Программа интегрирована в учебный процесс, разработана с учетом европейских стандартов обучения на программах данного типа и может быть признана в качестве семестра за рубежом для иностранных студентов.
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To be given by lecturer in class.
To be given by lecturer in class
To be given by lecturer in class
Different types of tasks and study activities will be used For current certification of trainees the study questions will be used. For intermediate certification - the Individual research activities. Final certification – Final Tests STUDY QUESTIONS 1. THE HISTORICAL AND CONTEMPORARY ASPECTS OF RUSSIAN ECONOMY AND MANAGEMENT
2. ORGANIZATION. ORGANIZATIONAL STRUCTURE AND DESIGN
3. RUSSIAN ORGANIZATIONAL FORMS OF INCORPORATION 1. What are the essential characteristics of LLC as a form of incorporation in Russia? 2. What are legislation norms of establishing JSC in Russia? 3. Explain the differences between LLC and JSC. 4. What number of shareholders is enough for economic partnership establishing? 5. List the limitation of liabilities of economic partnership. 6. What are the differences between representative office and branch office of foreign company in Russia? What kind of activities are allowed to named offices? 7. What activity prohibitions are used to foreign companies’ activity in Russia? 4. STRATEGIC AND OPERATION PLANNING
5. MANAGING INNOVATION AND ENTREPRENEURSHIP
6. RUSSIAN INNOVATIVE DEVELOPMENT. INNOVATIVE MANAGEMENT
7. HUMAN RESOURCE MANAGEMENT (HRM) IN RUSSIAN COMPANIES 1. What are the main reasons of changing the role of HRM in contemporary Russia? 2. List and explain four basic functions of HRM. 3. Find the examples the each type of external influences in HRM 4. What are the steps of HRM planning process? 5. Explain the summary of analysis results gained by using different HR analysis methods. 6. How can different job analysis techniques affect on decisions making process? 7. List the factors that affect recruiting efforts and organizational perspectives. 8. What are the goals of socialization process? 9. Explain the values of HR training and developing for organizational performance. 10. What are the difficulties in measuring the employee performance in organization? 8. BUSINESS CULTURE IN RUSSIA 1. What business structures are usual for most of Russian companies? 2. How Russian centralized decision-making process reflect on global communication opportunities? 3. What are the disadvantages of running formal meetings and closed teams? 4. List the features that characterize Russian communication style. INDIVIDUAL RESEARCH ACTIVITIES 1. THE HISTORICAL AND CONTEMPORARY ASPECTS OF RUSSIAN ECONOMY AND MANAGEMENT 1.1 Research Exercise Select an organization that you have knowledge of and define the levels of management. Write about how the managers of upper and middle levels perform their managerial roles in organization. 2. ORGANIZATION. ORGANIZATIONAL STRUCTURE AND DESIGN 2.1. Write a short report Select an organization that you have knowledge of and define the type of organizational design. Write about the advantages and disadvantages of recognized organizational structure considering to the types of the business activities. 3. RUSSIAN ORGANIZATIONAL FORMS OF INCORPORATION Research Exercises 3.1. Select a representative office of a foreign company in Russia. Looking over its website identify and write about the types of its business activities. 3.2. Select a branch office of a foreign company in Russia. Looking over its website identify and write about the types of its business activities. 4. STRATEGIC AND OPERATION PLANNING 4.1. Research Exercise Identify a company with a published mission statement on its website. Evaluate its mission statement along each of the following criteria: a. Is the mission statement comprehensive? Is it concise? b. Does the mission statement delineate in broad terms what products or services the firm is to offer? c. Is the mission statement consistent with the company’s actual activities and competitive prospects? 5. MANAGING INNOVATION AND ENTREPRENEURSHIP 5.1. Research Exercise Select an organization that you have knowledge of and find a creative way to change either the product, service or process. In what way does your creative solution and innovation add value to the business and how can that value be captured? 5.2. Write an essay What are the most creative and innovative companies of the 21st Century? What makes those companies creative and innovative? 6. RUSSIAN INNOVATIVE DEVELOPMENT. INNOVATIVE MANAGEMENT 6.1. Write a short report Select Russian innovative organization that you have experience with or have knowledge of and evaluate its link between innovation, technology and market factors in their pursuit of creating value and achieving competitiveness 6.2. Write an essay Discuss the elements of an opportunity assessment plan and how it can be used in an small innovative company setting. 