Intro to Business lesson 8
task-centered leadership
focusing on giving instruction and directions to group members to reach achievement more efficiently and productively; Primary focus on what needs done and specific courses of actions to succeed
Franklin W. Taylor
founder of the scientific management movement; believed a worker should get "a fair day's pay for a fair day's work."
organizational control
involves the processes and procedures that regulate, guide, and protect an organization; ensures that a specific function I'd performed according to established standards
intellectual resources
knowledge, experience
digital taylorism
labor theory based on maximizing efficiency by standardizing the tools and techniques for completing each task involved with a given job
transformational leadership
leadership assuming that the desires of the leader and the desire of the employee aren't the same; is committed to changing the desires of the followers so they match the desires of the leader
transactional leadership
leadership based on an exchange process in which followers are rewarded for good performance and punished for poor performance
Schein's model of organizational culture: specialization and division of labor
makes work more efficient, as employees develop skills by repeating the same process over and over again.
humanistic management
management theory that places great emphasis on interpersonal relationships
upper management
managers who watch over all of the areas of operation, including strategic planning and goal setting.
material resources
money, property, and equipment
ergonomics
Scientific study of work and space, including factors that influence worker productivity and that affect workers' health
short term plans
referred to as operational plans; may last a year or less, and usually deal with daily activities and standard business operations
Schein's model of organizational structure: Common purpose
unifies employees and helps them understand the organization's direction; includes business/company strategy, mission statement, company values, etc.
long-term plan
used be business such as construction, hospitality, or manufacturing; generally extends four to five years in the future
summary element
when the terminal elements come together to form a bigger picture
vertical management
also called top-down management; refers to the various levels of management within an organization
industrial capitalism
an economic system where industry is privately controlled and operated for profit
Scientific Management
the application of scientific principles to increase efficiency in the workplace
strategic goals
the broad goals the organization will try to achieve
strong leadership is paired with effective management
the greatest success in business comes when...
middle managers
the members of an organization responsible for the tactical planning that implements the general guidelines established by top management
management
the process of planning, organizing, leading, and controlling people in the organization to effectively use resources to meet organizational goals
planning
the process of setting goals and defining actions to achieve those goals
technical skills
the skills described in the job bulletin; the skills that you learn in order to get hired for your first job
Mission Statement
the statement defining how an organization will be different from other organizations in it's industry
vision statement
the statement of an organization's overarching aspirations of what it hopes to achieve or to become
first-line managers
those who supervise both workers and the daily operations of an organization
Mary Folett's business concepts
-A better understanding of lateral processes within organizational heirarchies -The importance of informal processes within organizations -Using noncoercive power sharing to describe how power operates on n effective organization -Coining the term "win-win" to describe cooperation between managers and workers -promotion conflict resolution in a group based on constructive consultation of equals
management functions include...
-Applying and distributing organizational resources effectively -Acquiring new resources when necessary -Analyzing and adapting to the ever-changing environment in which the organization operates -Complying with legal, ethical, and social responsibilities of the community -Developing relationships with and among people to execute the strategies and plans
organizational control disadvantages
-Expense -Overstaffing -Unsustainable cost
transformational leadership tools
-Idealized influence: leader provides a role model for his followers -Inspiration motivation: leader presents his followers with a compelling vision -Intellectual simulation: leader encourages followers to find new ways of solving problems -Individual consideration: leader provides mentorship and awards them as they develop
organizational control advantages
-Imploved communication -Financial stability -Increased productivity -Helps meet annual goals -Improves morale, legal compliance
departmentalization: geographic structure
-Involves grouping activities based on geography -Is especially important if tastes and brands differ across regions, as it allows flexibility in product offerings -May cause decision making to become decentralized
benefits of the Gantt Chart
-It aids in terms breakdown of tasks into specific elements -It allows for the monitoring of projected timelines -It identifies which tasks are dependant upon the prior task or element
management distinctions
-It includes successfully administering the details involved in business operations -It seeks to control and provide stability within the existing circumstances -It implements the plan to reach a managers vision
leadership distinctions
-It is about establishing a direction and influencing others to follow -It pursues change and challenges the status quo -It helps set the vision of a manager
the four core principles of scientific management
-Look at each job or task, scientifically, to determine the "one best way" to perform their job -Hire the right workers for each job and train them to work at maximum efficiency -Monitoring worker performance and provide instructions and training when needed -Divide the work between management and labor so that management can plan and train, and workers can execute the task efficiently
departmentalization: customer structure
-Usually used by the healthcare industry; business segments at the bottom are split into specific customer groups -Groups would include outpatient, urgent care, and emergency care patients -May cause divisions to duplicate activities other divisions are already managing
Fayols five duties of management
-foresight -organization -command -coordination -control
departmentalization structures: functional
-structure that groups employees according to their expertise -Groups include operations, research and development, accounting, human resources, etc; -may cause job dissatisfaction and fewer process improvements
departmentalization:product structure
-used by companies with diversified product lines and are structured based on the product or service -Divisions include public relations, legal research, finance, etc -may cause difficulty in business scaling and duplicate resources
the basic control process includes...
1) Setting performance standards 2) Measuring actual performance 3) Comparing actual performance with standards or goals 4) Analyzing departures from set standards 5) Taking corrective action
vital functions of management
1)defining the goals of an organization 2)planning the actions to meet the goals 3)organizing the resources to carry out the actions
Henri Fayol
Believed that successful organizations and, therefore, successful management we're linked to satisfied and motivated employees
Top-level managers
Senior executives responsible for the overall management and effectiveness of the organization
human skills
The ability to understand, alter, lead, and control the behavior of other individuals and groups; also known as 'interpersonal skills'
Schein's model of organizational Culture: coordinated effort
a manager's primary duty to coordinate the effort of work in a way that maximized resources with a common purpose in mind
Gantt Chart
a tool that provides a visual representation of what occurs over the course of a project;the focus is "the sequential performance of tasks" that comprise a project
Max Weber
believed that large-scale organizations, such as factories and government departments, were characteristics of capitalist economies; developed the rational organization method of bureaucracy
Frank and Lillian Gilbreth
belonged to the 'Classical School of Management'; believed that by reducing the amount of motions associated with a particular task, they could increase the worker's well-being
top-down control
decisions are made by high-level executives, and influence flows down to the lower-level employees of an organization
employee-centered leadership
focusing on building the relationships between the leader and the followers; primary focus is on developing the employees and inspiring them to follow the leader's vision he has provided.
contingency plan
plan describing what will happen in a possible-but not unexpected- situation; usually handles emergency situations
progressive rate system
plan establishing a standard(average) time for a piece of work or task, which in turn offers additional wages to those who are willing to work harder
standing plans
plans designed to be used again and again; includes policies, procedures, and regulations
single-user plans
plans that direct a one-time project or event; includes budget and project schedules
conceptual skills
skills enabling the manager to think through complex situations and problems logically and abstractly
terminal elements
smaller more intricate tasks that need to be completed as part of a larger task.
values statement (code of ethics)
statement that defines what the organization believes in and how people in the organization are expected to behave with each other, with customers and suppliers, and with other stakeholders
laissez-faire leadership style
style allowing employees to make decisions on their own
autocratic leadership style
style centralizing authority, making decisions alone, and expecting followers or subordinates simply to follow instructions
democratic leadership style
style involving the employee team in the decision-making process