
Define - Process of grouping jobs into logical units
Advantages - Departmentalized companies benefit from the division of actives. Control and coordination are narrowed and made easier, and top managers can see more easily how various units are performing.

Type of departmentalization
i.   Customer Departmentalization
ii.  Product Departmentalization
iii. Process Departmentalization
iv. Geographic Departmentalization
v.  Functional Departmentalization

Nur Afifah Nabilah Binti Saipul Kamal
MDA 20-01-019

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EXPLAIN THE DELEGATION PROCESS.
- Delegation is the process through which a manager allocates work to subordinates. :- Assignment of a task, responsibility, or authority by a manager to a subordinate.
The process involves:-
1. Assigning responsibility - the duty to perform an assigned task
2.Granting authority - the power to make the decisions necessary to complete    the      task
3,Creating accountability - the obligation employee have for the successful completion of the task.

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1.Planning is management process of determining what an organization needs to do and how best to get it done.
2.-setting business goals
-develop comprehensive strategy for achieving those goals
-design tactical and operational plans for implementing the strategy
3.-provides direction and guidance for managers at all levels
-helps firm to allocate resources
-helps to define corporate culture
-helps managers to assess performance
7.Strategic goals is long term goals derived directly from a firm's mission statement.

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11) Define Organizing
Management process of determining how best to arrange an organization's resources and activities into a coherent structure.

MDA 20-01-009

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1. Planning is management process of determining what an organization needs to do and how best to get it done.

2. Components of Planning:
- Setting business goal
- Design tactical and operational plans for implementing the strategy
- Develop comprehensive strategy for achieving those goals

3. Purpose of goal setting:
- Provide direction and guidance for manager at all levels.
- Helps firm to allocate resources
- Helps to define corporate culture
- Helps manager to assess performance

4. Mission is statements of how they will achieve their purposes in the
environment in which they conduct their business.

5. Kinds of goals:
- Long-term goals
- Intermediate goals
- Short-term goals

6. Comprehensive strategy:
1. Corporate strategy: The purpose is to determine what business a company               will own and operate. The company may decide to grow or investment or to             retrench by reducing them or stability.
2. Business strategy: When a corporation owns and operates multiple business,
it must develop strategies for each one. Strategy take place at the level of
business unit or product line and focuses on improving the company's
competitive position.
3. Functional strategy: Manager in specific areas such as marketing,finance and
operations decide how best to achieve goals by performing their functional
activities most effectively.

7. Strategic goals is long-term goals derived directly from a firm's mission
statement.

8. SWOT is process involves assessing organizational Strength and Weaknesses
and environment Opportunities and Threats.
1. Environment Analysis : Process of scanning the business environment for
threats and opportunities.
- Threats : the negative external factors which limits the firms opportunity.
- Opportunities : area in which the firm can potentially expend, grow or
take advantage of existing strengths.
2. Organizational Analysis : Process of analyzing a firm's strengths and
weakness.
- Strength : internal resources that are available or thing that an organization
does well.
- Weaknesses : resources that an organization lacks or activities that it does
not do well or not posses.

9.  Matching the organization and its environment: The final step strategy
formulation is matching environmental threats and opportunities against
corporate strengths and weaknesses. The matching process is the heart of
strategy formulation.

10. Hierarchy of plans -
1. Strategic plans: strategic plans reflect decision about resource allocations,
company priorities, and the step needed to meet strategic goals.
2. Tactical plans: tactical plans are shorter-range plans for implementing
specific aspects of the company's strategic plans.
3. Operational plans: operational plans which are developed by mid and lower
level managers, set short term targets for daily, weekly, or monthly
performance.

11. Organizing is management process of determining how best to arrange an
organization's resources and activities into a coherent structure.

12. Explain specialization and departmentalization:
- Specialization is the process of identifying the specifics jobs that need
to be done and designating the people who will perform them.
- Departmentalization is process of grouping jobs into logical units.

13. Type of departmentalization:
- Customer departmentalization
- Product departmentalization
- Process departmentalization
- Geographic departmentalization
- Functional departmentalization

14. Discuss the following;
1. Functional organization is form of business organization in which authority
is determined by the relationships between group function and activities.
2. Divisional organization is organization structure in which corporate division
operate as autonomous business under the large corporate umbrella.
3. Matrix organization is organizational structure in which teams are formed
and team members report to two or more managers.
4. International organization structure is approaches to organizational
structure developed in response to the need to manufacture, purchase and
sell in global markets.
5. Organizational design for 20th century
- Boundaryless organization is traditional boundaries and structure are
minimized or eliminated together.
- Team organization is project-type teams, with little or no underlying
functional hierarchy.
- Virtual organization is has no or little formal structure
- Learning organization is integrate continuous improvement with
continuous employees learning and developments.
6. Informal organization
- Informal organization is network, unrelated to the firm's formal authority
or structure, of everyday social interaction among company employees.
- Informal group is groups of people who decide to interact among
themselves.
- Organizational grapevine is an informal communication network that can
run through an entire organization.
- Interpenetrating is process of creating and maintaining the innovation
and flexibility of a small-business environment within the confines of a
large organization.

