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Chapter 14
-Management- achieving the goals of an organization through planning, organizing, leading, and controlling organizational resources including people, money, and time
-Job enrichment and the 5 aspects of job enrichment
Skill Variety- workers can use a range of different skills
Task Identity- workers complete tasks with clear beginnings and endings
Task Significance- workers understand the impact of the task on others
Autonomy- workers have freedom and authority regarding their jobs
Feedback- workers receive clear, frequent information about their performance
-Equity theory- a motivation theory that proposes that perceptions of fairness directly affect worker motivation
-SWOT analysis- strategic planning tool that helps management evaluate an organization in terms of internal: Strengths and Weaknesses. External: Opportunities and threats
-Mission statement- The definition of an organization’s purpose, values, and core goals which provides the framework for all other plans
-Know the three basic levels of management
Top management- sets the overall direction of the firms
articulates a vision, establish priorities, and allocate time, money and other resources
Titles: CEO, president, and VP
Middle Management- manages the managers
communicates up and down the pyramid, and primary contribution often involves coordinating teams and special projects
Titles: Director head, and branch manager
First-Line (supervisory) management- manages the people who the work
must train, motivate and evaluate non management employees so they are heavily involved in day to day production issues
Titles: Supervisor, foreman, and section leader
-Know the three basic types of management skills
Technical Skills- refer to expertise in a specific functional area or department
Human Skills- refer to the ability to work with and through other people in a range of different relationships
communication
leadership
coaching
empathy
team building
Conceptual Skills- refer to ability to grasp a big picture view of the overall organization and the relationships between its various parts
help managers understand how their company fits in competitive environment
excel at strategic planning
-Be familiar with Maslow’s Hierarchy of Needs and how they apply to the workplace
Self actualization- challenging, creative jobs, meaningful work that ties to the greater good; volunteer opportunities
esteem- acknowledgement , feedback, promotions, perks, raises
social (belonging)- teamwork, positive corporate culture, company lunchroom
safety - healthcare plans, life insurance, retirement plans
physiological- a job with enough pay to buy basics
-Know the four types of planning
Strategic Planning- high level, long term that establishes a vision for the company, defines long term objectives and priorities
Tactical Planning- more specific, shorter term planning that applies strategic plans to specific functional areas
Operational Planning- very specific, short term planning that applies tactical plans to daily, weekly, and monthly operations
Contingency Planning- plans for unexpected events involving a range of scenarios and assumptions that differ from the assumptions behind core plans
-Know the three leadership styles
Autocratic Leaders- hoard decision making power for themselves and typically issue orders without consulting their followers
Democratic Leaders- Leaders who share power with their followers. Still make final decisions, still solicit and incorporate input from their followers
Free Rein Leaders- Leaders who set objectives for their followers but give them freedom to choose how they will accomplish those goals
-Controlling- monitoring performance of the firm or individuals within the firm and making improvements when necessary
establish clear performance standards
measure actual performance against standards
take corrective action if necessary
-Be familiar with Dan Pink’s TED Talk (The Puzzle of Motivation)
Chapter 15
Review Story (Written by Mr. Kehres):
Merv & Mag’s has seen a lot of changes over nine years: changes in the economy, staffing, suppliers, and management. As owners, Merv & Magnus have relied on their general manager, Nico, for the last three years. Nico’s job is to handle the management of the business, which includes recruiting, hiring, training, compensating, evaluating, and developing employees. He primarily acts as human resource manager for Merv & Mag’s. Coincidentally, Nico was a big fan of the co-founder and former CEO of Southwest Airlines, Herb Kelleher. He admired Herb’s philosophy of prioritizing his employees over other stakeholders, and he desires to cultivate this type of culture at Merv & Mag’s.
Recently, Nico has had trouble retaining staff. Although he does have some baby-boomers who work for him who do a fantastic job, Nico knows that they are on the doorstep of retirement and will say goodbye sooner rather than later. The real problem he is having is retaining the younger workers, who are primarily servers, dishwashers, and line-cooks. He doesn’t understand why this younger generation leaves for other jobs, especially in such a flexible and positive work environment. Well, it is not Nico’s job to raise this generation, so he goes back to drawing board often. This means doing job analysis, reviewing job descriptions, and recruiting talent from within and without to fill vacant positions. He knows the advantages and disadvantages of hiring internally, and that is his preference. This is because of the cost and time savings and because of the morale it builds. However, to bring a fresh perspective, Nico does hire externally from time to time.
When he does hire externally, he has been trying to do a better job of orienting the new employee to the restaurant. Instead of just throwing the new employee into the mix, he has the other employees help with a half-day orientation. This helps the new hire to get a grasp of the business culture, build rapport with the other employees, and learn about what is expected of him or her as an employee of Merv & Mag’s.
Furthermore, at the end of each quarter of the year, Nico takes the time to evaluate each employee (a performance appraisal). At this time, he also reviews compensation (wages + benefits) for each employee. Based on the appraisal of each employee, he decides on pay raises and benefits increases. Nico has learned from experience that performance appraisals must be done at regular intervals; once a year is not enough. Also, each evaluation must be documented.
With Merv and Magnus thinking about opening another restaurant, they gave Nico the approval to recruit, hire, and train another manager. One of the benefits of this new manager position is a management development program, which helps employees develop skills and leadership abilities as they move into management positions.
Finally, Nico is very careful to follow all wage and labor laws. Because Merv & Mag’s has between 25 and 35 employees, some laws apply, and some laws do not apply. One law that applies is Title VII of the Civil Rights Act of 1964, which applies to employers with 15 or more employees. One law that Merv & Mag’s is not required to follow is The Family and Medical Leave Act of 1993, which only applies to employers with 50 or more employees.
Chapter 17
-Operations management- creates value by managing the activities that produce goods and services and then distributes them to customers
-Operations management changes in the last 50 years-
-Good- are tangible products that you can see and touch
-Service- activities that yield benefits but don't directly result in a physical product
- legal advice, entertainment, and medical care
-Efficiency- producing a product at the lowest cost
-Effectiveness- means producing products that create value by providing customers with goods and services that offer a better relationship between price and perceived benefits
- finding ways to give customers more for their money— while still making a profit
-Inventory-Stocks of goods or other items held by organizations.
-Immediate predecessors- Activities in a project that must be completed before some other specified activity can begin.
-Outsourcing- Arranging for other organizations to perform supply chain functions that were previously performed internally.
-Offshoring- Moving production or support processes to foreign countries.
-Ambience
-Mass customization
-TQM- An approach to quality improvement that calls for everyone within an organization to take responsibility for improving quality and emphasizes the need for a long-term commitment to continuous improvement
-Just-in-time production- A production system that emphasizes the production of goods to meet actual current demand, thus minimizing the need to hold inventories of finished goods and work in process at each stage of the supply chain.