mgmt 310exam 1

management

getting work done through others

efficiency

getting work done with minimum effort, expense or waste

effectiveness

accomplishing tasks that help fulfill organizational objectives

planning

determining organizational goals and a means for achieving them

organizing

deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom

leading

inspiring and motivating workers to work hard to achieve organizational goals

controlling

monitoring progress toward goal achievement and taking corrective action when needed

top managers

responsible overall direction of organization (CEO, COO, CFO, CIO)

middle managers

set objectives consistent with top manager goals/planning and implementing strategies for achieving (plant, regional, divisional)

first line managers

manage the performance of entry-level employees who are directly responsible for producing a company's goods and services (office manager, shift supervisor, department mnger)

team leader

facilitate team activities to achieve a goal

intrapersonal roles

figurehead, leader, liaison

informational roles

monitor, disseminator, spokesperson

decisional roles

entrepreneur, disturbance handler, resource allocator, negotiator

conceptual skills

see organization as a whole, recognize environment

technical skills

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

human skills

the ability to work well with others

motivation skills

interact, compete, tell, reward, punish

External Environment

everything outside an organization's boundaries that might affect it

environmental change

the rate at which a company's general and specific environments change

stable environment

rate of environmental change is slow (funeral home)

dynamic environment

rate of environmental change is fast (lumberyard)

punctuated equilibrium theory

the theory that companies go through long periods of stability (equilibrium), followed by short periods of dynamic, fundamental change (revolutionary periods), and then a new equilibrium

environmental complexity

the number of external factors in the environment that affect organizations

simple environment

few environmental factors (boat industry)

complex environment

many environmental factors (distribution companies, post office)

resource scarcity

the abundance or shortage of critical organizational resources in an organization's external environment

uncertanity

how well managers predict external changes

General Environment

the economic, technological, sociocultural, and political/legal trends that indirectly affect all organizations

Specific Environment

Directly affects the way a company conducts its business

customers

purchaser

comptetitors

same industry

suppliers

provide materials

industry regulation

regulations and rules that govern the business

advocacy

groups who influence

environmental scanning

searching the environment for events or issues that might affect an organization

cognitive maps

summarize the perceived relationships between environmental factors and possible organizational actions

internal environment

the events and trends inside an organization that affect management, employees, and organizational culture

consistent organizational culture

when a company teaches organizational values, beliefs, and attitudes

behavioral addition

having employees do new behavior

substitution

new behavior in place of another

Ethics

set of moral principles that define right/wrong for group/person

ethical behavior

follows accepted principles of right and wrong

workplace deviance

unethical behavior that violates organizational norms

production deviance

hurts the quality and quantity of work produced (leaving early, long breaks)

property deviance

unethical behavior aimed at the organization's property or products (stealing, overcharging)

employee shrinkage

when employees steal company merchandise

political deviance

using one's influence to harm others in the company

personal aggression

hostile or aggressive behavior toward others

Ethical Intensity

the degree of concern people have about an ethical issue

magnitude of consequences

the total harm or benefit derived from an ethical decision

social consensus

agreement on whether behavior is bad or good

probability of effect

chance something will happen that results in harm to others

temporal immediacy

the time between an act and the consequences the act produces

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 an act affects the average person

preconventional level of moral development

people decide based on selfish reasons

conventional level

decisions that conform to societal expectations

postconventional level

internalized ethical principles to solve ethical dilemmas

Principle of long-term self-interest

never take any action not in your organization's long-term self-interest

principle of government requirements

law represents the minimal moral standards of society

Principle of religious injunctions

never take unkind action/ harms sense of community

principle of individual rights

never take action that infringes on others agreed upon rights

Principle of personal virtue

never do anything that is not honest, open, and truthful

principle of distributive justice

never take action that harms the poor somehow

principle of utilitarian benefits

never take action that doesn't result in greater good for society

overt integrity test

asking about unethical behaviors

Personality-based integrity test

indirectly estimate job applicants' honesty by measuring psychological traits

whistleblowing

reporting others ethics violations

Social Responsibility

the obligation of a business to contribute to society

shareholder model

holds only social responsibility that businesses have to maximie profits

stakeholder model

management's most important responsibility is not just maximizing profits, but the firm's long term-survival.

goal commitment

determination to reach a goal

action plan

lists specific steps (who what when how) for accomplishing goal

proximal goals

short-term goals or subgoals

distal goals

long-term or primary goals

options based planning

keep options open by making small, simultaneous investments in many alternative plans

slack resources

extra time, ppl, $, prod. capacity used for last min changes

strategic plans

make clear how the company will serve customers and position itself against competitors in the next 2 to 5 years

purpose statement

a statement of a company's purpose or reason for existing

tactical plans

specify how a company will use resources, budgets, and people to accomplish specific goals related to its strategic objective for the next five years

single use plans

unique, one-time-only events

SMART goals

Specific, Measurable, Attainable, Realistic, Timely

standing plans

plans used repeatedly to handle frequently recurring events

policies

indicate the general course of action that company managers should take in response to a particular event or situation.

procedures

indicate series of steps that should be taken for event

rules and regulations

specify what must happen or not happen

budgeting

quantitative planning through which managers decide how to allocate available money to best accomplish company goals

decision making

choosing solution from available alternative

rational decision making

define problem, evaluate alternatives, choose solution that provides max benefits

decision criteria

the standards used to guide judgments and decisions

absolute comparisons

each criterion is compared to a standard or ranked on its own merits

relative comparisons

compared directly with every other criterion

maximize

optimal solution

group think

group members feel intense pressure to agree w eachother

C-type conflict

Cognitive conflict, disagreement that focuses on problem and issue related differences of opinion

A-type conflict

affective conflict; disagreement that focuses on individuals or personal issues

nominal group technique

quiet time, ppl write as many prob defs and alt solutions as possible

Delphi Technique

panel responds to questions

electronic brainstorming

use computers to communicate and generate alternative solutions