MGT 300 Exam 1 -UA

What are the schools of management thought?

Management process school, human behaviors school, decisions theory school, and systems management school

Management process school

focus on management as a process of getting things done with people operating in organized groups

Human behaviors school

focus is on psychological and behavioral science- the people part of management

decisions theory school

focus on problem solving rational decision model, game theory, determining course of action

Systems management school

focus on organizations as a system - open or closed - with emphasis on the interrelatedness and interdependence of subsystems in an organization

Soft skills

a combination of people skills, social skills, communication skills, character traits, attitudes, career attributes, social intelligence and emotional intelligence quotients among others that enable people to navigate their environment, work well with others, perform well, and achieve their goals with complementing hard skills.

Vale Proposition

value = utility/ cost

value = benefits/cost

value = quality/price

value-based strategies

What are the 4 major types of managerial tasks

Planning, organizing, leading, and controlling

Planning

is the process of setting performance objectives and determining what actions should be taken to achieve the objectives

organizing

is the process of assigning tasks, allocating resources, and coordinating the activities of individuals and groups

leading

is the process of arousing people's enthusiasm to work hard and inspiring their efforts to fulfill plans and accomplish objectives

controlling

is the process of measuring work performance comparing the results to objectives and then taking corrective actions

Management process

top management - team leaders & management- front-line operations workers - customers and clients

customers and clients

ultimate beneficiaries of the organization's efforts

frontline operating workers

do work directly affecting customer/client satisfaction

team leaders and managers

help the operating workers do their jobs and solve problems

Top Managers

keep organization's mission and strategies clear

Three major levels of management

Lower-level, middle-level, and top level managers

conceptual skills

the ability to think and achieve integrative problem solving

human skills

the ability to work well in cooperation with other persons; emotional intelligence

technical skills

the ability to apply expertise and perform a special task with proficiency

self-management

emotional intelligence, mindfulness, resilience, and internal &external factors

Five Foundations of Emotional Intelligence

1. self awareness-understanding moods and emotions

2. self regulation-thinking before acting, controlling disruptive impulses

3. motivation- working hard and persevering

4. empathy- understanding the emotions of others

5. social skills- gaining rapport and build good relationships

Johari Window

open - known to self and known to others

blind -unknown to self and known to others

hidden- known to self and unknown to others

unknown- unknown to self and unknown to others

Industrial revolution

18th and 19th centuries

prior to the industrial revolution

people grew their own food

people had to make their own clothes

barter more common than cash transactions

movement from rural agrarian to urban industrial economy

-spinning and weaving work had been done in homes (cotton industry) with hand tools or crude machines

-industrialization involved power machinery (water power first then steam power)

-exponential increases in demand for materials (cotton silk, iron ore)

-begun in Britain in the late 1700

-industrialization meant a shift to powered, special purpose machinery, factories and mass production

-major technological development: steam engine

-affected industries (primary: textile and iron, secondary industries: transportation communication and banking)

-spread to north American (labor to produce materials fueled chattel slavery)

Classical management approaches

scientific management, administrative principles, bureaucratic organization

Classical viewpoint (emphasis on ways to menage work more efficiently)

Scientific management:

-emphasized scientific study of work methods to improve productivity of individual workers

Proponents-Frederick W. Taylor, and Frank and Lillian Gilbreth

Administrative Management:

-concerned with managing the total organization

Proponents-Henri Fayol, Max Weber

Behavioral Viewpoint (emphasis on importance of understanding human behavior and motivation and encouraging employees towards achievement)

-Early behaviorists:

proponents: Hugo Munsterberg, Mary Parker Follett, Elton Mayo

-Human relations movement:

proposed better human relations could increase worker productivity

Proponents: Abraham Maslow, and Douglas McGregor

-Behavioral science approach:

relies on scientific research for developing theory to provide practical management tools

Quantitative Viewpoint

-Management science:

focuses on using mathematics to aid in problem solving and decision making

-operations management:

focuses on managing the production and delivery of an organization's production or services more effectively

Henri Fayol: Five rules of management

(administrative principles)

1. foresight-plan of action

2. organization- mobilize resources to implement plan

3. command- lead, select, evaluate workers

4. coordination- fit diverse efforts together, solve problems

5. control- monitor activity take corrective action

Behavioral management approaches

Hawthorne effect, theory X and Y, Maslow's need Hierarchy

Theory X (Douglas McGregor)

the assumption that employees dislike work, are lazy, dislike responsibility, and must be coerced to perform

Theory Y (Douglas McGregor)

The assumption that employees like work, are creative, seek responsibility, and can exercise self-direction.

