MGMT 105: EXAM 2
81 Cards in this Set
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Management
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The process of planning, organizing, leading, and controlling an organization's resources to achieve it's goals
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Leadership
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Processes and behaviors used by someone, such as a manager, to motivate, inspire, and influence the behaviors of others
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Leadership vs. Management
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-Leaders have to manage
-Managers have to lead
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Tom Peters
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"Management is about arranging and telling. Leadership is about nurturing and enhancing."
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John Maxwell
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"Management is doing things right. Leadership is doing the right things."
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Russel Honore
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"Leadership is working with goals and vision; management is working with objectives"
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Good Manager
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Can propel an organization into unprecedented realms of success. Ex: Sergey Brin Larry Page- Google
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Bad Manager
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Can devastate even the strongest organizations. Ex: John Sculley - Apple/ Fired Steve Jobs
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Dwight D. Eisenhower
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Leadership is the art of getting someone to do something you want done because he wants to do it
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Golden Circle
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Why, How, and What
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Golden Circle Explained
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The idea is to communicate from the Why then move to how and what. WHY is the MOST Significant aspect. People buy WHY you do it. (Goes back to sales job and that purchasing is an emotional action)
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Management Process
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1. Planning
2. Organizing
3. Leading
4. Controlling
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Planning
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Determining what an organization needs to do and how best to get it done
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Organizing
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Determining how best to arrange an organization's resources and activities into a coherent structure
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Leading
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Guiding and motivating employees to meet an organization's objectives
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Controlling
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Monitoring an organization's performance to ensure that it is meeting its goals
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PDCA (Plan, Do, Check, Act) Cycle Function
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Continuous Improvement
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Plan (PDCA)
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-Goals and Objectives
-Safe Work Practices
-Safety Operational Procedures
-Pre-Job Briefing
-Safety and Health Training
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Do (PDCA)
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-Work is performed
-Safe or unsafe behaviors occur
-Near misses occur
-Injuries occur
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Check (PDCA)
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-Supervisor Observations
-Peer-to-peer observations
-Inspection of facilities
-Root cause analysis
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Act (PDCA)
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-Corrective Measures
-Communications of safety concerns
-Supervisor Coaching
-Peer-to-peer feedback
-New or improved procedures
-Recognition
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Edward Deming
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Went to Japan and helped the process improve for auto manufacturers
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Types of Managers
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1. Top Manager
2. Middle Manager
3. First-Line
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Top Manager
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Manager responsible for a firm's overall performance and effectiveness
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Middle Manager
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Responsible for implementing the strategies and working toward the goals set by top managers
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First-Line
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Responsible for the supervising the work of employees
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Responsible for the supervising the work of employees
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1. Technical Skills
2. Human Relations Skills
3. Conceptual Skills
4. Decision- Making Skills
5. Time Management Skills
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Technical Skills
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Skills needed to perform the task
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Human Relations Skills
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Skills in understanding and getting along with people
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Conceptual Skills
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Abilities to think in the abstract, diagnose and analyze different situation, and see beyond the present situation
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Decision-Making Skills
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Skills in defining problems and selecting the best courses of action
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Time Management Skills
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Skills associated with the productive use of time
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Leading Causes of Wasted Time
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1. Paperwork
2. Telephone Calls
3. Meetings
4. Emails
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Life Skills
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Your attention determines your direction and destination.
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Organizational Structure
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Specification of the jobs to be done within an organization and the ways and the ways in which they relate to one another
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Determinants of Organization Structure
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-Mission
-Strategy
-Size
-Internal Environment
-External Environment
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Building Blocks of Organizational Structure
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1. Specialization
2. Departmentalization
3. Establish
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Specialization
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Determining who will do what
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Departmentalization
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Determining how people performing certain tasks can best be grouped together
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Job Specialization
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The process of identifying the specific jobs that need to be done and designating the people who will perform them. Ex: Disney Animators
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Profit Center
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Separate company unit responsible for its own cost and profits
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Product Departmentalization
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-Dividing an organization according to specific products
-Each Department has a profit Center
-Kraft products. Mac n Cheese, Meat, etc
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Process Departmentalization
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dividing an organization according to production processes used to create a good or service
ex. vlasic. Different types of pickles require different processes
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Functional Departmentalization
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Dividing an organization according to groups' functions or activities
Ex: Texas A&M Administration
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Customer Departmentalization
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Dividing an organization to offer products and meet and meet needs for identifiable customer groups
Ex: Sears, TEEX
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Geographic Departmentalization
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dividing an organization according to the areas of the country or the world served by a business
ex. Levi Strauss
North America
South America
Europe
etc.
