Management

Chapter 1 Management and Competitive Advantage

missed items

the ability to understand, alter, lead and control the behavior of individuals and groups (relied on heavily by middle managers)

human skills

the three categories in the Mintzbergs 10 Managerial Roles

decisional, interpersonal, informational

whats under the decisional (taking action)

entrepreneur

disturbance handler

resource allocator

negotiator

whats under interpersonal (connecting with people)

figurehead

leader

liaison

whats under informational (managing knowledge)

monitor

disseminator

spokeperson

Driving innovation, initiating new projects, seeking growth opportunities.

Entrepreneur

Managing unexpected operational crises, resolving internal conflicts

Disturbance Handler

Distributing limited budgets, staff, time, and equipment.

Resource Allocator

Representing the team in formal bargaining with vendors, unions, or other units

Negotiator

Acting as official/ceremonial representative (e.g., ribbon cutting, signing legal documents)

Figurehead

Directing, motivating, hiring, training, and guiding team members.

Leader

Building and maintaining external networks with contacts outside the direct chain of command.

Liaison

Collecting data, tracking industry trends, tracking team performance.

Monitor

Passing valuable internal or external information down to team members

Disseminator

Speaking on behalf of the team/company to executives, clients, or media

Spokesperson

local

operates in a single city

domestic

operates in only one country

regional

operates in only one part of a single country

global organizations

operates and competes in more than one country

chapter 2 the evolution of Management Though

missed items

Scientific management:

Small workshops run by skilled workers who produce hand-manufactured products (the dominant mode before scientific management)

crafts production

Administrative Management Theory:

A formal system of organization and administration designed to ensure efficiency and effectiveness

bureaucracy

what are webers five principles:

• A manager's formal authority derives from the position held in the organization.

• Positions should be occupied based on performance/competence, not social standing or contacts.

• Extent of formal authority, task responsibility, and relationship to other positions should be clearly specified.

• Positions should be arranged hierarchically so employees know who to report to and who reports to them.

• Managers must create a well-defined system of rules, standard operating procedures, and norms to control behavior.

Fayols 14 Priniciples of management

Specializing tasks. (Fayol was the first to point out the downside of job specialization and advocated for variety).

Division of Labor

Power to make decisions and hold workers accountable.

Authority and Responsibility

Employee receives orders from, and reports to, only one superior (reduces confusion).

Unity of Command

Chain of command extending from top to bottom; managers should limit the length of this chain

Line of Authority

Concentration of authority at the top of the managerial hierarchy.

Centralization

Singleness of purpose providing one plan of action for the organization.

Unity of Direction

Justice, impartiality, and fairness toward all members.

Equity

Methodical arrangement of positions to provide maximum organization benefit and career opportunity

Order

Ability to act on one's own without direction from a superior

Initiative

Obedience, energy, application, and outward marks of respect.

Discipline

Fair and equitable compensation for labor.

Remuneration of Personnel

Minimizing turnover and providing job security so staff master their roles.

Stability of Tenure of Personnel

Organizational goals take priority over personal desires/egos

Subordination of Individual Interest

Shared feelings of comradeship, enthusiasm, or devotion to a common cause.

Esprit de Corps

study of how managers should behave to motivate employees to perform at high leveles

behavioral management

study of factors impacting how individuals and groups respond to and act in organizations

organizational behavior

who argued that workers should be empowered to manage themselves, excerise self control, and participate in decision making

mary parker follet

authority comes from knowledge and skill (the “law of the situation”) rather than formal title

authority of expertise

conflict should be resolved through … (win-win solutions addressing both sides needs) rather than compromise or domination; work environments require reciprocal cooperation

integration and reciprocal relationships

co-active, joint power shared with employees rather than coercive, top down control over them

power with vs power over

began as an investigation into how environmental factors—specifically lighting/illumination levels—affected worker fatigue and performance

hawthorne studies

the finding that a managers behavior or leadership style affects performance (workers perform better when given special attention)

hawthorne effect

advocates that supervisors receive behavioral training to manage subordinates in ways that elicit cooperation

human relations movement

system of behavioral rules and norms that emerge naturally within a group

informal organization

approach using rigorous quantitative techniques to maximize use of resources

management science theory

uses mathematical models, statisitics, and simulations to guide decisions

quantitative management

designs, manages, and improves processes converting inputs into finished goods/services

operations management

integrated hardware, software, data, and human networks distributing real time information for decision making

management information system

organization wide philosophy focusing on continuous process improvement and customer satisfaction

total quality management

set of forces and conditions operating beyond organizational boundaries that affect resource acquisition

organizational environment

takes in resources (inputs) from the external environment, transforms them, and releases products/services (outputs)nack to the environment for purchase, using feedback loops to adjust

open system

a self contained system unaffected by external changes, highly susceptible to entropy

closed systems

tendacy of a closed system to lose control of itself, dissolve, and disintegrate

entropy

performance gains resulting from coordinated departmental/ individual action (1+1=3)

synergy

organizational structures and control systems chosen by managers depend on (are …. upon) characteristics of the external environment.

“there is no one best way to organize”

contingency theory

centralized authority, strict rules/SOPs, clear hierarchy, specialized roles. best fit for stable, predictable environment

mechanistic structure

decentralized authority, fluid roles, cross functional teams, informal communication. best fit for dynamic rapidly changing environments

organic structure

ability to continuously build, integrate, and reconfigure internal/external processes to handle fast changing environements

dynamic capabilities

chapter 15 Effective group and teams

missed items

Establishing teams in organizations tends to reduce employee turnover, increase motivation, and enhance quality.

organizational benefits

To build synergy, managers must choose group members with complementary skills and knowledge.

developing synergy

• High-tech industries create Research and Development (R&D) teams to invent new products.

• Team members can critique each other's approaches and spot errors or false assumptions that individuals working alone would miss.

innovation advantages

Experts brought together to develop innovative new products

Research and Development (R&D) Teams:

Members interact primarily or exclusively using information technology (email, video calls) rather than meeting face-to-face.

virtual team

Groups formed by employees to achieve their own personal goals or satisfy social needs.

informal group

Informal groups of employees who enjoy one another's company and socialize.

Friendship Groups

Informal groups seeking to achieve a common, work-related goal based on shared membership.

Interest Groups

Easy to coordinate, easy to get along, gets tasks done quickly.

Small Group Size:

Offers broader representation, handles high complexity, provides access to more resources

Large Group Size

Keep overall group size appropriate, and form smaller sub-committees for large group meetings to maintain efficiency.

Critical Management Rule

Splitting work into specific tasks assigned to individual workers.

Division of Labor

Set of behaviors and tasks a member is expected to perform based on their position.

Group Role

Taking the initiative to modify an assigned role by assuming additional workplace responsibilities.

role making

The degree to which work performed by one group member influences the work performed by other members.

task interdependance

Members meet for the first time, get acquainted, establish ground rules, and reach a basic understanding of goals and expected behavior

forming

Friction and conflict arise; members test boundaries and disagree over leadership, roles, and work approaches.

Storming

Differences are resolved, close ties develop, and shared standards/camaraderie emerge

norming

Peak operational synergy; the group carries out real, productive work autonomously

performing

Applies to temporary groups (like task forces); the team disbands after wrapping up project goals

adjourning

Managers should encourage a healthy balance; conformity ensures goal alignment, while deviance drives innovation and constructive reflection.

Balancing Conformity and Deviance:

Appropriate group size, effectively managed diversity, strong group identity/healthy competition, and past success.

Factors Leading to Cohesiveness:

Influences participation levels, norm conformity, and emphasis on goal accomplishment.

Consequences of Cohesiveness: