EXAM 1 - MGMT 309

MGMT 309 TAMU FLASH CARDS

Efficiency

Using resources wisely and keeping waste and costs down

Effectiveness

Making the right decisions and successfully carrying them out to achieve goals

Management

Using an organization’s resources to achieve its goals efficiently and effectively

Top managers

Set the organization’s overall goals, strategy, and policies

Middle managers

Implement top management’s plans and coordinate lower-level managers

First-line managers

Directly supervise operating employees and daily work

Marketing specialty

Focuses on products, promotion, and distribution.

Financial specialty

Focuses on accounting, cash, and investments.

Operations specialty

Focuses on systems that produce goods or services; inventory and quality.

Human resources specialty

Focuses on recruiting, training, compensation, and benefits.

Administrative/general specialty

Focuses on work across multiple functional areas.

Planning and decision making

Set goals and choose how to achieve them

Organizing

Arrange activities and resources

Leading

Motivate people to work toward organizational goals

Controlling

Monitor progress and make corrections

POLC

Plan, Organize, Lead, Control

Technical skill

Understand how the specific work is done

Interpersonal skill

Understand, work with, and motivate people

Conceptual skill

Understand the big picture and how the organization fits together

Diagnostic skill

Analyze a situation and identify an appropriate response

Communication skill

Clearly convey and receive information

Decision-making skill

Recognize problems or opportunities and select a course of action

Time management skill

Prioritize, work efficiently, and delegate appropriately

Management as a Science

Uses logic, evidence, systematic analysis, and quantitative techniques

Management as an Art

Uses experience, intuition, judgment, and personal insight

Scientific management

Improve the performance of individual workers

Administrative management

Manage the whole organization

Frederick W. Taylor

Scientific management: improving individual worker productivity; piecework pay.

Henri Fayol

Administrative management: principles for managing the whole organization.

Max Weber

Bureaucracy: formal structure, hierarchy, and rules.

Elton Mayo

Hawthorne studies: social relationships and group norms influence productivity.

Douglas McGregor

Theory X and Theory Y: managers’ assumptions about workers.

Soldiering

Employees deliberately working slowly

The classical perspective

Contributed methods for improving efficiency and organizing work, but it underplayed human behavior

The behavioral perspective

Understand people’s attitudes, motivation, and relationships

Theory X

Assumes workers dislike work, avoid responsibility, and need close direction or external control

Theory Y

Assumes workers can direct themselves, seek responsibility, and contribute creatively under favorable conditions

The Hawthorne Lighting Study

Productivity increased even when lighting was reduced, until it became extremely dim

The Hawthorne Piecework Pay Study

Workers could earn more by producing more, but the group established an informal “acceptable” output level

Rate Busters

Workers who exceeded the group’s accepted output

Chiselers

Works who fall below the group’s accepted output

The human relations movement

Emphasized workplace relationships and the belief that managerial concern improves satisfaction and performance

Management science

Mathematical models that help managers make decisions

Operations management

Effectively and efficiently producing goods and services

Subsystem

A smaller system within a larger system

Open system

System that interacts with its outside environment

Closed system

System that does not interact with its outside environment

Synergy

Parts working together achieve more than they could separately

Entropy

A process leading to system decline

Universal Perspective

There is one best way to manage across situations

Contingency Perspective

The appropriate approach depends on the situation

Globalization challenge

International competition and opportunities

Ethical conduct challenge

Preventing misconduct and maintaining trust

Quality challenge

Improving products and services while reducing defects and costs

Shift toward services challenge

Managing service delivery and customer experiences

Economic conditions challenge

Responding to downturns and uncertainty

Workforce diversity challenge

Managing people with different backgrounds and demographics

Organizational change challenge

Helping the organization and its employees adapt

Social media challenge

Managing potential harm to the business and its reputation

Psychological contract

The employee’s expectations about their contributions and what the organization will provide in return

Contributions

What the employee gives the organization, such as effort, skills, time, and commitment

Inducements

What the organization gives the employee, such as pay, benefits, career opportunities, and job security

Agreeableness Trait

Ability to get along with others; being cooperative and understanding

Conscientiousness Trait

Being organized, dependable, responsible, and thorough

Neuroticism Trait

Tendency to experience negative emotions, such as anxiety, insecurity, or moodiness

Extraversion Trait

Being outgoing, sociable, and comfortable with relationships

Openness Trait

Being receptive to new ideas, experiences, and perspectives

Extraversion (E) / Introversion (I)

Energized by being around others / Recharges through solitude

Sensing (S) / Intuition (N)

Prefers concrete facts and details / Prefers abstract concepts and possibilities

Thinking (T) / Feeling (F)

Emphasizes logic and reason in decisions / Emphasizes feelings and emotions in decisions

Judging (J) / Perceiving (P)

Prefers completion and settled decisions / Prefers open-ended situations and the process

Locus of control Trait

Belief about what determines the outcomes you experience

Internal locus of control Trait

Belief that your own actions strongly influence your outcomes

External locus of control Trait

Belief that outcomes depend mainly on luck, fate, or outside forces

Self-efficacy Trait

Belief in your ability to perform a particular task

Authoritarianism Trait

Belief that differences in power and status are appropriate within an organizational hierarchy

Machiavellianism Trait

Tendency to seek power and control others, potentially through manipulation

Self-esteem Trait

Belief that you are a worthwhile and deserving person

Risk propensity Trait

Willingness to take chances and make risky decisions

Self-awareness (EQ)

Recognizing how you’re feeling

Managing emotions (EQ)

Keeping anxiety, anger, or fear from interfering with what you need to do

Motivating oneself (EQ)

Continuing to work toward goals despite setbacks

Empathy (EQ)

Understanding how another person feels

Social skill (EQ)

Building positive relationships and getting along with others

Affective

How you feel - I dislike this company

Cognitive

What you believe or think you know - This company treats employees unfairly

Intentional

How you intend to behave - I plan to find another job

Job satisfaction

How fulfilled or satisfied someone feels with their work

Organizational commitment

Identification with and attachment to the organization

Organizational engagement

Seeing yourself as part of the organization and actively seeking ways to contribute

Positive affectivity

A general tendency to be upbeat, optimistic, and in a positive mood

Negative affectivity

A general tendency to be downbeat, pessimistic, and in a negative mood

Perception

How someone becomes aware of and interprets information about their environment

Selective perception

Screening out information that makes you uncomfortable or contradicts your beliefs

Stereotyping

Categorizing or judging a person based on a single attribute, such as age

Attribution definition

Observing behavior and deciding what caused it.

Internal attribution

Explaining behavior through something about the person, such as effort or ability

External attribution

Explaining behavior through the situation or outside circumstances

Consensus Clue

Attribution clue about comparing different people in the same situation

Consistency Clue

Attribution clue about comparing the same person over time