98 Cards in this Set
| Front | Back |
|---|---|
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Brainstorming
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Coming up with as many solutions as possible in a short period of time with no censoring of ideas.
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PMI
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Plus, minus, implications
Listing all of the pluses for a solution in one column, the minutes in the second and the implications in a third.
The pluses should exceed the minuses
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Line employees
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Directly involved in production of a good or service
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Staff employees
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Advice or support roles
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Company that is known for 'empowering' their employees
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FedEx
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What is Watson?
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Machine that Understands natural language and can generate hypotheses
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Just-in time inventory
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Minimal inventory, minimal waste, strong alliances with supplies to make sure materials arrive when they are needed
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Six sigma
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Must produce no more than 3.4 defects per million opportunities. Quality check
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Mass production
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Brought about the CREATION of a much more COMPLEX work environment.
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Statistical process control
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Continued quality check through process
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Span of control
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Number of subordinates under a supervisors supervision.
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Matrix organization
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Don't report to just one person.
Employees from different areas work together. Causes confusion on who to report to and where your loyalties are
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Cross-functional teams
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Groups of employees from different departments work together on long term basis.
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Theory x
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Workers dislike work
Worker has little to no ambition
Wants to avoid responsibility
Needs to be closely supervised
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Theory y
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Work is as natural as play or rest
Can excercise self-direction
Will seek responsibility
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Change
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Is the hardest task to face
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Formal structure
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Concerned with relationship between authority and subordinate.
In an organizational chart there are clear job titles, financial obligations and clear lines of authority.
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Mallows hierarchy of needs
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From bottom of the pyramid to top
Physiological needs
Safety needs
Social needs
Esteem needs
Self-actualization needs
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Two questions fromTodd Euglows presentation
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Never use I or MY on resume
Put most important info on the LEFT side
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Demings 14 points are applicable to...
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Small and large companies..servic, retail, manufacturing
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What production process video did we have to watch?
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Hershey's
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What company has created 100 Icons of progress?
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IBM
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Strategic Planning
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big picture view
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Tactical planning
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short-term detailed
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operational plannig
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standards/schedules
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Contingency planning
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what if
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Henry Mitzberg
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Managerial roles
legal/social, motivational, networking
gathers info, spokesperson (inside & outside of firm)
organizes strategy, handles crises, allocates resources, negotiator
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what is a firms mission statement?
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why they exist
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the control function of management includes something in addition to statistical analyses
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observation and oral reports
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boundaryless organization
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organizational approach
not defined by or limited to the horizontal, vertical, or external boundaries set by a predefined structure
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What state is "kind of a hidden secret"?
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ALABAMA
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ISO standards
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ISO 9000
-quality assurance
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ISO
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international organization for standardization
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Frederick Taylor
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Father of Scientific management
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taylor's scientific management
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studied workers to determine the most efficient ways of doing things and then teaching the techniques.
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Time-motion studies
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studies of which tasks must be performed to complete a job and the time needed to do each task
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Frank and Lillian Gilbreth
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developed Principle of Motion Economy.
- every job can be broken down into a series of elementary motions called a therblig
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controlling
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establishing clear objectives
monitor and record performance
compare against standards
communicate results
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CKO
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chief knowledge officer
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knowledge management
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finding the right information and keeping that info in an accessible place. make it known to everyone in the firm
-also keeping the info within the firm, even when someone leaves
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Hawthorne effect
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-workers performed efficiently under different levels of light
-productivity increased regardless of light condition
-effect is that workers perform better when they are being watched
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companies from each chapter:
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ch. 7-whole foods
ch 8-Xerox
ch 9-IBM
ch 10-Panda Express
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choices of majors for management students in COB
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entertainment management, entrepreneurship
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Leaders must:
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-communicate a vision, rally others around it.
