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136 Cards in this Set
- Front
- Back
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Organization
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A systematic arrangement of people brought together to accomplish some specific purpose
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3 Common Characteristics of Organizations?
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Distinct Purpose
People or Members Systematic structure |
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Operatives
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People who work directly on a job or task and have no responsibility for overseeing the work of others
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Managers
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Direct the activities of other people in the organization
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First-line manager (SUPERVISORS)
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Responsible for directing the day to day activities of operative employees
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Middle Manager
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Manage other managers and maybe some employees and typically responsible for translating the goals set by top management into specific details that lower level managers can perform
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Top Managers
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Responsible for making decision about the direction of the organization and establishing policies that affect all organizational members
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Management
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Process of getting things done, effectively and efficiently, through and with other people
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Process
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Primary activities managers perform
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Efficiency
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Doing the task correctly and refers to the relationship between inputs and outputs
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Effectiveness
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Doing the right task; goal attainment
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Management Process 4 parts?
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1. Planning-setting goals
2. Organizing-determining how to achieve goals 3. Leading-motivating employees 4. Controlling-monitoring activities |
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What was Henry Mintzberg famous for?
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Mintzber's Managerial roles (10 diff roles/behaviors)
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Managerial roles 3 primary headings?
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Specific categories of "managerial behavior", often grouped under three primary headings: 1. Interpersonal 2. Informational 3. Decisional
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Small business
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Any independently owned and operated profit-seeking enterprise that has fewer than 500 employees
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Conceptual skills
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ability to analyze and diagnose complex situations
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Interpersonal skills
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The ability to work with and understand (motivate) others
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Technical skill
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Applying specialized knowledge
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Political Skills
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Enhancing one's position and building a power base
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Management competencies
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(Standard for management) A cluster of knowledge, skills, and attitudes related to effective managerial performance
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Adam Smith wanted?
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Wealth of Nations, DIVISIONS OF LABOR
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Division of labor
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The breakdown of jobs into narrow, repetitive tasks
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Fredrick Taylor's father of what?
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Scientific management
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Industrial revolution
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Machine power, mass production, transportation
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Classical approach
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Describe hypotheses of 1. Scientific management 2. General administrative
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Scientific management
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"One best way" for a job to be done
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Gilbreth's: Frank and Lillian did what?
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Eliminate wasteful hand and body motions
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Therbligs
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The Gilbreths classification scheme for labeling 17 basic hand motions
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Henry Gantt?
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Expanded scope to work of managers as well of operatives (Gantt chart)
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Henry Fayol?
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Fayol Management process (planning, organizing, leading, control)
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3 waves of modernization?
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Classical Contributions (Taylor, Gilbreth, Fayol Weber), Human Resource (, Quantative approach
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Max Weber?
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Bureaucracy!-Ideal organization characterized by division of labor, heirachry, rules, impersonal relationships
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General administrative theorists
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Developed general theories of what managers do and what constitutes good management practice
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Owen?
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Improve labor conditions (Courage and commitment to sufferage)
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Munsterberg?
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Psychology
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Follet
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Motivation, leadership, power and authority (individual potential)
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Barnard
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Managers function to communicate and motivate employees
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Hawthorne studies?
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Illumination levels on worker productivity "Human factor" on organizations Social norms or standards of group key to individual work behavior
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Human Relations Movement
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believed in the importance of employee satisfaction
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Quantitiave Approach
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WWII Operations Research-contributed directly to management decision making (PLANNING AND CONTROL RELATED DECISION MAKING)
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Stimulated the HR approach?
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1. Mechanistic view of classicists 2. Great depression
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Koontz Process Approach
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Management process is circular and continuous
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Systems Approach
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Defines a system as a set of interrelated and interdependent parts arranged in a manner that producesa unified whole
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2 basic types of Systems
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Open-dynamically interacts with it environment
Closed-no influence by and does not interact |
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Stakeholder
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Any group that is affected by organizational decisions and policies
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Contingency Approach
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Situational approach to management that replaces more simplistic systems and integrates much of management theory
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What are the 3 waves of modernization by Toffler?
