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145 Cards in this Set
- Front
- Back
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Functions of Management
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-Planning
-Organizing -Leading -Controlling |
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Contractor's Triangle
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...........Good
....... /......... .\ ..... /...............\ ... /.................. \ Fast--------------Cheap |
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Interpersonal Managers
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Provide information
-Figurehead -Leader -Liaison |
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Informational Managers
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Process information
-Monitor -Disseminator -Spokesperson |
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Decisional Managers
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Use information
-Entrepreneur -Disturbance handler -Resource allocator -Negotiator |
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The Triple Bottom Line
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Economic, Social, Environmental
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Scientific Management
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-Based on ideas from Frederic Taylor's 1911 book, "Principles of Scientific Management"
-Among the most influential books of the 20th century |
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Job Specialization
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-Break down jobs into their simplest components
-Assign tasks so each employee performs a select number of tasks in a repetitive manner. |
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Core Job Characteristics
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-Skill variety
-Task identity -Task significance -Autonomy -Feedback |
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Psychological States
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-Meaningfulness
-Responsibility -Knowledge of results |
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Outcomes
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-Motivation
-Performance -Satisfaction -Absenteeism -Turnover |
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Fayol’s 14 Principles of Management
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1. Specialization/division of labor
2. Authority/Responsibility 3. Discipline 4. Unity of command 5. Unity of direction 6. Subordination of individual interest 7. Remuneration 8. Centralization 9. Line of authority 10. Order 11. Equity 12. Stability of Tenure 13. Incentive 14. Esprit de corps |
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Peter Drucker’s Management Recommendations
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-Empower people by involving everyone in decision-making
-Eliminate bureaucratic rules and humiliating conditions -Celebrate and recognize employees for their contributions -Develop an inspiring vision -Lead by example |
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Globalization
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Process by which regional economies become integrated into global networks of exchange
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Factors
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-Fit
-Personality -Values -Job characteristics/design -Psychological contract -Organizational justice (pay) -Work relationships -Stress -Work-life balance ------------------------------- -General mental abilities -Age of employee -Health problems -Tenure of employee |
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Attitudes
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-Job satisfaction
-Organizational commitment |
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Behaviors
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-Performance
-Turnover -Absenteeism -Citizenship |
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The Interactionist Approach
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-Organizational behavior is a function of both dispositions and the situation.
-To predict and understand organizational behavior, we need to know something about an individual’s personality and the work setting. -This is the most widely accepted approach to organizational behavior. |
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Person-Organization Fit
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The degree to which a person’s values, personality, goals, and other characteristics match those of the organization.
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Person-Job fit
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The degree to which a person’s skill, knowledge, abilities, and other characteristics match the job demands.
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Values
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Values refer to stable life goals that people have, reflecting what is most important to them.
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Terminal Values
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-A world of beauty
-An exciting life -Family security -Inner harmony -Self respect |
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Instrumental Values
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-Broad minded
-Clean -Forgiving -Imaginative -Obedient |
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Personality
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Personality encompasses the relatively stable feelings, thought, and behavioral patterns a person has.
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Big Five Personality Traits
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-Openness
-Conscientiousness -Extraversion -Agreeableness -Neuroticism |
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Openness
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Curious, Original, intellectual, creative, and open to new ideas
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Conscientiousness
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Organized, systematic, punctual, achievement-oriented, and dependable
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Extraversion
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Outgoing, talkative, sociable, and enjoys being in social situations
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Agreeableness
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Nice, tolerant, sensitive, trusting, kind, and warm
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Neuroticism
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Anxious, irritable, aggressive, tempermental, and moody
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Myers-Briggs Type Indicator
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-Extraversion/Introversion
-Sensing/Intuition -Thinking/Feeling -Judgment/Perception |
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Personality Testing in the Workplace
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-Interviews can identify fit but not good at measuring all personality traits
-Not great predictor of performance -Predict other important employee outcomes -Faking |
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Perception
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Perception is how individuals detect and interpret environmental stimuli.