-est. corporate values
-promote corporate ethics
-embrace change
-stress accountability and responsibility
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organizational chart
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a diagram that represents the positions and relationships within an organization
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what is fortunes rating of the best company to work for
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GOOGLE
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Lean Manufacturing
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-learn to reduce less waste from your manufacturing chain
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value chain and internal customers
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those people through which value is added as the product passes through the company and activities inside the firm
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technical skills
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specific skills for a department
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human resource skills
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communication and motivation
having people skills
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conceptual skills
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putting the pieces together to see the whole picture
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Fayol
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14 principles of management
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|
weber
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bureaucracy
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autocratic leadership
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decisions are made by the leader
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participative or democratic leadership
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work together to make decision
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Free-Rein leadership
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laissez Faire
- managers set objectives and employees figure out how to meet them
|
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who developed theory x and y
|
Douglass McGregor
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who developed the theory of motivators and hygiene factors and extrinsic vs intrinsic rewards
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hertzberg
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intrinsic reward vs extrinsic reward
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-intrinsic is personal satisfaction
-extrinsic is being rewarded by something for good work
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high-low context
|
hall
|
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Job Characteristic Model
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Hackman and Oldham
|
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reinforcement theory
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skinner
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equality theory
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Adams
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expectancy theory
|
varoom
|
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internal vs external customers
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-internal: value is added as the product passes through the company activities inside the firm
-external: passes outside the firm
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PERT
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program evaluation and review technique
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critical path
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planning; the path is the task that takes the longest
|
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fortune magazines #1 company to work for
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Google
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what company used a 400-member team and empowered them to create the "wow" response for one of the company's sleek convertibles
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Ford Mustang
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functions of management
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planning, leading, controlling, organizing (directly)
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SWOT
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strengths
weaknesses
opportunities
threats
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What if
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best, worst, most probable case
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7 steps of rational decision-making model
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1. define problem
2. collect info
3. develop choices
4. develop agreement with those involved
5. decide choice
6. do it
7. follow up
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3 factors that determine your management style
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leader
follower
situation
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Hierarchy
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A system in which one person is the top of an organization and there is a rank or sequential ordering from the top down
|
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Chain of Command
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the line of authority that moves from the top of the hierarchy to the lowest level
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Centralized Authority
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Decision-making is concentrated at the top of the hierarchy
|
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Decentralized Authority
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decision-making is pushed down to lower levels of the chain of command (flatter structure)
|
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Benchmarking
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Compares an organization's practices, processes and products against the world's best
|
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Core Competencies
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the functions an organization can do as well as or better than any other organization in the world
|
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Corporate Culture
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A blend of the values, beliefs, taboos, symbols, rituals and myths all companies develop over time
|
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Production
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the creation of goods using land, labor, capital, entrepreneurship and knowledge
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production management
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all the activities managers do to help firms create goods
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Value
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the enduring belief that a specific mode of conduct is personally or socially preferable to another mode of conduct
|
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Process manufacturing
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the part of production that physically or chemically changes materials
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Assembly process
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the part of the production process that puts together components
|
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Flexible Manufacturing
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designing machines to do multiple tasks so they can produce a variety of products
|
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Motivators
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job factors that cause employees to be productive and that give them satifucation
|
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Hygiene factors
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job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased
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Goal-setting theory
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setting ambitious but attainable goals can motivate workers and improve performance if the goals are accepted, accompanied by feedback and facilitated
|
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Management by Objectives (MBO)
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Clarifies roles employees are expected to perform to meet company's goals
|
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Expectancy Theory
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the amount of effort employees exert on a specific task depends on their expectations of the outcome
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Reinforcement Theory
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positive and negative reinforcers motivate a person to behave in a certain ways
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Equity Theory
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Employees try to maintain equity between inputs and outputs compared to others in similar positions
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Job Enrichment
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A motivational strategy that emphasizes motivating the worker through the job itself
|
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Job enlargement
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a job enrichment strategy that involves combining a series of tasks into one challenging and interesting assignment
|
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Job rotation
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a job enrichment strategy that involves moving employees from one job to another
|
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ISO 14000
|
Best practices for a company's impact on the environment
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BUS 135: Exam 4 Study Guide