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1. Agriculture
2. Industrialization 3. Information |
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Knowledge workers
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Workers whose jobs are designed around applying info
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Business process outsourcing
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Outsourcing an entire business process
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Global village
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Refers to the concept of a boundaryless world
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Multinational corporations (MNCs)
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Companies that maintain significant operations in two or more countries at the same time but are based in one home country
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Transnational Corporation (TNC)
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Company that maintains operations in more than one country at the same time and decentralizes decision making in each operation to the local country
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Borderless Organization
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Geographic barriers are broken down
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Organization 3 stages to go global?
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1. Passive-exporting to foreign countries
2. Initial Overt Entry-Hiring foreign rep. (managers contract with foreign firms to produce their product) 3. Established International Operations-foreign subsidiary |
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Strategic Alliances
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A domestic and a foreign firm share the cost of developing new products or building production facilities in a foreign country
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Parochialism
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Narrow focus in which one sees only through one's own view
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Hofstede's?
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5 dimensions of national culture
Power distance Individualism Quantity of life Uncertainty avoidance Long-term vs short |
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GLOBE?
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Ongoing cross-cultural investigation of leadership and "national culture"
9 dimensions! |
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Technology
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Any equipment, tools or operating methods that are designed to make work more efficient
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E-commerce
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Any computer transaction that occurs when data are processed and transmitted over the internet (presenting product and filling orders)
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E-business
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The full breadth of activities included in a successful Internet-based enterprise
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E-organization
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Applications of e-business concepts to all organization
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Telecommuting
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A system of working at home on a computer that is linked to the office
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Social Responsibility
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A firm's obligation beyond that required by the law and economics to pursue long-term goals that are beneficial to society
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Social Obligation
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The obligation of a business to meet its economic and legal responsibilities and no more
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Ethics and 3 views
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Set of rules or principles that defines right from wrong
1. Utilitarian-decisions made on outcomes or consequences "greatest good for greatest number" 2. Rights view-respect and protect individual liberties and privileges 3. Theory of Justice-imposes and enforces rules fairly and impartially |
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Code of Ethics
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Formal document stating ethical rules in an organization
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Entrepreneurship
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Initiating a business and assuming risks and rewards
Pursuit of opportunities Innovation Growth |
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Intrapreneurs
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A person who has entrepreneurial spirit in a large organization
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Workforce Diversity
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Varied background of organizational members
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Downsizing
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Create a more efficient operation through extensive layoffs
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Rightsizing
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Linking staffing levels to organizational goals
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Outsourcing
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Using outside firms to provide products or services
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Contingent workforce
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Part-time, temporary workers who are available for hire on as needed
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Core employees
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Small group of full-time employees who provide some essential jobs tasks for the org.
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Customer responsive atmosphere
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Employees attitudes are associated with customer satisfaction
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Empowerment
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Employees have the decision discretion to do whats necessary to please the customer
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Continuous improvement
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Constantly improve the quality of a product or service FAULT: false sense of security FIX: complete overhaul
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Deming?
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Components of Continuous improvement management driven by customer needs
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Work Process Engineering
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Radical or quantum change in an organization
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Benefits of Planning?
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Direction
Reduces the impact of change Minimizes waste and redundancy Sets the standards to facilitate control |
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Drawbacks of planning?
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Create rigidity
Can't be developed for a dynamic environment Can't replace intuition and creativity |
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Strategic Plans
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Plans that apply to the entire organization, establish the overall objectives DRIVE TO ACHIEVE GOALS! 5 yrs+ FORMULATION OF OBJECTIVES
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Tactical plans (Operational plans)
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Specify the details of how the objectives are to be achieved (monthly weekly) HOW OBJECTIVES WILL BE OBTAINED
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Single-use plan
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A plan used to meet the needs of a situation
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Standing plans
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A plan that is ongoing and repeats performed actions
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Management by objectives (MBO)
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Specific performance objectives determined by employers and employees, feedback and rewards are allocated
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Strategic management process
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9 step process that involves strategic planning, implementation, and evaluation
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Strategic management process 9 steps?
