Intro to Management - Exam 2, Hamilton

Job Design

creating jobs in an organization that can be done effectively and efficiently while providing meaningful work for the employee

Skill Variety

is the extent to which a job requires a worker to use a wide range of different skills and abilities

Task Identity

the extent to which the job requires the worker to perform all the tasks needed to fully complete the task

Task Significance

the extent to which the job effects the lives of other people

Autonomy

the extent to which the employee is allowed to make choices about scheduling and how best to perfect tasks

Feedback

the extent to which the employee receives clear and direct information on how well they are performing the task

Organizational Structure

key part of organization design

grouping together of jobs into work groups, the delegation of authority and responsibility within an organization, and the formal reporting relationships of employees to supervisors.

organizing jobs into teams, assigning responsibilities and authority, and setting up who reports to whom in a company.

Functional Structure

group jobs that require similar skills and experience together into a single workgroup reporting to the leader of the organization

Divisional Structure

groups jobs together with people of diverse skills and experience who collectively focus on either providing specific products, or serving specific groups of customers, or serving specific geographical areas

Matrix Structure

groups jobs together simultaneously by function and by division

Delegation of Authority

in an incorporated business means, the ultimate authority for decision rests with the shareholders of the business

Centralized Organizational Structure

most decisions are made, or at least must be approved, by the senior executives at the top of the organization

Decentralized Organizational Structure

many decisions are delegated to lower levels of management with those managers accountable for the consequences of their decisions (good or bad)

Span of Control

refers to the number of direct reports assigned to a managers

Broafer Span of Control

more direct reports

Narrower Span of Control

fewer number of direct reports

Levels of Hierarchy

refers to the number of managerial levels between the top and the bottom of an organization

Flatter Organization

fewer hierarchical levels

Taller Organization

more hierachical

Organizational Design

property Integrating and Coordinating Workflows throughout the organization

Organizational Structure

helps with coordination and integration by selecting a structure that will groups the jobs together of those employees who need to routinely work together in order to accomplish their tasks

Liaisons

are individuals appointed with the responsibility to coordinate the activities of their groups with the activites of one or more other groups.

Task Forces

are made up of members of multiple groups who are assembled to address a specific need for coordination

Cross-Functional Teams

are made up of members of multiple groups who are assembled with ongoing responsibility for managing a key activity of the organization

Integrating Roles

are individuals that are in addition to their other responsibilities are charged with being a coordinator of activities with other groups

Organization Culture

are the set of norms, beliefs, values, and attitudes that are shared by a group of individuals within an organization

Dimensions of Culture

- Content

- Consensus

- Intensity of Feelings

Levels of Organizational Culture

- Artifacts

- Values

- Assumptions

Weak Culture

lack of uniformity around the key aspects of culture

Strong Organization Culture

where the majority of the employees share the same norms, beliefs, values, and attitudes as it applies to their work-related activities even they are a part of significantly different culture outside of their workplace

BCG 7 Dimensions

1) Structured vs Flexible

2) Controlling vs Delegating

3) Cautious vs Risk Permitting

4) Thinking vs Doing

5) Diplomatic vs Direct

6) Individualistic vs Collaborative

7) Internal vs External

McKinsey "Five Trademarks"

1. North Star is embodied across the organization

2. Network of empowered teams

3. Rapid decision and learning cycles

4. A dynamic people model that ignites people

5. Next-generation enabling technology

1) North Star embodied across the organization

clear goals for the organization allow teams to self-identity projects that align with those goals

2) Network of empowered teams

flat organizational structures with limited hierarchy and no middle management. Teams are empowered and act autonomously with end-to-end accountability

3) Rapid decision and learning cycles

risk taking, failing, and learning fast are encouraged. Continuous people development is a priority

4) Dynamic people model that ignites passion

culture that empowers this agile way of working. emphasis on intrinsic motivation and non-monetary awards. developing expertise of the employees in a cornerstone

5) Next-generation enabling technology

technology is seamlessly integrated and core to every aspect of the organization as an enabler for quick identification of opportunities/challenges and quick reaction

Strategic Human Resources Management

is the identification of current and future talent requirements necessary to support the goals and strategy of the organization as well as the development and implementation of the plans and programs to assure the organization recruits, trains, develops, supports, and retains that talent

Succession Planning

the process of identifying likely candidates for future openings in key positions in the organization as well as evaluating each employee's potential for taking on added responsibility

Recruitment and Selection

is a process for identifying, pursuing, and hiring qualified candidates to fill current and future available positions within an organization

Training

teaching employees the skills necessary to perform effectively in their current job

Development

preparing employees to take on additional responsibilities for future roles or expanded responsibilities in their role

Performance Appraisal & Feedback

is a process of employee evaluation and communication with the goal of providing timely and beneficial information to the employee, and to the organization, on the value of the contributions of the employee to the organization as well as identifying opportunities for improving employee performance.

Compensation and Benefits

is a program and process for providing competitive pay and other incentives to employees in support of the organization's goals, strategy, and values

Employee Benefits

often include health insurance, dental insurance, life insurance, vacation time, sick days, dependent daycare assistance, and other programs that are valuable to the employees

Quid Pro Quo Sexual Harassment

occurs when consent to sexual acts affects job outcomes such as getting or keeping one's job

Hostile Work Environment Sexual Harassment

occurs when unwelcome sexual behavior creates an intimidating and offensive workplace for anyone.

