Management 320 (Toma) - Test 1

MANAGEMENT 320:

Management of Behavior and Organizations

Mergers

When one or more companies merge with one another

Moral Awareness

Realizing the issue has ethical implications

Middle Level Managers

Managers located in the middle layer of the organizational hierarchy. Usually possess human skills

Efficiency

the means to use resources - people, money, raw materials wisely and cost effectively

Effectiveness

the means to achieve results, to make the right decisions and to successfully carry them out so that they achieve the organizations goals

Competitive Advantage

the ability of an organization to produce goods or services more effectively than competitors do, thereby outperforming them.

e-Commerce

the buying and selling of goods or services over computer networks

Sustainability

economic development that meets the needs of the present without compromising the ability of future generations to meet their own needs

Functional Manager

responsible for just one organizational activity

General Manager

responsible for several organizational activities

For-Profit Organizations

organization formed for making money

Non-Profit Organizations

for offering services

ex. hospital

Mutual-Benefit Organizations

for aiding members

ex. political parties, farm co-ops

Mintzberg's Managerial Roles

A Manager:

1. relies more on verbal than written communication

2. works long hours at an intense pace

3. work is characterized by fragmentation, brevity & variety

Three Types of Managerial Roles

1. Interpersonal Roles

2. Informational Roles

3. Decisional Roles

Interpersonal Roles

-Figurehead, leader & liaison

-interact with people inside and outside their work units

Informational Roles

-Monitor, Disseminator & spokesperson

-receive and communicate information

Decisional Roles

-Entrepreneur, disturbance handler, resource allocator and negotiator

-use information to make decisions to solve problems or take advantage of opportunities

Skills of an Exceptional Manager

1. Technical Skills

2. Conceptional Skills

3. Human Skills

Two Perspectives of Management

1. Historical Approaches

2. Contemporary Approaches

Classical Management Approach (1900's)

A. Have work orientation

B. FOCUS: Getting work done

1. Scientific Management. Taylor, Gilbreths

2. Administrative Management. Fayol Gilbreths

3. Bureaucratic management. Weber

Behavioral Management Approach (1930's)

A. Have people orientation

B. FOCUS: Managing human work behaviors

1. Human relations movement

2. Organizational behavior, Munsterberg, Follett, Mays, Maslow, McGregor.

Theory X, & Theory Y

Quantitative Management Approach (1950's)

A. Have quantitative orientation

B. FOCUS: Math & statistical concepts and methods for decision making

1. Management sciences

2. Operations/Production Management

3. Management Information Systems

Contemporary Management Approach (1960's)

A. Have eclectic orientation

B. FOCUS: Systems and situational thinking

1. Systems Thinking, Whole>Sum of its Parts

2. Situational Thinking

3. Quality Thinking, Quality Control, Quality Assurance

Systems Viewpoint

- regards the organization as a system of interrelated parts

- Four Parts: Inputs, Outputs, Transformation Processes & Feedback

Open & Closed Systems

OPEN: continually interacts with its environment

CLOSED: little interaction with environment

Contingency Viewpoint

emphasizes that a managers approach should vary according to the situation

Total Quality Management (TQM)

comprehensive approach led by top management and supported throughout the organization, dedicated to continuous quality improvement.

Internal Stakeholder

consist of employees, owners, and a board of directors

External Stakeholder

people or groups in the organizations external environment that are affected by it.

Task Environment

Consists of 11 Groups consisting of daily tasks:

1. Customers

2. Competitors

3. Suppliers

4. Distributors

5. Strategic Allies

6. Employee Organizations: Unions/Associations

7. Local Communities

8. Financial Institutions

9. Government Regulators

10. Special-Interest Groups

11. Mass Media

General Environment (Macroenvironment)

1. Economic Forces

2. Technological Forces

3. Sociocultural Forces

4. Demographic Forces

5. Political-Legal Forces

6. International Forces

Ethics

the standards of right and wrong that influence business behavior

Four Approaches to Ethical Dilemmas

1. Utilitarian Approach: For the greatest good.

2. Individual Approach: For your greatest self-interest long term, which will help others.

3. The Moral-Rights Approach: respecting everyones moral rights.

4. Justice Approach: Respecting standards of fairness

How Organizations Can Promote Ethics

1. Creating a strong ethical climate

2. Screening prospective employees

3. Instituting a Code of Ethics

4. Rewarding Ethical Behavior: Whistle Blower

Social Responsibility

the duty to take actions that will benefit the interests of society as well as of the organization

Corporate Social Responsibility Pyramid

(Top-to-Bottom)

1. Philanthropic Responsibility

2. Ethical Responsibility

3. Legal Responsibility

4. Economic Responsibility

Four Layers of Diversity

1. Personality

2. Internal Dimensions

3. External Dimensions

4. Organizational Dimensions

Internal Dimensions of Diversity

1. Age

2. Gender

3. Sexual Orientation

4. Physical Ability

5. Ethnicity

6. Race

External Dimensions of Diversity

1. Location

2. Income

3. Personal Habits

4. Recreational Habits

5. Religion

6. Educational Background

7. Work Experience

8. Appearance

9. Parental Status

10. Marital Status

Organizational Dimensions of Diversity

1. Functional Level/Classification

2. Work Content/Field

3. Division/Department/Unit Group

4. Seniority

5. Work Location

6. Union Affiliation

7. Management Status

Barriers to Diversity

1. Stereotypes & Prejudices

2. Fear of Reverse Descrimination

3. Resistance to Diversity program priorities

4. Unsupportive social atmosphere

5. Lack of Support for Family Demands

6. Lack of support for Career-Building Steps

Management

is a PROCESS of utilizing PEOPLE & other RESOURCES, to achieve GOALS of an organization in an EFFICIENT & EFFECTIVE way.

Organization Goals

1. Survival (Short Run)

2. Growth (Long Run)

Keys for Managerial Success

1. Task Performance (TP)

2. Human Resource Management (HRM)

Seven Challenges to being an Exceptional Manager

1. Competitive Advantage

2. Diversity

3. Globalization

4. Information Technology

5. Ethical Standards

6. Sustainability

7. Individual Happiness/Goals

Quality Work Life (QWL)

the degree to which someone feels at work regarding critical aspects of ones work

Aspects of Job Satisfaction

1. Fairness of Pay

2. Relationships with Co-workers

3. Relationships with Management

4. Opportunities for Learning/Growth

5. Nature of work itself

Four P's

Product

Price

Promotion

Place

Social Responsibility Concepts

1. Traditional SRC

2. Stakeholders SRC

3. Affirmative SRC

Traditional SRC

Managements only obligation is to serve the interest of its stockholders

Stakeholders SRC

Management has the obligation to achieve a compromising tradeoff between the often different and conflicting interests of its stakeholders.

Affirmative SRC

Management should be the initiator of actions that benefit stakeholders, environment and societal well being

Roles of Business in Society

1. Perform needed economic functions of society

2. Respond positively to changing societal demands.

Business Environment Forces/Factors

1. Internal Business Environment

2. External Business Environment

3. Ethics

4. Social Responsibility

Douglas McGregor

Founder of the Theory X & Theory Y managerial type

Theory X

Pessimistic view of workers. In this view workers are considered irresponsible, resistant to change, lacking in ambition, and want to be led rather than lead.

Theory Y

Represents the outlook of human relations proponents, an optimistic, positive view of workers. Employees are considered capable of accepting responsibility, having both self-direction, and self control, and are seen as imaginative and creative.