Maslow's progression principle

a need at one level does not becomes activated until the next-lower-level need is already satisfied

Maslow's deficit principle

once a need is satisfied it is no longer a motivator because an individual will take action only to satisfy unmet needs

Maslow's Hierarchy of Needs

physiological, safety, love/belonging, esteem, self-actualization

Modern Managment

system viewpoint, contingency viewpoint, and quality management viewpoint

Classical Viewpoint

-view: organization are like machines

-goal: efficiency, productivity, control

-principle: cause and effect, and only one best and right way

systems viewpoint

view: organizations are like organisms

goal: homeostasis, health

principle:equifinality (open system)

no one best way to organize

all ways of organizing are NOT equally effective

Open system

inputs- processes throughputs- outputs

The Human Dilemma

why do people act unethically?, behavioral theories, and ethical theories

Behavioral Theories

explains natural human motivation and human nature

What are the primary motivations for people's actions?

Egoism- people act only in ways that maximize their own best interests

Hedonism-people act in ways that purse pleasure and avoid pain

Morals

fundamental principles of right and wrong conduct or behavior

Ethics

-the moral principles of conduct governing an individual or group

-a theory or system of moral values relating to human conduct and the rightness or wrongness of certain actions

laws

behavioral regulations established and enforced through social or government institution on persons in its jurisdiction

values

principles accepted to be of primary importance and freely chosen to be authoritative by an individual, a particular group, or an entire community

Terminal values

preferences about desired ends or states of existence: freedom, equality, happiness, self-respect, etc

instrumental values

preferences regarding the means to desired ends: being honest, logical, compassionate, loyal, imaginative

What should be the motivations for people's actions?

Altruism-people should act in a way that seeks the best interest of others

Utilitarianism-people should act in a way that maximizes the overall good of a situation

Upon which behavioral theory is free-market capitalism based?

egoism

Kohlberg's Theory of Moral Development

Preconvential: up to the age of 9 (punishment and obedience, instrumental relativist)

Conventional: most adolescents and adults (interpersonal concordance, law and order)

Post conventional: 10 to 15% of the people over 20 (social contract, universal ethical principle)

Four views of ethical theories

individualism view, moral rights view, justice view, and utilitarian view

individualism view

Does a decision or behavior promote one's long-term self-interests?

-advances long term self interest

moral rights view

Does a decision or behavior maintain the fundamental rights of all human beings?

-respects and protects the fundamental rights of all people

justice view

Does a decision or behavior show fairness and impartiality?

-fair and impartial treatment of people according to legal rules and standards

Utilitarian View

Does a decision or behavior do the greatest good for the most people?

-delivers the greatest good to the most people

procedural justice

policies and rules fairly applied

Distributive Justice

fair distribution of outcomes

interactional justice

people are treated with dignity and respect

commutative justice

fairness to all involved

the referee refers to the rule book to verify that a penalty is imposed correctly

procedural justice

the referee explains each penalty to captains, coaches, and fans

interactional justice

the rules state that the winner is the team with the most points at the end of the game

distributive justice

NCAA rules prescribe that all game balls are to be a standard size, weight, and pressure

commutative justice

Simple Code of Ethics

1. do no harm

2. add value-do something good

3. live out your core value

core values

honesty, transparency, humility, integrity, respectfulness, fairness, and responsibility

moral absolutism

what is right in one context is always right; what is wrong in one context is always wrong

cultural relativism

ethical behavior is always determined by the cultural context

Ethical imperialism

imposition of one's own ethical standards on others - usually without consent

Conventionalist theory

what is right and wrong is determined by legislative decree

Divine command theory

refers to a cluster of ethical theories in which gods will is viewed as the foundation of ethics

