Management Midterm
advantages of functional organizations
-Economies of scale can be realized -Monitoring of the environment is more effective -Performance standards are better maintained -Greater opportunity for specialized training and in-depth skill development -Technical specialists are relatively free of administrative work -Decision making and lines of communication are simple and clearly understood
Advantages of Functional Departmentalization
-allows work done by highly qualified specialists -lowers costs by reducing duplication -makes communication and coordination easier
Published The Functions of the Executive in 1938 outlining the role of the senior executive: formulating the purpose of the organization, hiring key individuals, and maintaining organizational communication
Chester Barnard
Used extensive organization structure for government agencies and the arts
Chinese
Advantages of Decentralization
Develops employee capabilities Faster decision making More satisfied employees and customers Better employee performance
Sources of Competitive Advantage
Innovation, Quality, Service, Speed, Cost Competitiveness
advantages of matrix departmentalization
allows companies to efficiently manage large, complex tasks gives much more diverse set of expertise and experience
Advantages of Product Departmentalization
allows people to specialize in one area of expertise makes it easier to assess performance makes decision making faster
A strategy employed for an organization that operates a single business and competes in a single industry
concentration
Ability to identify and resolve problems for the benefit of the organization and its members
conceptual and decision skills
"the appearance of difference, difference of opinions, of interests
conflict
Also sometimes called the situational approach
contingency approach
Proposes that the managerial strategies, structures, and processes that result in high performance depend on the characteristics, or important contingencies, or the situation in which they are applied
contingency perspective
Process that is highly automated and has a continuous production flow
continuous process
A system designed to support managers in evaluating the organization's progress regarding its strategy and, when discrepancies exist, taking corrective action
control system
Monitoring and reacting to performance
controlling
Make decisions that conform to expectations of groups and institutions like family, peers, and society
conventional stage
Strategies used by two or more organizations working together to manage the external environment
cooperative strategies
The procedures that link the various parts of an organization for the purpose of achieving the organization's overall mission
coordination
Units interact with one another to make accommodations to achieve flexible coordination
coordination by mutual adjustment
Interdependent units are required to meet deadlines and objectives that contribute to a common goal
coordination by plan
Even established companies try to find and pursue profitable new ideas—and they need in-house entrepreneurs (often called intrapreneurs) to do so
corporate entrepreneurship
Identifies set of businesses, markets, or industries in which an organization competes and the distribution of resources among those entities
corporate strategy
Keeping costs low to achieve profits and be able to offer prices that are attractive to consumers
cost competitiveness
The assignment of new or additional responsibilities to a subordinate
delegation
Demographic characteristics, general behavior, attitudes, and beliefs of people in a particular society
demographic environment
Individuals who establish a new organization without the benefit of corporate sponsorship
entrepreneur
managers adapt themselves, their subordinates, and their units to change
entrepreneur
r is a manager but engages in additional activities that not all managers do
entrepreneur
The tendency of an organization to identify and capitalize successfully on opportunities to launch new ventures by entering new or established markets with new or existing goods or services
entrepreneurial orientation
use networks of contacts more than formal authority
entrepreneurs
The process by which enterprising individuals initiate, manage, and assume the risks and rewards associated with a business venture
entrepreneurship
The rate at which a company's general and specific environments change
environmental change
The number of issues to which a manager must attend and the degree to which they are interconnected
environmental complexity
The degree of discontinuous change that occurs within an industry
environmental dynamism
Searching for and sorting through information about the environment
environmental scanning
When management lacks information to understand or predict the future
environmental uncertainty
fair discipline and order enhance employee commitment
equity
promote a unity of interests between employees and management
espirit de corps
holds that a system of ethics applies to all people, everywhere and always
ethical absolutism
Situation, problem, or opportunity in which an individual must choose among several actions that must be evaluated as morally right or wrong
