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77 Cards in this Set
- Front
- Back
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Definition of Management |
Process of completing activities efficiently with and through people Form of work that invloves coordinating an organization's resources- land, labor, capital - toward accomplishing organizational objectives |
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3 elements in the definitions of management |
1. Goals/Objectives to be achieved 2. Conditions w/ limited resources 3. Working w/ & through people Fundamental task is to coordinate these 3 things |
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Management Functions |
Planning, Organizing, Leading, Evaluating |
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Management Skills |
Technical, Human, Conceptual |
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Management Roles |
Interpersonal, Informational, Decisional |
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Classical Principles of Organizing |
Specialization Span of Control Departmentalization Unity of Command Responsibility and Authority |
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Specialization |
Individuals perform tasks that are narrow in scope Pros - time saving, increase skill, ease of training |
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Span of Control |
The number of people, units, and operations that a manager can control effectively at one time Depends on the type of work, competence of workers, competence of manager, relationship among the two, pressure for production |
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Departmentalization |
Two Types: Process Oriented (Based on specialization concept) Product Oriented (Based on project-based organizing) |
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Unity of Command |
Strict Hierarchy (No confusion who you report to) |
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Responsibility and Authority |
Must be in line with tasks someone is asked to perform |
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Tenets of Bureacracy |
Division of Labor Hierarchical Authority Structure System of abstract rules Impersonality technical Competence |
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Division of Labor |
Work is broken down into simple, easy defined tasks |
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System of Abstract Rules |
Well defined policies for who is responsible for what |
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Impersonality |
so policy driven that interactions with stakeholders are impersonal and unemotional |
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technical Competence |
Hiring and Firing is based on job skill and not anything ele |
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Definition of Planning |
the process of deciding what objectives to pursue during a future period and what to do to achieve the objectives |
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Steps in Planning Process |
Specifying Goals Identifying Opportunities & Constraints Generating Alternate Courses of Action Establishing Performance Criteria Evaluate Alternatives Select Alternative The Plan Document |
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Strategic Planning |
Differs from other forms because it occurs at higher levels in the organizations and is more long term focused and focuses on entire org Vision, Mission, Long Term |
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Vroom & Yetten's Decision Styles |
Autocratic I Autocratic II Consultative I Consultative II Group II |
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Autocratic I |
Leader Makes Decisions |
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Autocratic II |
Leader gets information from members, and then makes decisions |
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Consultative I |
Shares information Individually, get opinions, then makes decisions |
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Consultative II |
Shares information with group, gets opinions, then makes decisions |
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Group II |
Shares information with group, generates alternatives with group, consensus decision |
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Participative Leadership |
Involves Decision Making Procedures Autocratic Decisions Consultation Joint Decisions Delegation |
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Diagnosing Decision Situations |
Evaluate: Importance of decision relevant knowledge of members likely cooperation of members likely acceptance w/o participation feasibility of holding a meeting |
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Delegation |
Same as Diagnosing Decision Situations |
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Potential Effects of Delegation |
Improved decision quality Greater dedication to decision implementation Free up time for leader increased satisfaction/motivation development of future leaders |
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Why Leaders don't delegate |
Poor Reasons: need for power, insecurity, difference of values, perceived lack of skill Good Reasons: Protect confidential information, difficult to coordinate, Tasks not appropriate |
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Synergy |
The combined action of two or more people that increase the effectiveness of each other and produce a greater outcome |
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Benefits of Planning |
Speedier Decision Making Better Management Resources Clearer identification of action steps needed to reach goals |
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Operational Planning |
Management sets short-term objectives |
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5 elements in the strategic planning process |
Develop the Mission Analyze the Environment Set Objectives Develop Strategies Implement/Control Strategies |
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Mission |
Provides the foundation on which the plan will be constructed Defines who the organization is and why it exists Describes management's vision for the company |
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Situation Analysis |
Analyzes: the company's industry and its competition the company's particular situation the company's competitive advantage |
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Porter's Five Forces |
Bargaining Power of Buyers of Suppliers Threat of New Entrants Substitutes Competitive Rivalry |
