MANGMT 3000: EXAM 1
115 Cards in this Set
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managers
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persons who directly supervise, support, and help activate work efforts to achieve the performance goals of individuals, teams, or even an organization as a whole
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first-line manager
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someone who is formally in charge of a small work group composed of nonmanagerial workers.
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middle managers
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persons in charge of relatively large departments or divisions consisting of several smaller work units or teams
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top managers
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part of a senior management team that is responsible for the performance of an organization as a whole or for one of its larger parts. They must be alert to trends and developments in the external environment, recognize potential problems and opportunities, set strategy, and lead the or…
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board of directors
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whose members are elected by stockholders to represent their ownership interests.
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governance
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the oversight of top management by an organization’s board of directors or board of trustees.
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accountability
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describes the requirement of one person to answer to a higher authority for performance achieved in his or her area of work responsibility
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Delegation
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-entrusting duties to others
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effective manager
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as someone who successfully helps others achieve both high performance and satisfaction in their work
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quality of work life (QWL)
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the overall quality of human experiences in the workplace.
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QWL characteristics
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respected and valued by their employer.
o fair pay
o safe work conditions
o opportunities to learn and use new skills, room to grow and progress in a career, and protection of individual rights.
o Pride in work
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upside-down pyramid view
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puts customers at the top of the organization being served by workers who are supported by managers below them. (customers and non-managerial workers at the top)
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nonmanagerial workers
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—people who interact directly with customers and clients or produce products and services for them.
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management process
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—planning, organizing, leading, and controlling.
1. The belief is that all managers, regardless of title, level, and organizational setting, are responsible for doing each of them well
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planning
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is the process of setting performance objectives and determining what actions should be taken to accomplish them. When managers plan, they set goals and objectives, and select ways to achieve them.
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organizing
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the process of assigning tasks, allocating resources, and coordinating the activities of individuals and groups. When managers organize, they bring people and resources together to put plans into action
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leading
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is the process of arousing people’s enthusiasm to work hard and inspiring their efforts to fulfill plans and accomplish objectives. When managers lead, they build commitments to plans and influence others to do their best work in implementing them.
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Controlling
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is the process of measuring work performance, comparing results to objectives, and taking corrective action as needed. When managers control, they stay in contact with people as they work, gather and interpret information on performance results, and use this information to make adjus…
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informational roles
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focus on the giving, receiving, and analyzing of information.
o How a manager exchanges and processes information
§ Monitor
§ Disseminator
§ Spokesperson
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nterpersonal roles
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reflect interactions with people inside and outside the work unit.
o How a manager interacts with other people
§ Figurehead
§ Leader
§ Liaison
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decisional roles
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involve using information to make decisions to solve problems or address opportunities.
o How a manager uses information in decision making
§ Entrepreneur
§ Disturbance handler
§ Resource allocator
§ Negotiator
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agenda setting
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managers develop important action priorities
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networking
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managers build and maintain positive relationships with other people, ideally those whose help might be useful someday..
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social capital
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the capacity to attract support and help from others in order to get things done. You can think of it as a capacity to get things done based on the people you know and how well you relate to them.
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technical skill
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the ability to use a special proficiency or expertise to perform particular tasks
More important at career entry-levels
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human skill
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is the ability to work well in cooperation with other people
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emotional intelligence
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the ability to manage ourselves and our relationships effectively.
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conceptual skill
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is the ability to think analytically and solve complex problems
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a free-agent economy
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people change jobs more often, and many work on independent contracts with a shifting mix of employers
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intellectual capital
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what you can offer an employer in terms of brainpower, skills, and capabilities
Intellectual Capital= Competency X Commitment
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Knowledge workers
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use their minds and intellects as critical assets to employers
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“high concept”
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—creative and good with ideas
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Self-management
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is the ability to understand oneself, exercise initiative, accept responsibility, and learn from experience.
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“high touch”
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—joyful and good with relationships
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motion study
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the science of reducing a job or task to its basic physical motions
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bureaucracy
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is a rational and efficient form of organization founded on logic, order, and legitimate authority.
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Characteristics of an Ideal Bureaucracy
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1 Clear Division of Labor
2 Clear Hierarchy of Authority
3 Formal Rules and Procedures
4 Impersonality (number not name)
Career Based on Merit
(rewards based on merit/ability)
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Foresight
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Complete a plan of action for the future
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Organization
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Provide and mobilize resources to implement plan
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Command
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Lead, select and evaluate workers
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Coordination
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Fit diverse efforts together, ensure info is shared and problems solved
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Control
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Make sure things happen according to plan, take necessary corrective action
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scalar chain principle
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stated that there should be a clear and unbroken line of communication from the top to the bottom in the organization.
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unity of command principle
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stated that each person in an organization should receive orders from only one boss.
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the Hawthorne effect
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is the tendency of persons singled out for special attention to perform as expected.
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human need
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, a physiological or psychological deficiency that a person feels compelled to satisfy.
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progression principle
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a need only becomes activated after the next-lower-level need is satisfied.
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deficit principle
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is that people act to satisfy needs for which a satisfaction deficit exists; a satisfied need doesn’t motivate behavior.
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Theory X
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assumes people dislike work, lack ambition, are irresponsible, and prefer to be led.
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Theory Y
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assumes people are willing to work, accept responsibility, are self-directed, and are creative
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self-fulfilling prophecies
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occurs when a person acts in ways that confirm another’s expectations
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Analytics
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-the use of data to solve problems and make informed decisions using systematic analysis.
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Management science and operations research
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apply mathematical techniques to solve management problems.