ethical issue
says that ethical behavior is whatever a person or society says is ethics
ethical relativism
Meeting other social expectations, not written as law
ethical social responsibility
The moral principles and standards that guide the behavior of an individual or group
ethics
According to Mintzberg a managers work is characterized by
fragmentation, brevity and variety
A decision bias influenced by the way in which a problem or decision alternative is phrased or presented
framing effects
An entrepreneurial alliance between two parties
franchising
Lower-level managers who execute the operational activities of the organization
frontline managers
Departmentalization around specialized activities such as production, marketing, and human resources
functional organization
An organization in which top management ensures that there is consensus about the direction in which the business is heading
high involvement organization
Technologies that produce goods and services in high volume
large batch
five elements of an organizations macroenvironment
laws and regulations, economy, technology, demographics, social values
managers motivate and encourage workers to accomplish organizational objective
leader
Stimulating people to be high performers
leading
An operation that strives to achieve the highest possible productivity and total quality, cost-effectively, by eliminating unnecessary steps in the production process and continually striving for improvement
lean manufacturing
An organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insight
learning organization
Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished
manager
make decisions, allocate resources, direct activities of others to attain goals
managerial activities
Dynamically interact to their environments by taking in inputs and transforming them into outputs that are distributed into their environments
open systems
Organizations that are affected by, and that affect, their external environment
open systems
The process of identifying the specific procedures and processes required at lower levels of the organization
operational planning
focuses on managing the production and delivery of an organization's products or services more effectively
operations management
managers consider strategic alternatives for taking advantage of those events to improve performance
opportunity
A description of the good or service, an assessment of the opportunity, an assessment of the entrepreneur, specification of activities and resources needed to translate your idea into a viable business, and your source(s) of capital
opportunity analysis
Achieving the best possible balance among several goals
optimizing
order jobs and material so they support the organization's direction
order
An organizational form that emphasizes flexibility
organic structure
- "system of consciously coordinated activities or forces of two more persons
organization
The reporting structure and division of labor in an organization
organization chart
popular contingency variables
organization size, routineness of task technology, environmental uncertainty, individual differences
An approach that studies and identifies management activities that promote employee effectiveness by examining the complex and dynamic nature of individual, group, and organizational processes
organizational behavior
The set of important assumptions about the organization and its goals and practices that members of the company share
organizational culture
organizational culture is sustained by
organizational stories and organizational heroes
need their managerial skills and abilities more than ever in these uncertain, complex, and chaotic time
organizations
A form of organization that seeks to maximize internal efficiency
mechanistic organization
One or more companies combine with another
merger
Managers located in the middle layers of the organizational hierarchy, reporting to top-level executive
middle level managers
Set objectives consistent with top management's goals
middle managers
An organization's basic purpose and scope of operation
mission
Temporary arrangements among partners that can be assembled and reassembled to adapt to the environment
modular network
also called a virtual network
modular network
A small core organization that outsources its major business functions (e.g., manufacturing) in order to concentrate on what it does best
modular organization
managers scan their environment for information and receive unsolicited information
monitor
realizing the issue has ethical implications
moral awareness
Making ethical decisions takes:
moral awareness, moral judgement, moral character
The strength and persistence to act in accordance with your ethics despite the challenge
moral character
knowing what actions are morally defensible
moral judgement
Principles, rules, and values people use in deciding what is right or wrong
moral philosophy
How can this person or group influence the business
power
is the most important variable in productivity and loyalty
the quality of the employee/supervisor relationship
Impersonal rules should be applied consistently and fairly.