15. Discuss centralization and decentralization:
- Centralization organization is most decision making authority is held by
upper level manager. Most lower level decision must be approved by upper
management before they can be implemented
- Decentralization organization is much decision-making authority is
delegated to levels of management at various point below the top.

16. Delegation process is the process through which a manager allocates work to
subordinates.Assignment of a task, responsibility, or authority by a manager to
a subordinate.

17. Span of control is number of people supervised by one manager. It divide by
two categories which is wide span of control and narrow span of control.

~ Nur Syahannani ~
~ MDA20-01-020 ~

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Three kinds of goals: (zikril)MDA 20-01-003

LONG-TERM GOALS
-Goal set for extended periods of time for 5 years or more.
SHORT-TERM GOALS
-Goals set for the very near future,typically less then 1 year.

INTERMEDITE GOALS
-Goals set for period of 1 to 5 years into the future

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What is the mission(zikril)MDA 20-01-003

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What is the mission(zikril)MDA 20-01-003

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Statement of how they will achieve their goal in the environment in which they running their firm.

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1)Planning is a management process of determining what an organization need to do and how best to get it done
2)Components of planning
-managers determine firm's goal
-develop a comprehensive strategy to achieve goals
-design tactical and operational plans to implement strategy
3)4 purpose of goals setting
-provides direction and guidance to managers at all levels
- helps firms allocate resources
-helps define corporate culture
-helps managers assess performance
4)Mission is statements on how company achieve their purposes in the enviroment in which they conduct the businesses.
5)Three kind of goals
-long-term goals
-intermediate goals
-short-term goals

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13. types of departmentalization
i. Customer Departmentalization
-according to types of customers likely to buy a given product
for example retail store divide each department to specified customers such as men's department and women's department to make shopping easier.

ii. Product Department
-according to specified product being created
manufacturers and service providers often option for product departmentalization.

iii. Process departmentalization
-according to production processes used to create a good or services.
for example , automobile manufacturing has divided the department to assemble, painting,tires installation,quality check and test drive.

iv. Geographic  department
-according to areas served by business
some firms divided according to the areas of the country or the world that they serve.

v. Functional department
-according to the group function or activities for service and manufacturing companies
for example in a company usually has department of production,marketing,human resources,accounting and finance.

by: atirah janudin

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1.  long term goals - goals set for extended periods of time typically 5 years or more.
eg : kodak, wants to increase its share of the 35 mm film market by 10% during the next 8 years.
2.  intermediate goals - goals set for a period of 1 to 5 years into the future.
eg : marketing department’s goal, to increase sales by 3% in 2 years.
3.  short term goals - goals set for the very near future, typically less than 1 year.
eg : sales unit in marketing department, increasing sales by 2% this year.
ariqa zalila zakree 💖🖤
MDA 20-01-006

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1. Planning is management process of determining what an organization need to do and how best to get it done.
2.component of business
-setting business goals.
-develop comprehensive strategy for achieving those goals.
-design tactical and operational plans implementing the strategy.
3.Four purpose of goal setting
-provides direction and guidance for managers at all levels.
-helps firm to allocate resources
-helps to define corporate culture
-helps managers to assess performance
4.  Mission is how they will achieve their purposes in the environment in which they conduct their business.
5.  3 kinds of goals
i) Long-term goals
- goals set for extended periods of time typically 5 years or more.
ii) Intermediate goals
- set for a period of 1 to 5 years into the future.
iii) Short-term goals
- goals set for the very near future, typically less than 1 year.
6. Comprehensive strategy consists of corporate, business and functional strategy.
- Corporate strategy : the purpose is to determine what business or a company will own and operate.
- Business strategy : corporation owns and operates multiple business and must develop strategies for each one.
- Functional strategy : managers such as marketing, finance and operations decide how best to achieve corporate goals by performing their functional activities most effectively.

# data[].attributes.body
1.management process of determining what an organization's needs to do and how best to get it done.
2.i. setting business goal
ii. Develop comprehensive strategy for achieving those goals.
iii. Design tactical and operational plans for implementing the strategy.
3.i. Provides direction and guidance for managers at all levels is if managers know precisely where the company is headed.
ii.  Helps firm to allocate resources is areas that are expected to grow will get the first priority.
iii. Help defines corporate culture is the result is a competitive environment.
iv. Help managers to assess performance if managers can achieve target sales more than that they can be rewarded.
4. Mission is statement of how they will achieve their purposes in the environment I which they conduct their businesses.
5.i. Long-term goals set for extended periods of time typically 5 years or more.
ii. Intermediates goals set for period of 1 to 5 years into future.
iii. Short-term goals set for the very near future,typically less than 1 year.
6.i. corporate strategy is the purpose is to determine what business a company will own and operate.
ii. Business strategy is when a corporation owns and operates multiple businesses, it must develop strategies for each one.
iii. Functional strategy is managers in specific areas such as finance decide how best to achieve corporate goals
7. Strategy goals is  long - term goals derived directly from firm's mission statement. It provides a clear direction.

