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169 Cards in this Set
- Front
- Back
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Early management examples |
-construction of the egyptian pyramids - Adam Smith's wealth of nations argues the benefits of division pf labor -in the industrial revolution where it became more economical to manufacture in factories than at home |
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Various theories in the classical approach
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-frederick Taylor studied manual work using scientific principles -the gilbreths studies efficient hang and body motions -fayol believed the functions of management were common to all business endeavors =fayol developed 14 principles of management -Weber described an ideal type of organization he called a bureauracy |
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development and uses of the behavioral approach |
Early OB advocates believed that people were the most important asset of an organization and should be managed accordingly |
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hawthorne studies |
dramatically affected management beliefs about role of people in organizations |
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Quantitative approach |
involves applications of statistics, optimization models, information models, and computer simulations to management activites |
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TQM |
a management philosophy devoted to continual improvement and responding to customer needs and expectations |
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Contemporary approach- two theories |
systems approach and the contingency approach |
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systems approach |
says that an organization takes inputs from the environment and transforms them into outputs that are distributes into the enviroent |
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contingency approach |
says that organizations are different, face diff situations and require different ways of managing |
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omniptent view |
managers are directly responsible for an organizations success or failure |
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sybolic view |
much of an organizations success pr failure is due to external approaches outside of managers control |
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External enviroment |
factors outside the organization that affect its performance including economic, demographic, politcal, sociocultural, technological, and global |
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7 dimensions of culture |
attention to detail, outcome orientation, people orientation, team orientation, outcome orientation, aggressiveness stability, and innovation and is taking |
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Current issues in organizational culture |
innovative culture, consumer-responsive culture, and workplace spirituality |
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workplace spirituality |
counterbalance the stress and pressure of a turbulent life. |
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parochialism |
veiwing the world solely through your own eyes and perpectives |
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polycentric attitude |
managers in the host country know the best work approaches and practices for running their business |
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geocentric attitude |
a world oriented view that focuses on using the best approached and people from arounfthe globe |
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EU |
consists of 27 demographic countries |
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NAFTA |
helps canada, mexico, and theUS straighten their global economic power |
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ASEAN |
trading alliance of 10 southeast asian nations |
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WTO |
monitors and promotes trade relationships |
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IMF anf World bank group |
provide monetary support |
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organization for economic cooperation and development |
assists its member countries with financial support |
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multinational corporation |
an international company that maintains operations in multiple countries |
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multidomestic organizations |
an MNC that decentralizes management and other decisions to the local country |
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a global organization |
an MNC that centralizes management and other decisions to the home country |
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transitional organization |
and MNC that has eliminated artificial geographical barriers |
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global sourcing |
purchasing materials or labor from around the world wherever it is cheapest |
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licensing |
give that organization the right to use the companies brand name, technology, or product specifications |
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franchising |
using another companies name and operating methods |
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global strategic alliance |
partnership between an organization and foreign company partners |
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joint venture |
a strategic alliance in which partners agrre to form a separate, independent organization for some business purpose |
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foreigh subsidary |
a direct investment in foreign country that a company create by establishing a separate and indecent facility or office |
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Hofstede 5 Dimensions of culture |
individualism-collectivism, power distance, uncertainty avoidance, achievement-nurturing, and long-term/short-term orientation |
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GLOBE studies |
nine dimensions for assessing country cutures |
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Workplace diversity |
the ways in which people in an organization are different and similar to one another |
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workplace diversity is important because |
1. people management benefits 2. organizational performance benefits 3. strategic benefits |
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Changing workplaces in US |
-total increases in population -changing components of racial/ethnic groups -an aging population |
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Changing workplace in world |
-total world population -aging of that population |
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Bias |
a tendency or preference toward a particluar perspective or ideaolofy |
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glass ceiling |
refers to the invisible barrier that separates women and minorities from top management positions |
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Social obligation |
a firm engages in social actions because of its obligation to meet certain economic and legal responsibilities |
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social responsiveness |
when a firm engages in social actions in response to some popular social need |
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Green managemnt |
when managers consider the impact of their organization on the natural environment |
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light green appriach |
doing what is required legally, which is social obligation. |
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market approach |
organization respond to the enviromental preferences of their customers social responsiveness |
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stakeholder approach |
organizationas respond to environmental demand of multiple stakeholder- social responsiveness |
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activist or dark green approach |
organization looks for ways to respect and preserve the death and its natural resources social responsiveness |
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8 steps in the decision making process |
1.identify the problem 2. indentify decision criteria 3. weight the criteria 4. develop alternatives 5. analyze alternatives 6. select alternative 7. implement aplernative 8. evaluate decision effectiveness |
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Four ways managers make decisions |
assumption of rationality: -the problem is clear and unambiguous -a single, well-defined goasl to be achieved - all alternatives and consequences are known -the final choice will maximize the payoff |
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satisficing |
when decision makers accept solutions that are good enough |
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escalation of commitment |
managagers increase commitment to a decision even when they have evidence it may have been a wrong decision |
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programmed decisions |
