final for management

What is a manager?

Someone who coordinates and oversees the work of other people so that organizational goals can be met

Organization

collections of people who work together an coordinate their actions to achieve a wide variety of goals or desired future outcomes.

Organizational performance

A measure of how efficiently and effectively a manager uses resources to satisfy customers and achieve organizational goals.

Efficency

A measure of how well or how productively resources are used to achieve a goal

Effectiveness

A measure of the appropriateness of the goals an organization is pursuing and the degree to which the organization achieves those goals.

Planning

Identifying and selecting appropriate goals and courses of action for an organization

Organizing

Structuring working relationships in a way that allows organizational members to work together to achieve organizational goals; one of the four principal tasks of management.

organizaitonal structure

A formal system of task and reporting relationships that coordinates and motivates organizational members so they work together to achieve organizational goals

Leading

articulating a clear vision and energizing and enabling organizational members so they understand the part they play in achieving organizational goals

Controlling

Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance

Decisional Roles

entrepreneur, disturbance handler, resource allocator, negotiator

Interpersonal Roles

figurehead, leader, liaison

Informational Roles

monitor, disseminator, spokesperson

Levels of Management

CEO - responsible for achieving the goal \n Top Managers- establish the organizational role \n Middle Managers- finds best way to use resources \n First-Line Managers ( Supervisor) - over employees

conceptual skills

the ability to analyze and diagnose a situation and to distinguish between cause and effect

human skills

The ability to understand, alter, lead, and control the behavior of other individuals and groups.

Techinal skills

job specific knowledge and techniques required to perfom an organizational role

Core competency

the specific set of departmental skills, knowledge, and experience that allows one organization to outperform another

restucturing

downsizing an organization by eliminating the jobs of large numbers

Outsourcing

Contracting with other companies (often in other countries) to have it perform an activity the organization previously performed itself

Empowerment

The expansion of employees' knowledge, tasks, and decision-making responsibilities

self-managed teams

groups of employees who assume responsiblity for organizing, controling and supervising thier own activites and monitoring the quality of the goods and services they provide

Global Organization

organizations that operate and compete in more than one country

comparitive advantage

the ability of one organization to outperform others becus it preduces desired goods or servies more effinectl and effectilvly htan they

innovation

the process of creating new or improved goods and services or developing better ways to produce or provide them

turnaround management

the creation of a new vision for a struggling company based on a new approach to planning and organizing to make better use of a company's resources and allow it to survive and prosper

ethical dilemma

The quandary people find themselves in when they have to decide if they should act in a way that might help another person or group even though doing so might go against their own self-interest.

Ethical Dilemma Example:

Family wants nurse to do everything in their power to keep patient alive, nurse feels uncomfortable because "doing everything" may cause pain and discomfort without benefit.

Ethics

the inner guiding moral principles, values, and beliefs that people use to analyze or interpret a situation and then decide what is the right or appropriate way to behave

Ethics example

What one thinks is the right or wrong ex: cheating on a test to pass. one person might think it is right to do but others would think it's wrong.

Ethics and the Law

The relationship between ethics and the law. Sometimes the rule of law and the rule of ethics demand the same response by a person confronted with a problem, while in some situations the law may permit an act that is ethically wrong.

Example of Ethics and the Law

When slavery was legal it was Ethical to some but then it became a law to abolish slavery

Changes in Ethics Over Time

Managers must confront the need to decide what is appropriate and inappropriate as they use a company's resources to produce goods and services.

Changes in Ethics over time Example

Smoking tobacco is now unethical.

Type of Company Stakeholders

1\. stockholders

2\. managers

3\. employees

4\. suppliers and distributors

5\. customers (most critical)

6\. community, society, and nation-state

Stakeholders and Ethics

When the law does not specify how companies should behave, managers must decide what is the right or ethical way to behave toward the people and groups affected by their actions

Stakeholders

The people and groups that supply a company with its productive resources and so have a claim on and stake in the company.

shareholder ethics

Shareholders watch the company closely and want to ensure that managers are behaving ethically and not risking investors capital by engaging in actions that could hurt the company's reputation.