# data[].attributes.body
1. PLANNING is management process of determining what an organisation need to do and how best to get it done.
2. COMPONENTS OF PLANNING: -setting business goals
-develop comprehensive strategy for achieving                                                                   those goals
-design tactical and operational plans for                                                                           implementing the strategy
3. i. Provides direction and guidance for managers at all levels. if managers know precisely where the company is headed, there is less potential for error in the different units of the company.
ii. helps firm to allocate resources. Areas that are expected to grow will get the first priority. the company allocates more resources to new projects with large sales potential than it allocates to mature products with established but stagnant sales potential.
iii. helps to define corporate culture. For example, General electric's goal is to push each of its divisions to first or second in its industry. The result is a competitive environment and a culture that rewards success and has little tolerance for failure.
iv. helps managers to assess performance. If a unit sets a goal of increasing sales by 10%, managers in that unit who attain or exceed the goal can be rewarded.
4. MISSION is statement of how they will achieve their purpose in the environment in which they conduct their businesses.
5. i. Long-term goal - is goals set for extended periods of time typically 5 years or more. For example, a long-term goal of increasing its share of the 35mm film market by 10% during the next 8 years.
ii. Intermediate goal - is goals set for a period of 1 to 5 years into the future. For example, Marketing department's goal is to increase sales by 3% in 2 years.

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1.  provides direction and guidance for managers at all levels.
2.  helps firm to allocate resources.
3.  helps to define corporate culture.
4.  helps managers to assess performance.
by ariqa zalila <3
MDA 20-01-006

# data[].attributes.body
1. Planning is management process of determining what an organization needs to do and how best to get it done.

2. Components of planning:
i. Managers determine the goals of the firm.
ii. Develop a comprehensive strategy for achieving those goals.

iii. Design tactical and operational plans for implementing the strategy.

3. Four purposes of goals setting:

1. By setting goals, the manager be able to give the direction and guidance to the worker at all level so every worker in the organisation will focus on their area of departments only. For example, the financial department will focus on the goals that related to financial purposes.

2. Setting goals can also help a firm allocate resources as the firm will allocate resources based on customer needs and demands, if the firm does not allocate resources properly, the firm will suffer losses

3. Corporate culture refers to beliefs and behaviors that determine how employees and management of companies interact and handle external business transactions, with the goal setting, managers and employees interacting well with customers.

4. Goal setting also give opportunity to the manager to assess the firms and employees performance ,  it is because when the goal setting delivered clearly, the employee will follow step by step the goal setting, manager also will be able to measure the progress and the performance of the firm.

8. SWOT Analysis
SWOT analysis is a strategic technique used to help a person or organization identify strengths, weaknesses, opportunities, and threats related to business competition or project planning. SWOT is a short form for strength, weakness, opportunity and threats. Strength and weakness are oftenly related to the internal factor. Strength is characteristics of the business or project that give it an advantage over others while weakness is characteristic of the business that place the business or project at a disadvantage relative to others. The example of internal factors are shareholders, staff and employee skills, style of leadership and strategy. Next, external factors are related to opportunity and threats. Opportunity can be define as elements in the environment that the business or project could exploit to its advantage and threats is elements in the environment that could cause trouble for the business or project. The example of external factors are competitors, government, customer and supplier.

# data[].attributes.body
1) Define planning
- Management process of determining what an organization needs to do and how best to get it done.

2) Components of planning
- Setting business goals.
- Develop comprehensive strategy for achieving those goals.
- Design tactical and operational plans for implementing the strategy.

3) Four (4) purpose of goals setting.
~ Provides direction and guidance for managers at all levels.
- If managers know precisely where the company is headed, there is less      potential for error in the different units of the company.
~ Helps firm to allocate resources.
- Areas that are expected to grow will get the first priority.
~ Helps to define corporate culture.
- The result is a competitive environment and a culture that rewards success and has little tolerance for failure.
~ Helps managers to assess performance.
- If a unit sets a goal of increasing sales by 10%, managers in that unit who attain or exceed the goals can be rewarded.

4) The mission.
- Statements of how they will achieve their purposes in the environment in which they conduct their business.

5) Three (3) kinds of goals.
- Long-term goals.
- Intermediate goals.
- Short-term goals.

6) Develop comprehensive strategy for achieving those goals.
~Corporate strategy
- The purpose is to determine what business a company will own and operate.
~Business strategy (competitive)
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Introduction to Business (BUS1013)
1. Define planning.
2. What are the components of planning?
3. Explain four purposes of goals setting?
4. What is the mission.
5. Discuss three kinds of goals.
6. The comprehensive strategy consists of corporate, business and functional strategy. Explain.
7. What is strategic goals.
8. SWOT analysis is very important for a business. Explain in details each element.
9. Discuss the matching process (organization and environment).
10. Explain in details the hierarchy of plan.
11. Define organizing.
12. Specialization and departmentalization are both important in an organization. Explain.
13. Discuss in details 6 types of departmentalization.
14. Discuss the following terms in details.
i. Functional organization
ii. Divisional organization.
iii. Matrix organization.
Iv. International Organization structure.
v. 21st Century organization.
vi. Informal organization.
15. Discuss centralization and dcentralization.
16. Explain the delegation process.
17. State and explain the span of control.