rules
Choosing an option that is acceptable, although not necessarily the best or perfect
satisficing
keep communications within the chain of command
scalar chain
A narrative that describes a particular set of future conditions
scenario
A classical management approach that applied scientific methods to analyze and determine the "one best way" to complete production task
scientific management
introduced by Frederick Taylor
scientific management
A project team designated to produce a new, innovative product
skunkwork
Technologies that produce goods and services in low volume
small batch
A process planners use, within time and resource constraints, to gather, interpret, and summarize all information relevant to the planning issue under consideration
situational analysis
Leveling normal fluctuations at the boundaries of the environment
smoothing
The process that helps new employees adapt to the organization's culture
socialization
An approach to job design that attempts to redesign tasks to optimize operation of a new technology while preserving employees' interpersonal relationships and other human aspects of the work
sociotechnical systems theory
A process that involves managers from all parts of the organization in the formulation and implementation of strategic goals and strategies
strategic management
An organization's conscious efforts to change the boundaries of its task environment
strategic maneuvering
A set of procedures for making decisions about the organization's long-term goals and strategies
strategic planning
The long-term direction and strategic intent of a company
strategic vision
A pattern of actions and resource allocations designed to achieve the organization's goals
strategy
one in which everyone understands and believes in the firm's goals, priorities, and practice
strong culture
Organizational characteristics and mechanisms that guide and influence individual ethic
structural variables
he general interest must predominate
subordination of individual interest to the general interest
Each organization functions in a close, immediate competitive environment consisting of
the rivalry among existing competitors the threat of new entrants the threat of substitute and complementary products the bargaining power of suppliers the bargaining power of buyers
An integrative approach to management that supports the attainment of customer satisfaction through a wide variety of tools and techniques that result in high quality goods and service
total quality management
The organization's capabilities in management and technology that are applied to converting inputs to outputs
transformational process
Responsible for overall direction of the organization
top managers
Advantages of Delegation
- Leverages managers' energy and talent - Conserves managers' most valuable asset: time - Develops subordinates' managerial skills and knowledge - Promotes subordinates' sense of importance and commitment
Advantages of Geographic Departmentalization
-helps companies respond to different markets -reduces costs by locating unique resources closer to customers
Taylor's Four Principles of Scientific Management
1. Management should develop a precise, scientific approach for each element of one's work. 2. Management should scientifically select, train, teach, and develop each worker. 3. Management should cooperate with workers. 4. Management should ensure an appropriate division of work and responsibility.
Ethical principles established by international executives based in Caux, Switzerland, in collaboration with business leaders from Japan, Europe, and the United States
Caux principles
suggested that humans have five levels of needs and are motivated to satisfy unmet
Abraham Maslow
discussed control and the principle of specialization with regard to manufacturing worker in 1776
Adam Smith
emotional reaction that can occur when disagreements become personal
Atype conflict
Used extensive set of laws and policies for governance
Babylonians
advantages of a matrix design
Cross-functional problem solving leads to better-informed and more creative decisions Decision making is decentralized Extensive communications networks help process large amounts of information Higher management levels are not overloaded with operational decisions Resource utilization is efficient
focuses on problem- and issue-related differences of opinion
Ctype conflict
Used management practices to construct pyramids
Egyptians
focused on increasing worker productivity through the reduction of wasted motion developed the microchronometer to time worker motions and optimize work performance
Frank and Lillian Gilbreth
h used "motion studies"to identify and remove wasteful movements so workers could be more efficient and productive
Frank and Lillian Gilbreth
The "father" of scientific management, published Principles of Scientific Management
Frederick Winslow Taylor
h helps employees and managers plan projects by task and time to complete those tasks
Gantt chart
major challenges facing managers
Globalization Technological change The importance of knowledge and ideas Collaboration across organizational boundaries Increasingly diverse labor force
Used different governing systems for cities and state
Greeks
series of productivity experiments conducted at Western Electric from 1924 to 1932
Hawthorne studies
People's reactions to being observed or studied, resulting in superficial rather than meaningful changes in behavior
Hawthornes effect
advocated administrative management, a classical management approach that attempted to identify major principles and functions that managers could use to achieve superior organizational performance
Henry Fayol
Living and working together for the common good, allowing cooperation and mutual prosperity to coexist with healthy and fair competition
Kyosei
Emphasizing the continually changing situations that managers face
Mary Parker Follett
r advocated bureaucray
Max Weber
Why do managers plan?