Managers and Ethics

Responsible to decide which goals an organization should pursue to benifit stakeholders and how to make the most effecent use of resources to achieve those goals.

Ethics and Nonprofit Organizations

Mangers who work for Nonprofit Organizations have acted in more unethical and illegal ways than those who work for a for-profit organizations.

Employees Ethics

Companies can act ethically toward employees by creating an occupational structure that fairly and equitably rewards employees for their contributions.

Suppliers and Distributors Ethics

Suppliers expect to be paid fairly and promptly for their inputs, distributors expect to receive quality products at agreed upon price.

Customer Ethics

Most critical stakeholder group because if a company cannot attract them to buy its products, it cannot stay in business. Managers and employees must work to increase efficiency and effectiveness in order to create loyal customers and attract new ones.

Community, Society, and Nation Ethics

A community provides a company with the physical and social infrastructure that allows it to operate; it utilities and labor forces; the homes in which its mangers and employees live , the schools, and hospitals that serve their needs.

Gap's Code of Vendor Conduct

\-general principles

\-environment

\-discrimination

\-forced labor

\-child labor

\-wages & hours

Rules for Ethical Decision Making

utilitarian rule,

justice rule,

practical rule,

moral rights rule

moral rights rule

An ethical decision is one that best maintains and protects the fundamental or inalienable rights and privileges of the people affected by it.

Utilitarian Rule

An ethical decision should produce the greatest good for the greatest number of people

Justice Rule

an ethical decision distributes benefits and harms among people and groups in a fair, equitable, or impartial way

Practical Rule

An ethical decision is one that a manager has no reluctance about communicating to people outside the company because the typical person in a society would think it is acceptable.

Moral Rights Rule

An ethical decision is one that best maintains and protects the fundamental or inalienable rights and privileges of the people affected by it.

Why should managers behave ethically?

Trust and reputation

Effects of Ethical Behavior

increases efficiency and effectiveness of production and trade,

increases company performance,

increases national standard of living, well-being, and prosperity

Effects of Unethical Behavior

Reduces efficiency and effectiveness of production and trade.

Reduces company performance.

Reduces national standard of living, well-being, and prosperity.

\

Four main determinants of differences in ethics among people, employees, companies, and countries

Societal Ethics

Individual Ethics

Organizational Ethics

Occupational Ethics

Societal Ethics

Standards that govern how members of a society should deal with one another in matters involving issues such as fairness, justice, poverty, and the rights of the individual

Occupational Ethics

Standards that govern how members of a profession, trade, or craft should conduct themselves when performing work-related activities

Individual Ethics

personal standards and values that determine how people view their responsibilities to others and how they should act in situations when their own self-interests are at stake

Organizational Ethics

the guiding practices and beliefs through which a particular company and its managers view their responsibility toward their stakeholders

Social Responsibility

The way a company's managers and employees view their duty or obligation to make decisions that protect, enhance, and promote the welfare and well-being of stakeholders and society as a whole

4 different approaches to social responsibility

Obstructionist Approach

Defensive Approach

Accommodative Approach

Proactive Approach

obstructionist approach

companies and their managers choose not to behave in a socially responsible way and instead behave unethically and illegally

defensive approach

companies and their managers behave ethically to the degree that they stay within the law and strictly abide by legal requirements

accomodative approach

companies and their managers behave legally and ethically and try to balance the interests of different stakeholders as the need arises

proactive approach

Companies and their managers actively embrace socially responsible behavior, going out of their way to learn about the needs of different stakeholder groups and using organizational resources to promote the interests of all stakeholders.

Why be socially responsible?

1. Demonstrating its social responsibility helps a company build a good reputation
2. If all companies in a society act socially, the quality of life as a whole increases \n

The Role of organizational Culture

ethical values and norms help organizational members resist self-interested action and realize they are part of something bigger than themselves.

Ethics Ombudsman

a manager responsible for communicating and teaching ethical standards to all employees and monitoring their conformity to those standards

diversity

Dissimilarities or differences among people due to age, gender, race, ethnicity, religion, sexual orientation, socioeconomic background, education, experience, physical appearance, capabilities/disabilities and any other characteristic that is used to distinguish among people.

