Mangement 3001

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one thing depends on the other things; for organizations to be effective, there must be a "goodness of fit" between their structure and the conditions in their external environment: contingency
refers to the work an organization does by using electronic linkages: e-business
regers to business exchanges or transactions that occur electronically: e-commerce
pertain to the availability, production, and distribution of resources in a society: economic forces
systematic efforts to find, organize, and make available a company's intellectual capital and to foster a culture of continuous learning and knowledge sharing so a company's activites build on what is known: knowledge management
one in which everyone is engaged in identifying and solving problems, enabling the organization to experiment, change, and improve continuously, thus increasing its capacity to grow, learn, and achieve its purpose: learning organization
the effective and efficient attainment of organization goals through planning, organizing, leading, and controlling organizational resources: management
a goal-directed and deliberately structured social entity: organization
the degree to which the organization achieves a stated goal: organizational effectiveness
regers to the amount of resources used to achieve an organization goal; use of minimal to produce a desired volume of output: organizational efficiency
the attainment of organization goals by efficiently and effectively using resources: performance
refer to the influence of political and legal institutions on people and organizations: political forces
set of expectations for a manager's behavior: role
postulates that decisions about organizations and job design should be based on precise, scientic study of individual situations: scientific management
aspects of culture that guide and influence relationships among people; what do people value? what do people need? what are people's behavior standards?: social forces
concept that focuses on managing the total organization to deliver quality to customers: total quality management (TQM)
four significant elements of TQM: employee involvement, focus on customer, benchmarking, and continuous improvement
4 elements of management: planning, organizing, leading, controlling
management today emphasizes...: human touch, flexibility, and employee involvement
_______ is a major source of business ________: Change; Risk
driving forces of organizational change: telecommunications, diversity of workers, public consciousness, global marketplace, community of stakeholders
defines goals for future organizational performance; decides tasks and use of resources needed: planning function
follows planning; reflects how organization tries to accomplish/execute plan; involves assignment of ____ into ________ and authority and allocation resources across organization: organizing function
monitoring employees' activities; determines whether organization is on target; make corrections if necessary: control function
new trends of controlling function: empowerment and trust of employees; new info technology provides control without strict top-down constraints
management skills: conceptual, human, technical
cognitive ability to see the organization as a whole and the relationships among its part: conceptual skills
ability to work with and through other people and to work effectively as a group memeber: human skills
understanding of and proficiency in the performance specific tasks: technical skills
responsible for a department that performs a single functional task and has employees with similar training and skills: functional manager
responsibile for several departments that perform different functions: general manager
manager roles: informational, decisional, interpersonal
monitor, disseminator, spokesperson: informational
entrepreneur, distrubance handler, resource allocator, negociator: decisional
figurehead, leader, liaison: interpersonal
management and new workplace need to....: embrance ambiguity, create organizations that are fast, flex, adaptable, and relationship-oriented, and focuse on leadership, staying connected to employees and customers, team building, and developing a learning organization
crisis management skill: stay calm
be visible
put people before business
known when to get back to business
tell the truth
rational, scientific, approach to management; make organizations efficient operating machines -scientific management -bureaucratic organizations -administrative principles: classical perspective
-Taylor -developed standard method for performing each job -selected workers with appr. abilities -trained workers in standard method -supported workers by planning work and eliminating interruptions -provided wage incentives: scientific management
-Max Weber -European employees were loyal to a single ind. rather than to the org. or its mission -based on rational authority -continuity: bureaucratic management
-Henri Fayol, Mary Parker Follet, Chester I. Barnard -focus on org. rather than ind. -delineated the mangement functions of planning, org., commanding, coordinating, and controlling: admnistrative principles
division of labor unity of commmand unity of direction scalar chain: Henri Fayol
importance of common goals for reducing conflit ethics-power-empowerment leadership-importnace of people vs. engineering techniques: Mary Parker Follet
