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122 Cards in this Set
- Front
- Back
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What do managers do?
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They do certain things, meet certain needs, and have certain responsibilities.
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Interpersonal roles
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figurehead, leader and liaison roles involve dealing with certain people
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Informational roles
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monitor, disseminator, and spokesperson roles involve the processing of information
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Decisional roles
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entrepreneur, disturbance handler, resource allocator,and negotiator are managerial roles primarily related to decision making.
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Technical skills
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to accomplish or understand the specific kind of work being done in an organization
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Interpersonal
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to communicate with, understand, and motivate both individuals and groups.
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Conceptual
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to think in the abstract
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Diagnostic
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to visualize the appropriate response to a situation
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Communication
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to convey ideas and information effectively to others and to receive the same effectively to others
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Decision making
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to recognize and define problems and opportunities and then to select an appropriate course of action to sole problems and capitalize on opportunities
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Time management
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to prioritize work, to work efficiently, and to delegate appropriately
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The Science of Management
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1. assumes that problems can be approached using rational, logical, objective, and systematic ways
2. requires the use of technical, diagnostic, and decision-making skills and techniques to solve problems |
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The Art of Management
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1. making decisions and solving problems using a blend of intuition, experience, instinct, and personal insight.
2. using conceptual, communication, interpersonal, and time-management skills to accomplish the tasks associated with managerial activities. |
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For-Profit Organizations
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Large businesses- industrial firms, commercial banks, insurance, firms, retailers, transportation firms, utilities, communication firms, service organizations.
Small business and start of businesses. International management |
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Not-for-profit organizations
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governmental orgs- local, state, and federal
Education- public and private schools, colleges, and universities healthcare- public hospitals and HMOs Nontraditional settings- community, social, and spiritual groups. |
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Organization
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a group of people working together in structured and coordinated fashion to achieve a set goals
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Management
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a set of activities directed at an organization's resources with the aim of achieving organizational goals in an efficient and effective way
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Efficient
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using resources wisely and in a cost-effective way
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Effective
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making the right decisions and successfully implementing them
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Manager
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Someone whose primary responsibility is to carry out the management process
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Planning
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setting an organization's goals and deciding how best to achieve them
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Decision making
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part of the planning process that involves selecting a course of action from a set of alternatives
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Organizing
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Determining how activities and resources are to be grouped
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Leading
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the set of processes used to get members of the organization to work together to further the interests of the organization
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Controlling
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monitoring organizational progress toward goal attainment
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Levels of management
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the differentiation of managers into three basic categories- top, middle, and first-line.
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Areas of management
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Managers can be differentiated into marketing, financial, operations, human resource, administration, and other areas
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Interpersonal roles
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the roles of figurehead, leader, and liaison, which involve dealing with other people
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Informational roles
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the roles of monitor, disseminator, and spokesperson, which involve the processing of information
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Why use theories?
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1. theories provide conceptual frameworks for organizing knowledge and blueprints for actions.
2. management theories are grounded in reality. 3. managers develop their own theories about how they should run their organizations |
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Why study history?
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understanding history aids managers in the development of management practices and in avoiding the mast mistakes of others.
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Rober Owen (1771-1858)
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British industrialist who recognized the importance of human resources and implemented better working conditions through reduced child labor, meals, and shorter hours
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Charles Babbage (1792-1871)
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English mathematician who focused on creating efficiencies of production through the division of labor, management and labor cooperation, and application of mathematics to management problems. Wrote "On the Economy of Machinery and Manufactures."
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Scientific Management
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1. Concerned with improving the performance of individual workers.
2. Grew out of the industrial revolution's labor shortage at the beginning of the twentieth century. |
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Administrative management
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a theory that focuses on managing the total organization
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Frederick Taylor
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1. replaced rule-of-thumb with scientifically based work methods to eliminate "soldiering"
2. believed in selecting, training, teaching, and developing workers. 3. used time studies, standards planning, exception rule, slide-rules, instruction cards, and incentive piece-work pay systems to control and motivate employees. |
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Frank and Lillian Gilbreth
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Reduced the number of movement in bricklaying, resulting increased output of 200%
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Henry Gantt
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1. was an early associate of Fredrick Taylor
2. developed the Gantt chart to improve working efficiency through planning and scheduling |
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Harrington Emerson
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advocated job specializing in both managerial and operating jobs
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Administrative Management Theory
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Focuses on managing the total organization rather than individuals
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Henri Fayol
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1. wrote "General and Industrial Management"
2. helped to systematize the practice of management 3. was first to identity the specific management function of planning, organizing, leading, and controlling. |
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Lyndall Urwick
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focused on synthesizing and integrating the work of other classical management theorists
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Max Weber
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his theory of bureaucracy posits a rational set of guideline for structuring organizations
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Chester Barnard
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1. wrote "the functions of the executive"
2. proposed a theory of the acceptance of authority as the source of power and influence of managers. |
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Contributions
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1. laid foundation for later theoretical developments
2. identified management processes, functions, and skills 3. focused attention on management as a valid subject of scientific inquiry. |
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Limitations
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1. more appropriate approach for use in traditional, stable, simples organizations.