Provides direction Reduces uncertainty Minimizes waste and redundancy Sets the standards for controlling creates task strategy intensifies effort and persistence
Used organized structure for communication and control
Romans
entrepreneurial orientation is determined by five tendencies
allow independent action, innovativeness, risk taking, proactiveness, competitive aggressiveness
A comparison of strengths, weaknesses, opportunities, and threats that helps executives formulate strategy
SWOT analysis
act that established strict accounting and reporting rules to make senior managers more accountable and to improve and maintain investor confidence
Sarbanes Oxley Act
SMART goals
Specific, Measurable, Attainable, Realistic, Timely
According to Mintzberg a manager works long hours at what pace
an intense
Used written rules and regulations for governance
Sumerians
opportunities may be created by
Technological discoveries Demographic changes Lifestyle and taste changes Economic dislocations Calamities Government initiatives and rule changes
four different levels of managers
Top-level managers, Middle-level managers, Frontline managers, Team leader
Decision making, planning, and controlling
Traditional management
Used organization design and planning concepts to control the seas
Venetians
essential ingredients in any recipe for success
a great product, a viable market, and good timing
The expectation that employees will perform a job, take corrective action when necessary, and report their performance
accountability
One firm buys another
acquisition
management turns thoughts into what
actions
The success of an enterprise generally depends much more on the administrative ability of its leaders than on their technical ability.
administrative management
being able to act fast to meet customer needs and respond to other outside pressures
agility
A chain of command or hierarchy is well established
authority
The legitimate right to make decisions and to tell other people what to do
authority
delegate authority along with responsibility
authority
relies on scientific research for developing theories about human behavior that can be used to provide practical tools for managers
behavioral science
emphasized the importance of understanding human behavior and motivating employees toward achievement
behavioral viewpoint
Process of assessing how well one company's basic functions and skills compare with those of another company or set of companies
benchmark
The process of comparing an organization's practices and technologies with those of other companies
benchmarking
Informal work on projects, other than those officially assigned, of employees' own choosing and initiative
bootlegging
A person who assembles and coordinates participants in a network
broker
Creating supplies of excess resources in case of unpredictable need
buffering
- "the exercise of control on the basis of knowledge
bureaucracy
This classical management approach emphasizes a structured, formal network of relationships among specialized positions in the organization
bureaucracy
The moral principles and standards that guide behavior in the world of business
business ethics
A formal planning step that focuses on the entire venture and describes all the elements involved in starting it
business plan
The major actions by which an organization builds and strengthens its competitive position in the marketplace
business strategy
determine the relative importance of superior and subordinate roles
centralization
the degree to which decision making is concentrated at upper levels in the organization
centralization
An organization in which high-level executives make most decisions and pass them down to lower levels for implementation
centralized organization
a situation in which a manager can make an accurate decision because the outcome of every alternative choice is known
certainty
the continuous line of authority that extends from upper levels of an organization to the lowest levels of the organization—clarifies who reports to whom
chain of command
Develop a list of substitutes and complements for the following item
challenge
Are not influenced by and do not interact with their environment (all system input and output is internal
closed systems
it may allow you to understand events outside the organization that could affect it or you
clues to meaning of outside events
it can help you understand the focus of your organization, where the top managers are "coming from
clues to meaning of your managers decisions
a formal statement of an organization's primary values and the ethical rules it expects its employees to follow
code of ethics
Exchanging routine information and processing paperwork
communication
Primary source of organizational culture
company founder
the ability of an organization to produce goods or services more effectively than competitors do, thereby outperforming them
competitive advantage
ways that managers can influence their environment
competitive aggression, competitive pacification, public relations, voluntary action, legal action, political action
External forces that have a direct and immediate impact on the organization
competitive environment
The immediate environment surrounding a firm; includes suppliers, customers, rivals, and the like
competitive environment
information that helps managers determine how to compete better
competitive intelligence
many environmental factors that affect organization
complex environmental complexity