Global Diversity

Involves the intimate knowledge of, and experience with, foreign languages, cultures, coalition partners, and foreign nationals whom one interacts with.

glass ceiling

A metaphor alluding to the invisible barriers that prevent minorities and women from being promoted to top corporate positions.

Major Equal Employment Opportunity Laws

\n -Equal Pay act

\-Title VII of the Civil Rights Act

\-Age Discrimination in Employment Act

\-Pregnancy Discrimination Act

\-Americans with Disabilities Act

\-Civil Rights Act

\-Family and Medical Leave act

\-Uniformed Services Employment and Reemployment Act

Distributive Justice

A moral principle calling for fair distribution of pay, promotions, and other organizational resources based on meaningful contributions that individuals have made and not personal characteristics over which they have no control.

procedural justice

A moral principle calling for the use of fair procedures to determine how to distribute outcomes to organizational members.

preception

the process through which people select, organize and interpret what they see hear touch smell and taste to give meaning and order to the world around them.

Schema

An abstract knowledge structure stored in memory that allows people to organize and interpret information about a person, event, or situation

gender schema

Preconceived beliefs or ideas about the nature of men and women, their traits, attitudes, behaviors, and preferences

stereotype

Simplistic and often inaccurate beliefs about the typical characteristics of particular groups of people

Bias

The systematic tendency to use information about others in ways that result in inaccurate perceptions

overt discrimination

Knowingly and willingly denying diverse individuals access to opportunities and outcomes in an organization

Steps in Managing Diversity Effectively

Secure top management commitment

Strive to increase the accuracy of perceptions

Increase diversity awareness

Increase diversity skills

Encourage flexibility

Pay close attention to how organizational members are evaluated

Consider the numbers

Empower employees to challenge discriminatory behaviors, actions, and remarks

Reward employees for effectively managing diversity

Provide training utilizing a multi-pronged, ongoing approach

Encourage mentoring of diverse employees

Two forms of sexual harassment

quid pro quo and hostile work environment

quid por quo harassment

asking or forcing an employee to preform sexual favors in exchanging for receiving some reward or avoiding negative consequences

hostile work environment sexual harassment

Telling lewd jokes, displaying pornography, making sexually oriented remarks about someone's personal appearance, and other sex-related actions that make the work environment unpleasant.

Steps managers can take to eradicate sexual harassment

\-Develop and clearly communicate a sexual harassment policy endorsed by top management

\-Use a fair complaint procedure to investigate charges of sexual harassment

\-When it has been determined that sexual harassment has taken place take corrective action ASAP

Global Enviornment

the set of global forces and conditions that operate beyond an organization's boundaries but affect a manager's ability to acquire and utilize resources

Task Environment

The set of forces and conditions that originate with suppliers, distributors, customers, and competitors and affect an organization's ability to obtain inputs used to manufacture and sell its products or services

General Environment

The wide-ranging global, economic, technological, sociocultural, demographic, political, and legal forces that affect an organization and its task environment.

Suppliers

individuals and organizations that provide an organization with the input resources it needs to produce goods and services

global outsourcing

The purchase or production of inputs or final products from overseas suppliers to lower costs and improve product quality or design.

Distribution

organizations that help other organizations sell their goods or services to customers

Customers

individuals and groups that buy the goods and services an organization produces

Competitors

Organizations that produce goods and services that are similar to a particular organization's goods and services

potential competitors

organizations that presently are not in a task environment but could enter if they so choose

Barriers to entry and competition

Economies of scale, Brand loyalty, Government regulations ---> Create barriers to entry ---> that deter potential competitors

barriers to entry

factors that make it difficult and costly for an organization to enter a particular task environment or industry

economies of scale

Cost advantages associated with large operations

brand loyalty

Customers' preference for the products of organizations currently existing in the task environment.

5 Forces that effect the general enviornment

Economic, technological, sociocultural, demographic, political and legal forces

Economic Forces

Interest rates, inflation, unemployment, economic growth, and other factors that affect the general health and well-being of a nation or the regional economy of an organization.