2. prescribed universal procedure that are not appropriate in some settings. 3. Employees viewed as tools rather than a resource |
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Behavioral Management
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1. emphasized individual attitudes and behaviors, and group processes.
2. recognizes the importance of behavioral processes in the workplace |
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Hugo Munsterberg
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is considered the father of industrial psychology and wrote "psychology and industrial efficiency"
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How are Munsterber's decisional roles of managers interrelated?
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working with opposing parties to develop new approaches that allow them to reach an agreement.
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Conducted by Elton Mayo and associates at Western Electric (1927-1935)
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1. intended as a group study of the effects of a piecework incentive plan on production workers.
2. workplace lighting changes unexpectedly affected both control and experimental groups. workers established informal levels of acceptable individual levels of acceptable individual output; over-producing workers ("rate busters" and under-producing workers ("chiselers") |
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The Human Relations Movement
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1. grew out of the Hawthorne studies
2. proposed that workers respond primarily to the social context of work, including social conditioning, group norms, and interpersonal dynamics. 3. assumed that the manager's concern for workers would lead to increased worker satisfaction and improved worker performance |
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Abraham Maslow
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advanced a theory that employees are motivated by a hierarchy of needs that they seek to satisfy
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Douglas McGregor
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proposed Theory X and Theory Y concepts of managerial beliefs about people that work
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Focuses on behavioral management
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draws on psychology, sociology, anthropology, economics, and medicine
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Important organizational behavior topics
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job satisfaction and job stress, motivation and leadership, group dynamics and organizational politics, interpersonal conflict, and the design of organizations.
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Contributions
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1. provided insights into motivation, group dynamics, and other interpersonal processes.
2. focused managerial attention on these critical processes 3. challenged the view that employees are tools and furthered belief that employees are valuable resources |
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Limitations
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1. complexity of individuals makes behavior difficult to predict
2. concepts are not used because managers are reluctant to adopt them 3. research findings are not often communicated to practicing mangers in an understandable form |
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Quantitative Management Uses
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helped WWII allied forces manage logistical problems and focusses on decision making, economic effectiveness, mathematical models, and the use of computers to solve quantitive problems.
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Management Science
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focuses on the development of representative mathematical models to assist with decisions
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Operations Management
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the practical application of management science to efficiently manage the production and distribution of products and services
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Contributions
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Sophisticated quantitative techniques can assist managers in decision making.
application of its models has increased awareness and understanding of complex processes and situations. It is useful in planning and controlling processes. |
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Limitations
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It cannot fully explain or predict behavior of people in organizations.
Mathematical sophistication may come at the expense of other managerial skills. Its models may require unrealistic or unfounded assumptions, limiting their general applicability |
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Systems Perspective
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A system is an interrelated set of elements functioning as a whole
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Open System
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An organization that interacts with its external environment
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Closed system
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An organization that does not interact with its environment.
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Subsystems
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The importance of subsystems is due to their interdependence on each other within the organization.
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Concept of synergy
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Subsystems are more successful working together in a cooperative and coordinated fashion than working alone.
The whole system (subsystems working together as one system) is more productive and efficient than the sum of its parts. |
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Concept of Entropy
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A normal process in which an organizational system declines due to its failing to adjust to change in its environment.
Entropy can be avoided and the organization re-energized through organizational change and renewal. |
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Universal Perspective
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Includes the classical, behavioral, and quantitative approaches.
Attempted to identify the "one best way" to manage organizations |
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Contingency Perspective
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* Suggests that each organization is unique.
* Appropriate managerial behavior for managing an organization depends (is contingent) on the current situation in the organization. |
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An Integrating Framework
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* Is a complementary way of thinking about theories of management.
* Involves recognition of current system and subsystem interdependencies, environmental influences, and the situational nature of management. |
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General Environment (External environment)
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Everything outside an organization's boundaries---economic, legal, political, socio-cultural, international, and technical forces
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Task Environment (external environment)
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Specific groups and organizations that affect the firm
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Internal Environment
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Conditions and forces present and at work within an organization
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The General Environment
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The set of broad dimensions and forces in an organization's surroundings that create its overall context.
Economic dimension, Technological dimension, Sociocultural dimension, Political-legal dimension, and International dimensions |
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Dimensions of the task environment
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Specific groups affecting the organization are Competitors, Customers, Suppliers, Regulators (agencies and interest groups), and Strategic partners (allies)
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Conditions and stakeholder forces within an organization
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Owners
Board of directors Employees Physical work environment Culture |
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Organization Culture
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* Is the set of internal values, beliefs, behaviors, customs, and attitudes that determines the "feel" of the organization.