Informal Organization Acceptance Theory of Authority: Chester Barnard
emphasized understanding human behavior, needs, and attitudes in the workplace: humanistic perspective
Theory X and Y: Douglas McGregor
dislike work-will avoid it must be coerced, controlled, etc perfer direction: Theory X assumptions
do not dislike work self direction and control seek responsibility imagination, creativity intellectual potentional: Theory Y
emerged after WWII applied mathamatics, stats, and other techniques: management science perspective
recent historical trends: systems theory, TQM, contingency theory
a results oriented culture that values competitiveness, personal initiative and achievement: achievement culture
characterized by values that support the company's ability to interpret and translate signals from the env. into new behavior responses: adaptability culture
culture that values and rewards a methodical, rational, orderly way of doing things: consistency culture
general environment: sociocultural, economic, technological, legal/political, international
task environment: customers, competitors, suppliers, labor markets
levels of corporate culture: visible, invisible
artifacts, such as dress, office layout, symbols, slogans: visible corporate culture
expressed values, underlying assumptions and deep beliefs: invisible corporate culture
4 types of corporate culture: consistency, involvement, adaptability, achievement
a culture that places high value on meeting the needs of employees and values cooperation and equity: involvement culture
articulates a vision for the org. in which employees can believe: over communicate
heeds the day-to-day activites that reinforce cultural vision: lead by example
4 stages of globalization: domestic stage, international stage, multinational stage, global stage
market potential is limited to the home country; prod. and marketing facilities located at home: domestic stage
exports increase; company usually adopts a multi-domestic approach: international stage
marketing and produciton facilities located in many countries; more than 1/3 of sales outside home country: multinational stage
making sales and acquiring resources in whatever country offers the best deal; ownership, control, and top management tend to be dispersed: global stage
some principles of international business relations: show respect, liste, do not think your way is best, know or take someone who knows the culture, avoid clique building, eliminate stereotypes
key factors in international environment: economic, legal-political, socioculture
dimensions of social value systems: -power distance
-uncertainty avoidance
-individualism and collectivism
-masculinity/femininity
-long term vs short term orientaiton-time
GLOBE Project Value Dimensions: assertiveness, future orientation, gender differnciation, etc.
-signed by 23 nations -WTO -tariff concessions, countries agree to limit level of tarriffs on imports from other members: GATT (General Agreement on Tarrifs and Trade)
-formed to improve economic and social conditions -25 nation alliance -monetary revolution: European Union (EU)
-merged U.S., Canada, and Mexico with more than 421 million consumers -breaks down tariffs and trade restrictions on most agriculture and manufactured products: North American Free Trade Agreement (NAFTA)
the code of moral principles and values that govern the behaviors of a person or group with respect to what is right and wrong: ethics
three domains of human action: certified law
ethics
free choice
arises in a situation concerning right or wrong when values are in conflict; right and wrong cannot be clearly identified: ethical dilemma
4 considerations in ethical decision making: -utilitarian approach
-individualism approach
-moral-rights approach
-justice approach
moral behavior produces the greatest good for the greatest #: utilitarian approach
acts are moral when they promote the invidual's best long-term interests: individualism approach
asserts human beings have fundamental rights and liberties: moral rights approach
moral decisions must be based on standards of equity, fairness, and impartiality: justice approach
3 types of justice: -distributive
-procedural
-compensatory
requires that diff. treatment of people not be based on arbitrary characteristics: distributive
requires that rules be administered fairly: procedural
argues that individuals should be compensated for the cost of their injuries by the party responsible: compensatory
3 levels of personal moral development: -preconventional
-conventional
-postconventional
management's obligation to make choices and take actions that will contribute to the welfare and interests of society as well as the org.: social responsibility
satisfy legal requirements regarding environmental conservation: legal approach
respond to customers: market approach
address multiple stakeholder concerns: stakeholder approach
actively conserve the environment: activist approach
total corporate responsibility: -economic responsibility
-legal responsibility
-ethical responsibility
-discretionary responsibility
a choice made from available alternatives: decision
the process of identifying problems and opportunities and then resolving them: decision making
decisions made in response to a situation that has occured often enough to enable decision rules to be developed and applied in the future: programmed decisions
