Organization and Management Study Guide

horizontal cimmunication

flows within and between work units, managers can spend as much as a 1/3 of their time in this form, consulting with co-workers , sharing info, coordinating, solving problems, resolving conflict -encourage though meetings, committees, tasks forces, matrix structures -essential for innovation -impeded by: competition, specialization of their own job, organizational culture that doesn't encourage collabs, incentive systems that reward individual behavior

Roles of a manger - Mintzberg

managers play three roles: interpersonal, informational, and decisional. Interpersonal roles - managers interact with people inside and outside of company, include figurehead, leader, and liaison activities. figurehead (symbolic tasks that represent company), leader (decisions about training and motivating) liaison (politician making alliances) Informational roles- managers receive and communicate information with other people inside and outside the organization, include monitor, disseminator, and spokesperson. monitor (constantly alert for useful info), disseminator (constantly tell employee info), spokesperson ( diplomat, best face to people outside) Decisional roles - managers use information to make decisions to solve problems or take advantage of opportunities, include entrepreneur, disturbance handler, resource allocator, and negotiator. entrepreneur (initiate and encourage change), disturbance handler (fix problems), resource allocator (setting priorities about use of resources), negotiator (working with peps inside and outside to accomplish goals)

in what situation is lean medium most effective?

nonroutine situations and to avoid overloading ex: monthly routine sale reports -lean medium can results in info oversimplification

in what situation is rich media most effective?

nonroutine situations and to avoid oversimplification ex: intro of new employee benefit -rich medium can cause info overload in routine situations

triple bottom line

representing people, planet, and profit (the 3 Ps)—measures an organization's social, environmental, and financial performance. an organization has a responsibility to its employees and to the wider community (people); is committed to sustainable development (planet); and includes the costs of pollution, worker displacement, and other factors in its financial calculations (profit)

general manager

responsible for several organizational activities

communication process

sender: encodes message, selects medium -> message: is transmitted through a medium -> receiver: decodes message, decides if feedback needed -> feedback: reciever expresses reaction through a medium

general or macro environment

set of broad, uncontrollable forces in the external environment that impact the organization

what is a system?

set of interrelated parts that operate together to achieve a common purpose.

stakeholders vs shareholders/stockholders

stakeholders = interest in company shareholders/stockholders = own company

ethics

standards of right and wrong that influence behavior

complexity theory

study of how order and pattern arise from very complicated, apparently chaotic systems. Complexity theory recognizes that all complex systems are networks of many interdependent parts that interact with each other according to certain simple rules, open systems stress multiple feedback from both inside and outside the organization

external stakeholders belong in which environment?

task and general environment

3 skills of outstanding manager

technically skills - job-specific knowledge needed to perform well in a specialized field, ability to do the job (lower levels of management) conceptual skills - consist of the ability to think analytically, to visualize an organization as a whole and understand how the parts work together (more important as you move up in ladder, top managers) human skill - ability to work well in cooperation with other people to get things done—especially with people in teams, an important part of today's organizations

empathy

the ability to recognize and understand another person's feelings and thoughts, put yourself in their shoes

the medium

the pathway by which a message travels sender (encoding) -> message (medium) message -> (decoding) reciever

Management

the pursuit of organizational goals efficiently and effectively by integrating the work of people through planning, organizing, leading, and controlling the organization's resources

mindfullness

the state of being fully aware of what is happening in the present moment without reacting or applying judgment -most effective strategies for increasing your ability to be mindful is meditation

communication

transfer of info and understanding from one to another

grapevine

unofficial communication system of the informal organization, a network of in-person and online gossip and rumor -delivers as much as 70% of all organizational communication -managers can reduce grapevine by relying on open-door policy, providing fast and transparent info. quickly responding to gossip, being a role model

Effiency means to

use resources like people, money, raw materials wisely and cost-effectively

cyberloafing

using the internet at work for personal use, primary concern for emplyers in the adoption of social media -costs businesses up to $85 billion per year -1000 office workers found almost 60% of them couldn't make it through the day without checking -NFL Arizona Cardinals Kill Kingsbury believes in social media breaks, tema can check phone every 30 mins

human relations movement and its contributors

which proposed that better human relations could increase worker productivity - Abraham Maslow and Douglas McGregor - theories is the notion that more job satisfaction leads to greater worker performance

ethical dilemma

you have to decide whether to pursue an action that may benefit your organization but is unethical or illegal ex: volkswagen with carbon emissions

organization

A group of people who work together to achieve some specific purpose

high performance work practices include what 3 practices?