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1. Identify the organization current mission, objectives and strategies
2. Analyze the environment 3. Identify the opportunties and threats 4. Analyze the organization's resources 5. Identify the strengths and weaknesses 6. Reassess the organizations mission and objectives 7. Formulate strategies 8. Implement strategies 9. Evaluate results |
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Grand strategies
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Four primary types of strategies:
Growth, stability, retrenchment and combination |
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Mission statement
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The purpose of an organization
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Environment scanning
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Scanning info to detect trends and create scenarios
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Competitive intelligence
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Seeks basic information about competitors
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Opportunities
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Positive external environmental factors
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Threats
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Negative external environmental factors
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Strengths
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Internal resources that are available or things than an organization does well
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Core competency
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Any of the strengths that represent unique skills or resources that can determine the organization competitive edge
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Weakness
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Resources that an organization lack or doesn't do well
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SWOT analysis
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Analysis of an organization strengths, weaknesses, opportunities, and threats in order to discover a niche they can exploit
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Growth strategy
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Increase the level of its operations
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Merger
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Occurs when two companies, combine their resources to form a new company
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Acquisition
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Larger company buys a smaller one and incorporates the acquired company's operations into its own
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Stability strategy
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Absence of significant changes Environment must be good
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Retrenchment strategy
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Company that is reducing its size, right now!
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Combination strategy
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Two or more growth, stability,and retrenchment strategies
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Cost-leadership strategy
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Lowest-cost producer in its industry
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Differentiation strategy
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Wants to be unique in its industry within a broad market
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Focus strategy
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Establish an advantage in a narrow market segment
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Benchmarking
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(Copy methods of other successfulls) Search for the best practices among competitors or no competitors that lead to their superior performance
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What are the 4 Grand strategies?
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Growth, stability, retrenchment, and combination
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Decision-making process
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8 steps that include identifying, selecting, evaluating, the effectiveness of a solution
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Decision implementation
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Conveying the decision to those affected to see whether it has corrected the problem STEP 7!
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Rational
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Describes choices that are consistent and value maximizing within constraints
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Certainty
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In making a decision, the decision maker knows the outcome of every possible alternative
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Risk
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The probability that a particular outcome will result from a given decision
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Uncertainty
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Managers do not have full knowledge of the problem and cannot determine even a reasonable probability of alternative outcomes
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Creativity
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The ability to produce novel and useful ideas
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Satisfice
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Making a good-enough decision
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Simon's "Bounded rationality"
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Behavior that is rational within the parameters of a simplified model that captures the essential features of a problem
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Heuristics
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Judgmental shortcuts
2 forms: Availability Representive |
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Availability heuristic
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Tendency for people to base their judgement on information that is readily available to them
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Representative heuristic
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Tendency for people to base judgments of probability on things with which they are familiar
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Escalation of commitment
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An increased commitment to a previous decision despite negative information
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Well-structured problems
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Straightforward, familiar, easy defined RESPOND WITH: Programmed decision making
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Ill-structured problems
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New problems in which info is ambiguous or incomplete RESPOND WITH: non programmed decision making
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Programmed decision
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Repetitive decision that can be handled routinely *simple and relies on past occurrences
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Procedure
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A series of interrelated sequential steps (difficulty: identifying the problem)
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Rule
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An explicit statement that tells managers what they ought or ought not to do
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Policy
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A general guide that establishes parameters for making decisions
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Non Programmed decision
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Decisions that must be custom-made to solve unique and nonrecurring problems
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Advantages of group decision making?
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Make better decision
More creative 5-7 people best! generates more alternatives |
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Disadvantages of group decision making?
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More time consuming
Minority domination-people never equal Pressures to conform |
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Group think
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The withholding by group members of different views in order to appear to be in agreement
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Brainstorming
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An idea-generating process that encourages alternatives while withholding criticism
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Nominal group technique
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A decision-making technique in which group members are physically present but operate independently (each writes a list and collects them)
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Electronic meeting
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A type of nominal group technique in which participants are linked by computer (anonymity, honesty and speed)
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