Introduction to Organization Theory, Behavior, and Management Chapter one

The three steps involved in planning are

(1) deciding which goals the organization will pursue (2) deciding what strategies to adopt to attain those goals (3) deciding how to allocate organizational resources to pursue the strategies that attain those goals

To perform the four managerial tasks efficiently and effectively, organizations group or differentiate their managers in two ways:

1. by level in hierarchy 2. by type of skill

Top Management Teams

A central concern of the CEO is its creation. A group composed of the CEO, the COOO, and the vice presidents most responsible for achieving organizational goals.

Self-managed team

A group of employees who assume responsibility for organizing, controlling, and supervising their own activities and monitoring the quality of the goods and services they provide

Middle Manager

A manager who supervises first-line managers and is responsible for finding the best way to use resources to achieve organizational goals.

Organizational Performance

A measure of how efficiently a manger uses resources to satisfy customers and achieve organizational goals

COO

Chief Operation Officer. The company's top manager.

Top Manager

Have a cross-departmental responsibility. A manager who establishes organizational goals, decides how departments should interact, and monitors the performance of middle managers.

First-line manager

Often called supervisors. They are responsible for daily supervision of nonmanagerial employees

Increases in direct proportion to increases in efficiency and effictiveness

Organizational Performance

CEO

The chief executive officer is a company's most senior and important manager, the one all other top managers report to.

Turnaround Management

The creation of a new vision for a struggling company based on a new approach to planning and organizing to make better use of a company's resources and allow it to survive and prosper

Strategy

a cluster of decisions concerning what organizational goals to pursue, what actions to take, and how to use resources to achieve these goals

Organizational structure (the outcome of organizing)

a formal system of task and reporting relationships that coordinates and motivates members so they work together to achieve organizational goals. Determines how an organization's resources can be best used to create goods and services.

Department

a group of people who work together and possess similar skills or use the same knowledge, tools, or techniques to perform their jobs.

Efficiency*

a measure of how well or how productively resources are used to achieve a goal

Managers

are the people responsible for supervising and making the most of an organization's human and other resources to achieve its goals. They work in an organization.

Leading

articulating a clear vision and energizing and enabling organizational members so they understand the part they play in achieving organizational goals; one of the four principal tasks or management

Organizations

collections of people who work together and coordinate their actions to achieve a wide variety of goals or desired future outcomes.

Departmental skills that create a core competency give an organization a

competitive advantage.

Education and Experience help managers acquire and develop:

conceptual, human, and technical skills

Outsourcing

contracting with another company, usually abroad. To have it perform an activity the organization previously performed itself

The ability to communicate, to coordinate, and to motivate people, and to mold individuals into a cohesive team

distinguishes effective from ineffective managers.

Reconstructuring

downsizing an organization by eliminating the jobs of large numbers of top middle, and first-line manager and non-managerial employees

The four building blocks of competitive advantage are superior

efficiency, quality, innovation, and responsiveness to customers

The three levels of managers are

first-line managers, middle managers, and top managers.

The tasks and responsibilities of managers have been changing dramatically in recent years due to

global competition and advances in information technology

Planning

identifying and selecting appropriate goals

An organization's resources

include assets such as people, and their skills, know-how, and experience; machinery;raw materials;computers and information technology; and patents, financial capital, and loyal customers and employees.

Effectiveness*

is a measure of the appropriateness of the goals that managers have selected for the organization to pursue and the degree to which the organization achieves these goals.

An organization's VISION

is a short, succinct, and inspiring statement of what the organization intends to become and the goals it is seeking to achieve-its desired future state.

Organizations are effective when

managers choose appropriate goals and then achieve them.

Organizations are efficient when

managers minimize the amount of input resources (such as labor, raw materials, and component parts) or the amount of time needed to produce a given output of goods or services

A major part of a manager's responsibility is to

monitor, train, and supervise employees so their job-specific skills and expertise increase

global organizations

organizations that operate and compete in more than one country

Managers help an organization make the best use of its resources to achieve its goals by

planning, organizing, leading, and controlling

One of the most important goals that organizations and their members try to achieve is to

provide some type of good or service that customers value or desire.

Core competency

refers to the specific set of departmental skills, knowledge, and experience that allows one organization to outperform its competitors.

Organizing

structuring working relationships in a way that allows organizational members to work together to achieve organizational goals.

Examples of a first-line manager

supervisor of a work team in the manufacturing department of a car plant. The head nurse in the obstetrics department of a hospital. The chief mechanic overseeing a crew of mechanics in the service function of a new car dealership.

competitive advantage

the ability of one organization to outperform other organizations because it produces desired

Conceptual skills*

the ability to analyze and diagnose a situation and to distinguish between cause and effect.

Human skills*

the ability to understand, alter, lead, and control the behavior of other individuals and groups

Empowerment

the expansion of employees' knowledge, tasks, and decision-making responsibilities

Technical skills*

the job-specific knowledge and techniques required to perform an organizational role.

Management

the planning, organizing leading, and controlling of human and other resources to achieve organizational goals efficiently and effectively.

Innovation

the process of creating new or improved goods and services or developing better ways to produce or provide them.

In Controlling

the task of the managers is to evaluate how well an organization has achieved its goals and taking action to maintain or improve performance.

Leadership involves managers using

their power, personality, influence, persuasion, and communication skills to coordinate people and groups so their activities and efforts are in harmony.

Top Manager require the best conceptual skills because

their primary responsibilities are planning and organizing

Organizations increase their efficiency when

they reduce the quantity of resources (such as people and raw materials) they use to produce goods or services