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65 Cards in this Set
- Front
- Back
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Management
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A process of assembling and using sets of resources in a goal-directed manner to accomplish tasks in an organizational setting
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Organization
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People working together and co-ordinating their actions to achieve specific goals
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Goal
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A futur condition an organization wishes to achieve
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Management
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Using organization resources to achieve goals by : Planning, Organizing, Leading and Controlling
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Resources
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People, Machinery, Raw materials, Financial capital (money to buy stuff)
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Manager
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People responsible for supervising the use of an organization's resources to meet it's goal
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Planning
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Choose appropriate organizational goals and courses of action to best achieve those goals
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Outcome of Planning
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Determines how effective and effecient the company is
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Organization
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Establish task and authority relationships that allow people to work together to achieve organization goals
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Outcome of Organization
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Structure that coordinates and motivates employees so that they work together to achieve goals
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Leading
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Motivate, coordinate, and energize individuals and groups to work together to achieve organizational goals
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Outcome of leading
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High level of motivation and commitment from employees to the organization
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Controlling
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Establish accurate measures and monitoring systems to evaluate how well the organization has achieved it's goals
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Outcome of Control
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Accurate measurement of performance and regulation of efficiency and effectiveness
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Efficiency
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How well resources are used to achieve organizations goals.
(try to minimize & still achieve goal) |
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Effectiveness
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Measurement of the appropriateness of the goals chosen, and degree of achievement
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Job dimensions of a Manager
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1) Demands
2) Constraints 3) Choices |
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First-Line Managers
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Responsible for day-to-day operations
Supervise people performing activities |
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Middle Manager
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Supervises first-line
Find best ways to use department resources >allocate resources >decide what people do |
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Top Manager
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- Responsible for the performance of all departments
- Establish organization goal |
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6 Areas of Management
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1) Marketing
2) Finical 3) Operational 4) Human Resources 5) Information 6) Other |
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Empowerment
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Expand the tasks and responsibilities of workers
> allow supervisors to make some decisions |
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Henry Mintzberg
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How managers spent their time and work and roles they held
> Roles; Set of specific tasks person performs because of the position they hold |
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Mintzberg Manager Roles
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Interpersonal roles
Informational roles Decisional roles |
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Job dimensions of a Manager
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1) Demands
2) Constraints 3) Choices |
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First-Line Managers
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Responsible for day-to-day operations
Supervise people performing activities |
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Middle Manager
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Supervises first-line
Find best ways to use department resources >allocate resources >decide what people do |
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Top Manager
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- Responsible for the performance of all departments
- Establish organization goal |
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6 Areas of Management
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1) Marketing
2) Finical 3) Operational 4) Human Resources 5) Information 6) Other |
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Empowerment
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Expand the tasks and responsibilities of workers
> allow supervisors to make some decisions |
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Henry Mintzberg
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How managers spent their time and work and roles they held
> Roles; Set of specific tasks person performs because of the position they hold |
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Mintzberg Manager Roles
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Interpersonal roles
Informational roles Decisional roles |
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Interpersonal Roles
(coordinate and interact with employees) |
Figure Head: emphasize on emotional activities > symbolize the organization
Leader; Influence or direct others Liaison; Link and coordinate inside and outside organizations |
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Informational Roles
(obtain and transmite information for managers) |
Monitor; Analyzes information, information seeking on current development
Disseminator: transmit information to influence employees Spokesperson: create a positiv image to people in and out of organization |
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Decisional Roles
(plan strategies and utilize resources) |
Entrepreneur: Decide upon new project
Disturbance Handle; Judge, problem solver. handling unexpected events Resource Allocator: how resources will be allocated Negotiator Role: seeks negotiate solutions btw people |
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Manager skills
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Technical
Interpersonal Conceptual Time Management Dicision-Making Dicision-Making |
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Market Penetration
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Attempting to increase market share
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Geographic expantion
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Introduce a current product to new market
- can involve new geographic regions |
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Product Development
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Create new products or modifies exciting products
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Vertical integration
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Gain ownership of suppliers and retailers
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Horizontal integration
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Gain ownership of competitors
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Relative Diversification
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Add new relative products to its line
expantion |
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Conglomerate diversification
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Add new and unrelated products to line
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Retrenchment
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Reducing operations and or activities
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Divestment
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Selling or liquidating businesses
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Cost leadership
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Lowest cost in industry
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Differentiation
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G/S that are distinctive from its competitiors
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Contingency Plannig
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- Identify in advance changes that might occur
- Identify how to respond |
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Adam Smith
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18th century economist
Found factory method was much higher productivity |
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Craft
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each worker did all steps
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Factory method
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Each worker specialized in one step
More efficient |
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What Frederick Taylor objective (1800s)
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reduce the time a worker spent on each task by optimizing the way the task was done
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4 Principle to increase efficiency
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1) Study the way the job is performed
2) Codify a new more efficient method into rules 3) Select best suited workers to perform 4) Establish a fair level of performance & pay more |
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What where the 3 steps of Gilbreths' time and motion studies
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1) Break down each action
2) Find a better ways to perform 3) Reorganiza each action |
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What else did Gilbreth study
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Fatigure problems
lighting heating ... |
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What is bureaucracy
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A formal system of organization and administration to ensure effectiveness and efficiency
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5 principals of bureaucracy
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1) Formal Authority
2) Position based on qualifications 3) Position duties 4) Line of authority 5) Rule, Standard Procedure of Operations, & Norms |
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The Hawthorne Studies
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- Study of workers efficiency
- Productivity was measured under various working conditions - Productivity rose since they were getting attentition |
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What is theory X
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Assuming that the worker is lazy, dislikes work and will do as little as posible
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What is theory Y
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Assuming working is not lazy, want to do good work and the job determines wether the worker likes the wor
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What is the difference btw open and closed system?
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An open system interacts with the environment. A closed system is self-containded
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What is organization environment theory?
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Relationships of inside and out side the organization
Effects on environment on; Input, conversion, and output |
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What is contingency THeory?
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No best way to manage
Organization has to adapt to constantly changing environemt |
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What is a Mechanistic structure?
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Authority is centralized at the top
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What is Organic structure?
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Authority is decentralized throughout employess
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