Ability-enhancing practices: Formal selection tests, structured interviews, hiring standards or selectivity, high pay, and training opportunities. Motivation-enhancing practices: Providing rewards based on individual and group performance and use of formal performance evaluation systems and merit-based promotion systems. Opportunity-enhancing practices: Employee involvement via formal participation processes, ongoing communication and information-sharing practices, and autonomy in making work-related decisions.

philanthropy

Andrew Carnegie, making charitable donations to benefit humankind. Carnegie became well known as a supporter of free libraries. -"who dies rich dies thus disgraced" - Bill and Millinda Gates foundation has pledged to spend billions on health, education, overcoming poverty

Corporate Social Responsibility

Carroll suggests the responsibilities of an organization in the global economy should take the following priorities, with profit being the most fundamental (base of the pyramid) and corporate citizenship at the top: ■Be a good global corporate citizen, as defined by the host country's expectations. ■Be ethical in its practices, taking host-country and global standards into consideration. ■Obey the law of host countries as well as international law. ■Make a profit consistent with expectations for international business.

Elton Mayo

Elton Mayo and his associates at Western Electric's Hawthorne plant near Chicago, what came to be called the Hawthorne studies began with an investigation into whether workplace lighting level affected worker productivity. Hawthorne effect— employees worked harder if they received added attention, if they thought that managers cared about their welfare, and that supervisors paid special attention to them. -This in turn led to the so-called human relations movement in the 1950s and 1960s.

What have HPWPs done to employees?

HPWPs were associated with lower turnover and absenteeism and higher employee commitment and extra-role behavior. HPWPs also were related to greater organizational performance, financial performance, efficiency, and creativity It's not enough to have one type of HPWP. The best outcomes are obtained when managers integrate several HPWPs

what three pioneered the behavioral theory?

Hugo Munsterberg, Mary Parker Follett, and Elton Mayo

defensive communciation vs nondefensive communication

defensive - include either aggressive, attacking, angry communication or passive, withdrawing communication nondefensive - that is assertive, direct, and powerful.

information communication channels

develop outside the formal structure and do not follow the chain of command—they are more spontaneous, can skip management levels, and can cut across lines of authority.

efficient vs effective communicator

efficient: when you can transmit your message accurately in least amount of time effective: intended message is accurately understood by another person

Behavioral viewpoint

emphasized the importance of understanding human behavior and of motivating employees toward achievement. The behavioral viewpoint developed over three phases: (1) early behaviorism, (2) the human relations movement, and (3) behavioral science.

contingency viewpoint

emphasizes that a manager's approach should vary according to—that is, be contingent on—the individual and the environmental situation, NOT one best way to manage, addresses problems on a case-by-case basis and provides solutions specific to a certain situation or dilemma.

whistler blowers

employee, or even an outside consultant, who reports organizational misconduct such as health and safety violations, waste, corruption, or overcharging of customers to the public, may receive a reward, been on rise since great recession ex: OSHA, IRS

Internal Stakeholders are?

employees, owners, board of directors

who makes up internal stakeholders environment?

employees, owners, board of directors: have important role in how an organization preforms and the power to shape its future employees are considered the talent (most important resources)

encoding and decoding

encoding: translating message into understandable symbols or language decoding: interpreting and trying to make sense of message sender (encoding) -> message -> (decoding) receiver

Peter Drucker

famed management theories who claims that the future may resemble a symphony orchestra

Charles Spaulding was what?