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Distributing Authority
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-Centralized
-Decentralized
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Centralized
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organization in which most decision making authority is held by upper level management
Unified command in crisis situations so that organizations like National Guard, CIA, FBI, Homeland security can all work together and be on the same page
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Decentralized
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organization in which a great deal of decision-making authority is delegated to levels of managemtn at point below the top
At TEEX, the reason for success is the relationships and trust with the clients on the bottom level
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Flat Organizational Structure
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Characteristic of decentralized companies with relatively few layers of management
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Tall Organizational Structure
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Characteristic of decentralized companies with multiple layers of management
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Span of Control
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The distribution of authority in an organization also affects the number of people who work for any individual manager.
Span of Control
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Delegation Process
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1. Assigning Responsibility
2. Granting Authority
3. Creating Accountability
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Delegation
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Process through which a manager allocates work to subordinates
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Forms of Authority
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-Line Authority
-Staff Authority
-Committee and Team Authority
-Work Team
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Line Authority
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Organizational structure in which authority flows in a direct chain of command from the top of the company to the bottom
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Staff Authority
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Authority based on expertise that usually involves counseling and advising line managers
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Committee and Team Authority
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Authority granted to committees or teams involved in a firm's daily operations
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Work Team
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Groups of operating employees who are empowered to plan and organize their own work and to perform that work with a minimum of supervision
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Basic Forms of Organizational Structure
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-Functional Structure
-Divisional Structure
-Matrix Structure
-International Organizational Structures
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Functional Structure
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Organization structure in which authority is determined by the relationships between group functions and activities
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Divisional Structure
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Organizational Structure in which corporate divisions operate as autonomous businesses under the large corporate umbrella
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Matrix Structure
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-Organizational Structure created by superimposing one form of structure onto another
-In some companies, the matrix organization is a temporary measure installed to complete a specific project and affecting only one part of the firm
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International Organizational Structures
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Approaches to organizational structure developed in response to the need to manufacture, purchase, and sell in global markets
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Organizational Design for the 21st Century
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-Team Organization
-Learning Organization
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Team Organization
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Relies almost exclusively on project-type teams, with little or no underlying functional hierarchy.
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Learning Organization
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Works to facilitate the lifelong learning and personal development of all of its employees while continually transforming itself to respond to changing demands and needs
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Virtual Organization
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-Has little or no formal structure
-Has only a handful of permanent employees, a very small staff, and a modest administrative facility
Intrapreneuring
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Intrapreneuring
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Process of creating and maintaining the innovation and flexibility of a small-business environment within the confines of a large organization
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Joel Staib
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-Executive Vice President
-Koch Energy Services
-Wichita State
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Joel Staib Quotes
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-All the truth is in the balance sheet (accounting)
-Gotta have a balance of Faith, Family, Finance
-Surround yourself with successful people
-Go out and Network
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Purpose of Goal Setting
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-Provides direction and guidance for managers at all levels
-Helps firms allocated resources
-Helps to define corporate culture
-Helps managers assess performance
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Mission Statement
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Organization's statement of how it will achieve its purpose in the environment in which it conducts its business
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Swot Analysis (Formulates Strategy)
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S-Strengths
W-Weaknesses
O-Opportunities
T-Threats
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Environment Analysis
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Process of scanning the business environment for threats and opportunities
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Organizational Analysis
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Process of analyzing a firm's strengths and weaknesses
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Strategic Plan
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Plan reflecting decisions about resource allocation
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Types of Strategy
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1. Corporate Strategy
2. Business (or competitive) Strategy
3. Functional Strategy
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Corporate Strategy
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Strategy for determining the firm's overall attitude toward growth and the way it will manage its businesses or product lines
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Business (Or Competitive) Strategy
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Strategy, at the business-unit or product-line level, focusing on improving a firm's competitive position
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Functional Strategy
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-Strategy by which managers in specific areas decide how best to achieve corporate goals through productivity
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MGMT 105: EXAM 3