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51 Cards in this Set
- Front
- Back
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Types of Resources
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Human resources
Financial resources Physical resources Information resources |
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What is Management?
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planning and decision making, organizing,
leading, and controlling with the aim of achieving organizational goals in an efficient and effective manner. |
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EFFICIENTLY
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Using resources wisely and in
a cost-effective way |
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EFFECTIVELY
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Making the right decisions and
successfully implementing them |
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What does manager do?
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Planning and Decision Making:
Organizing: Leading: Controlling: all types of resources |
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Manager Levels
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Top Managers
Middle Managers First-Line Managers |
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Manager Areas
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Marketing Managers
Financial Managers Operations Managers Human Resources Managers Administrative Managers Other Kinds of Managers |
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Mintzberg Managerial Roles
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Interpersonal Roles
Informational Roles Decisional Roles |
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Managerial Skills Type
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Technical
Interpersonal Conceptual Diagnostic Communication Decision-Making Time-Management |
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Science of management
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Assumes that problems can be approached using rational, logical, objective, and systematic ways.
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Art of Management
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Making decisions and solving problems using a blend of intuition, experience, instinct, and personal insights.
Using conceptual, communication, interpersonal, and time management skills to accomplish the tasks associated with managerial activities. |
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Management roles in for profit organizations
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Large businesses
Small businesses and start-up businesses International management |
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Management roles in for non-profit organizations
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Governmental organizations—local, state, and federal
Educational organizations—public and private schools, colleges, and universities Healthcare facilities—public hospitals and HMOs Nontraditional settings—community, social, spiritual groups |
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Types of Management perspectives
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Classical
Behavioral Quantitative Systems |
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Classical Management Perspective
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Scientific Management
Administrative Management Pros Cons |
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Frederick Taylor
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Replaced rule-of-thumb methods with scientificallybased work methods to eliminate “soldiering.”
Believed in selecting, training, teaching, and developing workers. Used time studies, standards planning, exception rule, slide-rules, instruction cards, and piece-work pay systems to control and motivate employees. |
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Behavioral Management Perspective
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Emphasized individual attitudes and behaviors, and
group processes. Recognized the importance of behavioral processes in the workplace. pros cons |
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Hugo Münsterberg
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Is considered the father of industrial psychology
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The Hawthorne Studies
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Conducted by Elton Mayo and associates at Western
Electric Intended as a group study of the effects of a piecework incentive plan on production workers. Workplace lighting changes unexpectedly affected both control and experimental groups. Workers established informal levels of acceptable individual output; over-producing workers and under-producing workers. Interview program Confirmed importance of human behavior in the workplace. |
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Quantitative Management Perspective
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Focuses on decision making, economic effectiveness, mathematical models, and the use of computers to solve quantitative problems.
Management Science - Focuses on the development of representative mathematical models to assist with decisions. Operations Management - The practical application of management science to efficiently manage the production and distribution of products and services. pros cons |
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Systems Perspective
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An interrelated set of elements functioning as a whole
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Synergy
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Subsystems are more successful working together in a cooperative and coordinated fashion than working alone.
The whole system is more productive and efficient than the sum of its parts. |
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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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types of perspective combinations
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Universal Perspective
Contingency Perspective An Integrative Framework |
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organizations environment types
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External Environment
-General environment -Task environment Internal Environment -conditions -stakeholders |
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general environment
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surroundings effecting...
Economic dimension Technological dimension Sociocultural dimension Political-legal dimension International dimension |
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Task Environment
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groups effecting...
Competitors Customers Suppliers Regulators Strategic partners |
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stakeholders
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Owners
Board of directors Employees Physical work environment |
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Porter’s Five Competitive Forces
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Threat of new entrants
Competitive rivalry Threat of substitute products Power of buyers Power of suppliers |
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how respond to environment
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Information Management in Organizations
Strategic Response Mergers, Acquisitions, Alliances Organizational Design and Flexibility Direct Influence of the Environment |
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how model organizations effectivness
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Systems resource approach
Internal processes approach Goals approach Strategic constituencies approach |
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Determinants of Individual Ethics
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Family
Peers Individual Experiences Values and Morals |
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how manage ethical behavior
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begin with top management
Training how to handle different ethical dilemmas. Develop a written code of ethics Individual issues |
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How decide if something is ethical
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Gather relevant factual information.
Determine the most appropriate moral values. Make a judgment. |
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Ethical Components
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Utility
Rights Justice Caring |
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types of justice
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Distributive justice
Procedural justice Interpersonal justice Informational justice |
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Formal Levels of Social responsability
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Legal Compliance
Ethical Compliance Philanthropic Giving |
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informal levels or social responsibilty
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Organization Leadership and Culture
Whistle Blowing |
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Types of business
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Domestic Business
International Business Multinational Business Global Business |
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process of globalization
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Exporting
Importing Licensing Strategic Alliance and Joint Ventures Direct Investment |
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Environmental Challenges of International Management
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Economic Environment
Political and Legal Environment Cultural Environment |
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control of international management
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Tariffs
Quotas Export restraint agreements |
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management challenges in global economy
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Planning
Organizing Leading Controlling |
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Multiculturalism
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The broad issues associated with differences in
values, beliefs, behaviors, customs, and attitudes held by people in different cultures. |
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Diversity
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When members of a group differ from one another
along dimensions such as age, gender, or ethnicity |
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types of diversity and multiculturalism
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Age Distributions
Gender Ethnicity |
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arguments for competitiveness
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Cost Argument
Resource Acquisition Argument Marketing Argument Creativity Argument Problem-Solving Argument Systems Flexibility Argument |
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Conflict in differences
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Personnel actions being attributed to diversity
status. Misunderstood, misinterpreted, or inappropriate actions between people or groups. Cultural differences in work hours, personal styles, interpersonal relations, and conflict. |
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Individual Strategies to managing multiculturalism
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empathy in understanding the perspective of others
tolerance of fundamental cultural differences willingness to communicate and discuss diversity and multiculturalism issues Understanding the nature and meaning of differences |
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organization Strategies to managing multiculturalism
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Organizational Policies
Organizational Practices Diversity and Multicultural Training Organizational Culture |
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multicultural integration types in company
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Pluralism
Full structural integration Full integration of the informal network Absence of prejudice and discrimination No gap in organizational identification Low levels of intergroup conflict |