Company mechanisms typically designed by corporate counsel to prevent, detect, and punish legal violations
compliance based ethics programs
disadvantages of functional departmentalization
cross-department coordination can be difficult may lead to slower decision making
the reason that organizations exist
customers
when an organization relegates decision making to managers who are closest to the action
decentralization
An organization in which lower-level managers make important decisions
decentralized organization
making a choice from two or more alternative
decision
entrepreneur, disturbance handler, resource allocator, negotiator
decisional roles
Stay within a stable product domain as a strategic maneuver
defenders
A strategy an organization uses to build competitive advantage by being unique in its industry or market segment along one or more dimensions
differentiation
An aspect of the organization's internal environment created by job specialization and the division of labor
differentiation
make expectations clear and punish violation
discipline
A bias weighting short-term costs and benefits more heavily than longer-term costs and benefits
discounting the future
managers share information with subordinates and others in the company
dissemenator
managers respond to problems so severe that they demand immediate action
disturbance handler
A firm's investment in a different product, business, or geographic area
diversification
A firm selling one or more business
divestiture
Tasks, assignments, and authority are specified
division of labor
The assignment of different tasks to different people or groups
division of labor
divide work into specialized tasks and assign responsibilities to specific individuals
division of work
Departmentalization that groups units around products, customers, or geographic region
divisional organization
Entrance to a new market or industry with an existing expertise
domain selection
disadvantages of product departmentalization
duplication coordination across different product departments
disadvantages of customer departmentalization
duplication of resources workers might please customers but hurt business
disadvantages of geographic departmentalization
duplication of resources, difficult to coordinate departments
fast rate of change
dynamic
Goal is the creation of sustainable economic development and improvement of quality of life worldwide for all organizational stakeholders
ecocentric management
To produce goods and services that society wants at a price that perpetuates the business and satisfies its obligations to investors
economic social responsibility
- accomplishing tasks that help fulfill organizational objectives
effectiveness
- getting work done with a minimum of effort, waste, or expense
efficiency
An ethical principle holding that individual self-interest is the actual motive of all conscious action
egoism
successful managers often demonstrate high
emotional intelligence
ncreasing the decision-making authority (power) of employee
employee empowerment
those factors and forces outside the organization that affect its performance
external environment
Information about the reaction of the environment to the outputs that affect the inputs
feedback
is relatively new, evidence of formalized practices have been found dating back to 5000 BC
field of management
managers perform ceremonial duties
figurehead
- related to the expected internal financial performance of the organization
financial goals
Advantages of Customer Departmentalization
focuses organization on customer needs allows companies to specialize products and services to customer needs
Method for predicting how variables will change the future
forecasting
The presence of rules and regulations governing how people in the organization interact
formalization
Should stress creativity and encourage managers and employees to think broadly
generate alternatives and plans
effectiveness ends
goal attainment
A condition that occurs when a decision-making group loses sight of its original goal and a new, less important goal emerges
goal displacement
g: to thoroughly understand the "best practices" of other firms and to undertake actions to achieve both better performance and lower cost
goal of benchmarking
Desired outcomes for individuals, groups, or entire organizations
goals
Eight common management challenges for entrepreneurs
going public, may not like it, survival, growth, delegation, misuse of funds, poor controls, mortality
A phenomenon that occurs in decision making when group members avoid disagreement as they strive for consensus
groupthink
knowing management principles helps you develop a set of principles that will guide your action
guide to action
four practical reasons for studying the history of management
guide to action, source of new ideas, clues to meaning of your managers decisions, clues to meaning of outside events
use time and motion studies to increase productivity hire the best qualified employees design incentive systems based on output
how managers use scientific management
Concerns the value of each person as an end, not a means to the fulfillment of others' purposes
human dignity
A classical management approach that attempted to understand and explain how human psychological and social processes interact with the formal aspects of the work situation to influence performance
human relations
Motivating, disciplining, managing conflict, staffing, and training
