MGMT 3000: EXAM 1
35 Cards in this Set
| Front | Back |
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Manager roles
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Planning & DM
Organizing
Leading
Controlling
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Efficient
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Operating in such a way that resources are not wasted
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Effectiveness
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Doing the right things in the right way at the right times
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Fundamental Management Skills
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Technical
Interpersonal
Conceptual
Diagnostic
Communication
Decision-making
Time-management
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Interpersonal
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The ability to communicate with, undestand, and motivate both individuals and groups
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Conceptual
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Manager's ability to think in the abstract
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Diagnostic
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Ability to visualize the most appropriate response in a situation (identifying causes/effects)
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Communication
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Ability to both convey ideas and information effectively to others and to receive ideas and information effectively from others
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Decision-making
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Ability to recognize and define problems and opportunities correctly and then to select an appropriate course of action to solve the problems and capitalize on opportunities
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Scientific management
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Component of classical management; concerned with improving individual worker efficiency; grew out of labor shortage of the industrial revolution
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Administrative management
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Focuses on managing the total organization rather than individuals
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Behavioral management
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Emphasized individual attitudes and behaviors, group processes; also recognized the importance of behavioral processes in the workplace
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Hug Munsterberg and roles
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Father of industrial psychology, behavior managment
Three managerial roles:
Interpersonal roles
Informational roles
Decisional roles
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The Hawthorne Studies
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Conducted by Elton Mayo at Western Electric ultimately emphasizing importance of human behavior in workplace
Illumination study - lighting has no effect Group study - Employees establish informal levels of output
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Dimensions for managing SR
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Legal compliance
Ethical compliance
Philanthropic giving
Org. leadership and culture
Whistle-blowing
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Maquiladoras
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Light assembly plants built in Northern Mexico which are given special tax treatment by Mexican gov't
Example of Direct Investment
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A & D for Imp/Exp
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Adv
Small cash outlay
Little risk
No adaptation necessary
Dis
Tariffs and taxes
High transport costs
Gov't restrictions
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A & D for licensing
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A
Increased and extended profitability
D
Inflexibility
Competition
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A & D SA/JV
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A
Quick market entry
Access to materials & tech
D
Shared ownership (limits control and profits)
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A & D for DI
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A
Enhanced control
Existing infra
D
Complexity
Increased econ & political risk
Greater uncertainty
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Mission statement
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Statement of an org's fundamental purpose
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Strategic goals
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Set by and for top management of the organization; address broad, general issues
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Tactical goals
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Set by and for middle managers; focus is how to operationalize actions necessary to achieve strategic goals
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Operational goals
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Set by and for lower-level managers to address issues associated with tactical goals
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Strategy formulation
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The set of processes involved in creating or determining the organizations strategies; it focuses on the content of strategies
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Strategy implementation
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Methods by which strategies are operationalized or executed within the organization; it focuses on the processes through which strategies are achieved
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Quantitative management
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Focuses on DM, economic effectiveness, mathematical models, and the use of computers to solve quantitative problems
Management science
Operations management
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Systems theory
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....
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Management science
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Focuses on development of representative mathematical models to assist with decision
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Operations management
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Practical application of management science to efficiently manage the production and distribution of products and services
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Entropy
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When an organizational system declines due to failing to adjust to change in its environment
Can be addressed through organizational change and renewal
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Frederick Taylor
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Pioneer of scientific management
Eliminates "soldiering"
Believes in developing workers
Uses time studies of jobs, piece-work pay systems, etc. to motivate and control employees
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Frank and Lillian Gilbreth
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Develop techniques to eliminate inefficiency
Frank - Increases efficiency for bricklaying
Lillian - Contributes to ind. psych. and personnel management
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Stages of PLC
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INtro
Growth
Maturity
Decline
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Corporate level strats
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Strategic Business Units
Diversification
Single product strategy
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MGMT 3000: EXAM 1