7. HUMAN RESOURCE MANAGEMENT (HRM) IN RUSSIAN COMPANIES 7.1. Write a short report Choose a company which has some job vacancies. Read the job invitation advertisements on its website. Define the recruiting sources used by the company, employee selection criteria, technique of communication to employee. Does the company provide any HR training programs for new employee. If yes, try to evaluate how appropriate they are for you as a new employee. 8. BUSINESS CULTURE IN RUSSIA 8.1. Write a short report Select a company that you have experience with or have knowledge of and write about the essential features of its business structures, management and communication styles. Highlight the advantages and disadvantages of company’s business culture. How do they affect the efficiency and effectiveness of management in the selected company? FINAL TEST
A Identity B Spending patterns C Consumption patterns D All of the above
A Coping, getting by, just about staying afloat B An active, rational practice which involves doing things to contribute to the achievement of the organization’s formal goals C Appling formal management models in action D None of the above
A Building that we work in B Place in which people meet C Systematically arranged frameworks relating people, things, knowledge and technologies, in a design intended to achieve specific goals D Systematically arranged technologies intended to achieve specific goals if people do as they are instructed or told
A Purposes, objectives, and goals B Structure, culture, communication processes and human resource practices C Systematic ordering in a hierarchy of actions D All of the above
A Organizational authority B Organizational fragmentation C Organizational dysfunction D Organizational identity
A Decentralization, differentiation, and deceit B Communication, coordination, and control C Energy, efficiency, and effervescence D All of the above
A A pattern of learned and shared assumptions B How things are do, or are expected to be done, in a particular organization C The framing of how organizational members think, and feel D All of the above
A It allows organizational members to understand what is acceptable behavior in the organization B It establishes a set of norms that can be transferred to new organizational members C It aligns members behavior to the objective to the organization D All of the above
A Sub-culture B A strong culture C A weak culture D A total institution
A Communication B Standardization C Discretion D All of the above 11. Which of the following is not a characteristic of strategic decisions? A. They are long term in nature. B. They involve choices. C. They do not involve trade-offs. D. All of the above are characteristics of strategic decisions. 12. The acronym referring to the analysis of forces in the external environment is __________. A. WASP B. PEST C. STOP D. SERCH 13. In this stage of analysis, macroenvironmental forces should be applied to __________. A. the firm B. the industry C. all industries D. multiple firms 14. Increased government regulation __________. A. is universally opposed by firms B. is necessary to promote free trade C. is all of the above D. is none of the above 15. When a recession occurs __________. A. all industries benefit B. some industries benefit C. no industries benefit D. none of the above 16. How has the Internet changed strategic management? A. It promotes information symmetry. B. It can often be used as a distribution channel. C. It often reduces costs. D. all of the above 17. The systematic collection and analysis of information about relevant macroenvironmental trends is known as __________. A. strategic planning B. strategic management C. environmental scanning D. none of the above. 18. An individual’s responsibility to make business decisions that are legal, honest, moral, and fair is known as __________. A. social responsibility B. the social imperative C. managerial ethics D. all of the above 19. Diversification allows a firm to __________. A. concentrate its efforts on a single business B. use its resources more effectively C. create excess resources D. all of the above 20. A firm seeking rapid growth should pursue __________. A. internal growth B. external growth C. divestment of poor performing businesses D. a restructuring strategy 21. Modifying the structure of the organization and/or the business model to improve competitiveness is consistent with __________. A. the low-cost strategy B. the focus strategy C. the differentiation strategy D. the low-cost–differentiation strategy 22. Functional strategies should __________. A. be integrated across the business unit B. support the business strategy C. support the corporate strategy D. all of the above 23. Efforts directed toward improvements or innovations in the quality or uniqueness of a company’s outputs is known as __________. A. product