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221.Explainwhatthetermmanagermeansandidentifydifferenttypesofmanagers.Amanagerisapersonresponsibleforworkperformanceofotherpeople.Managementistheprocessofusingorganizationalresourcestoachievespecificobjectivesthroughthefunctionsof^planningorganizingandstaffingleadingandcontrolling.Organizationallevelsconsistoftoplevelmanagersmiddle-levelmanagersfirst-levelmanagersandindividualcontributors.Categoriesofmanagersincludefunctionalmanagerswhodealwithspecialtieswithinthefirmandgeneralmanagersadministratorstypicallymanagersinnonprofitfirmsentrepreneursthosewhostartinnovativebusinessessmall-businessownersandteamleaders.
2.DescribetheprocessofmanagementincludingthefunctionsofmanagementToaccomplishorganizationalgoalsmanagersuseresourcesandcarryoutthebasicmanagementfunctions.Resourcesaredividedintofourcategories:humanfinancialphysicalandinformational.Top-levelmanagersemphasizehigh-levelplanningwhereasfirst-levelmanagersconcentrateonperson-to-personleadership.Executivesplacemoreemphasisonmonitoringtheenvironmentthandomanagersintheothertwolevels.
3.Describethevariousmanagerialroles.Theworkofamanagercanbedividedinto17rolesthatrelatetothefourmajorfunctions.Planningrolesincludestrategicplannerandoperationalplanner.Organizingandstaffingcallsfortheorganizerliaisonstaffingcoordinatorresourceallocatorandtaskdelegatorroles.Leadingrolesincludefigureheadspokespersonnegotiatorcoachteambuilderteamplayertechnicalproblemsolverandentreprerttur.Controllinginvolvesthemonitoranddisturbancehandlingroles.Managerialworkhasshiftedsubstantiallyawayfromthecontrolleranddirectorroletothatofcoachfacilitatorandsupporter.Top-levelmanagersoccupymoreexternalrolesthandolower-rankingmanagers.
4.Identifythebasicmanagerialskillsandunderstandhowtheycanbedeveloped.Managersneedinterpersonalconceptualdiagnosticandpoliticalskillstoaccomplishtheirjobs.Aneffectivewayofdevelopingmanagerialskillsistofollowagenerallearningmodel.Themodelinvolvesconceptualknowledgebehavioralguidelinesfollowingexamplesskilldevelopmentexercisesandfeedback.Managementskillsarealsoacquiredthroughacombinationofeducationandexperience.
5.Identifythemajordevelopmentsintheevolutionofmanagementthoughtalongwithseveralbestmanagementpractices.ManagementpracticehasanalmostunlimitedhistorywhereastheformalstudyofmanagementbeganaspartoftheIndustrialRevolution.Themajordevelopmentsinmanagementthoughtandthehistoryofmanagementare1theclassicalapproachscientificmanagementandadministrativemanagement;2thehumanresourcesapproach;3quantitativeapproachestomanagement;4thesystemsapproach;5thecontingencyapproach;and6theinformationtechnologyera.Thebestpracticesofmanagerstodayincludeelementsofthesixmajordevelopmentsinmanagementthought.KEYTERMSANDPHRASEManager2Scientificmanagement16Management2Administrativemanagement17Top-levelmanagers2Humanresourcesapproachtomanagement17Middle-levelmanagers3Hawthorneeffect18First-levelmanagersQuantitativeapproachtomanagement19Entrepreneur5Systemsperspective19Small-businessowner5Entropy20Teamleader5Synergy20Role8Contingencyapproachtomanagement20Multiculturalism14SUMMARYOFKEYPOINTSP
531.Appreciatetheimportanceofmultinationalcorpora-tionsininternationalbusinessMultinationalcorporaThecontinuedgrowthoftheMNCshasbeenfacilitatedbytheNorthAmericanFreeTradeAgreementtheworldTradeOrganizationandEuropeanUnionTheglobalizationofbusinesshasledtocontroversyaboutwhatconstitutesanAmericanproduct.2Recognizetheimportanceofsensitivitytoculturaldifferencesininternationalenterprise.Theguidingprincipleforpeopleinvolvedininternationalenterpriseissensitivitytoculturaldifferences.Candidatesforforeignassignmentsgenerallyreceivetraininginthelanguageandcustomsofthecountryinwhichtheywillwork.Anotherapproachtodevelopingcross-culturalsensitivityistorecognizenationaldifferencesinmanagerialstyles.
3.Identifymajorchallengesfacingtheglobalmanagerialworker.ChallengesfacingglobalmanagerialworkersincludeeconomiccrisesinothercountriessuchastherecentAsiancrisissuchasfluctuatingmoneyvaluesbalanceoftradeproblemscollectingmoneytheliabilityofbeingaforeignerhumanrightsviolationscultureshockdifferencesinnegotiatingstyleandpiracyofintellectualpropertyrightsandothermerchandise.
4.Explainvariousmethodsofentryintoworldmarkets.Firmsenterglobalmarketsviathefollowingmethods:exportinglicensinglocalwarehousingandsellinglocalassemblyandpackagingstrategicalliancedirectforeigninvestmentglobalmergerandglobalstart-up.
