171 Cards in this Set
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Manager
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Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished
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Organization
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A deliberate arrangement of people assembled to accomplish some specific purpose (that individuals independently could not accomplish alone).
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Middle manager
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A manager who supervises first-line managers
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Top Manager
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responsible for a firm's overall performance
Ex: president, vp, treasurer, CEO, CFO, CIO
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Management v. Leadership: Skills
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Management: Planning, Organizing, Analytical thinking, communication/ informing
Leadership: Strategic thinking, Conceptual thinking, innovation/creativity, inspiring
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Leadership v. management
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Leadership: change/inspiration/motivation/defined within yourself
Management:
planning/organizing/directing/process/philosophy
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Two foundations of management
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Efficiency: doing things right
Effectiveness: doing the right things
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Common Characteristics of an organization
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- distinct purpose
- composed of people
- deliberate structure
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Management functions
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Planning, organizing, leading, controlling
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Planning
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Defining goals, establishing strategies to achieve the goals, and developing plans to integrate and coordinate activities.
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Organizing
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Arranging and structuring work to accomplish organizational goals.
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Leading
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Working with and through people to accomplish goals.
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Controlling
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Monitoring, comparing and correcting work.
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Mintzberg's Management roles
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10 roles ground within:
- interpersonal roles
- informational roles
- decisional roles
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Interpersonal roles
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Figurehead, leader, liaison
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Informational roles
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monitor, disseminator, spokesperson
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Decisional roles
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entrepreneur, disturbance handler, resource allocator, negotiator
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Skills Managers Need
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- Technical skills
- Human skills
- Conceptual skills
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The importance of customers
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Customers are the reason organizations exist.
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Innovation
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Exploring new territory, doing things differently, taking risks.
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Sustainability
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a company's ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies.
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Universality of management
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The reality that management is needed in all types of orgs, at all org levels, in all org areas, in all organizations regardless of location.
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Behavior
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the actions of people
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Organizational behavior
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the study of the actions of people at work
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Employee productivity
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a performance measure of both efficiency and effectiveness
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Absenteeism
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the failure to show up for work
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Turnover
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the voluntary and involuntary permanent withdrawal from an organization.
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Organizational citizenship behavior
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discretionary behavior that is not part of an employee's formal job requirements, but which promotes the effective functioning of the organization.
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Job satisfaction
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an employee's general attitude towards his job.
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Workplace misbehavior
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any intentional employee behavior that is potentially damaging to the organization or to individuals within the organization. Four ways: deviance, aggression, antisocial behavior and violence.
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Attitudes
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evaluative statements, either favorable or unfavorable, concerning objects, people or events.
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Components of an attitude
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- cognitive
- affective
- behavioral
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Cognitive component
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that part of an attitude that is made up of the beliefs, opinions, knowledge or information help by a person.
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Affective component
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That part of an attitude that is the emotional or feeling part.
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Behavioral component
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that part of an attitude that refers to an intention to behave in a certain way toward someone or something.
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Job involvement
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the degree to which an employee identifies with his or her job, actively participates in it, and considers his or her job performance to be important to self-worth
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Organizational commitment
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the degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in that organization.
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Perceived organization support
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employees' general belief that their organization values their contribution and cares about their well-being.
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employee engagement
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when employees are connected to, satisfied with, and enthusiastic about their jobs.
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Cognitive dissonance
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any incompatibility or inconsistency between attitudes or between behavior and attitudes.
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Attitude surveys
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survey that elicit responses from employees through questions about how they feel about their jobs, work groups, supervisors, or the organization.
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Personality
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the unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others.
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Big Five Model
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personality trait model that includes extraversion, agreeableness, conscientiousness, emotional stability and openness to experience.
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Machiavellianism
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a measure of the degree to which people are pragmatic, maintain emotional distance, and believe that ends justify means.
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Self-esteem
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an individual's degree of like or dislike for him/herself.