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Network models
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break large tasks into smaller components to track completion of many different activities on the required timetables
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Mathematical forecasting
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elps make future projections for reserve sizes and depletion rates that are useful in the planning process
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Inventory analysis
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helps control inventories by mathematically determining how much to automatically order and when
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Queuing theory
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helps allocate service personnel and work-stations based on alternative workload demands and in a way that minimizes both customer waiting times and costs of service workers.
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Linear programming
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s used to calculate how best to allocate production among different machines.
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operations management
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which focuses on how organizations produce goods and services efficiently and effectively
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Contingency thinking
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tries to match management practices with situational demands.
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tolerance for ambiguity
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is an ability to deal with uncertainty even when events are beyond personal control.
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organizational culture
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is the system of shared beliefs and values that develops within an organization and guides the behavior of its members. (VBB- values, beliefs, behavior)
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strong cultures
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are cultures that are clear, well defined, performance driven, and widely shared by members
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socialization
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This is the process of helping new members learn the culture and values of the organization, as well as the behaviors and attitudes that are shared among its members
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observable culture
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is what you see and hear when walking around an organization
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core culture
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s found in the underlying values of the organization
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core values
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underlying assumptions and beliefs, that shape and guide people’s behaviors
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value-based management
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It is managing with a commitment to actively help develop, communicate, and represent shared values within an organization
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symbolic leader
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someone who uses language and symbols well to communicate core values, and whose actions model the desired organizational culture.
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Workplace spirituality
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involves practices that create meaning and shared community among organizational members
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Innovation
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is the process of developing new ideas and putting them into practice
-is new technology that improves previous ways of life
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Technology
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is the study of things human-made and human-decided
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Process innovations
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result in better ways of doing things
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Product innovations
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result in the creation of new or improved goods and services
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Business model innovations
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result in new ways of making money for the firm
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Social innovation
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can be described as innovation driven by a social conscience
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Green innovation or sustainable innovation
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reduces the carbon footprint of an organization or its products.
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social entrepreneurship,
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This is a unique form of entrepreneurship that pursues innovative ways to solve pressing social problems.
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commercializing innovation
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process that turns new ideas—the inventions, into actual products, services, or processes
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Creation
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Making something out of nothing
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Synthesis
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Relating 2 or more previously unrelated phenomena
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Modification
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Altering something that already exists so that it can perform:
1 Its function better
2 A new function
3 In a different setting
4 Used by someone new
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skunkworks
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s often used to describe special units set free from the normal structure and given separate locations, special resources, and their own managers, all with the purpose of achieving innovation
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change leader
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tries to change the behavior of another person or social system.
-Person who takes leadership responsibility for changing the existing pattern of behavior of another person or social system
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transformational change
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results in a major and comprehensive redirection of the organization—new vision, new strategy, new culture, new structure, and even new people. (people resist)
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incremental change
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tweaks and nudges people, systems, and practices to better align them with emerging problems and opportunities
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force-coercion strategy
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uses the power bases of legitimacy, rewards, and punishments as the primary inducements to change (Command)
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rational persuasion strategy
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attempting to bring about change through persuasion backed by special knowledge, information, facts, and rational argument (reason)
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Shared Power strategy
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engages people in a collaborative process of identifying values, assumptions, and goals from which support for change will naturally emerge. (Collaborate)
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Why People Resist Change
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Fear of the unknown
Disrupted habits
Loss of confidence
Loss of control
Poor timing
Work overload
Loss of face
Lack of purpose
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diversity maturity
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the ability to respect and work with others who may be ethnically and culturally different
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workplace diversity
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would also include differences in such areas as religious beliefs, education, experience, family status, national cultures, and perhaps more
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Inclusivity
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the degree to which they are open to anyone who can perform a job, regardless of race, sexual preference, gender, or other diversity attribute
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multicultural organization
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is based on pluralism and operates with inclusivity and respect for diversity.
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organizational subcultures
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informal groupings of persons that form around such things as gender, age, race and ethnicity, and even job functions
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ethnocentrism
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acting in ways that suggest that their subculture is superior to all others.
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glass ceiling
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a hidden barrier to the advancement of women and minorities
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Biculturalism
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is when minority members adopt characteristics of majority cultures in order to succeed.
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Affirmative action
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Steps taken for purpose of eliminating present effects of past actions
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cultural intelligence
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—the ability to adapt and adjust to new cultures
-includes:
1. self awareness
2. flexibility
3. Willingness to learn
4. sensitivity
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low- context cultures
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most communication takes place via the written or spoken word. (meaning literal and clear)
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High-context cultures
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rely on nonverbal and situational cues as well as spoken or written words in communication.
(meaning is implied & less obvious from body language, setting non-verbal clues, timing, etc. is needed)
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monochronic culture
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as one in which people tend to do one thing at a time
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polychronic culture
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people are more flexible about time and who uses it. They often try to work on many different things at once, perhaps not in any particular order
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Proxemics
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is the study of how people use interpersonal space
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ecological fallacy
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- is acting with the mistaken assumption that a generalized cultural value, such as individualism in American culture or masculinity in Japanese culture, applies always and equally to all members of the culture
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global sourcing
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where a business purchases materials, manufacturing components, or services from around the world.
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exporting
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selling locally made products in foreign markets
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importing
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—buying foreign-made products and selling them in domestic markets
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licensing agreement
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where foreign firms pay a fee for rights to make or sell another company’s products in a specified region.
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franchising
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a foreign firm buys the rights to use another’s name and operating methods in its home country.
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Joint venture
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a co-ownership arrangement in which the foreign and local partners agree to pool resources, share risks, and jointly operate the new business.
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global strategic alliances
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in which foreign and domestic partners cooperate for mutual gains
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greenfield venture
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establishes a foreign subsidiary by building an entirely new operation in a foreign country.
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a foreign subsidiary
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is a local operation completely owned and controlled by a foreign firm.
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MANGMT 3000: EXAM 1