human resourcing
Six stages of formal decision making
identify and diagnose the problem generate alternative solutions evaluate alternatives make the choice implement the decision evaluate the decision
People's belief that they can influence events, even when they have no control over what will happen
illusion of control
define strategic tasks, assess organization capabilities, develop an implementation agenda, create an implementation plan
implementation
A system that calls for subassemblies and components to be manufactured in very small lots and delivered to the next stage of the production process just as they are needed
just in time
managing human capital, inspiring commitment, managing change, structuring work and getting things done, facilitating the psychological and social contexts of work, using purposeful networking, managing decision making processes, managing strategy and innovation, managing logistics and technology
important managerial skills
Strategies that an organization acting on its own uses to change some aspect of its current environment
independent strategies
factors that determine ethical and unethical behavior
individual characteristics, issue intensity, organizational culture, structural variables
promoted a more structured approach to work
industrial revolution
monitor, disseminator, spokesperson
informational roles
encourage employees to act on their own in support of the organization's direction
initiative
is the introduction of new goods and service
innovation
he people, money, information, equipment, and materials required to produce and organization's goods or services
inputs
The degree to which differentiated units are put back together so that work is coordinated into an overall product
integration
by having the managers and workers talk over differences and find solutions that would satisfy both parties
integration
have both parties indicate their preferences and then work together to find an alternative that meets the needs of both
integrative conflict resolution
Company mechanisms designed to instill in people a personal responsibility for ethical behavior
integrity based ethics programs
Ability to lead, motivate, and communicate effectively with others, soft skills
interpersonal and communication skills
Figure Head Leader Liaison
interpersonal roles
Three broad skills that managers need
interpersonal, technical, decisional
The degree of concern people have about an ethical issue
issue ethical intensity
Characteristics determine issue intensity or how important an ethical issue is to an individual: greatness of harm, consensus of wrong, probability of harm, immediacy of consequences, proximity to victim(s), and concentration of effect
issue intensity
The legislation, regulations, and court decisions that govern and regulate business behavior
legal environment
To obey local, state, federal, and relevant international law
legal social responsibility
Does this person or group have a legal, ethical, or moral claim on the business
legitimacy
managers deal with people outside their units
liaison role
A process of analyzing all inputs and outputs, though the entire "cradle-to-grave" life of a product, to determine total environmental impact
life cycle analysis
Units that deal directly with the organization's primary goods and service
line departments
primary concern of business
long term profit maximization and providing returns to shareholders
disadvantages of modular organization
loss of control noncore activities that are outsourced may become source of advantage suppliers to whom work is outsourced can become competitors
A strategy an organization uses to build competitive advantage by being efficient and offering a standard, no-frills product
low cost strategy
efficiency means
low waste
Broad economic, socio-cultural, political/legal, demographic, technological, and global conditions that may affect the organization
macroenvironment
the process of working with people and resources to accomplish organizational goals
management
three criteria help you choose the best approach
managers need to change what can be changed managers should use the appropriate response managers should choose responses that offer the most benefit at the lowest cost
The production of varied, individually customized products at the low cost of standardized, mass-produced product
mass customization
An organization composed of dual reporting relationships in which some managers report to two superiors—a functional manager and a divisional manager
matrix organization
a decision realizing the best possible outcome
maximizing
The integrated network of goals that results from establishing a clearly-defined hierarchy of organizational goals
means ends chain
breaking each task or job into separate motions and then eliminating those that are unnecessary or repetitive
motion study
typically yielded production increases of 25 to 300 percent
motion study
assessment of how motivated employees are to interact with superiors, participate in competitive situations, behave assertively with others, tell others what to do, reward good behavior, punish poor behavior, perform actions that are highly visible to others, and handle and organize administrative tasks
motivation to manage
Your influence as manager on the organization is multiplied far beyond the results that can be achieved by just one person acting alone
multiplier effect
A tall organization with many reporting levels
narrow spans