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Self-monitoring
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a personality trait that measures the ability to adjust behavior to external situational factors.
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Proactive personality
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a trait belonging to people who identify opportunities, show initiative, take action and persevere until a meaningful change occurs.
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Resilience
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an individual's ability to overcome challenges and turn them into opportunities.
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Emotions
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intense feelings that are directed at someone or something.
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Emotional intelligence
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the ability to notice and manage emotional cues and information. (self-awareness, self-management, self-motivation, empathy and social skills).
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Perception
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a process by which we give meaning to our environment by organizing and interpreting sensory impressions.
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Attribution theory
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how the actions of individuals are perceived by others depends on what meaning (causation) we attribute to a given behavior.
- Internally caused behavior: under individual's control
- Externally caused behavior: due to outside factors
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Fundamental attribution error
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the tendency to underestimate the influence of external factors and to overestimate the influence of internal or personal factors.
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Self-serving bias
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the tendency of individuals to attribute their successes to internal factors while blaming personal failures on external factors.
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Assumed similarity
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The assumption that others are like oneself.
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Stereotyping
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judging a person on the basis of one's perception of a group to which they belong.
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Halo effect
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a general impression of an individual based on a single characteristic.
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Learning
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any relatively permanent change in behavior that occurs as a result of experience.
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Theories of learning
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- operant conditioning
- social learning
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Operant conditioning
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a theory of learning that says behavior is a function of its consequences. Voluntary or learned behaviors.
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Social learning
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a theory of learning that says people can learn through observation and direct experience.
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Shaping behavior
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the process of guiding learning in graduated steps using reinforcement or lack of reinforcement.
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Communication
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the transfer of understanding and meaning
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Interpersonal communication
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communication between two or more people
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Organizational communication
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all the patterns, networks, and systems of communications within an organization
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Functions of communication
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- Control
- Motivation
- Emotional Expression
- Information
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Communication process
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the seven elements involved in transferring meaning from one person to another
(sender>encoding>medium>decoding>receiver>feedback and noise)
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Barriers to communication
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- filtering
- information overload
- jargon
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Active listening
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listening for full meaning without making premature judgments or interpretations.
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Diagonal communication
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communication that cuts across work areas and organizational levels.
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Communication networks
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the variety of patterns of vertical and horizontal flows of organizational communicatio.
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Grapevine
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The informal organizational communication network.
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3 components of customer service delivery process
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the customer, the service organization and the service provider.
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Goal-setting theory
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the proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals.
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Self-efficacy
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an individual's belief that he or she is capable of performing a task.
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Reinforcement theory
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The theory that behavior is a function of consequences
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Reinforcers
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consequences immediately following a behavior which increase the probability that the behavior will be repeated.
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Job design
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the way tasks are combined to form complete jobs
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Job scope
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The number of different tasks required in a job and the frequency with which those tasks are repeated.
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Job enlargement
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the horizontal expansion of a job that occurs as a result of increasing job scope.
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Job enrichment
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the vertical expansion of a job that occurs as a result of additional planning and evaluation of responsibilities.
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Job depth
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the degree of control employees have over their work.
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Job characteristics model
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A framework for analyzing and designing jobs that identifies five primary core job dimensions, their interrelationships, and their impact on outcomes.
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5 core job dimensions
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- skill variety
- task identity
- task significance
- autonomy
- feedback
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Skill Variety
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the degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents.
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Task identity
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the degree to which a job requires completion of a whole and identifiable piece of work.
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Task significance
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the degree to which a job has a substantial impact on the lives or work of other people.
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Autonomy
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the degree to which a job provides substantial freedom, independence, and discretion to the individual in scheduling work and determining the procedures to be used in carrying it out.
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Feedback
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the degree to which carrying out work activities required by a job results in the individual's reception of direct and clear information about his or her performance effectiveness.
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Relational perspective of work design
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an approach to job design that focuses on how people's tasks and jobs are increasingly based on social relationships.