5.Pinpointsuccessfactorsintheglobalmarketplaceandseveralpositiveandnegativeaspectsofglobalization.Successfactorsfortheglobalmarketplaceincludeathinkgloballyactlocallybdiversifyintosimilarproductmarketscbefamiliarwithlocalbusinessconceptslawsandcustomsdrecruittalentednationalseresearchandassesslocalmarketsfhireordevelopmulticulturalworkersincludingofferingculturaltraininggadoptpoliciesthatareenvironmentallyfriendlyandhunderstandyourcompetitorspotentialpartnersandthediversemembersofthemanagementteam.Manyoftheadvantagesanddisadvantagesofglobalizationdependuponanindividualspointofview.Forexampleprofitsmayincreaseatthecostofmanyworkersjobs.
6.Describethescopeofdiversityandthecompetitiveadvantageofaculturallydiverseworkforce.Tobediverseistobedifferentinsomemeasurablebutnotnecessarilyvisibleway.Thediversityumbrellaissupposedtoencompasseverybodyintheorganizationincludingwhitemales.Diversityoftenbringsacompetitiveadvantagetoafirmincludingthefollowing:marketingadvantageloweredcostsduetoturnoverandabsenteeismimprovedrecruitmentusefulideasforpublicityandadvertisingandacreativityadvantage.
7.Summarizeorganizationalpracticestoencouragediversity.Threerepresentativepracticesthatenhancediversitymanagementarecorporatepoliciesaboutdiversitytheestablishmentofemployeenetworkgroupsanddiversitytrainingincludingmentoringofminoritygroupmembers.KEYTERMSANDPHRASEMultinationalcorporationMNC30Maquiladora40Transnationalcorporation30Transnationalteams41Culturalsensitivity33Globalstart-up41Multiculturalworker33Diversity46Balanceoftrade36Employeenetworkgroups51Cultureshock38Diversitytraining51SUMMARYOFKEYPOINTSP
791.Summarizethedemandsinformationtechnologyplacesonthemanagersjob.Managementmustbuildanorganizationthatconstantlytransformsitselfasinformationtechnologyincreasescompetition.Toremaincompetitiverequiresinnovation.Informationandcommunicationstechnologyisatthecenterofthetechnologicalrevolutionandalsomakesglobalizationmorepracticalbecauseofreadyaccesstoemployeeseverywhere.Ingeneralinformationtechnologyplacesmanagersinacontinuouslearningmode.Wirelesscommunicationdevicesfacilitateworkfromdifferentlocations.2Describethepositiveandnegativeconsequencesofinformationtechnologyforthemanager.Informationtechnologyhelpsthemanagerworksmarterinsuchwaysasimprovedproductivityandteamworkgainingcompetitiveadvantageimprovedcustomerserviceandsupplierrelationshipsenhancedcommunicationincludingthevirtualofficequickaccesstovastinformationenhancedanalysisofdataanddecisionmakinggreaterempowermentandflatterorganizationsandtimesavedthroughemployeeself-service.Negativeconsequencesofinformationtechnologyincludegoofingoffbyomputeronlineaddictionsfacilitatingtechno-obsessivebehaviorrepetitivestressdis-orderpoorcustomerserviceandwiredmanagerialworkers.3DiscusstheimpactoftheInternetoncustomerandotherexternalrelationships.ThebiggestimpactoftheInternetonbusinesscomesfromsellingmanygoodsandservicestootherbusinessesovertheInternet.EightypercentofbusinessconductedontheNettodayoccursbetweenfirmsB2B.Themanagermustbefamiliarwithe-commercetohelpdevelopstrategyandthemanagermayworkwithareducedstaffbecauseofonlineselling.E-commercesometimesenablescompaniestopurchasemoreefficientlythantheycouldthroughotherchannels.Managersfacethemajorchallengeofhowtointegratethetraditionalwayofdoingbusinesstheoldeconomywithe-businesstheneweconomy.RelyingstrictlyonInternetsalesisrarelyprofitable.Well-establishedcompaniesthatintegratee-commerceintotheirmarketingandinternaloperationshavebenefitedthemostfromtheNetrevolution.UsingtheInternetmanycompanieschangedtheirmethodsofdistributinggoodsofcollaboratinginsidethecompanyandofdealingwithsuppliers.Buyerspowermakesitmoredifficulttochargehigherpricesforcingcompaniestomorecarefullycontrolcosts.TheInternetcancreateanunstableandchaoticenvironmentwithwhichmanagersmustdeal.Companiesalsoexperienceincreasedvisibilityparticularlyfromangryconsumers.
4.ExplaintheeffectsoftheInternetoninternalcompanyoperations.TheInternetaffectscompaniesinanumberofwaysbeginningwitharevampingofoperationssuchaschangingthemethodofdistributinggoods.TheNetalsosqueezesprofitsandexertspressuretowardcostcontrol.Companiesnowrequireincreasedcapacitytomonitorworkandconductemployeesurveillance.TheInternetalsocreatesmoreinstabilityandchaosthatrequiremanagementattentionbutitfacilitatesdataminingaswell.Formanycompaniesinformationtechnologyisafunctionfrequentlyoutsourced.