decisions made in response to a unique situation, are poorly defined and largely unstructured, and have imp. consequences for the org.: nonprogrammed decisions
all the information the decision maker needs is fully available: certainty
the goals to be achieved or the problem to be solved is unclear; alternatives are difficult to define; info about outcomes is unavailable: ambiguity
managers know which goals they wish to achieve, but info about alternatives and future events is incomplete: uncertainty
a decision has clear goals and good info available, but the future outcomes associated with each alternative are subject to chance: risk
3 decision making models: classical
administrative
political
based on the assumption that managers should make logical decisions that will be in the organizations best economic interests; goals that are known and agreed upon; certainty; criteria for evaluating are known: classical model
describes how managers make decisions in situations characterized by nonprogrammed decisions, uncertainty, and ambiguity: administrative model
2 concepts to shape administrative model: -bounded rationality
-satisficing
the concept that people have the time and cognitive ability to process a limited amount of info on which to base decisions: bounded rationality
to choose the first solution alternative that satisifies minimal decision criteria regardless of whether better solutions are presumed to exist: satisficing
resembles real environment make decisons; disagreement/conflict over problems and solutions are normal; make nonprogrammed decisions: political model
6 steps of managerial decision making process: 1) recognitions of decision
2) Diagnosis and analyis of causes
3) Development of alternatives
4) Selection of desired alternative
5)implementation of chosen alternative
6) evaluation and feedback
a model designed to help managers gauge the amount of subordinate participation in decision making: vroom-jago model
raw facts and figures that by themselves may be useless: data
data converted into a meaningful and useful context for specific users: information
operations information systems: -office automation systems
-transaction processsing systems
-process control systems
combine modern hardware and software such as word processors to handle the tasks of publishing and distributing info: office automation system
records and processes data resulting from business operations: transaction processing system
special sensing devices monitor and record physical phenomena such as temp and pressure changes: process control system
a computer based system that provides info and support to effective managerial decision making: management information system
the deployment of organizational resources to achieve strategic goals: organizing
set of formal tasks assigned to individuals and departments; formal reporting relationships; design of systems to ensure effective coordination of employees across depts: orgnization structure
-tasks are subdivided into ind. jobs -work can be performed more efficiently -employees become bored and isolated: work specialization
unbroken line of authority that links all persons in an organization an dshows who reports to whom -associated with unity of command and scalar principle: chain of command
number of employees reporting to a supervisor; traditional view=7 per manager; today=30 or more: span of management
used in an organization; determines whether the structure is tall or flat: span of control
narrow span, more hierarchial levels: tall structure
wide span, fewer hierarchial levels: flat structure
decision authority is located near the top of org.: centralization
authority is pushed downward to lower organizational levels: decentralization
5 approaches to structural design: vertical, divisional, matrix, team, network
team consists of employees from various functional depts: cross-functional teams
teams solve ongoing problems; come from all functional areas: permanent teams
firm subcontracts most of its major functions to seperate companies and coordinates their activites from a small headquarters organization: virtual network structure
temporary team or committee formed to solve a specific short-term problem: task force
participants from several departments who meet to solve ongoing problems: team
a person responsible for coordinating the activities of several depts: project manager
contingency factors that influence organization structure: strategy
environment
technology
interdependence
Woodward's Manufacturing Technologyq: small batch unit production
large batch and mass production
continuous process production
a type of technology that involes the produciton of goods in batches of one or few products designed to customer specification: small batch unit production
type of technology characterized by the production of a large volume of products with the same specifications: large batch and mass production
a type of techonology involving mechanization of the entire work flow and nonstop production: continuous process production
the adoption of a new idea or behavior by an organization: organizational change
two types of planned change: incremental change
transformational change
based on efforts to improve basic work and organizational processes: incremental change
involves redesign and renewel of the total organization: transformational change
Change sequence of events: environmental forces and internal forces=>need for change=>initiate change=>implement change
based on external and internal forces; performance gap: need for change