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Proactive perspective of work design
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an approach to job design in which employees take the initiative to change how their work is performed.
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High-involvement work practices
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work practices designed to elicit greater input or involvement from workers.
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Equity theory
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an employee compares his or her job's input-outcome ratio with that of relevant others and then corrects any equity.
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Expectancy theory
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the theory that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.
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Instrumentality
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the perception that a particular level of performance will result in attaining a desired outcome (reward).
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Valence
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the attractiveness/importance of the performance reward to the individual.
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Motivation
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the process by which a person's efforts are energized, directed, and sustained toward attaining a goal.
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Hierarchy (Maslow's hierarchy of needs)
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We communicate to meet a range of human needs:
1. self actualization needs (self development)
2. esteem needs (recognition & status)
3. social needs (sense of belonging & love)
4. safety needs (security & protection)
5. physiological needs (hunger & thirst)
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Herzberg's two factor theory
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(Motivation/Hygiene theory) Intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction.
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Hygiene factors
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factors that eliminate job dissatisfaction, but don't motivate. (ex: supervision, policy, salary)
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Motivators
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factors that increase job satisfaction and motivation. (Ex: achievement, recognition, growth, promotion)
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McClelland's three need theory
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the motivation theory that points out 3 acquired needs (achievement, power and affiliation) as major motives in work.
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Need for achievement (nAch)
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the drive to succeed and excel in relation to a set of standards. Ex: salesperson
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Need for power (nPow)
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the need to make others behave in a way that they would not have behaved otherwise. Ex: politicians
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Need for affiliation (nAff)
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the desire for friendly and close interpersonal relationships.
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Adam Smith's "Wealth of the Nations"
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division of labor benefits organizations and society
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Classical approach
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Emphasized rationality and making organizations and workers as efficient as possible. Two theories: scientific management and general administrative theory.
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Scientific management
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using scientific methods to define the best way for a job to get done.
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General administrative theory
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focused more on what managers do and what constitutes good management practice.
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14 principles of management
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division of work, authority, discipline, unity of command, unity of direction, subordination of the individual's interest to the general interest, remuneration, centralization, scalar chain, order, equity, stability of tenure personnel, initiative, esprit de corps.
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Max Weber
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developed a theory of authority structures and relations based on an ideal type of organization he called bureaucracy.
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Bureaucracy
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a form of organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships.
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Behavioral Approach
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Based on organizational behavior research.
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Hawthorne Studies
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studies to examine the effect of various lighting levels on worker productivity. Results: people's behavior and attitudes are closely related, group factors significantly affect individual behavior, group standards establish individual worker output, and money is less of a factor in out…
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Quantitative approach
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the use of quantitative techniques such as statistics, optimization models, information models and computer simulations to improve decision making. Also known as management science.
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TQM: total quality management
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a management philosophy devoted to continual improvement and responding to customer needs and expectations.
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Taylor's Scientific Management Principles
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1. develop a science for each element of an individual's work to replace the rule-of-thumb method
2. Scientifically select, then train, teach, and develop the worker.
3. Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the sc…
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organizational behavior
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Action > active behavior > reaction
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3 goals of organizational behavior
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To explain, predict and influence behavior.
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First-line manager
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individuals who manage the work of non-managerial employees.
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Job-related attitudes
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job satisfaction, job involvement, organizational commitment, and employee engagement.
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2 personality tests
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MBTI and Big Five model.
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Downward communication
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communication that flows downward from managers to employees.
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Upward communication
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communication that flows upward from employees to managers.
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Lateral communication
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communication that takes place among any employees on the same organizational level.
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Chain network
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communication flows according to the formal chain of command, both upward and downward.
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Wheel network
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communication flows between a clearly identifiable and strong leader and others in a team. The leader serves as the hub through whom all communication passes.
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All-channel network
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communication flows freely among all members of a work team.