5.Pinpointfactorsassociatedwithsuccessine-busi-ness.Successfule-businessesprovideanexcellentcallcentertoallowforthehumantouchandkeepcustomersinformedaboutorderprogress.Thee-businesssystemrequiresconstantmonitoringandupdating.Otherstrategiese-businessescanemployincludemixingbricksandclicksdevelopingaglobalperspectiveandadoptingapositiveattitudetowardchange.KEYTERMSANDPHRASEExtranet63Computergoof-off65Virtualoffice63Techno-obsessive66Companyintranet64Webmaster67Decision-makingsoftware64Datamining75SUMMARYOFKEYPOINTSP
1051.Identifythephilosophicalprinciplesbehindbusinessethics.Whendecidingonwhatisrightandwrongpeoplecanfocusonconsequences;dutiesobligationsanaprinciples;orintegrity.Focusingonconsequencesiscalledutilitarianismbecausethedecisionmakerisconcernedwiththeutilityofthedecision.Examiningonesdutiesinmakingadecisionisthedeontologicalapproachandisbasedonuniversalprinciplessuchashonestyandfairness.Accordingtotheintegrityorvirtueapproachifthedecisionmakerhasgoodcharacterandgenuinemotivationandintentionsheorsheisbehavingethically.
2.Explainhowvaluesrelatetoethics.Ethicsbecomesthevehicleforconvertingvaluesintoactionordoingtherightthing.Afirmsmoralstandardsandvaluesalsoinfluencewhichkindofbehaviorsmanagersbelieveareethical.Accordingtoethicallycenteredmanagementthehighqualityofanendproducttakesprecedenceovermeetingadeliveryschedule.Catastrophescanresultwhenmanagementisnotethicallycentered.
3.Identifyfactorscontributingtolaxethicsandcommonethicaltemptationsandviolations.Majorcontributorstounethicalbehavioraregreedandgluttonyandanorganizationalatmospherethatcondonesunethicalbehavior.Othercontributorsaremorallaxityotherissuesseemmoreimportantatthetimeandpressurefromhighermanagementtoachievegoals.Incentivesforbeingunethicalsuchasbeingrewardedforcuttingbackonqualitycancontributetolowethicsascanweakrelationshipsamongpeople.Recurringethicaltemptationsandviolationsincludingcriminalactsincludethefollowing:stealingfromemployersandcustomersillegallycopyingsoftwaretreatingpeopleunfairlysexualharassmentconflictofinterestdivulgingconfidentialinformationandmisusingcorporateresources.Greedgluttonyandavariceamongtopexecutivesisaseparatecategoryofethicalproblems.Twootherproblemsarecorporateespionageandpoorcyberethics.
4.Applyaguidetoethicaldecisionmaking.Whenfacedwithanethicaldilemmaaskyourself:IsitrightIsitfairWhogetshurtWouldyoubecomfortablewiththedeedexposedWouldyoutellyourchildtodoitHowdoesitsmell
5.Describethestakeholderviewpointofsocialresponsibilityandcorporatesocialperformance.Socialresponsibilityreferstoafirmsobligationstosociety.Corporateconsciousnessexpandsthisviewbyreferringtovaluesthatguideandmotivateindividualstoactresponsibly.Thestakeholderviewpointofsocialresponsibilitycontendsthatfirmsmustholdthemselvesaccountableforthequalityoflifeofthemanygroupsaffectedbythefirmsactions.Corporatesocialperformanceistheextenttowhichafirmrespondstothedemandsofitsstakeholdersforbehavinginasociallyresponsibleway.
6.Presentanoverviewofsocialresponsibilityinitiatetives.Creatingopportunitiesforadiverseworkforceisamajorsocialresponsibilityinitiative.Alsoimportantareenvironmentalmanagementwork/lifeprogramssocialleavesofabsencecommunityredevelopmentprojectsacceptanceofwhistleblowersandcompassionatedownsizing.
7.Summarizethebenefitsofethicalandsociallyresponsiblebehaviorandhowmanagerscancreateanenvironmentthatfosterssuchbehavior.Highethicsandsocialresponsibilityarerelatedtogoodfinancialperformanceaccordingtoresearchevidenceandopinion.Alsomoreprofitablefirmscaninvestingoodcorporatesocialperformance.Beingethicalhelpsavoidbigfinesforbeingunethicalandethicalorganizationsattractmoreemployees.Initiativesforcreatinganethicalandsociallyresponsibleworkplaceincludeaformalmechanismsformonitoringethicsbwrittencodesofconductccommunicatingaboutthetopicdleadershipbyexampleeconfrontationaboutethicaldeviationsandftrainingprograms.KEYTERMSANDPHRASEEthics86Stockholderviewpoint95Moralintensity86Stakeholderviewpoint96Ethicallycenteredmanagement89Corporatesocialperformance97Morallaxity90Socialleaveofabsence100Conflictofinterest92Whistleblower101Socialresponsibility95Downsizing101Corporatesocialconsciousness95SUMMARYOFKEYPOINTP
1321.Documenthowplanningcontributestobusinesssuccess.Onevalueofplanningistheprocessofself-examinationitself.Extensiveresearchshowsthatplanningcontributestofinancialsuccessandcorporategrowth.
2.Summarizeageneralframeworkforplanningandapplyittoenhanceyourplanningskills.Ageneralizedplanningmodelcanbeusedforstrategicplanningtacticalplanningandoperationalplanning.Themodelconsistsofsevenrelatedandsometimesoverlappingelements:definingthepresentsituation;establishinggoalsandobjectives;forecastingaidsandbarrierstogoalsandobjectives;developingactionplans;developingbudgets;implementingtheplan;andcontrollingtheplan.Contingencyplansshouldalsobedeveloped.
3.Describethenatureofbusinessstrategy.Acurrentexplanationofbusinessstrategyemphasizesfourcharacteristics.Firststrategyinvolvesmorethanoperationaleffectiveness.Secondstrategyrestsonuniqueactivities.Thirdasustainablestrategicpositionrequirestrade-offs.Fourthfitamongorganizationalactivitiesdrivesbothcompetitiveadvantageandsustainability.