father of african american management

vertical communication

flow of messages up and down the hierarchy - downward: higher level to lover level, small companies it devlivered face-to-face, big companies its delivered emails - upward: lower level to higher level, subordinate -> immediate manager -> next level manager

external communication

flows between people inside and outside of the organization , important because organizations desire to communicate with other stakeholders -small businesses rely on it to help business grow ex: Rent the Runway

Mary Parker Follett

- Massachusetts social worker and social philosopher, Mary Parker Follett was female pioneer in the fields of civics and sociology. Follett thought organizations should become more democratic, with managers and employees working cooperatively. 1st women to be mgmt expert 1.Organizations should be operated as "communities," with managers and subordinates working together in harmony. 2.Conflicts should be resolved by having managers and workers talk over differences and find solutions that would satisfy both parties—a process Follett called integration. 3.The work process should be under the control of workers with the relevant knowledge, rather than of managers, who should act as facilitators -anticipated some of today's concepts of "self-managed teams," "worker empowerment," and "interdepartmental teams"—that is, members of different departments working together on joint projects.

types of empathy

- cognitive empathy. Having cognitive empathy means you can "identify how another person feels and consider what they may be thinking." - emotional empathy is the ability to "physically feel what another feels." - compassionate empathy we "not only grasp a person's predicament and feel their feelings, but we're moved to help in some way." achieved by first mastering cognitive and emotional empathy

who is Elizabeth Holmes and what did she do?

-19 yr old CEO of Theranos - founded Theranos a health tech company that devloped the capability to eun 30 or more lab tests at once using a single drop of blood - blood testing tech didn't actually work, never presented data

Mintzberg's quote

-There was no break in the pace of activity during office hours. -The mail (average of 36 pieces per day), telephone calls (average of five per day), and meetings (average of eight) accounted for almost every minute from the moment these executives entered their offices in the morning until they departed in the evening" or "managers" who don't lead are quite discouraging, but leaders who don't manage don't know what's going on. It's a phony separation that people are making between the two

Classical Perspective of Management

-emphasized finding ways to manage work more efficiently, assumed that people are rational, 2 branches administrative and scientific -early 20th century, applied the scientific study of work methods to improving the productivity of individual workers. -two of its chief proponents were Frederick W. Taylor and the team of Frank and Lillian Gilbreth

Douglas McaGregor

-realized that it was not enough for managers to try to be liked; they also needed to be aware of their attitudes toward employees.26 Basically, McGregor suggested in a 1960 book, these attitudes could be thought of as either "X" or "Y" -Theory X represents a pessimistic, negative view of workers. workers are considered to be irresponsible, to be resistant to change, to lack ambition, to hate work, and to want to be led rather than to lead. Theory Y represents a human relations outlook—an optimistic, positive view of workers as capable of accepting responsibility, having self-direction and self-control, and being imaginative and creative. - Managers should treat people like Theory Y

who is peter drucker?

-the creator and inventor of modern management; first person to create a handbook on how to manage complex organizations, Austrian trained in economics and international law -In 1954, he published his famous text The Practice of Management, in which he proposed the important idea that management was one of the major social innovations of the 20th century and should be treated as a profession, like medicine or law Peter thought: Workers should be treated as assets. The corporation could be considered a human community. There is "no business without a customer." Institutionalized management practices are preferable to charismatic cult leaders -Drucker's rational approach has culminated in evidence-based management,

Hugo Munsterberg

-the father of industrial psychology, German-born Hugo Munsterberg had a PhD in psychology and a medical degree and joined the faculty at Harvard University in 1892. Munsterberg suggested that psychologists could contribute to industry in three ways. 1. Study jobs and determine which people are best suited to specific jobs. 2. Identify the psychological conditions under which employees do their best work. 3. Devise management strategies to influence employees to follow management's interests. -His ideas led to the field of industrial psychology, the study of human behavior in workplaces, which is still taught in colleges today.

