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MGMT 309: EXAM 1
Organization |
group working together to achieve goals |
Human Resources |
managerial talent and labor; people |
Finanical Resources |
capital investments to support ongoing and long term operations |
Physical Resources |
raw materials, facilities, and equipment |
Information |
DATA |
Purpose of Management |
effictiently use resources wisely and in cost effective ways and effectively make right decisions and successfully implemnt them
efficiently/effectively |
Manager |
carry out management processes
planning, organizing, leading, controlling |
Planning |
determine goals and course of action |
Organizing |
coordintating activities and resources |
Leading |
motivating and manging people |
Controlling |
monitoring and evaluting activities |
Top Managers |
executives who manage overall organization |
Middle Managers |
implement policies and plans; supervise first-line;
also hit hardest during layoffs |
First-Line Managers |
supervise and coordinate activities of employees |
Marketing Manager |
get consumers and clients to buy organization's products and services |
Financial Manager |
accounting, cash manage, and investments |
Operations Manager |
monitor systems, production control, inventory, quality control, plant and site |
Human Resources manager |
involved with the people |
administrative manager |
a manager who is not associated with any specific functional area but who provides overall administrative guidance and leadership |
Other Managers |
Øhold specialized managerial positions (e.g., public relations managers) directly related to the needs of the organization.
|
managerial roles:
interpersonal roles |
1. figurehead
2. leader
3. liason
-roles involving dealing with other people |
managerial roles:
informtional roles
|
1. monitor
2. disseminator
3. spokesperson
processing information |
Managerial roles: decisional roles |
roles
1. entrepreneur
2. disturbance handler
3. resource allocator
4. negotiator
makes decisions
|
Mangerial skills:
technical |
accomplish or understand specific kind of work being done |
Mangerial skills:
Interpersonal |
communicate, understand and motivate individuals and groups |
Mangerial skills:
conceptual |
to think abstraactly |
Mangerial skills:
Diagnostic
|
visualize the appropriate response to a situation
aka: diagnose the problem |
Mangerial skills:
communication |
convey ideas and info effectively |
Mangerial skills:
decision-making |
recognize problems and selct appropriate course of action |
Mangerial skills:
time-management |
prioritize work, work efficiently and delegate |
Science of management |
problems approached using rational, logical, and systematic way
uses technical, diagnostic, and decision-making skills |
Art of management |
problems approached using blend of intuition, experience, instict and personal insight
uses conceptual, communicative, interpersonal and time-management skills |
For-Profit |
1. large businesses
2. small and start-up businesses
3. international management |
Not-for-Profit Organizations |
1.Governmental Organizations
2. Educational Organizations
3. Healthcare facilities
4. Nontraditional settings (community, social, spiritual groups)
|
Classical Perspective |
1. Scientific Management
2. Administrative Management |
Scientific Management |
improve performance of workers, workers seen as tools, grew out of the labor shortage |
Frederick Taylor |
"Father of Sci. Man."
people were tools, replaceable |
Frank and Lillian Gilbreth |
time and motion (stick game video) |
Henry Gantt |
gantt chart
planning for efficiency |
Harrington Emerson |
job secialization |
Administrative Management |
managing total organization rather than indviduals |
Henri Fayol |
systematize practice of management |
Behavorial Management Perspective |
emphasized individuals attitudes, behaviors and group processes
belief that people are more like resources |
Hugo Munsterberg |
father of industrial psychology |
Hawthorne Studies |
1. Elton Mayo
2. effects of piecework incentive plan
3. workplace lighting changes
4. confirmed importance of human behavior in workplace
|
human relations movement |
better human relations increase worker productivity |
Abraham Maslow |
Heirarchy of Needs |
Douglas McGregor |
Theory X (employees dislike work, are lazy, seek to avoid responsibility, and must be coerced to perform) and
Theory Y (employees are creative, seek responsibility and can exercise self-direction)
|
important organizational behavior topics |
1. job satisfaction
2. motivation and leadership
3. group dynamics and organizational politics
4. interpersonal conflict
5. design of organizations
|
Quantitative Management Perspective |
Perspective
focuses on decision making and math models
techniques can aid managers, but they require assumptions
|
System
Perspective |
set of elemetnts functioning as a whole |
open system |
organization interacts with external environment |
closed system |
organization does not interact with external environment |
subsystems |
important because of interdepence on each other within the org |
synergy |
subsystems successfully working together; whole system more productive |
entropy |
organization system declines due to failure to adjust to environment;
avoided if it is re-energized thru change and renewal |
universal perspective |
"one best way" |
Contingency Perspective |
each org is unique;
dependent on current situation |
Contemporary Issues and Challenges |
1) sluggish or worrisome economy
that limits growth
2) managing diversity in workforce
3) technology that promotes telecommuting
4) role of internet in business
5) competing in diverse global markets
6) ethics in corporate governance
7) quality as the basis for competition
8) employee privacy
9) shift toward service economy |
External Environemt |
general and task environment |
5 dimensions of the General Environment |
political/legal
international
socio-cultural
technological
economic
|
economic dimension |
represents the general economic health of the country or region in which the organization operates |
Technological dimension |
The use of increasingly complex and sophisticated artifacts to produce useful goods and services and to control the environment. |
Sociocultural dimension |
The customs, mores, values, and demographic characteristics of the society in which the organization fuctions |
Political-Legal Dimension |
The government regulation of business and the relationship between business and government. |
international dimension |
represents events originating in foreign countries as well as opportunities for US companies in other countries |
Task Environment |
specific groups affecting the organization |
Groups that affect org
(internal environment) |
(internal environment)
1. competitors seek same resource
2. customers acquiring products
3. suppliers provide resources
4. gov't agencies create regulations
5. interest group push regulations
6. strategic partners
|
conditions and stakeholders forces |
1. owners
2. board of directors
3. employees
4. physical work environment |
organization culture |
a firm's set of values, traditions, and customs that guide employee behavior;
overall "feel" of org
|
determinants of org's culture |
founder, spirit of the org (slogans, heroes, cermonies, etc.), shared experience that bond organzation, corporate experience that bonds org together |
managing organizational culture |
~understand the current culture to understand whether to maintain or change it
~reward and promote people whose behaviors are consistent with desired cultural values
|
changing org. culture |
- very difficult to change a company
- develop a clear idea of culture you want to create
- adopt new slogans, ceremonies, & break tradition
- bring in outsiders to important managerial positions ( Sumlin , "Gung Ho" movie )
- merge or acquire new company
|
change & uncertainty |
degree of change affect uncertainty
think of 4 box diagram with least uncertainty to most uncertainty. |
Turbulence |
unexpected changes; crisis is most common |
Porter's 5 forces - sources of competitive advantage |
1. threat of new entrants
2. threat of substitute products
3. power of suppliers
4. power of buyers
5. competitive rivalry |
Ways orgs respond to environment |
1. info management
2. strategic response
3. alliances/acquisitions
4. design & flexibility
5. direct influence
|
info management |
boundary spanner: employee accumulates infor thru contacts outside
environment scanner: process of monitoring environment
info systems: summarize & deliver info pertinent to manager's needs
|
strategic response |
maintain status quo , altering strategy or adopting new strategy |
allainces/acquisitions |
firms combine, ourchase or form new partnerships |
design & flexibility |
adapting by building flexibility into structural design
Mechanistic: stable env.
