MG CH 1-4 Exames
controlling
ability to measure performance accuracy and policy
input stage
acquires resources like materials money and works
human relations movement
advocates that supervisors be behaviorally trained to manage subordinates in ways that elicit their cooperation and increase their productivity
equity
all organizational members are entitled to be treated with justice and respect
organizational structure
system of task/reporting relationships that coordinate members to work together.. how resources are best used
entropy
tendency of closed system to lose ability to control itself so it dissolves and disintegrates
informational organization
the system of behavioral rules and norms that emerge in a group
remuneration of personnel
the system that managers use to reward employees should be equitable for both employees and the organization
scientific management
the systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency Frederick W. Taylor
why are managers a vital stakeholder group
they are responsible for using a company's financial, capital, and human resources to increase performance and stock price
core competency
used to refer to departmental skills, knowledge, experiences that allows one organization to outperform its competitors
efficiency
when quantity of resources reduced
why do shareholders have a claim on company
when they buy its stock or shares, they become owners want to maximize return on investment
conversion stage
organizations workforce transforms inputs into outputs using tools techniques and machinery
Evolution of Management Theory
-Scientific Management Theory -Administrative Management Theory -Behavioral Management Theory -Management Science Theory -Organizational Environment Theory
types of company stakeholders
-Stockholders -Managers -Customers -Community, society and nation-state -Suppliers and distributors -Employees
Henri Fayol
14 principles of management
adam smith
18th century economist found mass production and job specialization
department
A group of people who work together and possess similar skills or use the same knowledge, tools, or techniques to perform their jobs
organizational performance
A measure of how efficiently and effectively a manager uses resources to satisfy customers and achieve organizational goals.
effectiveness
A measure of the appropriateness of the goals an organization is pursuing and the degree to which the organization achieves those goals.
closed system
A self-contained system that is not affected by changes in its external environment. Likely to experience entropy and lose its ability to control itself
unity of command
An employee should receive orders from only one superior
Contingency Theory
Burns and Stalker said that there is no best way to organize. characteristics of environment determine orgs structure and control systems
management science theory
Contemporary approach to management that focuses on the use of rigorous quantitative techniques to help managers make maximum use of organizational resources to produce goods and services. 3 branches- quantitative, operations, and management info systems
max weber
Developed the principles of bureaucracy-- a formal system of organization and administration designed to ensure efficiency and effectiveness.
Interpersonal Roles
Figurehead, leader, and liaison roles involve dealing with other people.
ethics vs laws
Laws are society's values and standards that are enforceable in the courts- specify sanctions or punishments Ethics are the moral principles and values that govern the actions and decisions of an individual or group ethical beleifs change as time passes and laws change to reflect the changing ethical beleifs of a society ethical beliefs lead to the development of laws and regulations to prevent behaviors and laws change or disappear as ethical beliefs change
esprit de corps
Managers should encourage the development of shared feelings of comradeship, enthusiasm, or devotion to a common cause.
weber's principles of bureaucracy
Principle 1: Formal authority derives from one's position inside the organization. Principle 2: Individuals occupy positions because of their performance. Principle 3: Each individual's authority and responsibilities are specified by the organization. Principle 4: Authority is exercised effectively when positions are arranged hierarchically. Principle 5: Rules of the organization are followed and control individual behavior.
behavioral management- mary parker follett
The study of how managers should personally behave to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals. job analysis
open system
a system that takes in resources from its external environment and converts/ transforms them into goods and services that are sent back and then bought by customers
norms
Unwritten, informal codes of conduct that prescribe how people should act in particular situations and are considered important by most members of a group or organization
Total Quality Management (TQM)
a comprehensive approach - led by top management and supported throughout the organization - dedicated to continuous quality improvement, training, and customer satisfaction analyzing input, conversion, and output activities
hawthorne studies
attempting to investigate how characteristics or work setting affect worker fatigue and performance ex lighting or illumination
mechanistic structure RESTS ON THEORY X
authority is centralized at the top of the managerial hierarchy and the vertical hierarchy of authority is the main means used to control subordinates behavior.