R & D B. process R & D C. product innovation D. structural reorganization 24. Reducing operational costs by making the production process more efficient is known as __________. A. TQM B. process R & D C. product innovation D. structural innovation 25. The tool that enables executives to position an organization to take advantage of particular opportunities in the environment while avoiding or minimizing environmental threats is called __________. A. PEST analysis B. SWOT analysis C. total quality management (TQM) analysis D. none of the above 26. The description of activities that comprise the economic performance and capabilities of the firm is known as __________. A. the value chain B. process innovation C. quality assessment D. none of the above 27. To sustain competitive advantage, firms must acquire or develop resources that are __________. A. difficult for competitors to imitate B. long lasting C. difficult for competitors to acquire on the market D. all of the above 28. Which of the following could not be an example of a weakness? A. product quality B. fierce competition C. human resources D. all of the above 29. Which type of alternative is always defensive in nature? A. strength-opportunity B. strength-threat C. weakness-opportunity D. weakness-threat 30. The formal means by which work is coordinated in an organization is called the __________. A. organizational structure B. organizational culture C. organizational dynamic D. none of the above 31. An increase in the breadth of an organization’s structure is known as __________. A. centralization B. decentralization C. horizontal growth D. vertical growth 32. Which of the following structures tends to be the most centralized? A. functional structure B. product divisional C. geographic divisional structure D. matrix structure 33. The notion of a profit center is consistent with which form of organizational structure? A. functional structure B. product divisional C. geographic divisional structure D. matrix structure 34. Which form of organizational structure is actually a combination of two other forms? A. functional structure B. product divisional C. geographic divisional structure D. matrix structure 35. Which of the following structures tends to be the most decentralized? A. functional structure B. product divisional C. geographic divisional structure D. matrix structure 36. Deeply rooted values and ways of thinking that regulate firm behavior characterize __________. A. a strong culture B. a weak culture C. the organizational culture D. none of the above 37. A lack of values and ways of thinking in a firm characterize _________. A. strong culture B. weak culture C. organizational culture D. none of the above 38. In general, an organizational culture __________. A. cannot be changed B. can only be changed by a transformational leader C. can be changed easily if proper procedures are followed D. none of the above 39. Strategic control is important because __________. A. it is difficult to know how well the firm is performing without it B. the organization’s environment is uncertain and always changing C. lower-level managers need an effective means of providing feedback to top management D. A & B only 40. The strategic control process begins by __________. A. identifying appropriate performance measures B. establishing benchmarks C. measuring performance D. taking corrective action as needed 4. List of recommended literature Text-books 1. Anderson Donald L. Organization Development. The process of Leading Organizational Change, 2nd ed., University of Denver, USA, Sage Publicatios, Inc. 2011 2. Armstrong M. Strategic Human Resource Management: A Guide to Action, 4th ed., Kogan Page, 2008 3. Hisrich Robert D., Clauidne Kearney. Managing Innovation and Entrepreneurship, Sage Publicatios, Inc. 2013 4. Lowe Robin, and Marriott Sue / Enterprise: Entrepreneurship and Innovation: Concepts, Contexts and Commercialization. 1-t ed. Published by Elsevier Ltd, Jordan Hill, Oxford, 2006 5. Lussier Robert N. Management Fundamentals: Concept, Applications, & Skill Development, 6th ed., Sage Publicatios, Inc. 2013 6. Martin M., Jackson T. Personnel Practice, 4th ed., 2005 7. Mondy, R. W. Human Resource Management, 11th ed., Prentice Hall: Boston, 2010 8. Parnell John A. Strategic Management: Theory and Practice, 4th ed., University of North Carolina, Pembroke, Sage Publicatios, Inc. 2013 9. Robbins Stephen P., Coulter Mary. Management, 11th ed., Global ed., Pearson, London. 2011 Journals Management & Organizational History Action Learning: Research and Practice ПРИЛОЖЕНИЕ 4 Ministry of education and science OF RUSSIAN FEDERATION Ogarev Mordovia state university Economics Department Quality Management Chair The course Quality management in the INDUSTRY Author IRINA Filippova PhD, associate professor OF QUALITY MANAGEMENT CHAIR Saransk 2013 |
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