MGMT Final

planning and decision making

setting the organization's goals and deciding how best to achieve them; selecting a course of action from a set of alternatives

organizing

determining how best to group activities and resources

leading

motivating members of the organization to work in the best interests of the organization

controlling

monitoring and correcting ongoing activities to facilitate goal attainment

theory X

has a pessimistic and negative view of workers and is consistent with the views of scientific management

assumptions of theory X

- people do not like work and try to avoid it
- managers have to control, direct, coerce and threaten employees to do their job
- people prefer to be directed, they avoid responsibility, want security and have little ambition

quantitative management

applies quantitative techniques to management and focuses on decision making, economic effectiveness, mathematical models, and the use of computers

management science

focuses specifically on the development of mathematical models

operations management

concerned with helping the organization more efficiently produce its products and services and can be applied to a wide range of problems; applied management science

gantt chart

means of scheduling work and can be generated for each worker or for an entire complex project

board of directors

a governing body elected by the stockholders and charged with overseeing the general management of the firm to ensure that it is being run in a way that best serves the stockholders' interests

external environment

everything outside an organization's boundaries that might affect it

internal environment

the conditions and forces within an organization

general environment

set of broad dimensions and forces in an organization's surroundings that create its overall context

task environment

specific organizations or groups that influence an organization

economic dimension

the overall health and vitality of the economic system in which the organization operates; growth, inflation, interest rates, and unemployment

technological dimension

the methods available for converting resources in products or services

sociocultural dimension

- the customs, mores, values, and demographic characteristics of the society in which the organization functions
- determine the products, services, and standards of conduct that the society is likely to value

international dimension

the extent to which an organization is involved or is affected by business in other countries

poltical-legal dimension

the government regulation of business and the relationship between business and government
- defines what an org can and cannot do
- pro or anti business sentiment in government influences business activity
- political stability has ramifications for planning

competitors

an organization that competes with other organizations for resources; ex: compete for consumer dollar

customers

whoever pays money to acquire an organization's products or services; not just individuals

suppliers

an organization that provides resources for other organizations

strategic partners

organizations that work together with one or more other organizations in a joint venture or similar arrangement

regulators

a unit that has the potential to control, legislate, or otherwise influence the organization's policies and practices

regulatory agencies

an agency created by the government to regulate business activities; protect the public from certain business practices or to protect organizations from one another
ex: FDA, EPA, EEOC

interest groups

- a group organized by its members to attempt to influence business
- lack official power of government agencies by can exert considerable influences by calling upon the media
ex: NRA, Mothers Against Drunk Driving

owners

whoever can claim property rights to an organization; individual, joint partners, individual stockholders

culture

the set of values, beliefs, behaviors, customs, and attitudes that helps the members of the organization understand what it stands for, how it does things, and what it considers important

informational justice

refers to the perceived fairness of information used to arrive at decisions

whistleblowing

the disclosure by an employee of illegal or unethical conduct on the part of others within the organization

infrastructure

the schools, hospitals, power plants, railroads, highways, ports, communication systems, airfields, and commercial distribution systems of a country

mission statement

a statement of an organization's fundamental, unique purpose that sets a business apart from other firms of its type

strategic goals

goals set by and for top management of the organization; focus on broad, general issues

tactical goals

set by and for middle managers; focus on how to operationalize actions necessary to achieve the strategic goals

operational goals

set by and for lower-level managers; concerned with shorter-term issues associated with tactical goals

deliberate strategy

a plan chosen and implemented to support specific goals. The processes of formulating and implementing strategies are rational, systematic, and planned.

emergent strategy

a pattern of action that develops over time in an organization in the absence of mission and goals or despite mission and goals.

differentiation (Porter's)

distinguish itself from competitors through the quality (broadly defined) of its products or services

overall cost leadership (Porters)

gain a competitive advantage by reducing its costs below the costs of competing firms

focus (Porter's)

concentrates on a specific regional market, product line, or group of buyers

prospector (Miles and Snow)

highly innovative firm that is constantly seeking out new markets and new opportunities and is oriented toward growth and risk taking

the miles and snow typology

identifies four strategic types of organizations
- the prospector, the defender, and the analyzer can all be effective in certain circumstances
- the reactor represents an ineffective approach to strategy.

defender (Miles and Snow)

concentrates on protecting its current markets, maintaining stable growth, and serving current customers, generally by lowering its costs and improving the performance of its existing products

analyzer (miles and snow)

tries to maintain its current businesses and to be somewhat innovative in new businesses, combines elements of prospectors and defenders

reactor (miles and snow)

no consistent strategic approach; it drifts with environmental events, reacting to but failing to anticipate or influence those events

single product strategy

manufactures or provides just one product or service; this product is also often sold in a single market

strategic planning

- a general plan outlining decisions of resource allocation, priorities, and action steps necessary to reach strategic goals
- set by board of directors and top managers
- extended time horizon
address questions of scope, resource development, competitive advantage, and synergy

long-range plans

plans that cover many years; perhaps decades

tactical planning

- aimed at achieving tactical goals, developed to implement parts of a strategic plan
- involve upper and middle management
- more concrete focus; concerned with actually getting things done than deciding what to do