How Organizations Can Promote Ethics

1. Creating of a strong ethical climate: employees perceptions about the extent. to which work environments support ethical behavior 2. Screening prospective employees: screen out irresponsible employees by. looking through resumes and references 3. Instituting ethics codes and training programs: code of ethics - formal written set of ethical standards guiding an organization's actions, offer guidance how to treat customers, suppliers, competitors, and other stakeholders, clearly states top management's expectations for all employees 4. Rewarding ethical behavior: Protecting whistle-blowers 5. Using multi-faced approach

4 parts of system

1. Inputs - people, money, information, equipment, and materials required to produce an organization's goods or services. Whatever goes into a system is an input. 2. Transformational processes - organization's capabilities in management, internal processes, and technology that are applied to converting inputs into outputs. The main activity of the organization is to transform inputs into outputs. 3. Outputs - products, services, profits, losses, employee satisfaction or discontent, and the like that are produced by the organization. Whatever comes out of the system is an output. 4.Feedback - info about the reaction of the environment to the outputs that affects the inputs. Are the customers buying or not buying the product? That information is feedback.

ethical misconduct in the workplace

1. conflict of interest: potential for personal benefit, whether an employee of one organization can accept gifts from another organization 2. abusive behaviors: abusive supervision 3. violations of health and safety regulations: washing hands, wearing hard hats 4. corruption: using power to achieve personal benefit 5. discrimination 6. sexual harrasment

Administrative Management, who was founders?

concerned with managing the total organization. pioneering theorists were: Charles Clinton Spaulding, Henri Fayol, and Max Weber.

who makes up task environment?

1. customers: those who pay to use organization's goods or services 2. competitors: people that compete for customers or resources 3. suppliers: person that provides supplies like raw materials, services, equipment, labor, or energy to other organizations 4. distributor: person or organization that helps another organization sell its goods and services to customers 5. strategic allies: two organizations who join forces to achieve advantages they cant do alone 6. unions and associations: labor unions (hourly workers) associations (salaried workers) 7. local communities: important stakeholders clawbacks - rescinding tax breaks when firms don't deliver promised jobs 8. financial institutions: banks, savings and loans, credit unions venture capital- money provided by investors to start-up forms and small businesses with high risk but perceived long-term growth potential in return for an ownership stake 9. government regulators: regulatory agencies that establish ground rules under which organizations may operate, they are considered stakeholders because they affect the activities of an organization and are also affected by it 10. special-interest groups: groups whose members. try to influence specific issues, some of which may affect your organization ex: mothers against drunk driving

what forces make up the general environment?

1. economic: general economic conditions and trends (unemployment, interest rates, trade balance) that affect organization 2. technological forces: new developments in methods for transforming resources into goods or services, artificial intelligence 3. sociocultural forces: influences and trends originating in a country's, society's, culture's human relationships and. values that may affect. and organization/industry ex of industries that have affected. millennials and gen zers: automative, tourism. weddings, weed 4. demographics forces: influences on an organizations. arising from changes in characteristics of population (age, gender, sex) 5. political-legal forces: changes in way politics shape laws and laws shape opportunities for and threats to an organization ex: nationalism, coal mining 6. international forces: changes in economic, political, legal, and technological global system that may affect an organization ex: uber in london, amazon. with saudia arabia

5 recommendations for improving your listening skills

1. focus on other person 2. ask open-ended questions 3. approach conversations with curiosity 4. avoid tendency to judge 5. be mindful and fully present

Three types of organizations

1. for-profit: formed to make money by offering products and services 2. nonprofit: to offer services to some clients, not to make a profit. Examples of such organizations are hospitals, colleges, and social-welfare agencies 3. mutual-benefit: are voluntary collections of members—political parties, farm cooperatives, labor unions, trade associations, and clubs—whose purpose is to advance members' interests