4.ExplainhowbusinessstrategyisdevelopedincludingaSWOTanalysis.Businessstrategyusuallydevelopsfromplanningandisalsoinfluencedbyvalues.Gatheringmultipleinputsisimportantindevelopingstrategy.Strategistsmustalsoanalyzetherealitiesofthebusinesssituationtoguardagainstfalseassumptionsaboutcustomersproductioncapabilityandtherelevanttechnology.StrategydevelopmentoftenbeginswithaSWOTanalysiswhichconsidersthestrengthsweaknessesopportunitiesandthreatsinagivensituation.
5.Identify12differentbusinessstrategies.Strategydevelopmentleadstomanydifferentstrategiesincludingthefollowing:findingandkeepingthebestpeople;costleadership;domination;productdifferentiation;imitation;strategicalliancesalliancecapitalism;redefiningtheindustry;highspeed;globaldiversification;diversificationofgoodsandservices;stickingtocorecompetence;aridnavigationfore-customers.Thesestrategiesarenotmutuallyexclusiveandseveralareoftenusedincombination.
6.Explaintheuseofoperatingplanspoliciesproceduresandrules.Operatingplansprovidethedetailsofhowstrategicplanswillbeaccomplishedorimplemented.Theydealwithashortertimespanthandostrategicplans.Policiesareplanssetintheformofgeneralstatementsthatguidethinkingandactionindecisionmaking.Proceduresestablishacustomarymethodofhandlingfutureactivities.Arulesetsaspecificcourseofactionorconductandisthesimplesttypeofplan.
7.Presentanoverviewofmanagementbyobjectives.ManagementbybjectivesMBOisthemostwidelyusedformalsystemofgoalsettingplanningandreview.Ingeneralithassixelements:establishingorganizationalgoalsestablishingunitobjectivesobtainingproposalsfromgroupmembersabouttheirobjectivesnegotiatingoragreeingtoproposalsdevelopingactionplansandreviewingperformance.Afterobjectivesaresetthemanagermustgivefeedbacktoteammembersontheirprogresstowardreachingtheobjectives.KEYTERMSANDPHRASESStrategicplanning113SWOTanalysis122Tacticalplanning113Navigation128Operationalplanning113Operatingplans129Actionplan115Policies129Contingencyplan116Procedures130Strategy117Rule130Vision121ManagementbyobjectivesMBO130Mission121SUMMARYOFKEYPOINTSP
1651.Differentiatebetweennonprogrammedandprogrammeddecisions.Uniquedecisionsarenonprogrammeddecisionswhereasprogrammeddecisionsarerepetitiveorroutineandmadeaccordingtoaspecificprocedure.
2.Explainthestepsinvolvedinmakinganonprogrammeddecision.Therecommendedstepsforsolvingproblemsandmakingnonprogrammeddecisionscallforaproblemsolvertoidentifyanddiagnosetheproblemdevelopalternativesolutionsevaluatethealternativeschooseanalternativeimplementthedecisionevaluateandcontrolandrepeattheprocessifnecessary.
3.Understandthemajorfactorsthatinfluencedecisionmakinginorganizations.Peoplevaryintheirdecision-makingabilityandthesituationcaninfluencethequalityofdecisions.Factorsthatinfluencethequalityofdecisionsareintuitionpersonalityandcognitiveintelligenceemotionalintelligencequalityandaccessibilityofinformationpoliticalconsiderationsdegreeofuncertaintycrisisandconflictvaluesofthedecisionmakerandprocrastination.
4.Understandthenatureofcreativityandhowitcon-Jtributestomanagerialwork.Creativityistheprocessofdevelopingnovelideasthatcanbeputintoaction.Manyaspectsofmanagerialworkincludingproblemsolvingandestablishingeffectiveworkgroupsrequirecreativity.Creativepeoplearegenerallymoreopenandflexiblethantheirlesscreativecounterparts.Theyarealsobetterabletomakeparadigmshiftsthinklaterallyandbreaktherules.Creativitytakesplacewhenthreecomponentsjointogether:expertisecreative-thinkingskillsandinternalmotivation.Perseveranceindiggingforasolutionisalsoimportantandsoisanenvironmentalneedthatstimulatesthesettingofagoal.Conflictandtensioncanalsopromptpeopletowardcreativity.Certainmanagerialandorganizationalpracticesfostercreativity.Abovealltheatmospheremustencouragecreativeexpressionincludingsupportivesupervision.Toestablishacreativeatmospheremanagerscanaprovidetherightamountofjobchallengebgivefreedomonhowtoreachgoalscprovidetherightresourcesdsupportcreativitybysuchmeansasrewardseencouragerisktakingffosterpositiveandmanagerialrelationshipsgpromotegreaterdiversityingroupsandhcreateacausenotabusiness.
5.Describeorganizationalprogramsforimprovingcreativity.Oneorganizationalprogramforimprovingcreativityistoconductcreativitytrainingsuchasasessionthatusesthepet-peevetechnique.Brainstormingisthebest-knownmethodofimprovingcreativity.Themethodcanalsobeconductedbye-mailknownaselectronicbrainstorming.Givingemployeesideaquotasoftenenhancescreativityasdosuggestionprograms.Physicalspaceshouldencourageinteraction.