a disparity between exisiting and desired performance levels -current procedures are not up to standard -new idea or technology could improve current performance: performance gap
2 elements of initiating change: search
creativity
a person who sees the need for and champions productive change within the organization: idea champion
promoting corporate innovation: -new venture teams
-skunkworks
-idea incubator
facilitating of new ideas: -creative culture
-idea champions
-new venture teams
-idea incubators
4 reason for resistance to change: -self interest
-lack of understanding and trust
-uncertainty
-different assessments and goals
the fear of personal loss is perhaps the biggest obstacle to organizational change: self interest
do not understand the intended purpose of a change, or distrust the intentions: lack of understanding and trust
lack of info about future events: uncertainty
people who will be affected by innovation may assess the situation differently: different assessments and goals
TYPES of organizational change: culture/people
structure
technology
products
-related to organization's production process -designed to enhance efficiency -generally "bottom-up": technology change
tools for changing people and culture tools: -training and dev. programs
-organizational development
the application of behavioral science techinques to improve an organization's health and effectiveness through its ability to cope with environmental changes, improve internal relationships, and increase learning and problem-solving capabilities: organizational development
organizational development can help managers address:: -mergers/acquisitions
-organizational decline/revitalizatoin
-conflict management
diagnosis stage; participants are made aware of problems in order to increase their willingness to change their behavior: unfreezing
intervention stage; individuals experiment with new workplace behavior: changing
reinforcement stage; individuals acquire a desired new skill or attitude and are rewarded for it by the organization: re-freezing
activities undertaken to attract, develop, and maintain an effective workforce within an organization: human resource management
strategic role of HRM: -all managers are HR managers
-employees are viewed as assets
-HRM is a matching process
how is HRM changing?: -focusing on building human capital
-use of information technology
the ecnomic value of the knowledge, experience, skills, and capabilities of employees: human capital
How to attract an effective workplace: -HR planning
-choose recruiting sources
-select the candidate
-welcome the new employee
How to develop an effective workplace: -on the job training
-orientation training
-self-directed/programmed instruction
-classroom training
computer based training
the process of observing and evaluating an employee's performance, recording the assessment,and providing feedback to the employee: performance appraisal
How to maintain an effective workforce: -compensation considerations
-benefits
-terminations
Compensation Considerations: -wage and salary systems
-compensation equity
-pay for performance
the belief that one's own group or subculture is inherently superior to other groups or cultures: ethnocentrism
a culture that accepts only one way of doing things and one set of values and beliefs: mono-culture
the belief that groups and subcultures are inherently equal: ethnorelativism
means that an organization accommodates several subcultures: pluralism
5 types of sexual harassment: -generalize
-inappropriate/offensive
-solicitation with promise of reward
-coercion with threat of punishment
-sexual crimes and misdemenors
an interdisciplinary field dedicated to the study of individuals, behavior, and performance in organizations: organizational behavior
work behavior that goes beyond job requirements and contributes as needed to the organization's success: organizational citizenship
a cognitive and affective evaluation that predisposes a person to act in a certain way: attitude
3 components of attitude: -cognitive
-affective
-behavioral
includes the beliefs, opinons, and info the person has about the object of the attitude: cognitive component
the person's emotions or feelings about the object of the attitude: affective component
the person's intention to behave toward the object of the attitude in a certain way: behavioral component
2 high performance work attitudes: -job satisfaction
-organizational commitment
the cognitive process people use to make sense out of the environment by selecting, organizing, and interpreting information from the environment: perception
the perception process: observing info via the senses=>screening the ingo and selecting what to process=>organizing the selected data into patterns fro interpreting and response
primacy and recency: perceptual selectivity
sterotyping and halo effect: perceptual distortions
says the characteristics of the person led to the behavior: internal attributions
says something about the situation caused the person's behavior: external attributions
3 factors that determine whether the attribution will be external or internal: -distinctiveness
-consensus
-consistency
whether the behavior is unusual for that person: distinctiveness
whether other people tend to respond to similar situations in the same way: consensus
whether the person being observed has a history of behaving in the same way: consistency
Big Five Personality Factors: -Extroversion