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Workplace design should support
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focused work, collaboration, learning and socialization.
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Motivation
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the process by which a person's efforts are energized, directed and sustained toward attaining a goal. 3 key elements: energy, direction, persistence.
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Maslow's hierarchy of needs
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physiological, safety, social, esteem, self-actualization
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McGregor's Theory X
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employees dislike work, are lazy, avoid responsibility, and must be coerced to perform.
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McGregor's Theory Y
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the assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction.
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Herzberg's Two-Factor Theory
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the motivation theory that claims that intrinsic factors are related to job satisfaction, while extrinsic factors are associated with job dissatisfaction.
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Hygiene Factors
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factors that eliminate job dissatisfaction, but don't motivate.
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Motivators
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factors that increase job satisfaction and motivation.
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Decision
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making a choice from two or more alternatives
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Problem
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an obstacle that makes it difficult to achieve a desired goal or purpose
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8 steps in decision making process
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1. identify a problem
2. identify decision criteria
3. Allocating weights to the criteria
4. developing alternatives
5. analyzing alternatives
6. selecting an alternative
7. implementing the alternative
8. evaluating the decision process
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Rational Decision-making
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describes choices that are logical and consistent while maximizing value.
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Bounded rationality
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decision making that's rational, but limited (bounded) by an individual's ability to process information.
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Satisfice
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accepting solutions that are "good enough"
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Intuitive decision-making
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making decisions on the basis of experience, feelings, and accumulated judgment.
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Programmed Decisions
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a repetitive decision that can be handled by a routine approach.
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Non-programmed decisions
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unique and non-recurring decisions that require a custom-made solution.
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Procedure
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a series of interrelated steps that a manager can use to apply a policy in response to a structured problem.
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Rule
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an explicit statement that limits what a manager or employee can or cannot do.
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Policy
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a general guideline for making a decision about a structured problem.
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Structured problem
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straightforward, familiar, and easily defined problems
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Unstructured problems
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problems that are new or unusual and for which information is ambiguous or incomplete.
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Certainty
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a situation in which a manager can make an accurate decision because the outcome of every alternative choice is known
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Risk
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a situation in which a manager is able to estimate the likelihood of outcomes that result from the choice of particular alternatives.
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Decisions under uncertainty
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limited information prevents estimation of outcome probabilities for alternatives, forcing managers to rely on intuition and hunches.
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Maximax
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the optimistic manager's choice to maximize the maximum payoff
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Maximin
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the pessimistic manager's choice to maximize the minimum payoff.
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Minimax
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the manager's choice to minimize maximum regret.
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Linear thinking style
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a person's tendency to use external data and facts; the habit of processing information through rational, logical thinking.
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Nonlinear thinking style
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a person's preference for internal sources of information; a method of processing this information with internal insights, feelings and hunches.
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Heuristics
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using "rules-of-thumb" to simplify decision making
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Overconfidence bias
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holding unrealistically positive views of oneself and one's performance
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Immediate gratification bias
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choosing alternatives that offer immediate rewards and avoid immediate costs
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Anchoring effect
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fixating on initial information and ignoring subsequent information.
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Selective perception bias
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selecting, organizing and interpreting events based on the decision maker's biased perceptions.
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Confirmation bias
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seeking out information that reaffirms past choices while discounting contradictory information.
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Framing bias
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selecting and highlighting certain aspects of a situation while ignoring other aspects.
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Availability bias
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losing decision-making objectivity by focusing on the most recent events.
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Representation bias
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drawing analogies and seeing identical situations when none exist
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Randomness Bias
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creating unfounded meaning out of random events
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Sunk cost errors
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forgetting that current actions cannot influence past events and relate only to future consequences.
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Self-serving bias
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taking quick credit for successes and blaming outside factors for failures.
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Hindsight bias
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mistakenly believing that an event could have been predicted once the actual outcome is known (after the fact)
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MGT 305: EXAM 1