6.Implementseveralsuggestionsforbecomingamorecreativeproblemsolver.Self-disciplineimprovescreativethinkingability.Creativity-buildingtechniquesincludestayingcurrentinyourfieldthinkinginfivesensesimprovingyoursenseofhumorandtakingrisks.Abroadapproachforimprovingcreativityistoassumetherolesofanexplorerartistjudgeandlawyer.Eachrolerelatestoadifferentaspectofcreativethinking.
7.Appreciatethevalueandpotentiallimitationsofgroupdecisionmaking.Groupdecisionmakingoftenresultsinhigh-qualitysolutionsbecausemanypeoplecontribute.Italsohelpspeoplefeelmorecommittedtothedecision.Howeverthegroupapproachconsumesconsiderabletimemayresultincompromisesolutionsthatdonotreallysolvetheproblemandmayencouragegroupthink.Groupthinkoccurswhenconsensusbecomessoimportantthatgroupmemberslosetheirabilitytoevaluateideas.Itislikelytooccurwhendecisionmakershavetochoosebetweeninevitablelosses.Yetattimesgroupthinkenhancesperformance.Generalproblem-solvinggroupsarelikelytoproducethebestresultswhenthedecision-makingstepsarefollowedclosely.Otherstepsforconductinganeffectivemeetinginclude1adheringtoanagenda2relyingonqualifiedmembers3sharingdecision-makingauthorityand4providingsummariesofmajorpoints.ThenominalgrouptechniqueNGTisrecommendedforasituationinwhichamanagerneedstoknowwhatalternativesareavailableandhowpeoplewillreacttothem.Usingthetechniqueasmallgroupofpeoplecontributewrittenthoughtsabouttheproblem.Othermembersrespondtotheirideaslater.Membersrateeachothersideasnumericallyandthefinalgroupdecisionisthevalueofthepooledindividualvotes.KEYTERMSANDPHRASEProblem138Procrastinate150Decision138Creativity150Nonprogrammeddecision138Paradigm152Programmeddecision138Lateralthinking152Satisficingdecision143Verticalthinking152Boundedrationality144Pet-peevetechnique156Heuristics144Brainstorming156Intuition145Suggestionprogram157Decisiveness145Groupdecision160Emotionalintelligence147Groupthink161Anchoring147NominalgrouptechniqueNGT163SUMMARYOFKEYPOINTSP
1911.Explaintheuseofforecastingtechniquesinplanning.Allplanningincludesmakingforecastsbothqualitativeandquantitative.Ajudgmentalforecastmakespredictionsonsubjectiveopinions.Time-seriesanalysisisawidelyusedmethodofmakingquantitativeforecasts.Threewidelyusedforecastsareeconomicsalesandtechnological.
2.DescribehowtouseGanttchartsmilestonechartsandPERTplanningtechniques.Ganttandmilestonechartsaresimplemethodsofmonitoringschedulesthatareparticularlyusefulforone-timeprojects.Ganttchartsgraphicallydepicttheplannedandactualprogressofworkovertheperiodoftimeencompassedbyaproject.Amilestonechartliststhesubactivitiesthatmustbecompletedtoaccomplishthemajoractivities.ManagersusePERTnetworkstotrackcomplicatedprojectswhensequencesofeventsmustbeplannedcarefullyInaPERTnetworkaneventisapointofdecisionoraccomplishment.Anactivityisthephysicalandmentaleffortrequiredtocompleteanevent.TocompleteaPERTdiagramamanagermustsequencealltheeventsandestimatethetimerequiredforeachactivity.Theexpectedtimeforeachactivitytakesintoaccountoptimisticpessimisticandprobableestimatesoftime.Thecriticalpathisthemosttime-consumingsequenceofactivitiesandeventsthatmustbefollowedtoimplementtheproject.Thedurationoftheprojectisdeterminedbythelongestcriticalpath.FrequencydistributionsaresometimesusedtocalculateexpectedtimesandPERTcanalsobeusedtoestimateresourcesandcoststhatwillbeneeded.
3.Describehowtousebreak-evenanalysisanddecisiontreesforproblemsolvinganddecisionmaking.Managersusebreak-evenanalysistoestimatethepointatwhichitisprofitabletogoaheadwithanewventure.Itisamethodofdeterminingtherelationshipbetweentotalcostsandtotalrevenuesatvariouslevelsofsalesactivityoroperation.Break-evenanalysisdeterminestheratiooftotalfixedcoststothedifferencebetweenthesellingpriceandtheaveragevariablecostforeachunit.Theresultsofbreak-evenanalysisareoftendepictedonagraph.Break-evenanalysisisbasedonanassumptionofstaticcosts.Adecisiontreeprovidesaquantitativeestimateofthebestalternative.Itisatoolforestimatingtheoutcomeofaseriesofdecisions.Whenthesequencesofthemajordecisionsaredrawntheyresembleatreewithbranches.
