MGMT 2500 MIDTERM STUDY GUIDE, Exams of Social Sciences

MGMT 2500 MIDTERM STUDY GUIDE 2026

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2025/2026

Available from 05/19/2026

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MGMT 2500 MIDTERM STUDY GUIDE
Reasons to Globalize - Answers - reduce costs, improve supply chain, provide better
goods and services, understand markets, learn to improve operations, attract and retain
global talent
Improve the Supply Chain - Answers - locating facilities closer to unique resources
provide better goods and services - Answers - Objective and subjective characteristics
of goods and services
- on time deliveries, cultural variables, and improved customer service
Understand Markets - Answers - Interacting with foreign customers, suppliers,
competition can lead to new opportunities
- cell phone design coming from a Europe, cell phone fads from Japan, and extend the
product life cycle
Learn to Improve Operations - Answers - Learning does not take place in isolation.
Remains open to the free flow of ideas.
For example, GM found that it could improve operations by jointly building and running,
with the Japanese, an auto assembly plant in San Jose, California. This strategy
allowed GM to contribute its capital and knowledge of U.S. labor and environmental
laws while the Japanese contributed production and inventory ideas.
Attract and Retain Global Talent - Answers - Offer better employment opportunities
- better growth opportunities and insulation against unemployment
- relocate unneeded personnel to more prosperous locations
Missions - Answers - Tell an organization where it's going
- organization's purpose for being, provides boundaries and focus
- answers "what do we provide society?"
Factors affecting mission - Answers - philosophy and values
profitability and growth
public image
benefit to society
customers
environment
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MGMT 2500 MIDTERM STUDY GUIDE

Reasons to Globalize - Answers - reduce costs, improve supply chain, provide better goods and services, understand markets, learn to improve operations, attract and retain global talent Improve the Supply Chain - Answers - locating facilities closer to unique resources provide better goods and services - Answers - Objective and subjective characteristics of goods and services

  • on time deliveries, cultural variables, and improved customer service Understand Markets - Answers - Interacting with foreign customers, suppliers, competition can lead to new opportunities
  • cell phone design coming from a Europe, cell phone fads from Japan, and extend the product life cycle Learn to Improve Operations - Answers - Learning does not take place in isolation. Remains open to the free flow of ideas. For example, GM found that it could improve operations by jointly building and running, with the Japanese, an auto assembly plant in San Jose, California. This strategy allowed GM to contribute its capital and knowledge of U.S. labor and environmental laws while the Japanese contributed production and inventory ideas. Attract and Retain Global Talent - Answers - Offer better employment opportunities
  • better growth opportunities and insulation against unemployment
  • relocate unneeded personnel to more prosperous locations Missions - Answers - Tell an organization where it's going
  • organization's purpose for being, provides boundaries and focus
  • answers "what do we provide society?" Factors affecting mission - Answers - philosophy and values profitability and growth public image benefit to society customers environment

SWOT Analysis - Answers - Internal Strengths, Internal Weaknesses, External Opportunities, External Threats Strategy - Answers - Tells the organization how to get there

  • action plan to achieve mission
  • functional areas have strategies

exploit opportunities and strengths, neutralize threats, and avoid weaknesses

Strategies for competitive advantage - Answers - differentiation, cost leadership, and response Differentiation - Answers - Better, or at least different

  • uniqueness beyond physical characteristics and service attributes to encompass everything that impacts customers' perception of value Competing on cost - Answers - Provide the maximum value as perceived by customer. Does not imply low quality.
  • porter airlines: secondary airports, few fare options, smaller crews, no expensive ticket offices Competing on Response - Answers - - Flexibility is matching market changes in design innovation and volumes
  • Reliability is meeting schedules
  • Timeliness is quickness in design, production, and delivery Strategy development process - Answers - 1. Analyze the Environment
  1. Determine the Corporate Mission
  2. Form a Strategy Analyze the Environment - Answers - Identify the strengths, weaknesses, opportunities, and threats. Understand the environment, customers, industry, and competitors. Determine the Corporate Mission - Answers - State the reason for the firm's existence and identify the value it wishes to create Form a Strategy - Answers - Build a competitive advantage, such as low price, design, or volume flexibility, quality, quick delivery, dependability, after-sale service, broad product lines Strategic Process - Answers - Organization's Mission - > Functional Area Missions - > (Marketing, Operations, Finance/accounting) Product Life Cycle - Answers - introduction, growth, maturity, decline
  • economies of scale
  • cross-cultural learning International Strategy - Answers - - import/export or license existing products
  • U.S. Steel, Harley Davidson 7 types of waste - Answers - over production, queues, transportation, inventory, motion, overprocessing, defective products Lean operations - Answers - starts with understanding what the customer wants, optimize the entire process from the customer's perspective, eliminate waste service blueprinting - Answers - process analysis technique that lends itself to a focus on the customer and the provider's interaction with the customer Value-Stream mapping - Answers - process that helps managers understand how to add value in the flow of material and information through the entire production process Types of layouts - Answers - office, retail, warehouse, fixed-position, process=oriented, work-cell, and product oriented Office layout - Answers - positions workers, their equipment, and spaces/offices to provide for movement of information Relationship Chart - Answers - displays a "closeness value" between each pair of people and/or departments that need to be placed in the office layout Retail Layout - Answers - objective is to maximize profitability per square foot of floor space, has significant influence of consumer behaviour, sales and profitability vary directly with customer exposure Warehousing and storage layouts - Answers - objective is to optimize trade-offs between material handling costs and costs associated with warehouse space, maximize the total "cube" of the warehouse, high-volume items should be placed closest cross-docking - Answers - materials are moved directly from receiving to shipping and are not placed in storage in the warehouse, warehouse actually doesn't store anything longer than a few hours so it acts as a transfer point rather than a traditional warehouse fixed-position layout - Answers - addresses the layout requirements of large, bulky projects like ships and buildings. product remains in one place, workers and equipment come to site Process-oriented layout - Answers - layout that deals with low-volume, high-variety production in which like chains and equipment are grouped together

