Principles of Management chapter 1-4 test
Social Responsive strategies
1.Reactive, 2.Defensive, 3.Accumulative, 4.Proactive
Organization
2 or more people working together
General and specific
2 types of Environmental change
Khloberg's Stages of Moral Development
3 Stages : Premoral, conventional morality, Post conventional.With 6 Levels: (Punishment and Obedience/Instrumental exchange) (Good Boy, Nice Girl/ Law and Order) ( Social Contrast/ Universal Principle)
Accumulative Strategy
Accept Responsibility and do all that's expected to solve the problem
Defensive Strategy
Admit Responsibility but still do the least amount of society's expectation
Henry Gantt
Advocate of Scientific Management and prodigy of Fredick Taylor. Came up with Gantt chart. Focused on training workers to meet deadlines.
Motivation to Manage
An assessment of how enthusiastic employees are about managing the work of others. -Most Important for top - Least important for First
Proactive Strategy
Anticipate and fix problem before it escalates
Uncertainty
Anxiety of not knowing what will happen in environment Ex: Not knowing if company while recover from profit loss.
Dynamic Environment
Anything technology that causes a lot of change
Personal aggression
Doing things against your coworkers. Ex: Sexual Harassment, Verbal absue
Personal Virtue
Don't Do anything without integrity.
Distribution Justice
Don't do anything that'll harm the least fortunate.
Individual Rights
Don't make decisions that infringes on someone else's rights. Ex: Not paying employee
Utilitarian Benefits
Don't take any act that doesn't result in the greater good of society- the bigger mass of people.
Companies Responsibilities
Economic, Legal, Ethical, Discretionary, Social
Concentration effect
How much the average person is affected by decision. Ex: Firing 100 people > cutting pay of 150 people
Production Deviance
Hurts quantity and quality of work done, not efficient. Ex: Leaving work early, Taking excess breaks
Social Consequence
If society believes that something is bad/unethical
General Environmental change
Indirectly affects all orgnaizations
Leading
Inspiring and motivating to reach goal
Khloberg's Post-Conventional stage
Internalized Principles - Social Contrast (Look at society as a whole, Do it if society is better off) -Universal Principle- Make decisions based off your own moral guidelines (most people don't reach this stage)
Henry Mintzberg's Top 3 Managerial Roles
Interpersonal Roles, Informational and Decisional Roles
Systems theory
It treats an organization as either an open or closed system. A system is different departments working together to reach goal of business so it can function.
Public Communications
It's volunteer participation by the media.
Principles of Ethical Decision making
Long-term Self interest, Religious Injunctions, Gov Requirements, Individual Rights, Personal Virtue, Distribution Justice, Unitarian Benefits
Social Responsibility
Making decisions that benefits society
Economic Responsibility
Making valued products so that people but it and contribute to the economy.
Liaison Role
Managers must communicate with internal and external contacts as the middleman. Network effectively on behalf of your organization.
Chester bernard
Mid 1900s -Worked for ATNT -Talked about cooperation and acceptance of an authority -Defined the meaning Organization
Mary Parker Follett
Mother of management -Integrative conflict resolution and concept of finding a compromise. See both sides
Leader role
Motivate and inspire others to reach goals
Complexity of environment
Numbers and intensity of the factors of change
Organizational culture
Organization's believes and values they follow publicly
human relations management
People are valuable organizational resources whose needs are important.
Knowledge Worker
People use the knowledge they have to complete their work.
Whistle blower
People who reports someone that's being injustice and unethically.
Stakeholder Model
Peter Druker's Idea- Looks at long-term survival of organization. Appeals to Stakeholder ( Anyone that has interest in the company- Customers, suppliers...)
4 functions of Management
Planning, Leading, Organizing and Controlling
Middle Managers
Plant managers, Reginal managers, e.t.c Uses (16-18 month) tactical plans to align with the manger's goals. Allocates a lot of resources and monitor managers below them.