intermediate plans

- covers 1 to 5 years, somewhat less tentative and subject to change
- parallel tactical plans

operational plans

- focuses on carrying out tactical plans to achieve operational goals
- developed by middle and lower managers
- short-term focus and narrow in scope; small set of activities

short-range plans

plans set for one year or less

action plan

a plan used to operationalize any other kind of plan

reaction plan

a plan developed to react to an unforeseen circumstance

programmed decision

a decision that is fairly structured or recurs with some frequency (or both)

cross training

training people in several roles, creating well-rounded employees

job design

the determination of a person's work-related responsibilities

job specialization

the degree to which the overall task of the organization is broken down and divided into smaller component parts

job rotation

involves systematically moving employees from one job to another

job enlargement

involves giving the employee more tasks to perform

job enrichment

involves increasing both the number of tasks the worker does and the control the worker has over the job

job characteristics approach

suggests that jobs should be diagnosed and improved along 5 core dimensions

skill variety (job characteristics approach)

number of things a person does in a job

task identity (job characteristics approach)

the extent to which the worker does a complete or identifiable portion of the total job

task significance (job characteristics approach)

perceived importance of the task

autonomy (job characteristics approach)

degree of control the worker has over how the work is performed

feedback (job characteristics approach)

extent to which the worker knows how well the job is being performed

work teams

a group is given responsibility for designing the work system to be used in performing an interrelated set of tasks; group decides how jobs will be allocated

organizational development

an effort that is planned, organization-wide, and managed from the top, intended to increase organizational effectiveness and health through planned interventions in the organization's process, using behavioral science knowledge

organizational development

- employees have a desire to grow and develop
- strong need to be accepted by others within the organization
- total organization and the way it is designed will influence the way individuals and groups within the organization behave

process consultation

an OD consultant observes groups in the organization to develop an understanding of their communication patterns, decision-making, and leadership processes, and methods of cooperation and conflict resolution

uncertainty

employees may worry about their ability to meet new job demands, they may think that their job security is threatened, or they may simply dislike ambiguity

threatened self-interests

many upcoming changes could endanger the self-interests of some managers within the organization; they resist because it may diminish their power or influence over the company

different perceptions

a manager may make a decision and recommend a plan for change on the basis of her own assessment of a situation; others may resist change because they do not agree with the manager's assessment or they disagree with the assessment

feelings of loss

altering work arrangements in ways that disrupt existing social networks; most people resist any change that might adversely affect those relationships because social relationships are important

Civil rights act of 1991

amends the original Civil Rights Act, making is easier to bring discrimination lawsuits while also limiting punitive damages

Americans with Disabilities Act

prohibits discrimination against people with disabilities and require employers to provide reasonable accommodations for disabled employees

Title 7 of the 1964 Civil Rights Act

- forbids discrimination on the basis of sex, race, color, religion, or national origin in all areas of the employment relationship
- ensures that employment decisions are made on the basis of a person's qualifications rather than on the basis of personal biases

oral communication

face-to-face conversation, group discussion, telephone calls, and other circumstances in which the spoken word is used to transmit meaning

legitimate power

power granted through the organizational hierarchy; the power defined by the organization to be accorded to people occupying particular positions; essentially the same as authority

reward power

the power to give or withhold rewards such as salary increases, bonuses, promotions, praise, recognition, and interesting job assignments

coercive power

the power to force compliance by means of psychological, emotional, or physical threat

referent power

the personal power that accrues to someone based on identification, imitation, loyalty, or charisma; followers may react favorably because they identify with he or she or they may be like them in terms of personality, background, or attitudes

expert power

the personal power that accrues to someone based on the information or expertise they possess

psychological contract

the overall set of expectations held by an individual with respect to what he or she will contribute to the organization and what the organization will provide in return

impression management

a direct and intentional effort by someone to enhance his or her image in the eyes of others

attribution

a mechanism through which we observe behavior and then attribute causes to is; can be behavior that is observed of yourself or others

consensus

the extent to which other people in the same situation behave the same way

consistency

the extent to which the same person behaves in the same way at different times

distinctiveness

the extent to which the same person behaves in the same way in other situations

inducement

a common political behavior that occurs when a manager offers to give something to someone else in return for that person's support

two-factory theory

suggests that people's satisfaction and dissatisfaction are influenced by two independent set of factors: motivation and hygiene factors

motivation factors

related to work content; achievement, recognition, the work itself, responsibility, advancement and growth

hygiene factors

related to the work environment; supervisors, working conditions, interpersonal relations, pay and security, company policies and administration

punishment

used to weaken undesired behaviors by using negative outcomes or unpleasant consequences when the behavior is performed (reprimands, discipline, fines)

avoidance

used to strengthen behavior by avoiding unpleasant consequences that would result if the behavior were not performed

compressed work schedule

working a full 40-hour week in fewer than the traditional five days

flexible work schedule

employees have some control over the hours they choose to work, also called flextime

job sharing

when two part-time employees share one full-time job