* It is not necessarily the same throughout the entire organization. * Must be managed so that its strength benefits the firm's overall effectiveness and long-term success. * Can be dysfunctional if it becomes strongly resistant to change |
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Environmental change and complexity. Change occurs in two ways
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* Degree to which change in environment is occurring
* Degree of homogeneity or complexity of the environment |
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Environmental change and complexity- Uncertainty
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A driving force that influences organizational decisions.
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Environmental turbulence
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Unexpected changes and upheavals in the environment of an organization
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Porter's Five Competitive Forces- Threat of new entrants
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Extent to ease with which competitors can enter market
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Porter's Five Competitive Forces- Competitive rivalry
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Competitive rivalry between firms in an industry
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Porter's Five Competitive Forces- threat of substitute products
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Extent to which alternative products/services may replace the need for existing products/services
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Porter's Five Competitive Forces- power of buyers
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Extent to which buyers influence market rivals
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Porter's Five Competitive Forces- power of suppliers
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Extent to which suppliers influence market rivals
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Information management in organizations
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* Boundary spanners- contact with people outside the organization
* Environmental scanning- actively monitoring the organization through reading * Information systems- data collection |
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Strategic Response
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Maintaining the status quo, altering the current strategy, or adopting a new strategy
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Mergers, Acquisitions, Alliances
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Firms combine (merge,) purchase (acquisition), or form new venture partnerships or alliances
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Organizational design and flexibility
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Adapting by building flexibility into structural design.
* Mechanistic firms operate best in stable environments. * Organic firms are best suited for dynamic environments. |
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Direct influence of the environment
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* Attempting to change the nature of the competitive conditions in its environment to suit its needs.
* Pursuing new or changes relationships with suppliers, customers, and regulators |
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Models of organizational effectiveness
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* Systems resource approach
* Internal processes approach * Goal approach * Strategic constituencies approach * Combined approach |
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Ethics
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An individual's personal belies regarding what is right and wrong or good and bad.
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Ethical behavior
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"Eye of the beholder" or behavior that conforms to generally accepted social norms.
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Examples of unethical behavior
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* "Borrowing" office supplies for personal use.
* Surfing the Internet on company time. * Filing falsified or inflated business expense reports |
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An individuals ethics are determined by
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Family, peers, individual experiences, and values and morals
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What determines managerial values?
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individual and organizational values
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Managing ethical behavior
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* Top management involvement
* Written code of ethics * Train employees- Individual issues: behavior, conscience, privacy |
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Model for deciding whether or not a particular action of decision is ethical
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* Gather relevant factual information.
* Determine the most appropriate moral values. * Make a judgement. |
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Ethical norms affecting actions
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utility, rights, justice, and caring
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Ethical norms affecting actions
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utility, rights, justice, and caring
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Forms of organizational justice
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* Distributive Justice
* Procedural Justice * Interpersonal Justice * Informational Justice |
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Forms of organizational justice
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* Distributive Justice
* Procedural Justice * Interpersonal Justice * Informational Justice |
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Emerging issues
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* Ethical leadership
* Corporate governance * Information technology |
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Emerging issues
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* Ethical leadership
* Corporate governance * Information technology |
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Organizational Stakeholders
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People and organizations directly affected by the behaviors of an organization and that have a stake in its performance.
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Organizational Stakeholders
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People and organizations directly affected by the behaviors of an organization and that have a stake in its performance.
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Social Responsibility
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The set of obligations an organization has to protect and enhance the societal context in which it functions.
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Social Responsibility
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The set of obligations an organization has to protect and enhance the societal context in which it functions.
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Areas of social responsibility
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Stakeholders
The natural environment The general social welfare |
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Areas of social responsibility
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Stakeholders
The natural environment The general social welfare |
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Obstructionist Stance
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do as little as possible
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Obstructionist Stance
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do as little as possible
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defensive stance
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do only what is legally required and nothing more
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defensive stance
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do only what is legally required and nothing more
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accommodative stance
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meet legal and ethical obligations and go beyond that in selected cases
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accommodative stance
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meet legal and ethical obligations and go beyond that in selected cases
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proactive stance
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Organization views itself as a citizen and proactively seeks opportunities to contribute to society.
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proactive stance
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Organization views itself as a citizen and proactively seeks opportunities to contribute to society.
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Formal organizational dimensions
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* Legal compliance
* Ethical compliance * Philanthropic compliance |
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Informal Organizational dimensions
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* Organization leadership and culture
* Whistle blowing |
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Concept of Ethical Controls
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Evaluating organizational responses to questionable legal or ethical conduct
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