-the Euthyprhro dilemma

a moral person is

only bound by freedom of self and others an sense of fairness

the golden rule

Do unto others as you would have them do unto you

categorical

means absolute, unqualified, unconditional

ethical dilemma

a problem in a decision making process between two possible options, neither of which is absolutely acceptable form an ethical perspective

the six spotlight test of ethical actions

the publicity test, the moral mentor test, the admired observer test, transparency test, the person in the middle test, and the golden rule test

Corporate social responsibility

shareholder model

-proposed by Milton Friedman

stakeholder model

-proposed by Edward freeman

-is defined as any person group which can affect/ be affected by the actions of a business

stakeholder

employees, customers, suppliers, creditors, community, competitors

values

organizations may have value systems which conflicts

Triple Bottom Line

recognition of the need for organizations to improve the state of people, the planet, and profit simultaneously if they are to achieve sustainable, long-term growth

social audit

a systematic assessment of a firm's objectives, strategies, and performance in terms of social responsibility

the four components of CRS

economic, discretionary, ethical, and legal

If a sales department supervisor is held accountable by a middle manager for the department's performance, on whom is the department supervisor dependent in making this performance possible?

a. Board of directors

b. Top management

c. Customers or clients

d. Department salespersons

d. Department salespersons

The management function of ____ is being activated when a bookstore manager measures daily sales in the magazine section and compares them with daily sales targets.

a. planning

b. agenda setting

c. controlling

d. delegating

c. controlling

The process of building and maintaining good working relationships with others who may someday help a manager to implement his or her work agendas is called ____.

a. governance

b. networking

c. emotional intelligence

d. entrepreneurship

b. networking

According to Robert Katz, ____ skills are more likely to be emphasized by top managers than by first-line managers.

a. human

b. conceptual

c. informational

d. technical

b. conceptual

An effective manager is someone who helps others to achieve high levels of both ____ and ____.

a. pay; satisfaction

b. performance; satisfaction

c. performance; pay

d. pay; quality of work life

b. performance; satisfaction

6. ____ is the active oversight by boards of directors of top management decisions in such areas as corporate strategy and financial reporting.

a. Value chain analysis

b. Productivity

c. Outsourcing

d. Corporate governance

d. Corporate governance

When a manager denies promotion to a qualified worker simply because of personally disliking her because she is Hispanic, this is an example of ____.

a. discrimination

b. accountability

c. self-management

d. a free-agent economy

a. discrimination

A company buys cloth in one country, has designs made in another country, has the garments sewn in another country, and sells the finished product in yet other countries. This firm is actively engaging in the practice of ____.

a. job migration

b. performance effectiveness

c. value creation

d. global sourcing

d. global sourcing

The intellectual capital equation states: Intellectual Capital × _______ = Commitment.

a. Diversity

b. Confidence

c. Competency

d. Communication

c. Competency

If the direction in managerial work today is away from command and control, what is it toward?

a. Coaching and facilitating

b. Telling and selling

c. Pushing and pulling

d. Carrot and stick

a. Coaching and facilitating

The manager's role in the "upside-down pyramid" view of organizations is best described as providing ____ so that operating workers can directly serve ____.

a. direction; top management

b. leadership; organizational goals

c. support; customers

d. agendas; networking

c. support; customers

When a team leader clarifies desired work targets and deadlines for a work team, he or she is fulfilling the management function of ____.

a. planning

b. delegating

c. controlling

d. supervising

a. planning

The research of Mintzberg and others concludes that most managers ____.

a. work at a leisurely pace.

b. have blocks of private time for planning.

c. always live with the pressures of performance responsibility.

d. have the advantages of short workweeks.

c. always live with the pressures of performance responsibility.

Emotional intelligence helps us to manage ourselves and our relationships effectively. Someone who is high in emotional intelligence will have the capacity to ____, an ability to think before acting and to control potentially disruptive emotions and actions.

a. set agendas

b. show motivation

c. self-regulate

d. act as a leader

c. self-regulate

Which of the following is a responsibility that is most associated with the work of a CEO, or chief executive officer, of a large company?

a. Aligning the company with changes in the external environment

b. Reviewing annual pay raises for all employees

c. Monitoring short-term performance of lower-level task forces and committees

d. Conducting hiring interviews for new college graduates

a. Aligning the company with changes in the external