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Self Perception
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-Self-enhancement bias
-Self-effacement bias -False consensus error |
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Social Perception
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First impressions are initial thoughts and perceptions we form about people, which tend to be stable and salient to contrary information.
-Stereotypes -Self-fulfilling prophecy -Selective perception |
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Attribution Theory
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-When individuals observe behavior, they try to guess if it is “internally” or “externally” caused
---e.g., if a colleague does not do his share of the work, do you assume --It’s because he is lazy, selfish, incompetent (internal attribution) --It’s because his boss asked him to do some other work (external attribution) |
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Internal Attribution Theory
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-Distinctiveness
---IF he acts the same way in other situations ---THEN we assume the behavior is internally caused -Consistency ---IF he has acted like this for a long period of time ---THEN we assume the behavior is internally caused |
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External Attribution Theory
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-Consensus
---IF other people in the same situation behave the same way… does everyone else do this? ---THEN we assume the behavior is externally caused |
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Observer
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-Internal Attribution
-Focus is on the actor |
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Actor
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-External Attribution
-Focus is on the situation (ie., anything but the actor) |
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Attitudes
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-Our opinions, beliefs and feelings about aspects of our environment
-Usually evaluative (e.g., about objects, people or events) -Often influence behavior |
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Maslow's Hierarchy of Needs
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Bottom to Top:
Physiological Safety Social Esteem Self Actualization |
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ERG Theory
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....Existence
../...............\ /...................\ Growth-----------Relatedness |
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Two-Factor Theory
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-Hygiene Factors
-Motivators |
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Hygiene Factors
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-Company policy
-Supervision and relationships -Working conditions -Salary -Security |
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Motivators
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-Achievement
-Recognition -Interesting work -Increased responsibilities -Advancement and growth |
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Acquired-Needs Theory
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-Need for achievement
-Need for affiliation -Need for power |
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Equity Theory
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Outcomes/Inputs (Person) = Outcomes/Inputs (Referent Other)
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Justice Theory
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-Procedural Justice
-Interactional Justice -Distributive Justice |
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Procedural Justice
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The degree to which Fair decision-making procedures are used to arrive at a decision
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Interactional Justice
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The degree to which people are treated with respect, kindness, and dignity in interpersonal interactions
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Distributive Justice
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The degree to which outcomes received from the organization are fair
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Expectancy Theory
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Effort --> Performance --> Rewards
= Expectancy --> Instrumentality --> Valence |
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Expectancy
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-Make sure employees have proper skills, abilities, and knowledge
-Ensure that the environment facilitates performance -Encourage employees so they believe their effort makes a difference |
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Instrumentality
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-Reward employee performance
-Inform people in advance about the rewards -Try to eliminate non-performance influence over rewards |
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Valence
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-Find rewards that are desirable to employees
-Make sure that rewards are viewed as fair -Give employees choice over rewards |
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Reinforcement Theory
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-Positive Reinforcement
-Negative Reinforcement -Punishment -Extinction |
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Organizational Behavior (OB) Discipline
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-Consider whether punishment is the most effective way to modify behavior
-Be sure that the punishment fits the crime -Be consistent in your treatment of employees -Document the behavior in question -Be timely with discipline |
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Organizational Behavior Modification (OB Mod)
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Step 1 - Identify behavior to be modified
Step 2 - Measure the baseline level Step 3 - Analyze its antecedents and outcomes Step 4 - Intervene Step 5 - Evaluate & Maintain |
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Job Rotation
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Moving employees from job to job at regular intervals
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Job Enlargement
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Allowing workers more control over how they perform tasks
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Job Enrichment
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Expanding the tasks performed by employees to add more variety
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Structural Empowerment
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-Decision Authority
-Leadership styles -Organizational structure -Access to information -Organizational Climate |
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Felt Empowerment
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-Meaningful work
-Feeling confident about performing the job -Having discretion and autonomy at work -Ability to influence how the company operates |
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Goal-Setting Theory - SMART Goals
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S- Specific
M- Measurable A- Aggressive R- Realistic T- Time-bound |
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Performance Incentives
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-Piece rate system
-Individual bonuses -Merit pay -Sales commissions -Awards -Team bonuses -Gain sharing -Profit sharing -Stock options |
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Performance =
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Performance =
Motivation x Ability x Environment |
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What is Motivation?