Employee Engagement

the state of mind the employees have towards their job and their employer, combined with the level of positive and productive behavior exhibited by the employee on behalf of their employer

Key Drivers of Employee Engagement

1. Leaders

2. Managers

3. Culture

4. Human Resource Practices

Aon Hewitt drivers of Employee Engagement

- say

- stay

- strive

Steps to improve Employee Engagement Levels

Step 1) Define and communicate what Employee Engagement means for the organization and why it is important to increase the levels of engagement

Step 2) Measure the current levels of Employee Engagement

Step 3) Develop the action plan for improving each identified priority based on proven approaches for affecting the known key drivers of Employee Engagement.

Step 4) Reward and recognize those involved in the empowerment initiatives and communicate to the organization the progress that was made to improve Employee Engagement levels

Performance Management

is the delivery of superior results through ongoing measurement, assessment, evaluation, and improvement of the organization

Management Principles

- Role of Leadership

- Customer Focus

- High-Performance Environment

- Fact-Based Management

- Relentless Improvement

- Innovation and Renewal

Approaches to Embedding Management Principles into the Culture of the Organization

1) Role of Leadership - leadership must communicate and reinforce a commitment to excellence through ongoing focus on Performance Management Principles.

2) Use of Experts & Training - Superior results often require ongoing improvement efforts, best led by trained, experienced individuals skilled in project selection, management, and proven methodologies.

3) Use of Proven Methodologies & Tools - Experts rely on proven tools like Six Sigma and Lean, which consistently deliver high-impact results when applied by trained, experienced professionals—no need to reinvent them for each project.

3 Elements Derived from Performance Management Principles

1) Business Process Management (BPM)

2) Business Measurement, Assessment, and Evaluation

3) Business Improvement Methods & Tools

Why is Performance Management an important management concept?

In competitive businesses, mastering Performance Management enables leaders to drive faster, more efficient improvement, creating a distinct advantage and leading to superior results.

Business Process Management (BPM)

An underlying framework for understanding the interrelated activities performed in an organization

"Process Customers"

the requirements of a customer are the necessary characteristics of the product and service (at a given price) that will result in the customer perceiving that the output creates value for them and motivates them to behave in ways that are beneficial to the converter

Effective Process

One that delivers outputs that result in obtaining the desired behaviors from the intended uses (customers) of the outputs of that process

Efficient Processes

must be an Effective Process that also generates an adequate return on the capital employed to operate the process

Process Mapping

visual depictions of the multiple steps involved in the conversion of inputs into outputs

SIPOC

Supplier, Input, Process, Outputs, and Customers

Business Measurement, Assessment, and Evaluation

helps organizations to understand how effectively and efficiently specific processes are performing, as well as to understand how well the organization is performing overall, to aid in the identification and prioritization of opportunities for improvement

Measures of Effectiveness

evaluate whether customer requirements are being met

Measures of Efficiency

evaluates whether the value of outputs relative to the cost of inputs is creating value for the organization

"Well Dressed" Requirements

- Title

- Goal

- Min

- Results

- Competitor

- Benchmark

- Axes

- Performance Status

- Owner

- Updated

- Projects/Impact/Project Mgr

Balanced Scorecard

suggest that leaders of an organization should routinely evaluate more than just financial results and/or marketing results

Baldrige Framework 7 Categories

1. Leadership

2. Strategy

3. Customers

4. Measurement, Analysis, and Knowledge Management

5. Workforce

6. Operations

7. Results

Business Evaluation

process of collecting and analyzing external and internal business data, assessing overall business performance, and identifying and prioritizing

7 Causes of Waste

1. Overproduction

2. Correction

3. Inventory

4. Motion

5. Conveyance

6. Overprocessing

7. Waiting

Leadership

defined as the influence of a person over others (followers) as evidenced by the followers' motivation, loyalty, and high performance in support of the leader's vision, goals, and/or direction

Sara Canady difference between managers and leaders

Managers:

- Knowledgeable

- Action-Oriented

- Informed

- Tactical

Leaders:

- Insightful

- Visionary

- Influential

- Strategic

Leadership Effectiveness

1. The overall performance of the organization for which the leader is responsible

2. The satisfaction of primary the subordinates who report to the leader

Character Traits Leadership Theory

- Physical Energy

- Intelligence greater than the average of followers led

- Prosocial Influence

Behavior-Based Leadership Theory

2 Major Categories of Behavior

1. Task-Oriented Leadership

2. Person-Oriented Leadership

Styles of Leadership

1. Charismatic Leadership

2. Servant Leadership

3. Transformational Leadership

4. Strategic Leadership

5. Empowerment-Oriented Leadership

6. Transactional Leadership

Fiedler 3 Main Contexts of Evaluating the Effectiveness of Leaders

1) Leader-Member (followers) Relations (LMR)

2) Task Structure

3) Position Power

Decision-making

about making a choice from a set of alternative options

Communication

the sharing of information between two or more people

Concepts of Negotiation

1) Importance of Preparation

2) Understanding the Source of Power in Negotiations

3) The Distinction Between Positions and Interests

4) Tension Between Creating Value and Claiming Value

Importance of Preparation

effective negotiation means knowing your goals, leverage, options, and what you can offer to reach the best outcome.

Understanding the Source of Power in Negotiations

understand your Best Alternative to a Negotiated Agreement

The Distinction Between Positions and Interests

positions are what each side says they want; interests are the deeper goals behind them. Know your own, learn theirs, and look for shared value to create better deal options

Tension Between Creating Value and Claiming Value

win-lose deals focus on taking; value-creating deals focus on sharing—trading what matters less for what matters most, so both sides gain more.