Intro to Management Exam #1 UIowa

Order of management

Top Managers -> Middle Managers -> First Line Managers

Responsibilities of Top Managers

1. Create a context for change

2. Develop employees' commitment to and ownership of company

3. Create a positive organizational culture

4. Monitor their business environment

Think 3-5 years out

Responsibilities of Middle Managers

1. Plan and allocate resources to meet objectives

2. Coordinate and link groups, departments, and divisions within a company

3. Monitor and manage the performance of the subunits and managers who report to them

4. Implementing the changes or strategies generated by top managers

Think 6-18 months out

Responsibilities of First-Line Managers

1. Monitoring, Teaching, and short-term planning

2. Teach entry-level employees how to do their job.

3. Make detailed schedules and operating plans

Think by the week

The Four Functions of Management

Planning, Organizing, Leading, and Controlling

Managerial Skills

Technical Skills, Human Skills, Conceptual Skills

Technical Skills

The specialized procedures, techniques, and knowledge required to get the job done

Human Skills

The ability to work well with humans

Conceptual Skills

The ability to see the organization as a whole, to understand

Sources of Learning Management

Reading, Reflection, Relationships, Real Experience

Team Leaders

Managers responsible for facilitating team activities toward goal accomplishment

Responsibilities of Team Leaders

1. Help their team members plan and schedule work, learn how to solve problems, and work efficiently with others

2. Brings intellectual, emotional, and spiritual resources to the team.

3. Forms relationships with team

4. Manages external relationships with team

Mintzberg 3 Main Managerial Roles

1. Figurehead Role

2. Leader Role

3. Liaison Role

Figurehead Role

When managers perform ceremonial duties such as greeting company visitors, speaking at the opening of a new facility

Leader Role

when managers motivate and encourage workers to accomplish organizational objectives (i.e. establish challenging goals)

Liaison Role

when managers deal with people outside their units (i.e. Sitting in on other company's board)

Informational Roles

Monitor Role, Spokesperson Role, Disseminator Role

Monitor Role

When managers scan their environment for information

Spokesperson Role

When managers share information with people outside their departments or company's

Disseminator Role

When managers share the information they have collected with their subordinates and others in the company

Decisional Roles

1. Entrepreneur Role

2. Disturbance Handler Role

3. Resource allocator Role

4. Negotiator Role

Entrepreneur Role

When managers adapt themselves, their subordinates, and their units to change

Disturbance Handler Role

When managers respond to pressures and problems so severe that they demand

immediate attention and action

Resource Allocator Role

When managers decide who will get what resources and how many resources they

will get

Negotiator Role

When managers negotiate schedules, projects, goals, outcomes, resources, and employee

raises

Self-Assessment and Planning Tips

1. Ask who I am now?

2. Who do I want to be?

3. What are my strengths?

Self- Assessment and Planning Common Mistakes

1. Not having any standards

2. Ignoring important parts of our identities

Goal Setting Tips

1. What do I need to do to get to where I need to go?

2. Set SMART Goals

Goal Setting Common Mistakes

1. Failing to set goals

2. Setting Vague goals

3. Failing to follow through with goals

Self-Control Tips

1. What is important? What is Urgent?

2. Spend time on things that are important

Self-Control Common Mistake

Allowing negative emotions or habits derail us

Environmental Control Tip

Proactively structure work environment to increase likelihood of success

Environmental Control Common Mistake

Allowing others to control your time

Morgenstern's Time Management Tips

1. Self-Assessment

2. Estimating how long a task will take

3. Delete, Delay, Delegate, Diminish

4. Develop a big-picture view

5. Time Maps

6. Planner

Stars' 4 Elements of Initiative

1. Doing something above and beyond your job description

2. Helping Other People

3. Involves an element of risk-taking

4. When you are really taking initiative, it involves seeing an activity through completion

Stars' 3 Rules of Initiative

1. Before you take on anything new, make sure that you're doing your assigned job well

2. Remember that social initiatives don't count for much

3. The initiatives that matter to your career are those that relate to the company's critical path

Team Productivity Equation

Actual Productivity = Potential Productivity + Process Gain - Process Losses

Process Gains

1. Information Exchange

2. Load Balancing

3. Social Facilitation

Process Losses

1. Group Maintenance

2. Social Loafing

3. Production Blocking

Norms

Informally agreed upon standards that regulate team behavior

What creates norms?

1. Formally written agreements made early in team formation

2. Team Managers' repeated action

3. Team's responses to critical events

Team Cohesiveness

* The extent to which team members are attracted to a team and motivated to remain in it.

* Non-work activities help build

Team Size

Very small or very large teams may not perform as well as moderate sized teams (should be 6-9)

Team Conflict

Primary cause is disagreement over team goals and priorities. Key is not to avoid team conflict, but making sure that your team experiences the right kind of conflict.

Cognitive Conflict (C-Type)

focuses on problem-related differences of opinion and improvements in team performance

Affective Conflict (A-Type)

Refers to the emotional reactions that can occur when disagreements become personal rather than professional

How much is each team project worth

75 points

Managerial Learning Experiences Points

1. Online Survey (ICON) 50 points

2. Online Homework (APLIA) 50 points (13 chapters; drop 5 lowest)

3. In-Class Participation 50 points (in-class polls; drop 3 lowest)

4. Experiential Learning 50 points (mix of activities; due Dec. 2 @ 5 p.m.)

Exams Points

1. Quiz 50 points

2. Midterm Exam 200 points (150 for new material, 50 for old)

3. Final Exam 250 points (150 for new material, 100 for old)

Life Lesson #1

The most effective and most respected people show initiative and look for answers before relying on other people

Life Lesson #2

Sometimes the person sitting next to you is the best source of information

Life Lesson #3

Even if your boss really likes you, do not bother him or her with questions that you should be able to answer yourself

Life Lesson #4

Do your homework, and let people know you've done your homework, otherwise they just might ask you, "Did you do your homework?

Life Lesson #5

Make other people feel that their work is important, even if you are not sure whether it is

Life Lesson #6

Gratitude gains you a great deal of good will from others; adopting an attitude of entitlement and being a jerk irritates others and may mean you don't get the answers you need

Life Lesson #7

Sometimes a short face-to-face meeting is the best way to get questions answered, and to get to know someone

Life Lesson #8

Your time is valuable. So is theirs. People who schedule ahead of time will get attention. People who don't may be ignored

Life Lesson #9

Asking the right person, the right way, is the best way to get the right answer and gain respect in

the process.

Task Roles

Skills used to accomplish team goals

Social Roles

Behaviors associated to build cohesion, Set tones for the team, encouragement satisfies social need for group members, (Teams leaders focus more on this one)

Task Conflict (Beneficial)

"I have another idea we could consider"

Relationship Conflict (Harmful)

"I don't like your idea"

Top 3 Mistakes Managers Make

1. Insensitive to other by virtue of their abrasive, intimidating, and bullying management style

2. They are cold, aloof, or arrogant

3. Betraying trust

How to improve cohesiveness

1. All members present at meetings

2. Arrange additional time to work together

3. Do something non-work together

4. Create a special identity for yourselves

2 Cons of Diversity on Team

1. Can slow down decision making

2. Can result in confusion

To Maximize Benefits of Diversity

1. Get to know one another's background

2. Create time/space for questions to clarify meaning

3. Assume the best intentions

Marshmallow Principle

Don't think there is one right plan. Instead, do a quick prototype, and then refine it, then do another prototype, and refine it.

Ethics

A set of principles that defines what is right and wrong for a person or group

Ethical Behavior

Behavior that conforms to a society's accepted principles of right and wrong Ethical Principles

Long-Term Self Interest

Only take actions that are in your organization's long-term interest

Personal Virtue

Decide you will always be honest, open, and truthful

Religious Injunctions

Never act unkind or harm sense of community

Government Requirements

Obey the law

Utilitarian Beliefs

Do whatever creates the greatest good for greatest number of people

Individual Rights

Never take an action that infringes upon anyone's personal rights

Distributive Justice

Don't harm the less fortunate

How to encourage ethical behavior

1. Recruit, Select, and Hire Ethical People

2. Establish a code of ethics

3. Provide Training

4. Create an ethical climate

5. Measure and Enforce

Workplace Deviance

Unethical behavior that violates organizational norms about right and wrong

Production Deviance

Unethical behavior that hurts the quality and quantity of work produced

Property Deviance

Unethical behavior aimed at the organization's property or products

Political Deviance

Using one's influence to harm others in the company

Personal Deviance

Hostile or aggressive behaviors toward others

Magnitude of Consequences

How many people will be affected

Social Consensus

Public agreement on whether a decision is good or bad

Probability of Effect

The likelihood that if a decision is implemented it will lead to the harm of others

Temporal Immediacy

The time between an act and the consequences the act produces. The sooner the consequences, the higher the intensity.

Proximity of Effect

The social, psychological, cultural, or physical distance between a decision maker and those affected by his or her decisions

Concentration of effect

How much will any one person who is affected, be affected

Stages of Moral Development (1+2)

Pre conventional (most kids)

Stage 1: Avoid Punishment

Stage 2: Maintain Exchange Relationships

Stages of Moral Development (3+4)

Conventional (most adults)

Stage 3: Earn the approval of others

Stage 4: Follow Rules and Laws

Stages of Moral Development (5+6)

Postconventional/Principled (only 20%)

Stage 5: Protect individual rights

Stage 6: Follow Universal Principles

Ethical Decision Making Model

1. Identify the problem

2. Identify the constituents

3. Diagnose the situation

4. Analyze your options

5. Make your choice

6. Act

Shareholder

A view of social responsibility that holds that an organization's overriding goal should be profit

maximization for the benefit of shareholders

Stakeholder

Management's most important responsibility is the firm's long-term survival (not just maximizing profits), which is achieved by satisfying the interests of multiple corporate stakeholders (not just shareholders)

Corporate Economic Responsibility

Making a profit by producing a product or service valued by society, has been a business's most basic social responsibility

Corporate Legal Responsibility

A company's social responsibility to obey society's laws and regulations

Corporate Ethical Responsibility

A company's social responsibility not to violate accepted principles of right and wrong when conducting its business

Corporate Discretionary Responsibilities

The social roles that a company fulfills beyond its economic, legal, and ethical responsibilities

Corporate Social Responsibility relationship with performance

There is a small, positive relationship between being socially responsible and economic performance that strengthens with corporate reputation

Social Responsiveness

A company's strategy to respond to stakeholder's economic, legal, ethical, or discretionary

expectations concerning social responsibility. (Reactive, Defensive, Accommodative, Proactive)