Unethical Behaviors
Production Deviance Property Deviance Personal Aggression Political Deviance
Reactive vs Proactive
Reactive- Solves Problems when it occurs Proactive-Solve problem before it escalates bigger in the future
Boycotts
Refuse to buys products to support advocacy group Ex-Not buying things made with animal fur
Monitor Roles
Regularly seek out information related to your organization, look for relevant changes in the environment.(Ex: gov regulations) You also monitor your team.
Specific environmental change
Regulations that are specific to a certain industry
Interpersonal Roles
Relationship between you and others. Involves providing information and ideas. -Leader Role -Figure Head Role - Liaison Role
Decisional Roles
Roles in this category involve using information. -Resource Allocator -Disturbance Handler -Entrepreneur -Negotiator
Property Deviance
Sabotaging equipment deliberately, accepting kickbacks, lying, stealing from company.
True
Scientifically you have to select, train, and teach your employees management to be working with the workers. Divide responsibility evenly.
Conceptual skills
See the Organization's big picture (objective) as a whole. Figure out ways that company can be effected and fit into the external environment. - Most important for top -Least important for first
Khloberg's conventional stages
Societial Expectations -Good boy, Nice girl: Peer pressure/ Do what mass majority is doing -Law and Order- do things accordingly to the law
Spokesperson
Speaks for their organization. Responsible for spreading info about your organization and goals to the people outside it.
History of management
Study started 125 years ago mainly because of Industrial Revolution
Buyer Dependence
Supplier relies on Buyer because it might be their biggest or only buyer.
Long-term Self interest
Take no action in something that will harm the organization in the long term.
Religious Injunctions
Take no action that are unkind/harms sense of community Ex: Removing free Help-care
Gov Requirements
Take no action that goes against the law
Negotiator
Take part in and direct important negotiations within your organization. ex: salaries, schedule changes
Organizational Stories
Taking pride in history of company and applying it to the company's modern business. Ex: Walmart's history of providing community with inexpensive items.
Skills of a manager
Technical skills, human skills, conceptual skills, and the motivation to manage
General Environment Changes
Technology, Political Eagle, Sociocultural Environment
Technical Skills
The ability to apply the specialized procedures, techniques, and knowledge required to get the job done -Most important for First line -Least for Top
Punctuated Equilibrium theory
The cycle of a company or industry going through periods of really long stability, then short dynamic change.
Informational roles
The managerial roles in this category involve processing information. -Monitor Roles -Disseminator Role -Spokesperson Role
Decentralization
The process of transferring and assigning decision-making authority to lower levels of an organization
Hawthorne Studies
The tendency for people to behave differently when they know they are being studied. workers' feeling and attitudes affected their work?
Internal enviroment
Things inside the company that could affect it Ex: Employees stealing from offices
External enviroment
Things out company that can affect it. Has a lot of factors that would impact the company ex: Source Scarcity, Economy dropping
Visuals Artifacts
Things we can physically see that represents culture of organization. Ex: Company dress-code, Fuel Perks
Temporal Immediacy
Time/rate between participating in and action and when we see the consequences. Ex: Firing something the next day will have a higher temporal immediacy compared to if you had months before you have to fire them
Time Studies
Timing how long it takes good workers to complete each part of their jobs.
Henri Faiol
Top management Perspective -Came out with 5 Functions of Management/ 14 Principles of Management -Management can/could taught to others -Turned into 4 functions of language (planning, leading, organizing and controlling)
Magnitude of consequence
Total harm/ benefit that will come out of an ethical decision. The more people harmed the bigger the consequence
Controlling
Trying to achieve goal by motoring progress.
Motions Studies
Use of motion studies to simplify work, eliminate Unnecessary Motions
Efficiency
Using all your resources like money, time, materials and people.
Media Advocacy
Using extra news coverage and media to reach others and make something seem unethical because it'll impact everyone.
U.S sentencing commission guidelines
What we can use to define unethical behaviors. Applies to all organizations.
organizational Heros
Will go above and beyond/ qualities that are celebrated. Employees that will go out of their ways to do things they don't have to
RateBusters
Workers that are more efficient than everyone else
Human Skills
Working well/ communicating with other. Dealing with humans -Important for ALL managers
Frederick W. Taylor
father of scientific management- a method of scientifically finding the "one best way to do a job".
