organization management

ch 1-4

management

the attainment of org goals in an effective and efficient manner through planning, organizing, leading, and controlling org resources

POLC: planning, organizing, leading, controlling

what is the management cycle

planning

identifying roles for future org performance and deciding on necessary tasks to achieve goals

organizing

assigning tasks, grouping tasks into departments, and allocating resources across the org

leading

use of influence to motivate people to achieve org goals

controlling

monitoring employees and determining whether or not the org is moving towards its goals, and making the necessary connections

effectiveness

how well an org achieves its goals

efficiency

how much in resources an org spends to achieve its goals

technical, human, and conceptual

what are the three types of skills managers utilize

technical skills

areas of expertise for a certain skill and the ability to understand that skill

human skills

ability to work well with others as an effective part of a team

conceptual skills

cognitive ability to see the org as a whole and understand how it works best

technical , human, conceptual

what is the order of most important to least important skills for individual contribution level workers

human, conceptual, technical

what is the order of most important to least important skills for middle managers

conceptual, human, technical

what is the order of most important to least important skills for top level managers

first-level managers, middle-manager, top managers, general managers, functional managers, project managers, line managers, staff managers

what are the types of managers

first-level managerr

(supervisory) 1st/2nd level; directly responsible for overseeing groups of production employees

middle managers

middle level; responsible for major divisions/departments

top managers

top level; responsible for the entire org

general manager

responsible for multiple functional departments that are self-contained divisions with profits/loss responsibility

functional manager

responsible for overseeing individual departments with specialized functional tasks that employs people with similar levels training/skill

project manager

responsible for temporary work projects that involve the participation of people from various functions and levels of the org

line manager

in charge of functions that directly advance the core work of an org s

staff manager

in charge of departments that support he orgs line departments with specialized advisory or support functions

researcher who followed managers around; developed description of manager work that included 3 general areas and 10 roles

who is Mintzberg, what did he do

interpersonal, decisional, and informational

what were the three types of roles Mintzberg defined

they are the ones who make choices; entrepreneur, disturbance handler, resource allocator, negotiator

what are Mintzberg’s decisional roles/what do they do

the ones who keep track of communication and information; spokesperson, disseminator, monitor

what are mintzberg’s informational roles and what do they do

the ones who are in control of interactions between people inside and outside of the org; figurehead, leader, liason

what are mintzbergs interpersonal roles and what do they do

entrepreneur

initiates improvement of the org

disturbance handler

takes corrective actions during crises

resource allocator

decides who gets resources across org

negotiator

represents team interests

spokesperson

transmits information to outside sources through speeches

disseminator

forwards information to other members of the org

monitor

seeks/receives information

figurehead

performs symbolic/ceremonial duties

leader

direct/motivate subordinates

liaison

maintains informational links inside and outside

what are the steps of management

set objectives, organize work, motivate/communicate, measure, develop people

Fredrick Winslow; '‘workers can be retooled like machines”

who is considered the “father of scientific management” and what was his idea

developed theory about the connection of human behavior and interaction in and organizational setting and how it impacts effectiveness; draws from psychology, sociology, and other social sciences

what is the behavioral sciences approach and what does it draw from

subfield of the classical perspective that emphasizes scientifically determined methods to improve efficiency and labor productivity

what is scientific management

it developed methods for each job and selected workers based on similar skills and competence; demonstrated the importance of compensation for performance, the careful study of tasks/jobs, and personnel selecting and training; didn’t appreciate social context of work env. and disregarded employees ideas and suggestions

what are the characteristics of scientific management

theory X

average human has an inherent dislike of work and will avoid it if possible, so most people have to be coerced, controlled, or threatened by punishment to get them to work at the orgs requested level; humans prefer to be bossed around and controlled anyway so they don’t have to think or take responsibility for anything

theory Y

average human doesn’t dislike work, but is simply exhausted past their limits and don’t need to be forced/punished to work; humans wish to be seen as responsible, talented, reliable, smart, and as someone who can direct themselves

the military during WWII but is now enhanced by technology; uses math, science, and tech to facilitate management decision making

what was management science developed for and what does it mean

Webbers Bureaucracy

idea that emphasizes management on an impersonal, rational basis through clearly defined authority and responsibility, formal record keeping, and separation of management and ownership, has a hierarchy, strict rules and procedures, promotions by skill, hired by competence, and managers utilize their power over employees