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The process by which a person is..
energized/effort, directed/direction, sustained/persistence ...toward achieving a goal |
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Need Theories
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-Maslow's Hierarchy
-Alderfer's ERG (existence, relatedness, growth) -Herzberg's Two-factors Theory (Hygiene & Motivators) -McClelland's Acquired Needs |
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Process Theories
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-Expectancy Theory
-Equity Theory -Reinforcement Theory -Goal-Setting |
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Skill Variety
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The opportunity to do a variety of job activities using various skills and talents
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Autonomy
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The freedom to schedule one's own work activities and decide work procedures
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Task Significance
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The impact that a job has on other people
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Task Identity
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The extent to which a job involves doing a complete piece of work, from beginning to end.
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Feedback
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Information about the effectiveness of one's work performance
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Stages of Group Development
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Stage 1 - Forming
Stage 2 - Storming Stage 3 - Norming Stage 4 - Performing Stage 5 Adjourning |
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Intrapersonal Conflict
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-Within a person
-Arises when a person is uncertain about what is expected -Role conflict -Inadequate to complete task |
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Interpersonal Conflict
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-Between two people
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Intergroup Conflict
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-Between groups
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Sources of Conflict
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-Task interdependence
-Incompatible goals -Limited resources -Organizational structure -Personality differences -Communication problems |
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Conflict Handling Styles
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-Avoiding
-Accommodating -Compromise -Competition -Collaboration |
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Strategizing in P-O-L-C
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P- Planning
O- Organizing L- Leading C- Controlling |
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Mission Statement
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-Who we are
-What we value |
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Vision Statement
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What we want to become
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Strategy
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How we will achieve our vision
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Goals & Objectives
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How we gauge our degree of success
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Rational Decision-Making
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Following a methodical series of steps that involves establishing decision criteria, weighting the criteria, and using them to evaluate a series of alternatives
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Bounded Rationality Decision-Making
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Limiting your options to a manageable set and choosing the first acceptable alternative without conducting an exhaustive search
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Intuitive Decision-Making
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Arriving at decisions without conscious reasoning, likely by scanning the environment for cues to recognize patterns
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Creative Decision-Making
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The generation of new ideas that are original, fluent and flexible through a process that includes immersion, incubation, and illumination
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Rational Decision-Making Model
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1. Identify the problem
2. Establish decisions criteria 3. Weigh decision criteria 4. Generate alternatives 5. Evaluate alternatives 6. Choose the best alternative 7. Implement the decision 8. Evaluate the decision |
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Faulty Decision Making
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-Overconfidence
-Hindsight Bias -Anchoring Bias -Framing Bias -Escalation of commitment |
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Corporate Strategy
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-What business or businesses should we be in?
-How does being in one business help us compete in other businesses? |
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Business Strategy
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-How should we compete?
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Leadership
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The act of influencing others to work toward a goal
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Formal Leaders
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Hold a position of authority - utilize their position and their personal power to influence others
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Informal Leaders
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Without a formal position - influencing others through personal forms of power
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Leadership Traits
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-Integrity
-Intelligence -Extraversion -Conscientious -Open to experience -Self-esteem |
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Leadership Trait Theories
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"Great people are leaders"
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Leadership Behavioral Theories
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"Leadership can be trained" - Behavioral approaches to leadership show that task oriented and people oriented behaviors are two key aspects of leadership.