-Agreeableness
-Conscientiousness
-Emotional Stability
-Openness to Experience
EQ Basic Components: -self-awareness
-self-
-relationship awareness
-social awareness
what poeople tend to attribute to the cause of their stress or failture: locus of control
locus of control: people are easier to motivate; believe their own actions influence what happens to them; feel in control of their fate: Internal
locus of control: believe events in their life happen because of luck, or chance; may feel helpless to change things; less in volved in jobs: external
to be concerned with power, status, and toughness; obey recognized authority; stick to conventional values: Authoritarianism
characterized by the acquisition of power and teh manipulation of other people for purely personal gain: machiavellianism
Problem-solving styles-MBTI: intuition
sensation
thinking
feeling
experiential learning cycle: concrete experience
reflective observation
abstract conceptualizatoin
active experimentation
concrete and reflective; good at ideas, people, culture and art: Diverger
abstract conceptualization and reflective; good at reasoning, less concerned with people: assimulator
abstract and active; good at practical application of ideas, good with technical tasks: converger
concrete and active; good at implementing decisions, good with people: accomodator
people gain 12% of what they know from hearing; people with preference to learn by ear: auditory learners
people gain 76% of they know from reading; people with this preference: visual learners
people gain 13% of what they know from the senses; people with this preference: hands-on or kinesthetic learners
4 causes of work stress: -demands with job taks
-physical demands
-role demands
-interpersonal demands
the ability to influence people toward the attainment of organizational goals: leadership
________takes care of where you are: manager
______takes you to a new place: leader
leadership behaviors: task-oriented
people-oriented
contingency approaches to leadership: -Fiedler's Contingency Theory
-Hersey and Blandhard's Situation Theory
-Path-Goal Theory
leadership grid: 1-9 x 1-9
x=concern for production
y=concern for people
3 elements of leadership situations in Fiedler's Contingency Thoery: -leader member relations
-task structure
-position power
refers to group atmostphere and members' attitude toward and acceptance of the leader: leader member relations
refers to the extent to which tasks performed by the group are defined, involve specific procedures, and have clear, explicit goals: task structure
the extent to which the leader has formal authority over subordinates: position power
a contingency approach to leadership that links the leader's behavior style with the task readiness of subordinates: Situational Theory
levels of readiness: low-telling
moderate-selling
high-participating
very high-delegating
contingency approach, the leader's responsibility is to increase subordinates' motivation to attain personal organizational goals through: -clarifying the paths to rewards -increasing the rewards that the subordinate values and desires: Path-Goal Theory
Path-Goal Classification of Leader Behaviors: -supportive
-directive
-participative
-achievement oriented
2 important situation contingencies (Path-Goal): -the personal characteristics of group members
-the work environment
-the ability to inspire -motivate people to do more -tend to be less predictable -create atmosphere of change -visionary: charismatic leader
-clarify the role and task requirements -initate structure -provide appropriate rewards: transactional leader
3 forms of power: -legitimate
-reward
-coercive
power coming from a management position: legitimate power
stems from the authority to bestow rewards on other people: reward power
the authority to punish or recommend punishment: coercive
forms of personal power: -expert
-referent
leader's special knowledge or skill regarding the taks performed by followers: expert power
personality characteristics that command subordinates' identification, respect, and admiration so they wish to emulate the leader: referent
servant and level 5 leaders have ______ in common: humility
3 steps in fair process: -engagement
-explanation
-expectation clarity
refers to the forces either internal or external to a person that arouse enthusiasm and persistence to pursue a certain course of action: motivation
high employee motivation goes hand in hand with ____________: high performance
Model of Motivation: Need=>Change=>Rewards=>Feedback=>
types of rewards: -intrinsic
-extrinsic
satisfactions a person receives in the process of performing a particular action: intrinsic
reward given by another person: extrinsic
4 Content Theories of Motivation: -Hierarchy of Needs Theory
-ERG Theory
-Two-Factor Theory
-Acquired Needs Theory
5 steps of Hierachy of Needs (bottom-top): -physiological needs
-safety needs
-belongingness needs
-esteem needs
-self-actualizatoin needs
ERG Theory (bottom-top): -existence needs
-relatedness needs
-growth needs
Two-Factor Theory (bottom-top): -Hygiene factors(influence level of dissatisfaction)
-Motivators(influence level of satisfaction)
Acquired Needs Theory (bottom-top): -Need for Achievment
-Need for Affiliation
-Need for Power
explain how employees select behaviors with which to meet their needs and determine whether their choices were successful: process theories

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