Manage 1

Competitive advantage

The ability of an organization to produce goods or services more effectively than

competitors do, thereby outperforming them.

Controlling

as monitoring performance, comparing it with goals, and

taking corrective action as required.

Decisional roles

managers use info to make decisions and help solve problems or take advantage of opportunities

Effective

to achieve results

Efficient

to use resources wisely

First-line managers

Make short-term operating decisions, directing the daily tasks of non-managerial

personnel.

Four management functions

planning/ organizing/ leading/ controlling

Functional manager

responsible for 1 activity

General manager

responsible for several activities

Informational roles

those in which you gather and then pass on information.

Leading

motivating, directing, and otherwise influencing people to work hard and achieve the organization’s goals

Management

Getting work done through others, deals with efficiency and effectiveness in the work process

Middle managers

Implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first-line managers below them.

Organization

arranging tasks, people, and other resources to accomplish the work

Planning

setting goals and deciding how to achieve them

Soft skills

The ability to work well in cooperation with other people to get things done;

the ability to motivate, to inspire trust, to communicate with others.

Sustainable development

focuses on meeting present needs while

simultaneously ensuring that future generations will be able to meet their needs

Sustainable development goals (SDGS)

include zero hunger, decent work and economic growth, affordable and clear

energy, and responsible consumption and production

Technical skills

The job-specific knowledge needed to perform well in a specialized field.

Top managers

Make long-term decisions about the overall direction of the organization

Conceptual skills

The ability to think analytically, to visualize an organization as a whole and understand how the parts work together.

Scientific Management

Emphasized the scientific study of work methods to improve the productivity of individual workers

Administrative Management

concerned with managing the total organization

Behavioral Viewpoint

emphasized the importance of understanding human behavior and motivating employees toward achievement

Hawthorne effect

employees worked harder if they received added attention, and thought that managers cared about their welfare and that supervisors paid special attention to them

Human Relations Movement

Proposed that better human relations between managers and
workers could increase worker productivity.

Behavioral Science Approach

Relies on scientific research for developing theories about human
behavior that can be used to provide practical tools for managers.

Operations management.

Focuses on managing the production and delivery of an
organization’s products or services more effectively

Evidence-based management.

principles based on best evidence (from
research) into organizational practice, bring rationality to
the decision-making process.

Systems Viewpoint

the organization as a system of
interrelated parts.

subsystems

parts making up the
whole system

Inputs

people, money, information, equipment and material required to produce goods/ services

transformational processes

organizations capabilities in management and tech that are applied to converting Inputs into outputs

Outputs

The product, services, profits, losses, employee satisfaction or discontent

feedback

information about the reaction of the environment to the outputs, which affects the inputs

closed
systems

meaning they have little interaction with their
environment.

open systems

they continually interact with their environment.

contingency viewpoint

decisions should be
made on a case-by-case basis, and not necessarily based on a
single theory

contemporary approaches

Management theory continues to evolve

learning organization

that actively creates, acquires, and
transfers knowledge within itself and is able to modify its behavior
to reflect new knowledge

High-Performance Work Practices

Focus on enhancing employees’ ability, motivation, and
opportunity to contribute, and thus improve an organization’s
ability to effectively attract, select, hire, develop, and retain high-
performing personnel

Synergy

formed when two or more forces combined create an effect that is
greater than the sum of its parts

1. Strategic Human Resource Management Process

1. The process of designing and implementing systems of policies and practices that align an organization’s human capital with its strategic objectives.

Human Resource Management

Process for attracting, developing and retaining an effective workforce.

Human Capital

Economic/productive potential of employee knowledge, experience and actions

Social Capital

Economic/productive of strong, trusting and cooperative relationships

Recruiting

Process of locating and attracting qualified applicants for jobs open in the organization

Internal Recruiting

Making people already employed by the organization aware of job openings

External Recruiting

Attracts job applicants from outside the organization

Selection

Process of screening job applicants and choosing the best candidate for a position

Base Pay

Basic wage or salary paid employees in exchange for doing their job

Employee test

Standardized devices organizations use to measure specific skills, abilities, traits and other tendencies

1. Adverse Impact

When a organization uses an employment practice/ procedure that results in unfavorable outcomes to a protected class (hispanics) over another group of people (Non-white people)

Disparate Treatment

Results when employees from protected groups are intentionally treated differently. ( Like Disabled people)

Forced Ranking Performance Review System

Employees within the business unit are ranked against one another and grades are distributed along some sort of bell curve

Equal Employment Opportunity Commission (EEOC)

Job is to enforce anti-discrimination and other employment-related scan

360-Degree feedback Appraisal

Employees are appraised not only by their managerial superiors but also by peers, subordinates and sometimes clients

Organizational Culture

The set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments. Also known as “Corporate Culture”.

Organizational Structure

A formal system of task and reporting relationships that coordinates and motivates an organization’s members so that they can work together to achieve the organization’s goals.

4 Types of Organizational Culture

Clan/ Adhocracy/ Market/ Hierarchy

clan

Values flexibility over stability. Internal Focus

Adhocracy

(External focus, Flexibility over stability, emphasis on innovation and creation)

 Market

external focus, Values stability over control, emphasis on competition and winning)

Hierarchy

( Internal focus, Structured work environment, emphasis on control) . Can be described using 2 dimensions.

Rites and Rituals

Activities and ceremonies that celebrate important occasions and accomplishments.

Organizational socialization

The process by which people learn the values, norms, and required behaviors of an organization

Stories

Narrative based on true events repeated and sometimes embellished upon- to emphasize a particular value.

Symbol

an object, an act, a quality or event that conveys meaning to others.

Organizational Design

Is concerned with designing the optimal structures of accountability and responsibility that an organization uses to execute its strategies.

Functional Structure

People with similar occupational specialties are put together in formal groups.

Divisional Structure-

\Specialties are put together in formal groups either by similar products or services, Customers or clients and geographic regions

Matrix Structure

Combines functional and divisional chains of command in a grid so that there are two command structures: vertical and horizontal.

Hollow or Network Structure

The organization has a central core of key functions and outsources other functions to vendors who can do them cheaper or faster.

The Simple Structure

Has authority centralized in a single person, a flat hierarchy, few rules, and low work specialization.

Modular Structure

will assemble product “chunks” or modules, provided by outside contractors. 

Virtual Structure

Company outside a company that is created “specifically to respond to an exceptional market opportunity” that is often temporary.

Planning

Setting goals and deciding how to achieve them.

Strategy

Long-term goals and direction for the organization.

Business Model

Describes how a company's strategy will create value for the customer and generate revenues.

Customer Value Proposition

Company's approach to satisfying buyer needs or wants at a price the customer considers a good value.

Goal

Desired outcome or result.

SMART goals

Specific, Measurable, Achievable, Relevant, Time-bound goals.

Strategic management

Process of formulating and implementing strategies to achieve organizational goals.

Mission statement

Statement that defines the purpose and reason for the organization's existence.

Vision statement

Statement that describes the desired future state or long-term goals of the organization.