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5 steps of analyzing the company's situation |
Assess Present Strategy Analyze SWOTs Assess Competitive Strength Make Conclusions Decide what issues to address |
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Competitive Advantage |
Specify how the organization offers unique customer value |
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Sustainable Competitive Advantage |
Distinguish the org from its competitors Provides positive economic benefits Cannot be readily Duplicated |
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Goals |
State the general targets to be accomplished |
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Objectives |
state what is to be accomplished in specific and measurable terms by a certain target date |
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"Must" Criteria for setting objectives |
Single Result Specific Result Measurable Result Target Date |
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"Want" Criteria for setting objectives |
Realistic objectives Team-set objectives Team commitment to objectives |
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Management by Objective (MBO) |
Theprocess by which managers and their teams jointly set objectives, periodicallyevaluate performance, and reward according to the results
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Steps for MBO |
Set Individual objectives and plans Give feedback and evaluate performance Reward according to performance |
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Corporate-Level Strategy |
An org's plan for managing multiple lines of businesses |
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Business-Level Strategy |
An org's plan for managing one line of business |
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Functional-Level Strategy |
An org's plan for managing one area of the business |
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An org's grand strategies are aimed at |
Growth Stability Turnaround |
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Corporate growth startegy |
Concentration Integration Diversification |
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Types of Adaptitve Strategies |
Also known as business-level strategy 1. Prospecting 2. Defending 3. Analyzing |
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Prospecting |
offer new product or enter new marekts |
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Defending |
stay with current product line and market |
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Analyzing |
Stay in the middle of the continuum between prospecting and defending |
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Porter's competitive strategies |
Cost-leadership Product differentiation focus |
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Product life cycle |
Introduction Growth Maturity Decline |
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Forces of Change |
Internal Forces External Forces |
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Internal Forces of Change |
Human Resources Problems /Prospects Managerial Behavior/Decisions |
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External Forces of Change |
Demographic Characteristics Technological Advancements Market Changes Social and Political Changes |
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Lewins Change Model |
Unfreezing Changing Refreezing |
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Unfreezing |
Create Motivation to change, Benchmarking |
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Changing |
Learning New information/Concepts Training/Mentoring Role Models |
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Refreezing |
Change is stabilized and incorporated into the normal way of doing things |
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Overcoming Resistance to Change |
Education and Communication Participation and Involvement Facilitation and Support Negotiation and Agreement Manipulation and Co-option Explicit and Implicit Coersion |
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Kotter's Steps for leading Change |
To initiate change must follow these guidelines: Establish Sense of Urgency Create the Guiding Coalition Develop Vision/Strategy Communicate the Change Vision Empower Broad Based Action Generate Short term wins Consolidate Gains and Produce more change Anchor new approaches in the culture |
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Learning Organization |
One that proactively creates, acquires, and transfers knowledge throughout the organization |
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Key Elements of a Learning Organization |
Infuse new ideas and information into the org Transfer the information throughout the org Encouragingbehavioral change as a result of the new information |
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Why learning is resisted |
Focus on fragmentation rather than systems Emphasis on competition rather than collaboration Tendency to be reactive rather than proactive |
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Staffing Issues |
Job Design Job Analysis Job Descriptions Recruiting Interviews & Selection Evaluation & Reward Systems Training |
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Traditional Staffing |
Identifyand define a jobs elements and tasks precisely, and the incorporate them into ajob description
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Components of Job Description |
Job Specifications Job Qualifications |
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Realistic Job Preview (RJP) |
A critical consideration for avoiding any post-hire problems |
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Recruiting |
The process of identifying and pursuing qualified applicants for your available positions
A most important issue for leaders/hiring committees to ensure that they identify and/or convince well-qualified individuals to apply` |
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Application form should ask |
Personal Info Educational background Related Experience brief Statement of Philosophy Name and Addresses of References |
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Selection Issues |
Validity and reliability of assessment methods
Equal opportunity and legal issues Selection for work groups Person-organization ‘FIT’ |
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Evaluation |
Essential process to determine the degree to which the organization’s objectives are being achieved
Performance Appraisal |
