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27 Cards in this Set
- Front
- Back
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Challenge of leadership |
1. Harnessing technological advances 2. Responding to change and uncertainty 3. Operating in a socially responsible manner 4. Competing on a global scale 5. Managing and leading diverse workforces |
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Pillars of management |
1. Strategic position 2. Individual leadership 3. Organizational design |
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Management |
Working with and through a group of people to accomplish a desired goal or objective in an efficient and effective manner |
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Leadership |
Ability to drive change and innovation through inspiration and motivation |
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Bureaucratic organization structure |
-Max Weber -Clear tasks and responsibilities -Coordination through hierarchy of authority -Standard rules and procedures -Vertical separation of planning and execution |
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Scientific management |
A focus on how jobs, work, and incentive schemes could be designed to improve productivity using industrial engineering methods |
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Human relations movement |
the belief that organizations must be understood as systems of interdependent human beings who share a common interest in the survival and effective functioning of the firm |
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Contingent view |
a view of the firm where effective organizational structure is based on fit or alignment between the organizations and various aspects in its environment |
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Top managerial skills |
1. Conceptual skills 2. Interpersonal skills 3. Technical skills |
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Middle managerial skills |
1. Interpersonal skills 2. Conceptual skills 2. Technical skills |
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Frontline managerial skills |
1. Technical skills 2. Interpersonal skills 3. Conceptual skills |
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Business environment |
the combination of all contextual forces and elements in the external and internal environment of a firm |
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Managerial view |
saw the firm a a mechanism for converting raw materials into products to sell to customers -up to 1960's |
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Shareholder view |
the job of top managers was to produce the highest possible stock market valuation of the firms assets -1960's-1980's |
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Stakeholder view |
attempts to organize and analyze multiple groups that interact with the firm -since 1990's |
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Stakeholder approach |
1. Stakeholder mapping 2. Stakeholder management process 3. Managing uncertainty |
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Stakeholder Mapping |
1. Map stakeholder relationships with the firm 2. Identify specific subsets within stakeholders 3. Determine stakes for each stakeholder 4.Define connections between stakeholders |
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Stakeholder management process |
developed mechanisms in the firm that can better identify and respond to new stakeholders and the complexity in the environment |
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Strategic review process |
senior leaders of a corporation meet with business unit managers to review progress towards specific goals |
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Environmental scanning |
a tool managers use to scan the business horizon for key events and trends that will affect he business in the future |
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Scenario building |
forecasting the likely result that might occur when several events and stakeholders are linked together |
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Contingency planning |
the systematic assessment of the external environment to prepare for a possible range of alternative futures for the organization |
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Trend analysis |
a tool where key variables are monitored and modeled to help predict a change that might occur in the environment |
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Contextual intelligence |
the ability to understand the impact of environmental factors on a firm and the ability to understand how to influence those same factors -develop appreciation and awareness of history -stay attuned to trends in environment -seize firsthand experiences -engage in scenario assessment |
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Managing Uncertainty |
there will always be some level of uncertainty about the direction of the business environment, it's important managers appropriately estimate this level of uncertainty -the # of factors in business environment and the rate of change in contextual factors |
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High uncertainty |
requires stronger vigilance of contextual forces and more adaptation -high # of factors in business environment and high rate of change in contextual factors |
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Low uncertainty |
requires less vigilance of contextual forces and less adaptation -low # of factors in business environment and low rate of change in contextual factors |
