BOH4M - Unit 1 Test

Management, Culture

Organization

Collection of people working together for a common purpose

3 Characteristics of an Organization

1. Purpose (a common goal)

2. People (division of labour)

3. Structure (hierarchy of authority)

Subsystems

Interrelated parts that function to create a common purpose

Open systems

Transform resource inputs into product outputs

Value Creation

Profits or added wealth (nonprofit)

Productivity

Measures the quantity and quality ofo utputs relative to the cost of inputs

Performance effectiveness

How good the product/performance is

Performance efficiency

How fast the product/performance was done

Workplace changes

These have been changed over time: human capital, teamwork, networking, authority, technology, and expectations

Management

Person who directly supports and helps activate work efforts and performance of others

Responsibilities of a manager

Help each other achieve high performance, ensure resources used effectively/efficiently, and oversees work of 10-11 people

Functions of Management

1. Planning: Set goals, develop, measure results

2. Organizing: Break up work, link parts, create structure, monitor results

3. Leading: Needs, reward systems, “reinvent” work, monitor

4. Controlling: Performance standards, compare actual vs planned, corrective action

Levels of Managers

1. Top Managers: Responsible for guiding performance of org as a whole

2. Middle Managers: Oversee work of large departments/divisions

3. Supervisors: Oversee front-line workers

4. Front-line workers: Carry out day-to-day activities

Line Manager

Contribute directly to production of org’s goods/services

Staff Managers

Special technical expertise to advise and support line workers

General Managers

Responsible for more complex units that include many functional areas

Functional Managers

Responsible for one specialized area

Administrators

Managers who work in public or non-profit organizations

Interpersonal

Interactions with people (figurehead, leader, liaison)

Informational

Giving, receiving, and analyzing info (monitor, disseminator, spokesperson)

Decisional

Problem-solving and opportunities (entrepreneur, resource allocator, negotiator, disturbance handler)

Figurehead

Represents the organization, but does not actually work

Leader

Represents the company, but does actually participate in activities

Liaison

Creates close working relationships between people

Monitor

Seeks out information, observes staff, and collects information for decision-making

Spokesperson

Speaks on behalf of the company or organization

Disseminator

First to share news in the organization

Resource allocator

Distributes resources in a way that maximizes the efficiency of the company

Negotiator

Strategic discussions to secure a better deal for the organization

Entrepreneur

Organizes and operates a business

Disturbance handler

Handles problems and difficulties that occur in an organization

Conceptual Skills

Critical thinking and problem-solving skills

Human Skills

Working well and cooperation skills (high EQ)

Managerial Skills

Technical skills (performing task with proficiency)

Competitive Advantage

Ability to do better than competitors in the marketplace

Stakeholders

Persons, groups, and institutions directly affected by an organization

Environmental uncertainty

Complexity and rate of change, lack of complete informationn

External customers

Customers that buy products/use services

Internal Customers

Use/depend on work of another person

Total Quality Management

Commitment to continuous improvement, product quality, and customer needs

4 Absolutes of TQM

1. Q = conform to standards

2. Q = defect prevention, not correction

3. Q = defect-free work

4. Q = saves money — do things right

Organizational Culture

System of shared beliefs & values that develops within an organization & guides the behaviour of its members

Strong Cultures

Organizations that work for and with one another, values teamwork, encourages functional behaviours, and more

Core Culture

Core values/underlying assumptions & beliefs

Observable Culture

Culture you can see and hear through stories, heroes, rites, and symbols

Value-based management

1. Relevant (support performance objectives)

2. Integrity (clear, consistent ethical anchors)

3. Pervasiveness (known to all members)

4. Strength (accepted by all involved)

Symbolic leadership

Uses symbols to establish and maintain org. culture (language, key stories, etc)

Multicultural Organization

Organization that is inclusive and respects diversity

Pluralism

Members of both minority and majority cultures are influential in setting key values and policies

Structural Integration

Minority culture members are represented at various job levels

Informal Network Integration

Mentoring and support to assist in career development of minority-culture members

Organizational Subcultures

Exist among people with similar values and beliefs based on shared work responsibilities (good except when ethnocentrism)

Challenges of diversity

Unequal distribution of differences, glass ceiling effect

Managing diversity

Affirmative action, valuing differences, managing diversity