Organic: dynamic |
direct influence |
change nature of environment to suit needs; new or changed relationships with suppliers, customers and regulators |
systems resource approach |
focuses on acquiring inputs |
internal processes approach |
focuses on the transformation processes; basically are outputs worth more than my inputs |
goal approach |
focuses on outputs |
strategic constituencies approach |
focus on feedback |
Ethics |
individual personal beliefs regarding what is right, wrong, good, bad
determined by family, peers, experiences, and values/morals |
Managing ethics behavior |
top management establishes culture and defines acceptable behavior; train employees; formal written ethics code |
Ethical Norms |
utility: best for constituencies
rights: repect rights of others
justice: consistent with whats fair
caring: consistent with people's responsibilities to each other |
distributive justice |
fairness w/ which rewards are given |
procedural justice |
fairness used to determine various outcomes |
interpersonal justice |
people seehow they're treated by others |
informational justice |
why procedures were used a certain way |
Ethical Challenges today |
1. ppl want instant gratification
2. ppl get rewarded for participation
3. speed and volume of info
4. hard to find heroes in last century that aren't tarnished |
Obstructionist stance |
Social responsibilty stance:
do little as possible, stop something from happening |
defensive stance |
Social responsibilty stance:
only do what is required by law
|
accomodative stance |
Social responsibilty stance:
meet legal obligations and go beyond
|
proactive stance |
Social responsibilty stance:
act in advance to prevent situation from occuring
|
how businesses affect govt |
contacts and networks
lobbying
political action committees
favors & influence tactics |
how govt affect businesses |
environment, consumer, and employee protection legislation; securities legislation; tax codes |
Formal organizational dimensions |
legal compliance, ethical compliance, philanthropic giving |
Informal organizational dimensions |
leadership/culture; whistle blowing (snitching) |
Control Social Responsibility |
evaluate responses to questionable legal or ethical conduct; perform social audits |
globalization |
everyone part of global village |
domestic business |
all resources from home country and sells to only home country |
international business |
single home country but sells to other countries |
multinational business |
world-wide marketplace, transcends borders |
global business |
not committed to single home country |
exporting |
makes in home country, sells in another |
importing |
brings good or service from another to home country
adv: little risk
disadv: taxes, govt regulations |
Licensing |
one company allows another to use name; more risk, but more profitable |
strategic alliance and joint ventures |
2 companies cooperate for mutual gain; limited contro and profitability |
direct investment |
foreign facility for foreign operation; no adaptation, but complex to use same tactics abroad
ex: maquiladores in mexico near border, tax breaks |
International management controls |
tarriffs, quotas, export restraint agreements |
social orientation |
collectivism vs. individualism |
power orientation |
respect vs. tolerance |
uncertainty orientation |
avoidance vs. acceptance |
goal orientation |
aggressive vs. passive |
time orientation |
long term vs. short term |
multiculturalism |
broad issues associated with difference in values, beliefs, customs, cultures and attitudes |
diversity |
members differ in age, gender, or ethnicity
age: avg worker age increasing
gender: "class ceiling for girls
ethnicity: hispanic worker increase, white decrease |
cost argument |
firms that learn to cope with diversity will generally have higher levels of productivity and lower levels of turnover and absenteeism - all which have direct effect on cost |
Resource Acquisition Argument |
Companies develop reputations as prospective employers for women and ethnic minorities. Those with the best reputations for managing diversity will win the competition for the best personnel. As the labor pool shrinks and changes composition, this edge will become increasingly important. |
Marketing argument |
for multinational organizations, the insight and cultural sensitivity that members with roots in other countries bring to the marketing effort should improve that effort in important ways, the same rationale applies to marketing in subpopulations within domestic operations |
Creativity Argument |
Firms with diverse workforce will generally be more creative and innovative than those with less diversity
diverse workforce results in diverse backgrounds, experience, and viewpoints to draw from |
Problem-solving argument |
Diverse background, diverse way of solving issues |
Systems flexibility argument |
more flexible workforce = more flexible organization |
pluralism |
every group works to understand other groups |