organic structure RESTS ON THEORY Y
authority is decentralized to middle and first line managers to encourage them to take responsibility and act quickly to pursue scarce resources
centralization
authority should not be concentrated at the top of the chain of command/managerial hierarchy
Theory X
average employee is lazy, dislikes work. managers should supervise employees and create work rules and system of rewards and punishments to ensure they work hard
managers all work in organizations
collections of people who work together and coordinate actions to achieve variety of goals or desired future outcomes
types of managerial skilss
conceptual skills- analyzing a situation and to distinguish between cause and effect human skills- understand, alter, lead, control. communication, coordination, motivation ex feedback from employees technical skills- job specific skills required to perform a particular job ex restaurant manager should know how to bookread
how can companies act ethically towards employees
create an organizational structure that fairly and equitably reward employees for their contribution. ex developed recruitment and training and reward systems
top manager
cross-departmental responsibility, establish goals, decide interaction of different departments ex ceos coos vice principals
First-line managers (supervisors)
daily supervision of the nonmanagerial employees who perform the specific activities necessary to produce goods and services ex head nurse, chief mechanics
relay assembly test experiments
designed to investigate effects of other aspects of work context on job performance like number of rest periods
four building blocks of competitive advantage
efficiency, quality, innovation, responsiveness to customers
Theory Y
employees are not lazy. managers must give them opportunities to show initiative and self-direction. decentralizing authority
total quality management
employees are organized into quality control teams and have to find better ways to perform their jobs; monitor and evaluate quality of goods they produce
Subordination of individual interest to common interest
employees should understand how their performance affects the whole organization
Decisional Roles
entrepreneur, disturbance handler, resource allocator, negotiator
dynamic capabilities
explains how companies must be stable to deliver value yet resilient and flexible when different approach needed
middle managers
find ways to help first-line managers/nonmanagerial employees to better use resources to reduce costs/improve customer service, evaluate goals and suggest to top managers how goals should be changed ex principal
levels of managers
first-line managers, middle managers, top managers
rules
formal written instructions that specify actions to be taken under different circumstances to achieve specific goals
management info systems MISs
gives managers details about events inside and outside environment
operations management
gives managers set of techniques to analyze aspect of organizations production system to increase efficiency
self managed work teams
groups of employees who assume responsibility for organizing, controlling, and supervising their own activities and monitoring the quality of goods and services they provide
stakeholders
groups of people who may be benefit or be harmed by how managers make decisions that affect them
management science theory
help managers measure and control organizational performance
flexibility
how easily they can change or alter the way they perform their activities to respond to actions of their competitors
speed
how fast companies can bring new products to the market
Behavorial Management Theory
how managers should lead and control their workforces to increase performance
examples of turnaround management
how to reduce the number of products sold or change how they are made or distributed, or close corporate and manufacturing operations to reduce costs
administrative management theory
identifying principles that will lead to the creation of the most efficient system of organization and management
organizations of an open system
input stage, conversion stage, output stage
authority
is the power to hold people accountable for their actions and make decisions concerning the use of organizational resources
division of labor
job specialization and division of labor should increase efficiency
Stability of tenure of personnel
long-term employees develop skills that can improve organizational efficiency
empowerment
management technique that involves giving employees more authority and responsibility over performance
leading
managers create vision and motivate employees so everyone understands their tasks
authority and responsibility
managers have the right to give orders and the power to exhort subordinates for obedience
discipline
managers need to create a workforce that strives to achieve organizational goals
Initiative
managers should allow employees to be innovative and creative
scientific management theory
matching people and tasks to maximize efficiency after industrial revolution
quantitative management
mathematical techniques like simulation and modeling to help organization decide how to invest capital
efficiency
measure of how productively resources are used to achieve a goal minimizing input resources to produce higher output of goods/services
Informational Roles
monitor, disseminator, and spokesperson - managers receive and communicate information
output stage
org releases outputs to environment where customers can purchase
global organizations
organizations that operate/compete in more than one country
synergy
performance that gains result from combined actions of individuals and departments only possibly in organized system. whole is greater than sum of its parts
Four Tasks of Management
planning- choosing organizational goals and courses of action to achieve them organizing- establishing task and authority relationships allowing people to work together leading- motivate, coordinate, energize people to achieve goals controlling- establishing accurate measuring/monitoring systems for systems for evaluation of completion of goals
changes in management practices
restructuring- simplifying, shrinking, downsizing operations to lower operating costs ex eliminating product teams outsourcing- contracting with another company usually low cost country abroad; lowers operating costs, frees up money and resources for business
Three managerial activities to make dynamic process
sensing, seizing, and transforming
Standard Operating Procedures (SOPs)
specific sets of written instructions about how to perform a certain aspect of a task
hawthorne effect
suggest that workers attitudes toward their managers affect level of workers performance
stakeholders
supply a company with its productive resources so they have a claim and stake in company
competitive advantage
the ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than they do
order
the arrangement of organizational positions should maximize organizational efficiency and provide employees with satisfying career opportunities
time and motion study in scientific management
the careful timing and recording of the actions taken to perform a particular task
turnaround management
the creation of a new vision for a struggling company using a new approach to planning and organizing to make better use of a company's resources allowing it to thrive
ethics
the inner guiding moral principles, values, and beliefs that people use to analyze or interpret a situation and then decide what is the right or appropriate way to behave
line of authority
the length of the chain of command that extends from the top to the bottom of an organization should be limited
unity of direction
the organization should have a single plan of action to guide managers and workers
management
the planning, organizing, leading, and controlling of human and other resources to achieve organizational goals efficiently and effectively
job specialization
the process by which a division of labor occurs as different workers specialize in tasks
innovation
the process of creating new or improved goods and services or developing better ways to produce or provide them
ethical dilemma
the quandary ppl find themselves in when they have to decide if they should act in a way that helps another person and is the right thing to do even if it goes against their own self interest people decide in a way that might help another person even if doing so goes against self interest
Organizational Environment
the set of forces and conditions that operate beyond an organization's boundaries but affect a manager's ability to acquire and utilize resources ex raw materials and skilled ppl
administrative managemenet
the study of how to create an organizational structure and control system that leads to high efficiency and effectiveness
organizational behavior
the study of the factors that have an impact on how individuals and groups respond to and act in organizations