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Leadership Contingency Theories
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"Leadership depends on the setting"
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Authoritarian Decision Making
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Leader makes the decision
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Democratic Decision Making
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Employees participate in the making of the decision
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Laissez-faire Decision Making
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Employees make decision and leader provides minimum guidance
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Leadership 'Theory X'
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Authoritarian, repressive style. Tight control, no development. Produces limited, depressed culture.
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Leadership 'Theory Y'
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Liberating and developmental. Control, achievement and continuous improvement achieved by enabling, empowering, and giving responsibility.
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Contingency Approaches to Leadership
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-Fielder's Contingency Theory
-Situational Leadership -Path-Goal Theory of Leadership -Vroom and Yetton- Leadership Decisions |
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Fiedler’s Contingency Leadership Theory
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-Association between leadership orientation and group effectiveness is contingent on the extent to which situation is favorable for exerting influence
-Leadership orientation: task and relationship oriented --e.g., leaders who just want to work or want to chat -Situational Favorableness --Good or poor leader-member relations --Structured or unstructured task --Strong or weak position power -Recent reviews concluded no reasonable support |
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Situational Leadership Theory
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-Leaders choose from four basic situational leadership styles as defined by Blanchard and Hersey. -The style that a leader chooses is determined by situational factors
such as employee readiness. Readiness = Willingness x Ability Direct - Employees are committed but need constant direction Coach - Leaders encourage and collaborate to gain results Support - Leaders provide guidance and employees make decisions Delegate - Leaders assign and make employees responsible |
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House's Path-Goal Leadership Theory
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-Unlike Fiedler’s Contingency Theory, Path-Goal Theory is concerned with leader behaviors
-Different types of employees need or prefer different forms of leadership ---E.g., Employees who prefer to be told what do do respond best to directive leadership -Leaders have to tailor their behavior to the needs, abilities, and personalities of individual employees Employees are motivated if confident.. -their effort will lead to high performance -their high performance will be rewarded -the rewards they will receive are valuable to them |
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Four Leadership Styles
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-Directive
-Participative -Supportive -Achievement oriented |
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Vroom and Yetton- Leadership Decisions
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The decision tree approach is a guide leaders can use to decide how participative they should be, given decision environment characteristics
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Leadership Participation Model
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Leader’s DECISION-MAKING style should be based on various contingencies:
-Decision significance -Importance of commitment -Leader expertise -Likelihood of commitment -Group support -Group expertise -Team competence |
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Leadership Decision-Making Styles
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-Decide: Leader makes the decision alone and either announces or sells it to group.
-Consult Individually: Leader presents the problem to group members individually, gets their suggestions, and then makes the decision. -Consult Group: Leader presents the problem to group members in a meeting, gets their suggestions, and then makes the decision. -Facilitate: Leader presents the problem to the group in a meeting and, acting as facilitator, defines the problem and the boundaries within which a decision must be made. -Delegate: Leader permits the group to make the decision within prescribed limits. |
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Transactional Leadership
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-Employees demonstrate the right behaviors because the leader provides resources in exchange
-The theories discussed so far tend to focus on a fairly straightforward exchange between the leader and the followers --e.g., leader uses participatory style and employee comes up with good ideas -But there is more to leadership than a simple transaction… |
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Transformational Leadership
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-Employees focus on company's well being rather than individual pursuits
-Lead employees by aligning employee goals with the leader's goals |
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Leader-Member Exchange (LMX) Theory
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-High quality LMX relationships have mutual respect between the leader and the followers
-Low quality LMX relationships portray lower levels of trust and respect between leaders and followers |
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Servant Leadership
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-Defines the leader’s role as serving the needs of others
-The primary mission of the leader is to develop employees and help them reach their goals -Servant leaders put their employees first, understand their personal needs and desires, empower them, and help them develop in their careers |
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Power
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The ability to influence the behavior of others to get what you want
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Coercive Power
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Controlling people through fear
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Reward Power
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Controlling people because you can distribute or withhold something that they want
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Legitimate Power
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Position or job in an organization
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Referent Power
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Stems from being well liked by others
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Expert Power
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Derived from having special information or expertise that is valued by an organization
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Information Power
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Based on access to, or control of, information needed by others
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Connection Power
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Based on association with others who have power
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Responses to Influence Tactics
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-Resistance
--occurs when the influence target does not wish to comply with the request and either passively or actively repels the influence attempt. -Compliance --occurs when the target does not necessarily want to obey, but they do. -Commitment --occurs when the target not only agrees to the request but also actively supports it as well. |
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Impression Management
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Includes how a person dresses, how they stand, and the way they behave at work.