7 challenges to being an good manager

1. managing for competitive advantage: staying ahead in being responsive to customers, innovation, quality, efficiency *first law of business= take care of customers Competitive advantage - ability of an organization to produce goods or services more effectively than competitors do, thereby outperforming them 2. managing technological advances: eccomerce - the buying and selling of goods or services over computer networks e-business - using the Internet to facilitate every aspect of running a business Information technology application skills reflect the extent to which you can effectively use information technology and learn new applications on an ongoing basis Artificial intelligence - discipline concerned with creating computer systems that simulate human reasoning and sensation, as represented by robots, natural language processing, pattern recognition, and similar technologies. Organizational changes: telecomute, videoconference Knowledge management and collaborative computing 3. managing for inclusion and diveersity: maximize the contributions of employees diverse in gender, age, race, ethnicity, and sexual orientation. 4. managing for globalization: increasingly interconnected nature of business around the world 5. managing ethical standards: hold leaders and managers accountable for unethical behaviors in their organizations even if they are not directly involved ex: Volkswagen and Huston Astros 6. managing for sustainable development: sustainable development. - meeting present needs while simultaneously ensuring that future generations will be able to meet their needs Business Roundtable - a public policy advocacy group comprised of CEOs from about 200 leading U.S. companies. In 2019 the group released an updated statement of what it believes to be the purpose of a corporation, stressed the value of environmental health and widespread economic opportunity, and it expressed that these leaders and their organizations would commit to, among other things, "protect the environment by embracing sustainable practices across our businesses." 7. managing for happiness and meaningfulness: the sense of "belonging to and serving something that you believe is bigger than the self building meaning in your life means to. identify activities you love doing, find a way to build your natural strengths into your personal and work life, and go help someone

4 management functions

1. planning: set goals and decide how to achieve them 2. organizing: arrange tasks, people, other resources to accomplish work 3. leading: motivate, direct, influence people to work. hard to achieve company's goals 4. controlling: monitor performance, compare it with goals, and take corrective action

4 levels of management

1. top managers: make long-term decisions about the overall direction of the organization and establish the objectives, policies, and strategies for it. need to pay attention to environment, long-run opportunities, must be future oriented, strategic, and able to deal with uncertain, highly competitive conditions 2. middle managers: implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first-line managers below them. deal with people and directly affect employees, suppliers, customers 3. first-line managers: make short-term operating decisions, directing the daily tasks of nonmanagerial personnel ex: department head, supervisor 4. team leaders: facilitate team members' activities to help teams achieve their goals. set to impact compelling direction, strong structure, a supportive context, and a shared mindset

4 approaches to resolving ethical dilemmas

1. utilitarian approach: for the greatest good for greatest number of people, managers take this approach using financial performance 2. individual approach: greatest self-interest long term which will help everyone's self-interest ex: self-interest may differ from eachother 3. moral-rights approach: respecting fundamental rights shared by everyone ex: bill of rights yes, immigrants no 4. justice approach: respecting impartial standards of fairness and equity ex: are organizations policies administered partially or fairly regardless of age, sex

Quantitative viewpoints emphasize the application of quantitative techniques, such as statistics and computer simulations, to the practice of management. Two approaches of quantitative management are ?

Operations management - focuses on managing the production and delivery of an organization's products or services more effectively, consists of all the job functions and activities in which managers schedule, increase productivity and efficiency, managing supply chain, helps ensure that business operations are efficient and effective. Evidence-based management - entails translating principles based on best evidence into organizational practice, bringing rationality to the decision-making process, learn to make marginal decisions, Big data, as the name implies, refers to sets of data so vast and complex that new methods have been developed to analyze them. Businesses and governments will find many applications for the information big data can yield, but harnessing and analyzing large amounts of data continue to challenge organizations.

general environment saying

PESTLEG political economic social cultural technology lega economic global

functional manager

Responsible for just one organizational activity ex: Google, director of finance, vice president of production

What is Fredrick Taylor the father of?