focuses on productivity of the org as a whole and delineates the management functions of planning, organizing, commanding, coordinating, and controlling

administrative principles

scientific management, bureaucracy, administrative principles, and management science

what are the subfields of the Scientific Perspective

human relations movement, human resources perspective, and behavioral sciences approach

what are the subfields of the Humanistic Perspective

emphasizes understanding human behavior, needs, and attitudes, and how they influence workers efficiency and labor productivity

what is the Humanistic Perspective

the idea that effective control comes from within the employee, rather than from strict control

what is the human relations movement

the idea that jobs should be designed to meet people’s higher-level needs by allowing employees to use their full potential

what is the human resources perspective

unity of command

in what administrative principle does each subordinate receive orders from only one superior

task environment and general environment

what are the two components of an orgs external environment

factors that affect the org directly and the sectors that conduct day-to-day transactions within the org; customers, competitors, suppliers, labor

what is task environment and who makes it up

external factors that affect the org indirectly; tech, nature, legal. political, international)

what is the general environment and what makes it up

when managers don’t have sufficient information about environmental factors to understand and predict environmental needs and changes

what is environmental uncertainty

high environmental uncertainty

many external factors; change rapidly

low environmental uncertainty

few external factors; stable

the inner-workings of the org that includes corporate culture, productions, tech, org structure, and physical facilities

what is the internal environment

set of key values, beliefs, understandings, and norms shared by members of an org

what is corporate culture

the beliefs, goals, and values of an org that are taught to new members as the correct way to act, feel, perceive, and think

corporate values

symbols

objects, art, and events that convey meaning to others and vibrantly conveys the orgs values

heroes

figure who exemplifies the deeds, character, and attributes of a strong corp culture; is used as a role model for employees to follow

story

narrative based on true events that is repeated/shared among employees; helps employees personalize and absorb orgs values

slogan

phrase/sentence that expresses a key corp value and is used to convey special meaning to employees

adaptability, achievement, involvement, consistency

what are the aspects of corp culture

adaptability

values that support comps ability to interpret/translate signals form the env into new behaviors; high-risk decision making and fast responses

achievement

results-orientated culture that values competitiveness, personal initiative, and achievement; serves specific customers without need for flexibility and change

involvement

culture places high value on meeting the needs of employees and values cooperation and equality; employees must adapt to rapidly changes needs from the env

consistency

values and rewards a methodical, rational, orderly way of closing things; strict, no change

exporting, outsourcing, partnerships

how can companies go international

exporting

company maintains production facilities within its home country and transfer products for sale in foreign countries

outsourcing

engaging in international division of labor to obtain the cheapest source of labor and supplies regardless of country

partnerships/joint ventures

strategic alliance or program by two or more orgs

ability of managers to appreciate and influence individuals, groups, or orgs that possess different social, cultural, political, psych, etc. characteristics; cognitive, psychological, and social dimensions

what is a global mindset

an emphasis on home country over other countries and the way they do things

what is ethnocentrism

focused towards markets of foreign host countries and not their own

what is polycentrism

is world orientated and favors no country

what is geocentrism

legal, political, sociocultural, language barriers, cultural intelligence

what challenges do orgs face by going international

loss of assets, earning power, management control because of political changes and instability

what is political risk and instability for orgs going international

power distance, uncertainty avoidance, individualism and collectivism, mas. vs fem., long-term vs short-term

what are Hofstede’s Value Dimensions

power distance

degree to which people accept inequality in power among institutions, orgs, and people

people expect equality in power

what is low power distance

people accept inequality in power

what is high power distance

preference for achievement, heroism, assertiveness, work centrality, resistant to high stress, material success

what are characteristics of the masculine approach in Hofstede’s value dimensions

values relationships, cooperation, group decision, and quality of life

what are characteristics of the feminine approach in Hofstede’s value dimensions

people are sensitive to circumstances surrounding social exchanges, build personal relationships, and meaning is derived from context

what is high-context culture

people use communication primarily to exchange facts and info and derive meaning from words, not context

what is low-context culture

how ideas and partnerships occur through cooperation between nations

what is internationalism

the General Agreements on Tariffs and Trade; international trade alliance that regulates trade between 153 countries

what is GATT

World Trade Organization; org that enforced and establishes trade rules between member countries

what is the WTO

27 nation alliance that improves economics and social conditions among members

what is the European Union

United States Mexico Canada Agreement; revised NAFTA that merged Mexico, US, and Canada into a single market

what is the USMCA