MIE 201 Test 3 Makanui

management

a process designed to achieve an organization's objectives by using its resources effectively and efficiently in a changing environment.

managers

those individuals in organizations who make decisions about the use of resources and who are concerned with planning, organizing, staffing, directing, and controlling the organization's activities to reach its objectives.

staffing

the hiring of people to carry out the work of the organization

downsizing

the elimination of a significant number of employees from an organization.

planning

the process of determining the organization's objectives and deciding how to accomplish them; the first function of management

mission statement

the statement of an organization's fundamental purpose and basic philosophy

goals

the result that a firm wishes to achieve

company almost always has multiple goals

goal has 3 components: an attribute sought, a target to be achieved, and a time frame

objectives

the ends or results desired by an organization

derived from organization's mission

strategic plans

those plans that establish the long-range objectives and overall strategy or course of action by which a firm fulfills its mission

tactical plans

short-range plans designed to implement and objectives specified in the strategic plan

operational plans

very short-term plans that specify what actions individuals, work groups, or departments need to accomplish in order to achieve the tactical plan and ultimately the strategic plan

crisis management/contingency planning

an element in planning that deals with potential disasters such as product tampering, oil spills, fire, earthquake, computer virus, or airplane crash

FEMA

Federal Emergency Management Agency

says that approx. 40% of small businesses do not reopen after a disaster

organizing

the structuring of resources and activities to accomplish objectives in an efficient and effective manner

directing

motivating and leading employees to achieve organizational objectives

controlling

the process of evaluating and correcting activities to keep the organization on course

5 activities involved in control

1) measuring performance

2) comparing present performance with standards or objectives

3) identifying deviations from the standards

4) investigating the causes of deviations

5) taking corrective action when necessary

top managers

the president and other top executives of a business, such as the chief executive officer (CEO), chief financial officer (CFO), and chief operations officer (CLO), who have overall responsibility for the organization

middle managers

those members of an organization responsible for the tactical planning that implements the general guidelines established by top management

first-line managers

those who supervise workers and the daily operations of an organization

financial managers

those who focus on obtaining needed funds for the successful operation of an organization and using those funds to further organizational goals

production and operations managers

those who develop and administer the activities involved in transforming resources into goods, services, and ideas ready for the marketplace

human resources managers

those who handle the staffing function and deal with employees in a formalized manner

marketing managers

those who are responsible for planning, pricing, and promoting products and making them available to customers

information technology (IT) managers

those who are responsible for implementing, maintaining, and controlling technology applications in business, such as computer networks

administrative managers

those who manage an entire business or a major segment of a business; they are not specialists but coordinate the activities of specialized managers

technical expertise

the specialized knowledge and training needed to perform jobs that are related to particular areas of management

conceptual skills

the ability to think in abstract terms and to see how parts fit together to form the whole

analytical skills

the ability to identify relevant issues, recognize their importance, understand the relationships between them, and perceive the underlying causes of a situation

human relations skills

the ability to deal with people, both inside and outside the organization

leadership

the ability to influence employees to work toward organizational goals

requirements for successful leadership

communicate objectives and expectations

gain the respect and trust of the stakeholders

develop shared values

acquire and share knowledge

empower employees to make decisions

be a role model for appropriate behavior

provide rewards and take corrective action to achieve goals

autocratic leaders

-make all the decisions and then tell employees what must be done and how to do it

-generally use authority and economic rewards to get employees to comply with their directions

democratic leaders

-involve their employees in decisions

-manager presents a situation and encourages his subordinates to express opinions and contribute ideas

free-rein leaders

-let their employees work without much interference

-sets performance standards and allows employees to find their own ways to meet them

authentic leadership

-passionate about the goals and mission of the company, display corporate values in the workplace, and form long-term relationships with stakeholders

-not exclusive

employee empowerment

when employees are provided with the ability to take on responsibilities and make decisions about their jobs

participative decision making

a type of decision making that involves both manager and employee input, supports employee empowerment within the organization

six steps for effective decision making

1) recognizing and defining the decision situation

2) developing options to resolve the situation

3) analyzing the options

4) selecting the best option

5) implementing the decision

6) monitoring the consequences of the decision

brainstorming

a technique in which group members spontaneously suggest ideas to solve a problem

agenda

a calendar, containing both specific and vague items, that covers short-term goals and long-term objectives

networking

the building of relationships and sharing of information with colleagues who can help managers achieve the items on their agendas

organizational culture

a firm's shared values, beliefs, traditions, philosophies, rules, and role models for behavior

structure

the arrangement or relationship of positions within an organization

organizational chart

a visual display of the organizational structure, lines of authority (chain of command), staff relationships, permanent committee arrangements, and lines of communication

holacracy

a structure in which job titles are abandoned, traditional managers are eliminated, and authority is distributed to teams

specialization

the division of labor into small, specific tasks and the assignment of employees to do a single task

departmentalization

the grouping of jobs into working units usually called departments, units, groups, or divisions

