View
- Term
- Definition
- Both Sides
Study
- All (71)
Shortcut Show
Next
Prev
Flip
MANGMT 3000: EXAM 1
Top Managers
|
Responsible for the performance of an organization as a whole or for one of its larger parts.
CEO, President, Vice President
|
Middle Managers
|
People in charge of relatively large departments or divisions consisting of several smaller work units or teams.
Division/Regional/Branch Managers
|
First-line managers
|
formally in charge of a small work group composed of non-managerial workers
department head, supervisor, team leader
|
Accountability
|
The requirement of one person to answer to a higher authority for performance achieved in his or her area of work responsibility
|
delegation
|
entrusting work duties to others
|
responsibility
|
obligation one has committed to
|
Effective managers
|
help people
meet both performance and satisfaction goals
|
performance |
relates to achieving organizational goals
|
satisfaction
|
relates to quality of work life (QWL)
Members feel:
respected & valued, fair pay, safe conditions, learning + growth opportunities, pride in work
|
the upside down pyramid
|
the manager as a coach
customers and non-managerial workers are at the top
"what can we managers do for you employees?"
|
The management process
|
Planning, Organizing, Leading, Controlling
|
Planning
|
The process of setting performance objectives and determining what actions should be taken to achieve them
What are you going to do?
|
Organizing |
the process of assigning tasks, allocating resources, and coordinating the activities of individuals and groups
What do you need to do it?
|
Leading |
the process of arousing people's enthusiasm to work hard and inspiring their efforts to fulfill plans and accomplish objectives
How are you going to do it?
|
Controlling |
The process of measuring work performance, comparing results to objectives and taking corrective action.
Did you do it?
|
Characteristics of managerial work
|
long hours, intense pace, fragmented/various tasks, varied communication media, reliance on relationship building
|
Management Roles
|
Interpersonal roles, informational roles, decisional roles.
|
Interpersonal roles
|
How a manager interacts with other people: figurehead, leader, liaison. Interact with the constituents inside and outside the organization.
|
Informational roles
|
How a manager exchanges and processes information. Monitor, disseminator, spokesperson. Give, recieve, analyze information.
|
Decisional roles
|
How a manager uses information in decision making: entrepreneur, disturbance handler, resources allocator, negotiator. Problem-solve by deciding
|
INTRApreneur
|
Using company resources to create new ones
|
Technical skills
|
the ability to use a special proficiency or expertise to perform particular tasks
|
conceptual skills
|
the ability to think critically and analytically
|
human skills
|
the ability to work well with others.
a high level of emotional intelligence
|
Emotional intelligence
|
the ability to manage ourselves and our relationships effictively
|
Self awareness
|
understanding moods, emotions (your own)
|
self regulation
|
thinking before acting, controlling disruptive impulses
|
motivation
|
working hard and persevering
|
Empathy |
understanding emotions of others
|
Social skills
|
gaining rapport and building good relationships
|
intellectual capital
|
the collective brainpower or shared knowledge of an organization's workforce
competency x commitment = intellectual capital
|
Modern management
|
Push & pull
mass customization
moderate $$$
Good for organization AND customer
Example: subway
|
Classical management
|
PUSH
mass produce
cheap $$$
good for organization
does one thing well, predictable, machines
|
Behavioral management
|
PULL
customize
expensive $$$
(labor)
good for customer
|
Classical management approaches
|
scientific management - frederick taylor
administrative principles - henri fayol
bureaucratic organization - max weber
people are agreeable to reason; use sound judgment; are predictable
|
Scientific management
|
-"a right process"
-there is only one best way to perform any task
-time standards for productivity; measure and calibrate work
|
bureaucracy |
-focus on definitions of authority, responsibility, and process
-intended to address the inefficiencies of organizations at that time
|
administrative principles
|
Analyzed and documented the practices of successful managers
|
The Hawthorne Studies
|
Tried to determine how economic incentives and physical environment affected productivity. Concluded that human needs were an important factor in increasing productivity.
|
Hawthorne Effect
|
people respond favorably when managers consult them when they're allowed to collaborate
|
Hierarchy of human needs
|
lowest level needs are necessary for survival
abraham maslow
|
progression principle
|
when one need is satisfied, we proceed on to a higher level need
|
deficit principle
|
satisfied needs don't motivate behavior
|
self-fulfilling prophecies
|
douglas mcgregor
--employees react to manager expectations
|
theory x managers
|
believe employees dislike work, lack ambition, use "command and control" style, stick approach: have to hover over workers/push them
|
theory y managers
|
employees are willing to work, capable of self control, people enjoy work are enthusiastic. People can be trusted
|
chris argyris
|
employees want to be treated as adults
will perform better with less restrictive/defined tasks
criticism: assumes people are honorable
|
Quantitative Analysis
|
quantitative analysis and operations research apply mathematical techniques to solve management problems
|
quantitative analysis
|
historical data to make objective decisions
|
qualitative analysis
|
using historical opinions to make subjective decisions
|
Operations management
|
producing goods and services efficiently and effectively, including
- improve processes and operations
-effective work flow designs
-project management
-quality control
|
contigency thinking
|
the best way to manage depends on the circumstances
-environmental uncertainty
-technology
-organizational structure
-employee abilities
|
Organizational culture
|
culture is the personality of the organization. Shared beliefs and values that guide behavior of organization members
|
strong cultures
|
organizational culture shapes behavior and influences performance
|
socialization
|
helps new members learn the culture
|
observable culture
|
observable culture is what you see and hear
|
polychronicity
|
the use of time, space, and behavior
|
values
|
values based management works hard to make sure the core values show
|
Symbolic leaders
|
use language and symbols to establish and reinforce culture
|
workplace spirituality
|
involves creating meaning and community for employees
|
innovation |
taking a new idea and putting it into practice
|
process innovation
|
results in better ways to do things
|
product innovation
|
bigger, better, faster, stronger goods and services
|
Business model innovations
|
ways to make money
|
Green innovations
|
earth friendly business models
|
social innovations
|
help solve the world's social problems
|
social entrepreneurship
|
ways to solve social problems
|
commercializing innovation
|
turns ideas into products, services, or processes
|
change leaders
|
leaders who take responsibility for change
|
transformational change
|
results in major and comprehensive redirection of the organization
|
incremental change
|
small changes -- not necessarily known by everyone
|