Q: How do content theories of motivation differ from process theories of

motivation compare and contrast the two

Difference between content theory and process theory is that, content theory
emphasizes on the reasons for changing the human needs frequently while process
theory focuses on the psychological processes which affect motivation, with regard
to the expectations, goals, and perceptions of equity. Both these theories are linked
with motivation. This article attempts to explain both the theories and compares
both inorder to identify the difference between content theory and process theory.
Q: Distiungush between product and process departmentalization with
examples
Product departmentalization: Grouping departments around a firm’s products or
services, or each family of products or services; also referred to as a “divisional”
organization.
A product is a tangible deliverable that can be sold to external customers or used to
fulfill internal company needs.
1. It ensures better customer service
2. Unprofitable products may be easily determined
3. It assists in development of all around managerial talent
4. Makes control effective
5. It is flexible and new product line can be added easily.
Process departmentalization: The process through which an organization’s
activities are grouped together and assigned to managers; the organizationwide
division of work. A process is a systematic way of doing something - for example,
a process could be used to create a product.
1. Oriented towards end result.
2. Professional identification is maintained.
3. Pinpoints product-profit responsibility.
Q: Distinguish between financial and non financial motivation with examples
Examples of financial compensation:
1. Wages
2. Salaries
3. Bonuses
4. Tips
5. Commissions
Examples of non-financial compensation:
1. Achievement awards
 2. Personal Days
3. Paid training
4. Gift cards
5. Team leadership opportunities
Q: Distinguish between general management and strategic management
It is often thought that management is just another synonym for strategic
management. Truth is that it is a misconception. The two are different things in a
business. Strategic management is all about designing the overall strategy for the
company. Three elements are attached to it. The first one is strategic analysis which
can be defined as doing a systematic analysis of where the company stands. Second
one is making strategic choice and this has to do with formulating a course of
action. The last one is strategic implementation and this can be defined as technical
details on how to put the designed strategy into work.The management, on the
other hand, is the day to day job of the manager. It consists of five functions as
stated here. This means that typically, an operation manager is deals with the
quality of the production.Within it, we have buying of raw materials, various kinds
of job approvals, machinery, inventory management and much more.However, the
manager of the marketing department is focused on the promotion of the product.
Thus, management consists of jobs cut into smaller portions. They fall under
tactical planning, a process connected to strategic implementation.The overall work
of strategic management is the responsibility of the top executives of the company.
Meanwhile, tactical planning is the responsibility of the managers at mid level and
that is also in several forms. As we saw earlier, a company can have both
operational and marketing managers. This should hint that the management takes a
narrow path. Its counterpart, on the contrary, is all-encompassing. In other words, it
takes into account all parts of the business.
Q: What are the differences between operational control and structural
control
The differences between strategic and operational control are highlighted by
reference to a general definition of management control: "Management control is
the set of measurement, analysis, and action decisions required for the timely
management of the continuing operation of a process". This section discusses in
the terms presented.
Measurement:
 Strategic control requires data from more sources. The typical operational
control problem uses data from very few sources.
  Strategic control requires more data from external sources. Strategic
decisions are normally taken with regard to the external environment as
opposed to internal operating factors.
 Strategic control are oriented to the future. This is in contrast to
operational control decisions in which control data give rise to immediate
decisions that have immediate impacts.
 Strategic control is more concerned with measuring the accuracy of the
decision premise. Operating decisions tend to be concerned with the
quantitative value of certain outcomes.
 Strategic control standards are based on external factors. Measurement
standards for operating problems can be established fairly by past
performance on similar products or by similar operations currently being
performed.
 Strategic control relies on variable reporting interval. The typical
operating measurement is concerned with operations over some period of
time: pieces per week, profit per quarter, and the like.
Q: Distinguish between interpersonal and decisional roles of a manager
The managerial roles in this category involve providing information and ideas.
1. Figurehead – As a manager, you have social, ceremonial and legal
responsibilities. You're expected to be a source of inspiration. People look up
to you as a person with authority, and as a figurehead.
2. Leader – This is where you provide leadership for your team, your
department or perhaps your entire organization; and it's where you manage
the performance and responsibilities of everyone in the group.
3. Liaison – Managers must communicate with internal and external contacts.
You need to be able to network effectively on behalf of your organization.
Decisional Category
The managerial roles in this category involve using information.
1. Entrepreneur – As a manager, you create and control change within the
organization. This means solving problems, generating new ideas, and
implementing them.
2. Disturbance Handler – When an organization or team hits an unexpected
roadblock, it's the manager who must take charge. You also need to help
mediate disputes within it.
3. Resource Allocator – You'll also need to determine where organizational
resources are best applied. This involves allocating funding, as well as
assigning staff and other organizational resources.
4. Negotiator – You may be needed to take part in, and direct, important
negotiations within your team, department, or organization.