4.DescribehowtomanageinventorybyusingmaterialsrequirementplanningMRPtheeconomicorderquantityEOQandthejust-in-timeJITsystem.MaterialsrequirementplanningMRPisacomputerizedmanufacturingandinventory-controlsystemdesignedtomakematerialshandlingandinventorycontrolefficient.TheeconomicorderquantityEOQisadecision-supporttechniquewidelyusedtomanageinventory.TheEOQistheinventorylevelthatminimizesbothorderingandcarryingcosts.TheEOQtechniquehelpsmanagersinamanufacturingorsalesorganizationdecidehowmuchinventorytokeeponhand.Just-in-timeJITinventorymanagementminimizesstockonhand.Insteadstockismovedintotheplantexactlywhenneeded.Althoughnotspecificallyadecision-makingtechniqueJIThelpsshapedecisionsaboutinventory.ThekeyprincipleunderlyingJITsystemsistheeliminationofexcessinventorybyproducingorpurchasingitemsonlywhenandintheexactamountstheyareneeded.Just-in-timeprocessesinvolve1kanbansorcardsforcommunicatingproductionrequirementstothepreviousoperation2acustomerdemand-drivensystem3shortproductionleadtimes4highinventoryturnover5designatedareasforreceivingmaterials6designatedcontainersand7neatnessthroughoutthefactory.JITinventorymanagementisbestsuitedforrepetitivemanufacturingprocesses.OnedrawbackofJITisthatitplacesheavypressuresonsupplierstobuilduptheirinventoriestosatisfysuddendemandsoftheircustomerswhousethesystem.
5.DescribehowtoidentifyproblemsusingaParetodia-gram.ProblemsorcausesofproblemscanoftenbeidentifiedbyaproblemidentificationtechniquecalledtheParetodiagram.TheParetoprinciplestemsfromthediagramandsuggeststhatabout20percentorfewerofthecausescontributeto80percentormoreoftheeffects.KEYTERMSANDPHRASEJudgmentalforecast,173Time-seriesanalysis174Ganttchart176Milestonechart177ProgramevaluationandreviewtechniquePERT,178Event,179Activity,179Expectedtime,180Criticalpath180Break-evenanalysis182Decisiontree184Expectedvalue184Materialsrequirementplanning186EconomicorderquantityEOC186Just-in-timesystem188Paretodiagram190SUMMARYOFKEYPOINTSP
2171.Identifythemajordimensionsanddifferenttypesofjobdesign.Jobdesigninvolvesestablishingjobresponsibilitiesanddutiesandthemannerinwhichtheyaretobeperformed.Fourapproachestojobdesignare1themotivationalapproach2themechanisticapproachwhichemphasizesefficiency3thebiologicalapproachwhichemphasizessafetyand4theperceptual/motorapproach.Eachoftheseapproacheshasbenefitsandcosts.Jobspecializationisthedegreetowhichajobholderperformsonlyalimitednumberoftasks.Specialistsarefoundatdifferentoccupationallevels.Jobspecializationenhancesworkforceexpertiseatalllevelsandcanreducetrainingtimeattheoperativelevel.Specializationhowevercanleadtoproblems.Coordinatingtheworkofspecialistscanbedifficultandsomeemployeesmaybecomebored.Automationincludingroboticscontributestojobspecialization.Robotsperformmanyspecializedtasksincludingthosethatwouldbeunsafeforhumans.Thecomputerizationoftheworkplacerepresentsautomationinhundredsofwayssuchaspersonalcomputersdecreasingtheneedforclericalsupport.
2.Describejobenrichmentincludingthejobcharacteristicsmodel.Jobenrichmentisamethodofmakingjobsinvolvemorechallengesandresponsibilitysotheywillbemoreappealingtomostemployees.Thepersonholdingthejobmustperceivetheseenrichedcharacteristicsofajob.Anenrichedjobprovidesdirectfeedbackclientrelationshipsnewlearningschedulingbytheemployeeuniqueexperiencecontroloverresourcesdirectcommunicationauthorityandpersonalaccountability.Expandingontheideaofjobenrichmentcreatesthejobcharacteristicsmodelwhichfocusesonthetaskandinterpersonaldimensionsofajob.Fivecharacteristicsofjobsimproveemployeemotivationsatisfactionandperformance:skillvarietytaskidentitytasksignificanceautonomyandfeedback.Thesecharacteristicsrelatetocriticalpsychologicalstateswhichinturnleadtooutcomessuchasinternalmotivationsatisfactionlowabsenteeismandhighquality.Implementingjobenrichmentbeginsbyfindingoutwhichemployeeswantanenrichedjob.Thegroupsofemployeesmostlikelytowantandenjoyenrichedjobscanbeclassifiedasfulfillmentseekershighachieversrisktakersandperhapsladderclimbers.
3.Describejobinvolvementenlargementandrotation.Jobinvolvementreflectspsychologicalinvolvementwithonesworkandhowmuchworkispartoftheself-image.Jobenlargementincreasesthenumberandvarietyofjobtasks.Jobrotationswitchesassignmentsandcancontributeheavilytocareerdevelopment.
4.ExplainhowworkersusejobcraftingtomodifytheirJjobs.Therigidnessofsomejobdescriptionsdoesnotfittheflexibleworkrolescarriedoutbymanyworkers.Followinganemergingtrendmanycompanieshirepeopletoworkratherthantofillaspecificjobslot.Anotherwayofdeviatingfromjobdescriptionsisforworkerstomodifytheirjobtofittheirpersonalpreferencesandcapabilities.Employeesoftencrafttheirjobsbychangingthetaskstheyperformandtheircontactswithotherstomaketheirjobsmoremeaningful.
5.Illustratehowergonomicfactorscanbepartofjobdesign.Cumulativetraumadisordersareinjuriescausedbyrepetitivemotionsoverprolongedperiodsoftime.Workstationscanbedesignedtominimizetheseproblemsbysuchmeasuresassupportingthebackandthighsandplacingthefeetflatonthefloor.Uncomfortablenoiselevelspresentanotherergonomicproblemtobeaddressed.