functional departmentalization

the grouping of jobs that perform similar functional activities, such as finance, manufacturing, marketing, and human resources

product departmentalization

the organization of jobs in relation to the products of the firm

geographical departmentalization

the grouping of jobs according to geographic location, such as state, region, country, or continent

customer departmentalization

the arrangement of jobs around the needs of various types of customers

delegation of authority

giving employees not only tasks, but also the power to make commitments, use resources, and take whatever actions are necessary to carry out those tasks

responsibility

the obligation, placed on employees through delegation, to perform assigned tasks satisfactorily and be held accountable for the proper execution of work

accountability

the principle that employees who accept an assignment and the authority to carry it out are answerable to a superior for the outcome

centralized organization

a structure in which authority is concentrated at the top and very little decision-making authority is delegated to lower levels

decentralized organization

an organization in which decision-making authority is delegated as far down the chain of command as possible

span of management

the number of subordinates who report to a particular manager

wide span of management

exists when a manager directly supervises a very large number of employees

narrow span of management

exists when a manager directly supervises a small number of employees

organizational layers

the levels of management in an organization

line structure

the simplest organizational structure, in which direct lines of authority extend from the top manager to the lowest level of the organization

line-and-staff structure

a structure having a traditional line relationship between superiors and subordinates and also specialized managers- called staff managers- who are available to assist line managers

restructure

to change the basic structure of an organization

multidivisional structure

a structure that organizes departments into larger groups called divisions

matrix structure

a structure that sets up teams from different departments, thereby creating two or more intersecting lines of authority; also called a project management structure

group

two or more individuals who communicate with one another, share a common identity, and have a common goal

team

a small group whose members have complementary skills; have a common purpose, goals, and approach; and hold themselves mutually accountable

virtual teams

employees in different locations who rely on e-mail, audio conferencing, fax, internet, videoconferencing, or other technological tools to accomplish their goals

commitee

a permanent, formal group that performs a specific task

task force

a temporary group of employees responsible for bringing about a particular change

project teams

groups similar to task forces that normally run their operation and have total control of a specific work project

product-development teams

a specific type of project team formed to devise, design, and implement a new product

quality-assurance teams (or quality circles)

small groups of workers brought together from throughout the organization to solve specific quality, productivity, or service problems

self-directed work team (SDWT)

a group of employees responsible for an entire work process or segment that delivers a product to an internal or external customer

upward communication

flows from lower to higher levels of the organization

-progress reports, suggestions for improvement, inquiries, grievances

downward communication

traditional flow of communication from upper organizational levels to lower organizational levels

-directions, assignments of tasks and responsibilities, performance feedback, details about strategies and goals, speeches, employee handbooks, job descriptions

horizontal communication

exchange of information among colleagues and peers on the same organizational level, such as across or within departments, who inform, support, and early coordinate activities both within the department and between other departments

-task forces, project teams, communication from the finance department to the marketing department concerning budget requirements

diagonal communication

when individuals from different levels and different departments communicate

-a manager from the finance department communicates with a lower-level manager from the marketing department

grapevine

an informal channel of communication, separate from management's formal, official communication channels

human relations

the study of the behavior of individuals and groups in organizational settings

motivation

an inner drive that directs a person's behavior toward goals

morale

an employee's attitude toward his or her job, employer, and colleagues

intrinsic rewards

the personal satisfaction and enjoyment felt after attaining a goal

extrinsic rewards

benefits and/or recognition received from someone else

classical theory of motivation

theory suggesting that money is the sole motivator for workers

Maslow's hierarchy

a theory that arranges the five basic needs of people--physiological, security, social, esteem, and self-actualization-- into the order in which people strive to satisfy them

physiological needs

the most basic human needs to be satisfied--water, food, shelter, and clothing

security needs

the need to protect oneself from physical and economic harm

social needs

the need for love, companionship, and friendship--the desire for acceptance by others

esteem needs

the need for respect--both self-respect and respect from others

self-actualization needs

the need to be the best one can be; top of Maslow's hierarchy

hygiene factors

aspects of Herzberg's theory of motivation that focus on the work setting and not the content of the work; these aspects include adequate wages, comfortable and safe working conditions, fair company policies, and job security

motivational factors

aspects of Herzberg's theory of motivation that focus on the content of the work itself; these aspects include achievement, recognition, involvement, responsibility, and advancement

Theory X

McGregor's traditional view of management whereby it is assumed that workers generally dislike work and must be forced to do their jobs

Theory Y

McGregor's humanistic view of management whereby it is assumed that workers like to work and that under proper conditions employees will seek out responsibility in an attempt to satisfy their social, esteem, and self-actualization needs

Theory Z

a management philosophy that stresses employee participation in all aspects of company decision making

-William Ouchi

-japan

equity theory

an assumption that how much people are willing to contribute to an organization depends on their assessment of the fairness, or equity, of the rewards they will receive in exchange

expectancy theory

the assumption that motivation depends not only on how much a person wants something but also on how likely he or she is to get it

goal-setting theory

refers to the impact that setting goals has on performance