MNGT 3100

Principles of management

means by which one manages; actvities involving: planning, leading, controlling individual, groups, resources

What is goal directed?

means designed to achieve some outcome, such as make a profit, win pay increases for members, meet spiritual needs, or provide social satisfaction.

Satisficing

means that decision makers choose the first solution alternative that satisfies minimal decision criteria.

heuristics

means that people use judgmental shortcuts in searching for alternative solutions

Four core management functions

planning (setting goals and deciding activities), organizing (organizing activities and people), leading (motivating, communicating with, and developing people), and controlling (establishing targets and measuring performance)

negotiator role

represents organization at negotiations

Systems Thinking

see both the elements and the interaction in a system/situation

monitor

seek information

programmed decisions

situations that have occurred often enough to enable decision rules to be developed and applied in the future

Figurehead role

symbolic head; required to perform a number of routine duties of a legal or social nature

General Environment

technological, natural, sociocultural, economic, legal/political, international

Scientific Management Theory

the systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency; scientific approach; rational frank and lilian: time and motion studies

The nature of management is to

to motivate and coordinate others

Contingency View

view each situation as unique and principles are not universal

Levels of Corporate Culture

visible and invisible

for organizations to be effective, there must be a _______________ between their structure and the conditions in their external environment.

"goodness of fit"

Evolution of Management Theory

-Scientific Management Theory -Administrative Management Theory -Behavioral Management Theory -Management Science Theory -Organizational Environment Theory

visable manifectations

-symbols: Object, act, or event that conveys organization's important values -stories: Story based on true events that is repeated frequently -heroes: Figure which exemplifies deeds, character, and attributes of culture - role models -slogans: Phrase or sentence which expresses key corporate value -ceremonies: Special event which is planned for the benefit of an audience

8 points of google article

1) is a good coach 2) empowers the team and does not micromanage 3) expresses interest in and concern for team members' success and personal well being 4) is productive and results oriented 5) is a good communicator, listens and shares 6) helps with career development 7) has a clear vision and strategy for the team 8) has key technical skills that help him/her advise the team

Elements of a learning organization

1) team based structure - Shifting, project oriented; Collaborative relationships 2) open information - communication of info 3) empowered employees - Self-directed workgroups; People are primary resource

What do managers do?

1. set objectives 2. organize 3. motivate and communicate 4. measure 5. develop people Some of the major ways in which managerial activities have been catergorized include: - Categorizing activities by their functions - Categorizing activities by the roles managers use in carrying work - Categorizing managerial jobs in terms of demands, constraints and choices

administrative model of decision making

A descriptive approach, recognizing that people do not always make decisions with logic and rationality, that outlines how managers actually do make decisions; also known as the organizational, neoclassical, or behavioral model. used for non programmed

Principle

A fundemental statement of basic truth that provides a guide to thought & action

Classical Model of Decision Making

A prescriptive approach - asserting that managers are logical, rational individuals who make decisions that are in the best interests of the organization - that outlines how managers should make decisions; also known as the rational model.

decision making models

Classical, Administrative, Political

political model of decision making

Closely resembles the real environment in which most managers and decision makers operate. Decisions are complex (nonprogrammed). Disagreement and conflict over problems and solutions are normal.

Skills for managing a department or organization can be placed in three categories:

Conceptual, Human, Technical

decision making conditions

Conditions of certainty Ambiguity Conditions of risk Conditions of uncertainty

Managerial Functions: Controlling

Controlling Compare actual performance with goals Correct problems or deviations to get organization back on track

resource allocator role

Decide who gets resources; budgets, travel, equipment

Effectiveness

Doing the right task; achieving the stated goal refers to the degree to which the organizations contibute so much to society

Efficiency

Doing the task correctly while minimizing resource cost (Money, people,equipment) Pertains to the amount of resources -- raw materials, money, and people -- used to produce a desire volume of output

the external organizational enviornment

Forces and conditions existing outside the organization's boundaries that potentially affect the organization. Two Layers Task environment. General environment.

What does it mean to be a successful manager means thinking...?

In terms of building teams and networks and becoming a motivator and an organizer within a highly interpendent system of people and work

Why does innovative management matter?

Innovations in products, services, management systems, production processes, corporate values, and other aspects of the organization are what keeps the companies growing, changing, and thriving. Without innovation, no company can survive over the long run

What is performance?

Is defined as the organization's ability to attain its goals by using resources in an efficent and effective manner The ultimate responsibility of managers to achieve high performance

What is management?