Job lots - Answers - groups or batches of parts processed together Work cell - Answers - arrangement of machines and personnel that focuses on making a single product or family of related products, reorganizes people and machines that would ordinarily be dispersed in various departments into a group so they can focus on aking a single product or group of related products Advantages of work cells - Answers - - reduced work-in-process inventory

  • less floor space needed
  • reduced direct labour cost
  • heightened sense of employee participation
  • increased equipment and machinery utilization
  • reduced investment in machinery and equipment Requirements of work cells - Answers - - identification of families of products
  • high level of training, flexibility, and empowerment of employees
  • being self-contained with its own equipment and resources
  • conducting of tests (poka woke) at each station in the cell Work cells advantages over assembly lines and process facilities - Answers - - tasks are grouped, inspection is often immediate
  • fewer workers are needed
  • workers can reach more of the work area
  • work area can be more efficiently balanced
  • communication is enhanced Takt time - Answers - pace of production to meet customer demands takt time = total work time available/units required Five forces model - Answers - method of analyzing the five forces in the competitive environment Response - Answers - a set of values related to rapid, flexible, and reliable performance Flexible response - Answers - Thought of as ability to match changes in marketplace where design innovations and volumes fluctuate substantially Resources view - Answers - a method managers use to evaluate the resources at their disposal and manage or alter them to achieve competitive advantage Value-chain analysis - Answers - a way to identify those elements in the product/service chain that uniquely add value Key success factors - Answers - activities or factors that are key to achieving competitive advantage

Mass customization - Answers - High volume, high variety Brings us the variety of products traditionally provided by low-volume manufacturer (process focus) at the cost of standardized high volume (product focus) production Heavily rely on modular design (repetitive focus) Suggest high volume system in which products are built-to-order (no forecast) Crossover chart - Answers - chart of costs at the possible volumes for more than one process, comparison of processes which can be further enhanced by looking at the point where the total cost of the processes changes Country factors affecting location decisions - Answers - Political risks, government rules, attitudes, incentives Cultural and economic issues Location of markets Labour talents, attitudes, productivity, costs Availability of supplies, communications, energy Exchange rates and currency risk Region/Community factors affecting location decisions - Answers - Corporate desires Attractiveness of region (culture, taxes, climate, etc) Labour availability, costs, attitudes toward unions Cost and availability of utilities Environmental regulations of state and town Government incentives and fiscal policies Proximity to raw materials and customers Land/construction costs Site factors affecting location decisions - Answers - Site size and cost Air, rail, highway, and waterway systems Zoning restrictions Proximity of services/supplies needed Environmental impact issues Tangible costs - Answers - readily identifiable costs that can be measured with some precision, raw materials, transportation of finished goods, and site construction are factored into overall cost of a location Intangible costs - Answers - a category of location costs that cannot be easily quantified, such as quality of life and government Proximity to suppliers - Answers - Located near raw materials and suppliers because

  • perishability
  • transportation costs
  • bulk

Clustering - Answers - the location of competing companies near each other, often because of a critical mass of information, talent, venture capital, or natural resources Factor-rating method - Answers - a location method that instills objectivity into the process of identifying hard-to-evaluate costs Locational Break-Even Analysis - Answers - use of cost-volume analysis to make an economic comparison of location alternatives Service Location Strategy - Answers - Purchasing power of the customer-drawing area Service and image compatibility with demographics of the customer-drawing area Competition in the area Quality of the competition Uniqueness of the firm's competitors' locations Physical qualities of facilities and neighbouring businesses Operating policies of the firm Quality of management Geographic information system - Answers - a system that stores and displays information that can be linked to a geographic location Facility layout - Answers - source of competitive advantage Supply Chain - Answers - global network of organizations and activities that supply a firm with goods and services Why study operations management? - Answers - - major function of organizations

  • want to know how goods and services are produced
  • understand what operations managers do
  • costly part of an organization Functions in Operations Management - Answers - Marketing - generates the demand production/operations - creates the product Finance/accounting - tracks how well the organization is doing, paus the bills, and collects the money Management process - Answers - planning, organizing, staffing, leading, and controlling 10 OM Decisions - Answers - 1. Design of goods and services
  1. Managing quality
  2. Process strategy
  3. Location strategies

Rapid product development - Answers - technology and international communication of news, entertainment, and lifestyles is shortening the product lifespan Mass customization - Answers - consumers are aware of innovation and options, pressure is on firms to respond in a creative way