6.Summarizethevariousmodifiedworkschedules.Workschedulingisanotherpartofjobdesign.Amodifiedworkscheduledepartsfromthetraditionalhoursofwork.Modifiedworkschedulingoptionsincludeflexibleworkinghoursacompressedworkweekthealternativeworkplaceandtelecommutingjobsharingandpart-timeandtemporarywork.Reducedworkinghoursareavariationofpart-timework.KEYTERMSANDPHRASESJobdesign198Jobdescription200Jobspecialization200Jobenrichment201Jobcrafting207Cumulativetraumadisorders208Modifiedworkschedule209Flexibleworkinghours210Compressedworkweek211Jobcharacteristicsmodel203Jobinvolvement205Jobenlargement206Jobrotation206Alternativeworkplace211Telecommuting212Jobsharing215Contingentworkers216SUMMARYOFKEYPOINT
2471.Describethebureaucraticformoforganizationanddiscussitsadvantagesanddisadvantages.Themostwidelyusedformoforganizationisthebureaucracyamultilevelorganizationinwhichauthorityflowsdownwardandrulesandregulationsarecarefullyspecified.Bureaucraciescanbehighlyefficientorganizationsthatarewellsuitedtohandlingrepetitiverecurringtasks.Howevertheymayberigidintermsofruleinterpretationandtheymayresultindecision-makingdelays.
2.Explainthemajorwaysinwhichorganizationsaredividedintodepartments.Theusualwayofsubdividingeffortinorganizationsparticularlyinbureaucraciesistocreatedepartments.Fourcommontypesofdepartmentalizationarefunctionalterritorialproduct-serviceandcustomer.
3.Describethreemodificationsofthebureaucraticstructure:thematrixstructure;flatstructuresdownsizingandoutsourcing;andthehorizontalorganization.Thematrixorganizationconsistsofaprojectstructuresuperimposedonafunctionalstructure.Personnelassignedtotheprojectswithinthematrixreporttoaprojectmanageryettheyreporttoafunctionalmanageralso.Flatorganizationshavefewerlayersthantraditionalhierarchiesandareoftentheresultofdownsizings.Theyarecreatedforsuchpurposesasreducingpersonnelcostsandspeedingupdecisionmaking.Downsizingcanalsobelookeduponasawayofsimplifyinganorganizationtomakeitlessbureaucratic.Unlessdownsizingisdonecarefullyitcanbackfireintermsofincreasingefficiency.Byoutsourcingacompanycanreduceitsneedforemployeesandphysicalassetsandassociatedpayrollcosts.Anotherapproachtoorganizationstructureistoorganizehorizontallyorforagroupofpeopletoconcernthemselveswithaprocesssuchasfillinganorderordevelopmentofanewproduct.Teammembersfocusontheirpurposeratherthantheirspecialtyandtakecollectiveresponsibilityforcustomers.Switchingfromatasktoaprocessemphasiscanoftenbedonethroughreengineering.
4.Specifyhowdelegationempowermentanddecentralizationspreadauthorityinanorganization.Delegationisassigningformalauthorityandresponsibilityforaccomplishingatasktoanotherperson.Delegationfostersempowerment.Themanagerremainsaccountablefortheresultofsubordinates.Effectivedelegationincludesassigningdutiestotherightpeopleandobtainingfeedbackonthedelegatedtask.Decentralizationstemsfromdelegation.Itistheextenttowhichauthorityispasseddowntolowerlevelsinanorganization.Decentralizationsometimesreferstogeographicdispersion.
5.Identifymajoraspectsoforganizationalcultureincludingitsmanagementandcontrol.Sevenkeydimensionsoforganizationalculturearevaluesrelativediversityresourceallocationandrewardsdegreeofchangeasenseofownershipanattitudeofcaringandthestrengthofculture.Culturehasimportantconsequencesandimplicationsforfactorssuchascompetitiveadvantageproductivityqualityandmorale.Howwellanorganizationlearnsorprofitsfromitsexperiencesandmanagesknowledgeisalsopartofitsculture.Topmanagementisresponsibleforshapingmanagingandcontrollingculture.Althoughcultureisslowtochangethemanagercanleadthefirmthroughorganizationdevelopment.Themanagercanalsoactasarolemodelandrewardbehaviorsthatfitthedesiredculturalvalues.
6.Describekeyaspectsofmanagingchangeincludinggainingsupportforchange.Changecantakeplaceattheindividualandsmallgrouplevelsaswellastheorganizationallevel.Amodelofchangesuggeststhattheprocesshasthreestages:unfreezingattitudesfollowedbyattitudechangethenrefreezingtopointoutthesuccessofthechange.Peopleresistchangeforreasonstheythinkareimportantthemostcommonbeingthefearofanunfavorableoutcome.Tentechniquesforgainingsupportforchangeareasfollows:investtimeinplanningthechange;allowfordiscussionandnegotiation;allowforparticipation;pointoutthefinancialbenefits;avoidchangeoverload;gainpoliticalsupportforchange;allowforfirst-handobservationofsuccessfulchange;reduceuncertainty;askeffectivequestionstoinvolveworkersinthechange;andbuildstrongworkingrelationships.Disruptivetechnologyoccurswhenlargesuccessfulcompanieslosesightofsmallemergingmarketsservedbyacompanywithnewtechnologies.Thenewtechnologycreateshavocforthemoreestablishedfirm.TotalqualitymanagementincludingSixSigmaprogramsisanimportantorganizationalchangestrategy.KEYTERMSANDPHRASESBureaucracy222Organizationstructure222Unityofcommand222Departmentalization224unctionaldepartmentalization224FTerritorialdepartmentalization226Product-servicedepartmentalization227Customerdepartmentalization227Projectorganization228Matrixorganization228Flatorganizationstructure229Spanofcontrol229Outsourcing231tHorizontalstructure232Reengineering232Delegation233Empowerment233Decentralization234Centralization235Organizationalcultureorcorporateculture235Learningorganization239Knowledgemanagement239Disruptivetechnology245TotalqualitymanagementTQM246SUMMARYOFKEYPOINTSP
2791.Describethecomponentsoforganizationalstaffing.Thestaffingmodelconsistsofsevenphases:awarenessofthelegalaspectsofstaffing;strategichumanresourcesplanning;recruitment;selection;orientationtraininganddevelopment;performanceappraisal;andcompensation.Allphasescaninfluenceemployeeretention.