Is the attainment of organizational goals in an effective and efficent manner though planning, organizing, leading, and controlling organizational resources A process which involves: Planning, Organizing, Leading, and Controlling and using resources carrying out activities in an organization setting acting to accomplish tasks to achieve desired results in effect manner

Managerial Functions: Leading

Leading Motivate others Direct activities of others Select effective communication channels Resolve conflicts

New managers have to make the transformation in a "trial by fire" what does that mean?

Learning on the job as they go, but organizations are beginning to be more responsive to the need for new manager training

liasion

Maintains a network of outside contacts who provide favors and information

bounded rationality

Means that people have the time and cognitive ability to process only a limited amount of information on which to base decisions.

Informational manager

Moniter, disseminatior, spokesperson

competitors

Organizations that provide goods or services to the same set of customers

Managerial Functions: Organizing

Organizing Assigning tasks to be done and working relationships who is to do them how tasks are grouped where decisions are made Outcome Organizational Structure

Suppliers

People or organizations that provide supplies—that is, raw materials, services, equipment, labor, or energy—to other organizations

Customers

People or organizations who obtain goods or services from the organization

Managerial Functions: Planning

Planning Identify and select organizational goals Decide actions which are needed to achieve goals Decide how to allocate or obtain organizational resources Outcome Strategy

What are two major reasons that managers fail?

Poor communication & Poor interpersonal skills

disturbance handler

Resolves conflicts among staff, and problems that arise in daily operations.

Two important ideas in this definition...

The PROCESS of how organization goals are achieved -- planning, organizational leading, controlling The RESULTS of management -- Organizational performance -- effiency and effiectiveness

Labor Market Factors

The people available for hire by the organization Growing need for computer-literate workers The necessity for continuous investment in human resources

Who does the individual performer rely on?

Themselves

According to researchers, what do managers like to do and what to they least like to do?

They enjoy actvities such as leading others, networking, and leading innovation They least like to do activities such as controling, subordinates, handling paperwork, and managing time pressures

How does the manager get things done?

Through other people

T/F. 80% agree that "innovation is more important than cost-reduction for long-term success

True

T/F. A manager's weakness become more apparent during stressful times of uncertainty, change, or crisis

True

T/F. All managers have to pay attention to costs, but severe cost cutting to improve efficency can sometimes be hurt organizational effectiveness

True

T/F. An individual performer is a specialist and a "doer"

True

T/F. During turbulent times, managers really have to stay on their toes and apply all their skills and competencies in a way that benefits the organization and its stakeholders -- employees, customers, investors, the community, and so forth

True

T/F. Ethical and financial scandals have left people cynical about business managers and even less willing to overlook mistakes

True

T/F. Good management is important because organizations contibute so much to society

True

T/F. If managers do not communicate effectively, including listening to employees and customers and showing genuine care and concern, organizational performance and reputation suffer

True

T/F. Innovation management is critical in today's tubulent world

True

T/F. Management often is a different experience from what people expect

True

T/F. Managers are responsible for helping their organizations navigate though the unpredictable with flexibility and innovation

True

T/F. Managers have complex jobs that requre a range of abilties and skills

True

T/F. Managers set goals, organize activities, motivate and communicate, measure performance, and develop people

True

T/F. One reason for manager failure is ineffective communication skills and practice, cited by 81 percent of managers surveyed

True

T/F. The manager has to be a generalist and learn to coordinate a broad range of activities

True

T/F. The success of Twitter and Square can be attributed to the effectiveness of its innovative managers

True

employee engagement

an individual's involvement, satisfaction, and enthusiasm for work understanding their role and having the ability to fill it willing to do whats needed for the organizations success

nonprogrammed decisions

are made in response to situations that are unique, are poorly defined and largely unstructured, and have important consequences for the organization

administrative managment theory

authority structures What comes to mind when you hear the word "bureaucracy?" Max Weber developed five principles of bureaucracy in Germany Designed to ensure efficiency and effectiveness in organizations Henri Fayol's Principles of Management

Disseminator

communicate information to organization

spokesperson

communicates information to people outside group or organization

Task Environment

customers, competitors, suppliers, labor market

leader

direct and motivate subordinates; train, counsel, and communicate with subordinates

Humanistic Perspective

emphasized understanding human behavior, needs, and attitudes in the workplace; effective control from within; relations among people Hawthorne Studies brought this perspective to forefront.

Decisional Managerial Roles

entrepreneur, disturbance handler, resource allocator, negotiator

Interpersonal Managerial Roles

figurehead, leader, liaison

Total Quality Management (TQM)

focusing the whole organization on delivering quality and service

Entrepreneur

initiate new ideas

What is organization?

is a social entity that is goal directed and deliberately structured

Decision Making Process

is the process of identifying opportunities; A decision is a choice made from available alternatives