Technology
use it to figure out techniques to transform input/output -Customers value it and it;s always changing and change the economy
Gantt chart
visual depiction to show us what time period and order things need to be done.
Khloberg's Premoral Stages
-Punishment and obedience: Doing things so you don't get punished -Instrumental changes: Doing things that advances your wants and need
Scientific Management
A management theory that concentrates on increasing workforce productivity.
Mission statement
A quote that states company's goals. Ex: Walmart- "Saving people money so they can live better."
Sociocultural enviroment
A set of beliefs, customs, practices and behavior that exists within a population. Different Cultures might have different spending happens therefore adapt to different culture's environment
Open system
A system that is open to influences from the environment. No businesses are closed system because you have to use your environment to be successful.
Behavioral Addition vs Substitution
Behavioral Addition- Adding a behavior Ex: Say thank you to customers Behavioral Substitution- Replace behavior with new ones
Frank and Lillian Gilberth
Believed in scientific Management and came up with Motions Studies
Opportunistic Behaviour
Benefiting from the expense of the other (buyer or supplier) Ex: If supplier raises price on a buyer that is supplier dependence on them and have no other supplier to go to.
Top Manager
CEO, COO, CFO: executives responsible for the overall direction of the organization. Uses long term (3-5 years) strategic plans to monitor their business environments
Probability of effect
Chance of something happening and harming others
Disseminator Roles
Communicate potentially useful information to your staff.
Competitors
Companies in the same industry that sell the same things Ex: Amazon vs Ebay
Supplier dependence
Company relies on supplier because it's the only supplier that has what they want/specifically needs.
Advocacy Groups
Concerned citizens who ban together to influence businesses and companies Uses 3 methods: Public communications, Media Advocacy, Boycott
Entrepreneur
Create and control change within the organization. Solving problems, generating new ideas, and implementing them.
First Line managers
Department Managers/ Shift Supervisors: Short terms, Day to Day Operational plans (highest 2 weeks) used to supervise employees, train, schedule and minor banking financials. Goals should align with Middle manager
Resource Allocator
Determine where organizational resources should be applied. Allocating funding, assigning organizational resources. (ex: Staff)
Political Eagle
Different regulations that impact all organizations -Tax plans, Civil Rights acts, Obama Care
political Deviance
Discriminating, gossiping, blaming and competing non-beneficially with other coworkers
Reactive Strategy
Doing Less than what society expects
Environment
Everything outside company that will impact it. Ex: customers, competitors
Industrial Regulations
FDA, EPA, FCC- government rules that controls a business/organization
Figure Head Role
Face of company/ Most well Known/ Public Figure. People look up to you as someone with authority.
Peter Drucker
Father of Modern Management, management by objectives. -Came up with Decentralization and knowledge workers
Lillian Gilberth
First woman to get PHD in Industry. Who convinced the government to enact laws regarding workplace safety, ergonomics, and child labor.
Ethical Responsibility
Follow company's principles of right and wrong
Legal Responsibility
Follow the law
Shareholder model
Freidman's Idea- Organization's Responsibility is to make a profit. The more profit a organization makes, the more money shareholders have and the more they can give to society. Social Responsibility is a was of work.
Max Weber
German who focus on sociology 1800-1900 -People should be in management positions because of their knowledge and experience and expertise.
Management
Getting work done through others effectively (Set a goal and achieve it) and efficiently.
Discretionary Responsibility
Going above an beyond to be socially responsible- Giving to charity
Disturbance Handler
Handling unexpected roadblock. Take immediate action to solve problem. Problems like: weather. Harassment. Equipment Malfunctions
Eltmayo
Hawthorne Experiment 1928, founder of the human relations movement -Makes sure everyone worked together so no one lets each other down
Social Responsiveness
How a company reacts to all the other responsibilities, based on society.
Contingency Management
an organizational theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions. Instead, the optimal course of action is contingent (dependent) upon the internal and external situation.
soldiering
deliberately not working and restricting out-put.
Organizing
designing jobs, grouping jobs into manageable units, and establishing patters of authority among jobs and groups of jobs
Planning
determining the organization's desired future position and deciding how best to get there