Scientific Management

Spaulding, Fayol, Weber are known for

Spaulding: 8 necessties "Father of African-American Management" and published his classic article in the Pittsburgh Courier in 1927 Fayol: French engineer and industrialist, he became known to American business when his most important work, General and Industrial Management, was translated into English in 1930. first to identify the major functions of management—planning, organizing, leading, and controlling, as well as coordinating Weber: German sociologist, a bureaucracy was a rational, efficient, ideal organization based on principles of logic. 1.A well-defined hierarchy of authority. 2.Formal rules and procedures. 3.A clear division of labor, with parts of a complex job being handled by specialists. 4.Impersonality, without reference or connection to a particular person. 5.Careers based on merit. Why Weber Is Important: Weber's work was not translated into English until 1947, but it came to have an important influence on the structure of large corporations, such as the Coca-Cola Company.

"Taylorism" met considerable resistance from workers, who feared it would lead to lost jobs except for the highly productive few.

Taylor believed that increasing production would benefit both labor and management by increasing profits to the point where they no longer had to quarrel over them.

Fredrick Taylor - father of scientific management

Taylor was an engineer from Philadelphia who believed managers could improve workers' productivity by applying four principles of science: 1. Evaluate a task by scientifically studying each part of it (not by using old rule-of-thumb methods). This leads to the establishment of realistic performance goals for a job. 2.Carefully select workers with the right abilities for the task. 3.Give workers the training and incentives to do the task with the proper work methods. 4.Use scientific principles to plan the work methods and ease the way for workers to do their jobs. - based his system on motion studies, in which he broke down each worker's job into basic physical motions and then trained workers to use the methods of their best-performing co-workers. He suggested employers institute a differential rate system, in which more efficient workers earned higher rates of pay. He also was a proponent of setting performance goals for employees.

Why are Therblig's important?

The Gilbreths are important because they reinforced the link between studying the physical movements in a job and workers' efficiency.19 Today, as companies such as Tesla and GM look to automate physical production processes to increase efficiencies, they use the Gilbreths' management principles.

most valued traits in managers

The ability to motivate and engage others. The ability to communicate. Work experience outside the United States. High energy levels to meet the demands of global travel and a 24/7 world.

Effectively means to

achieve results, to make the right decisions, and successfully carry them out so they achieve the organization's goals

What is Therblig?

Therblig is a made-up word coined by Frank Gilbreth and is, in fact, "Gilbreth" spelled backward, with the "t" and the "h" reversed. The term refers to 1 of 17 basic motions workers can perform. By identifying the therbligs in a job, such as that of a bricklayer (which he had once been), Gilbreth and his wife, Lillian, were able to help workers eliminate unnecessary motions and reduce their fatigue, thereby increasing productivity.

Multiplier Effect

Your influence on the organization is multiplied far beyond the results that can be achieved by just one person acting alone

noise and its four sources

any disturbance that interferes with transmission or understanding of message 1. physical noise: talking, environmental noises 2. psychological noise: individual differences such as personality, attitudes, emotions, beliefs, thoughts which impact our ability to encode and decode messages ex: fear, sadness 3. semantic noise: words used. when communicating ex: language barriers, Smithfield Food 4. physiological noise: physical symptoms and physical impairments ex: bad cold during class

Soft skills

are interpersonal "people" skills needed for success at all levels ex: creativity, adaptability, and collaboration

ethical behavior

behavior that is accepted as "right" as opposed to "wrong" according to those standards

Type of social responsibility

climate change - major changes in temp, precipitation, wind patterns over decades global warming - aspect of climate change, rise in global average temp near earth's surface natural captial - value of natural resources (topsoil, air, water, genetic diversity)

closed system vs open system

closed system - has little interaction with its environment; that is, it receives very little feedback from the outside open system - continually interacts with its environment. Today nearly all organizations are, at least to some degree, open systems rather than closed. Open systems have the potential of producing synergy synergy - idea that two or more forces combined create an effect that is greater than the sum of their individual effects

high performance work practices and its founders?