2.Beawareofthelegalaspectsofstaffing.Legislationaffectsallaspectsofstaffing.Exhibits10-2and10-3summarizekeylegislationrelatingtoequalemploymentopportunity.Managersshouldbegenerallyfamiliarwiththeselaws.Affirmativeactionconsistsofcomplyingwithantidiscriminationlawandcorrectingpastdiscriminatorypractices.
3.Explaintheimportanceofstrategichumanresourceplanning.Strategichumanresourceplanningprovidesforthemovementofpeopleintowithinandoutoftheorganization.Atthesametimeitrelatestheseactivitiestobusinessstrategy.
4.Presentanoverviewofrecruitmentandselection.Recruitmentistheprocessofattractingjobcandidateswiththerightcharacteristicsandskillstofitjobopeningsandtheorganizationalculture.Externalandinternalsourcesareusedinrecruitingincludingexpandeduseofonlinerecruiting.Selectingtherightemployeeshelpsbuildafirmandminimizestheproblemofnegligenthiring.Selectingtherightcandidatefromamongthoserecruitedmayinvolveapreliminaryscreeninginterviewcompletionofanapplicationformpsychologicalandpersonneltestingajobinterviewreferencecheckingandaphysicalexamination.Thefivetypesofpsychologicalandpersonneltestsusedmostfrequentlyinemployeeselectionareachievementaptitudepersonalityhonestyandintegrityandinteresttests.Mostjobinterviewsaresemistructured.Theyfollowastandardformatyettheygivetheinterviewerachancetoaskadditionalquestions.Referencechecksplayanimportantroleinhelpingemployerspreventtheproblemofnegligenthiring.
5.Presentanoverviewofemployeeorientationtraininganddevelopment.Anemployeeorientationprogramhelpsacquaintthe.newlyhiredemployeewiththefirm.Trainingincludesanyprocedureintendedtofosterandenhanceemployeeskills.Developmentisaformofpersonalimprovementthatgenerallyenhancesknowledgeandskillsofacomplexandunstructurednature.Aneedsassessmentshouldbeconductedpriortoselectingtraininganddevelopmentprograms.
6.Explainthebasicsofafairandreliablemethodofevaluatingemployeeperformance.Aperformanceappraisalisastandardmethodofmeasuringevaluatingandreviewingperformanceofindividualsaswellasteams.Arecentappraisaltechniquethe360-degreeappraisalinvolvesfeedbackfrommanypeople.Performanceappraisalsserveimportantadministrativepurposessuchashelpingmanagersmakedecisionsaboutpayincreasesandpromotions.Appraisalsalsohelpmanagerscarryouttheleadershipfunction.Appraisalsystemsmeasuretraitsbehaviorandresultswithsomesystemstakingintoaccountmorethanonefactor.
7.Summarizethebasicsofemployeecompensation.Workersaretypicallypaidsalariesbonusesandsometimespaymentforjobskills.Broadbandingwhichresultsinfewerpaygradessupportsthemodernlesshierarchicalorganization.Employeebenefitsareamajorpartofcompensation.Flexiblebenefitpackagesallowemployeestoselectagroupofbenefitstailoredtotheirpreferences.Compensationisamajorfactorinrecruitingandretainingemployees.EYTERMSANDPHRASESffirmativeaction257Disability258Strategichumanresourceplanning259Recruitment260Jobspecification261Jobanalysis261Realisticjobpreview267Behavioralinterviewing267Referencecheck268Impairmenttesting270Employeeorientationprogram271Training272Computer-basedtrainingInternet-basedtraining272Development272Informallearning274Performanceappraisal274360-degreefeedback275Traits276Behavior276Results276Broadbanding278Employeebenefit278Flexiblebenefitpackage278螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄薃螄莂芇袂螃肂蒂螈袂膄芅蚄袁芆蒀薀袀羆芃蒆衿膈葿袄衿芁莂螀袈莃薇蚆袇肃莀薂袆膅薅蒈羅芇莈螇羄羇薄蚃羃聿莆蕿羃节蚂薅羂莄蒅袃羁肄芈蝿羀膆蒃蚅罿芈芆薁肈羈蒁蒇肈肀芄螆肇膂蒀螂肆莅节蚈肅肄薈薄肄膇莁袃肃艿薆蝿肂莁荿蚅膂肁薅薁螈膃莇蒇螇芆薃袅螆肅莆螁螅膈蚁蚇螅芀蒄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