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Organizational Structure
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-Centralization
-Formalization -Hierarchical Levels -Departmentalization |
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Formalization
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The extent to which an organization's policies, procedures, job descriptions, and rules are written and explicitly articulated
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Centralization
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-Extent to which decision making power is concentrated in higher levels of an organization
-Decentralized - decision making power is dispersed down to lower levels of the hierarchy and across departments |
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Types of Departmentalization
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-Functional
--departments formed on basis of employee skills and responsibilities --efficiency, enhanced communication, poor coordination, conflicts between departments -Product --departments formed on the basis of a particular product, product line, or service --better coordination, flexibility, economies of scale might suffer, inefficiency |
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Mechanistic Organizations
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-Highly formalized
-Highly centralized -Clear chains of command -High specialization -Rigid departmentalization -Narrow spans of control -Bureaucracy -“Well-oiled machine” -Great when environment is stable |
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Organic Organizations
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-Low formalization
-Decentralized -Free flow of information -Broad job descriptions -Cross-functional workers -Wide spans of control -Adhocracy or meritocracy -Flexible, adaptable “amoeba” -Great for innovation and uncertain environments |
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Why does Organizational Culture matter?
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-Can increase performance
-Very efficient control mechanism -Can provide a competitive advantage -Can be an asset or a liability |
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Dimensions of Culture
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-Innovative
-Aggressive -Outcome oriented -Stable -People oriented -Team oriented -Detail oriented |
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Utilitarian Ethics
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-Looks at outcomes (not process)
-Impartial/objective -Maximizing the social benefit function -“Greatest good for the greatest number” -Often used in public policy -Depends on relative values we assign to specific outcomes |
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Constrained Egoism
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-Takes an individual benefit perspective
-Maximize self-interest, but -Constrained by legal & social controls --Examples: free markets, political freedom, and individualism |
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Categorical Imperative
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-Looks at the process by which decisions are made (not the outcome)
-Rule-based approach -Adherence to a formal principle, universally applied --Examples: Golden Rule, the Hippocratic Oath, the judicial process |
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Ethics of Interdependence
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-Duties & obligations of individuals, rather than rights
-Based on ritual, custom and tradition -Human-heartedness and concern for others -Based on relationships, reciprocity & interdependence --Example: Quid Pro Quo |
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Enlightened Self-Interest
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-“Self-interest rightly understood”
-Individual self-interest and society’s interest are identical in the long term -Ethical errors result from not understanding one’s true self-interest --Example: “death bed” criterion |
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General Managers
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-Typically must make decisions across different functions
-They are responsible for managing a clearly identifiable revenue-producing unit -They take direction from their top executives |
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Which of the following is not a psychological state in the Hackman and Oldham job characteristics model?
a. motivation b. meaningfulness c. responsibility d. knowledge of results |
a. motivation
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The intensity of industry competition and an industry's profit potential are a function of..
a. the forces of competition b. power stockholders. c. the size of the industry. d. the industry microenvironment. |
a. the forces of competition
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Which of the following is not a sound piece of advice to help build your self-confidence?
a. Set challenging, not impossible goals. b. Ignore negative advice, especially when it comes from a negative person. c. Take a self-inventory. d. Act confident only when you feel confident. |
d. Act confident only when you feel confident
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