repetitive deicsions that can be handled by a routine approach and are used when the problem being resolved is straightfoward,familiar, and easily defined |
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nonprogrammed decisions |
unique decisions that require a custom made solution and are used when the problems are new or unusual- ambigious and incomplete info |
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certainty |
a manager can make accurate decisions. all outcomes are known |
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risk |
manager can estimate the likelhod of certain outcomes |
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uncertainity |
manager is not certain about outcomes and can't make reasonable estimates |
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linear thinking style |
characterized by a persons preference for using external data and process this information through rational. logical thinking |
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nonlinear thinking style |
characterized by a preference for internal sources of information and processingthis info with internal insights, feelings, and hunches |
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calm waters metaphor |
change in an occasional disruption and can be planned and managed as it haooend |
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white water rapid metaphor |
change is ongoing and managing is a continual process |
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Lewis three step |
unfreezing, chanfin, and refreezing |
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organizational change |
any alternation of people structure or technology |
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planning |
involves defining the organizations goals, establishing an overall strategy for achieving those goals and developing plans for organizational activites |
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four purposes of planning |
providing direction, reducing uncertainty, minimizing waste and redundancy, and establishing the goals and standards used in controlling |
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long term plans |
time from beyond three years |
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short term plans |
one year or less |
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directional plans |
flexible and set out general guidlines |
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standing plan |
ongoing plans that provide guidance for activities performed repeatedly |
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traditional goal setting |
goals are set at the top of the organization and then become subgoals for each organizational area |
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MBO management by objectives |
setting mutually agreed upon goals and using those goals to evaluate employee performance |
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6 characteristics of goals |
1. written in terms of outcomes 2. measurable and quantifiable 3. clear as to time frame 4. challenging but attainable 5. written down 6. communicated to those who need t know |
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dynamic enviroments |
usually means developing plans that are specific but flexible |
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contemporary planning issue |
involves using environmental scanning to help do a better analysis of the external enviromnt |
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strategies |
the plans for how the organization will do whatever its in business to do, how it will comete succesfully, and how it will attract and satisfy its customers to achieve its goals |
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business model |
is how a company is going to make its omny |
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six steps of the strategic management process |
1. identify current mission 2. do external analysis 3. internal analysis (steps 2 and 3 are SWOT)4. formulate strategies 5. implement stratgies |
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growth strategy |
when an organization expands the number of markets served or products offered, wither throught current or new businesses |
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stability strategy |
when an organization makes no significant changes in what its doing |
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renewal strategies |
retrenchment and turnaround- address organizational weaknesses leading to performance declines |
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BCG matrix |
a way to analyze a companies portfolio of businesses by looking at a businesses market share and its industry anticipated growth rate. The four categories are: cash cows, stars, question marks, dogs |
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competitive advantage |
what sets an organization apart, its distinctive edge |
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Porters five forces model |
1.cost leadership 2 differentiation 3 focus
assesses the five competitive forces that dictate competition in an industry: 1. threat of new entrants, threat of substitutes, bargaining power of suppliers, and current rivalry |
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Porters three competitive strategies are: |
cost leadership, differentiation, focus |
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cost leadership |
competing on the basis of having the lowest costs in the industry |
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differentiation |
competing on the basis of having unique products that are widely valued by customers |
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focus |
competing in a narrow segment with either a cost advantage or a differentiation advanatage |
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strategic flexibility |
the ability to recognize major external environmental changes, to quickly commit resources and to recognize when a strategic decision isn't working |
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controlling |
the process of monitoring, comparing, and correcting work performance |
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three main steps in the control process |
1. measuring involves deciding how to measure actual performance and what tto measure 2. comparing involves looking at the variation between actual performance and the standard 3. taking action can involve doing nothing, correcting the actual performance, or revising the standards |
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productivity |
th output of goods or services produced by the inputs needed to generate that output |
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effectiveness |
a measure of how appropriate organizational goals are and how well those goals are being met |
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tools used to measure organizational performance |
feetfoward- controls take place before a work activity is done |
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concurrent controls |
takes places while a work activity is being done |
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feedback controls |
take place after a work activity is done |
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balanced scorecared |
provide a way to evaluate an organizations performance in four different areas rather than the financial perpesctive |
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benchmarking |
provides control by finding the best practices among competitors or noncompetittors and from inside the organization itself |
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corporate goverance |
the system used to govern a corporation so that the interests of corporate owners are protected |
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6 key elements in organizational design |
1 work specialization 2. chain of command 3. span of control 4 departmentalization 5. centralization-decentralization 6. formalization |
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mechanistic organization |
a rigid and tightly controlled structure |
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organic oranization |
highly adaptive and flexible |
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Whether is organic or mechanistic, is influenced by |
overall strategy of the organization, size, technology used, degree of envirmoental uncertainity |
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simple structure |
low departmentalization, wide son of control, authority centralized in a single person, and little formalization |
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functional structure |
groups similar or related occupational speialities together |
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divisional structure |
made up of separate business units or divisions |
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team structure |
the entire organization is made up of work teams |
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matrix structure |
assigns specialists from different functional departments to work on one or more projects being led by project managers |
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project structure |
employees continuously work on projects |
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virtual organizaion |