focus on enhancing employees' ability, motivation, and opportunity to contribute, and thus improve an organization's ability to effectively attract, select, hire, develop, and retain high-performing personnel extension of the behavioral and systems viewpoints and grew from research done by Jeff Pfeffer and James Collins. Pfeffer, a professor at Stanford, and Collins, a former Stanford professor who became a consultant, promoted the idea that employees are an organization's most important asset and that management should focus on attracting, developing, and motivating the best talent

formal communication channels

follow the chain of command and are recognized as official. -vertical -horizontal -external

code of ethics

formal written set of ethical standards guiding an organization's actions, offer guidance how to treat customers, suppliers, competitors, and other stakeholders, clearly states top management's expectations for all employees

external stakeholders are?

government, suppliers, customers, competitors, distributors, allies, unions, lenders, interest groups, media

why is listening so important?

greatest communication secret, requires full attention and processing of information, which hearing does not. -listening is an important communication skill: is a cornerstone skill of communication competence, active listening made receivers feel understood -most of us don;t listen as well as we think -you can learn to be a better lsitener

board of directors

group of people elected to. oversee firm's activities an ensure that management. acts in shareholders' bests interest, they hire the chief executive of. for-profit and nonprofit organizations, settle overall strategic goals and approve major decision and salaries

Abrham Maslow

he proposed his famous hierarchy of human needs (physiological, safety, love, esteem, and self-actualization) in 1943.24 As a humanist, Maslow advocated that employees have an innate desire to be self-actualized, which means to be all that they can be.

the 3 contemporary approaches

learning organizations, high-performance work practices, and shared value and sustainable development Learning organizations actively create, acquire, and transfer knowledge within themselves and are able to modify their behavior to reflect new knowledge, Peter Senge said its where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together. High-performance work practices require investment and effective implementation of human resource systems. Shared value and sustainable development look beyond short-term profits and focuses on the environmental and social costs of doing business

Shared value and sustainable development

looks beyond short-term profits and focuses on the environmental and social costs of doing business sustainable development focuses on meeting the needs of the present without compromising the ability of future generations to meet their own needs Organizations that focus on creating value not only for their shareholders but also for their stakeholders position themselves and future members of society to reap rewards.

learning organization and its 3 parts

organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge 1. creating and acquiring knowledge: making it a learning culture and bringing in new expertise and scanning their external environment 2. transferring knowledge: reducing barriers to sharing information and ideas among employees, share your personal success story and challenges overcome; be ready to learn any and everything from peers and employees; and align your learning goals for the company with its business goals, don't be afraid to try new technologies 3. Modifying behavior: managers should make sure the learning or training opportunity meets a real employee or organizational need, both formal and informal learning experiences should be followed up with surveys or other measures to see whether employees are applying the new skills or information or need more coaching or encouragement from management

owners principle types

owners consist of those who claim it at their legal property, 5 types of ownership: 1. sole proprietorship: for-profit world and you are a one-person business 2. partnership: business with brother 3. member of a family running a business, you're investors in a privately owned company 4. employee owners: more than half owned by its employees, you are one of the joint owners 5. stockholder: bought a few shares of stock in a company - you're a stockholder

external stakeholders

people or groups in the organization's external environment that are affected by it, consist of task environment and general environment

stakeholders

people who are interested in an organization

active listening

process of actively decoding and interpreting verbal messages

media richness

proposed by richard daft and robert lengel as part of their caontingency model for media selection, it is how well a particular medium conveys info and promotes learning -the richer the medium the better it is at conveying info -males and extroverts are high in richness - as has no impact on media richness

feedback

receiver expresses his or her reaction to sender's message, essential for effective communication

systems viewpoint

regards the organization as a system of interrelated parts. By adopting this point of view, you can look at your organization both as 1. a collection of subsystems (parts making up the whole system) 2. a part of the larger environment.

values

relatively permanent and deeply held underlying beliefs and attitudes that help determine a person's behavior values and value system are the underpinnings for ethics and ethical behaviors

behavioral science appraoch

relies on scientific research for developing theories about human behavior that can be used to provide practical tools for managers. The disciplines of behavioral science include psychology, sociology, anthropology, and economics.