a small core of full time employees and outside specialists temporarily hired as needed to work on projects |
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network organization |
uses its own employees to do some work activities and networks of outside suppliers to provide other needed product components or work processes |
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learning organization |
one team that has developed the capacity to continuously learn, adapt, and change |
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internal collaborative |
structural options include cross functional team, task forces, and communities practice |
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external collaborative |
options include open innovation and strategic partnerships |
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contingent workers |
temporary, freelance, or contract workers whose employment is contingent on demand for their service |
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two main organizational design challenges |
keeping employees connected and managing global structural issues |
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job analysis |
an assessment that defines a job and the behaviors necessary to perform it |
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job despription |
a written statement of a job |
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job specification |
specifies the minimum qualifications a person must posses to successfully perform a given job |
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major sources of job candidtes |
internet, employee refereals, company web site, college recruiting, professional recruiting organizations |
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realistic job preview |
gives an applicant a more realistic expectations about the job, should increase employee job satisfaction and reduce turnover |
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two types of training |
general and specific |
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skill passed pay system |
reward employees for demonstrated job skills and competencies |
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variable pay system |
an emploees compensation is contingent on eperformance |
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stages of group development |
forming, storming, normong, performing, and adjourning |
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cross functional team |
composed of individuals from various specialities |
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virtual team |
uses technology to link physically dispersed members in order to achieve a common goal |
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self managed team |
responisble for a complete work process and manages itself |
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organization behavior focuses on three areas: |
individual behavior, group behavior, and organizational aspects |
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cognitive component |
refers to beliefs, opinions, knowledge or information held by a person |
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affective component |
the emotional or feeling part of an attitutfe |
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behavioral compontent |
refers to an intention to behave in a certain way toward someone or something |
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job inolvement |
the degree to which an employee identifies with his or her job, actively participates in it, and considers jonperformance to be important to self worth |
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organitzational commitment |
the degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership on that organization |
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big five model |
five personality traits: extraversion, agreeableness, conscientiousness, emotional stability, and opens to expereince |
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the fundamental attribution error |
the tendency to underestimate the influence of external factors and overestimate the influence of internal factors |
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self serving bias |
attribute our own successes to internal factors and blame personal failure on external factors |
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operant conditioning |
argues that behavior is a fxm of its consequences |
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social learning theory |
says that individuals learn by onserving what happens to the people |
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communication |
the transfer of understanding and meaning |
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interpersonal communication |
communication between two or more people |
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functions of communication |
controlling employee behavior, motivating employees, providing a release for emotional expression of feelings and fulfillment of social needs, and providing info |
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informla communcation |
is not defined by the organizations structural hierarchy |
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the chain |
communication flows according to the formal chain of command |
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the wheel |
communications flows between clearly identifiable and strong leader and others work in a work team |
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the all- channel |
communcation flows freely among all members of a work team |
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two main challenges of managing communication in an internet works are |
legal and security issues and lack of personal interaction |
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motivation |
is the process by which a persons efforts are energized, directed, and sustained toward attaining a goal |
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energy element |
measure of intensity, drive, or vigor |
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maslow's hierarchy |
individuals move up the hierarchy of 5 needs (physiological, safety, social , steam, and self -actualization) |
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A theory X manager believes |
that people don't like to work or won't seek out responsiility |
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a theory Y manager assumes |
that people like to work and do seek out responsibility, so they will exercise self motivation and self direction |
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Herzbergs theory |
proposed intrisic factors associated with job sati satisfaction were what motivated people. extrinsic factors associated with job satisfaction key people from being dissastisfied |
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three-needs theory |
proposed thee needs that are major motives in work: need for achievment, need for affiliation, need for power |
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goal setting theory |
says that specific goals increase performance, and difficult goals, when accepted, result in higher performance than easy goals |
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reinforcement theory |
sayd that behavior is a function of its consequences |
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expectancy theory |
says an individual tends to act in a certain way based on the expectation that the act will be followed by a desired outcome |
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equity theory |
focuses on how employee compare their inputs-outcomes ratios to relevant others' rights |
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leader |
someone who can influence others and who has managerial authority |
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leadership |
a process of leading a group and influencing that group to achieve its goals |
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Fiedler's model |
attempted to define the best style to use in particular situation |
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Hersey and Blanchards sitautional theory |
focussed on followers' readiness |
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path-goal model - robert house |
indetified four leadership behaviors: directive, sopportive, participative, and achievement -oriented |
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leader member exchange theory LMX |
says that those in the in-group will have higher performance rating, less turnover, and great job satisfation |
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transitional leader |
exchanges rewards for productivity |
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trasnformational leader |
stimulated and inspires followers to achieve goal |
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visionary leader |
able to create and articulate a realistic, credible, and attractive vision of the future |
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team leader has two priorities: |
manage the teams external boundary and facilitate the team process |
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5 sources of a leaders power: |
legitmate, coercive, reward, expertm ad referent |