managers negotiate schedules, projects, goals, outcomes, resources, and employee raises
negotiator
A collection of independent, mostly single-function firms that collaborate on a good or service
network organization
Socializing, politicking, and interacting with others
networking
Scientific Method Steps in management
observe events and gather facts, pose a possible solution, make a prediction of future events, test the prediction
Assembling and coordinating the resources needed to achieve goals
organizing
he products, services, profits, losses, employee satisfaction or discontent, and the like that are produced by the organization
outputs
Managers, not owners, should run the organization
ownership
five key factors in planning
people, opportunity, competition, context, risk and reward
Additional behaviors and activities that society finds desirable and that the values of the business support
philanthropic social responsibility
Conscious, systematic process of making decisions about goals and activities that an individual, group, work unit, or organization will pursue in the future
planning
Specifying goals and deciding the actions needed to achieve those goals
planning
Four Functions of Management
planning, organizing, leading, controlling
-The actions or means managers intend to use to achieve organizational goals
plans
few environmental factors that affect organizations
simple environmental complexity
Make decisions based on immediate self-interet
preconventional stage
Kohlberg's stages of moral development
preconventional, conventional, postconventional
Make decisions based on self-chosen ethical principles
principled stage
an obstacle that makes it difficult to achieve a desired goal or purpose
problem
Continuously change the boundaries of their task environment by seeking new products and markets, diversifying and merging, or acquiring new enterprise
prospectors
Employees are selected and promoted based on merit
qualifications
is the excellence of your product
quality
An approach that emphasizes the application of quantitative analysis to managerial decisions and problem
quantitative management
related to the performance of the firm relative to factors in its external environment (e.g., competitors).
strategic goals
advantages of modular organization
reduced costs better responsiveness to product and demand changes
A strategy used to add new businesses that produce related products or are involved in related markets and activitiy
related diversification
Philosophy that bases ethical behavior on the opinions and behaviors of relevant other people
relativism
systematically reward efforts that support the organization's direction
remuneration
disadvantages of matrix departmentalization
requires a high level of duplication confusion and conflict between project bosses requires much more management skill
managers decide who will get what resources and in what amounts
resource allocator
Inputs to a system that can enhance performance
resources
A task that an employee is supposed to carry out
responsibility
a situation in which the manager is able to estimate the likelihood (probability) of outcomes that result from the choice of particular alternatives
risk
are specific actions or behaviors expected of a manager
roles
Concern with how well the candidates will fit into the organization
selection
The speed and dependability with which an organization delivers what customers want
service
Theory of corporate social responsibility that holds that managers are agents of shareholders whose primary objective is to maximize profit
shareholder model
being aware of various perspectives can also provide new ideas when you encounter new situation
source of new ideas
The number of subordinates who report directly to an executive or supervisor
span of control
process in which different individuals and units perform different tasks
specialization
Fast and timely execution, response, and delivery of results
speed
managers share information with people outside of the company
spokesperson
promote employee loyalty and longevity
stability and tenure of personnel
slow rate of change
stable
Units that support line departments
staff departments
Theory of corporate social responsibility that suggests that managers are obliged to look beyond profitability to help their organizations succeed by interacting with groups that have a stake in the organization
stakeholder model
three opinions regarding social responsibility
stakeholder, shareholder, neutral
Groups and individuals who affect and are affected by the achievement of the organization's mission, goals, and strategies
stakeholders
- the degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures
standardization
Establishing common routines and procedures that apply uniformly to everyone
standardization
A formal relationship created among independent organizations with the purpose of joint pursuit of mutual goal
strategic alliance
Major targets or end results relating to the organization's long-term survival, value, and growth
strategic goals
Economic growth and development that meet present needs without harming the needs of future generation
sustainable growth
A set of interrelated and interdependent parts arranged in a manner that produces a unified whole
system defined
classical management approach that attempted to build into operations the specific procedures and processes that would ensure coordination of effort to achieve established goals and plan
systematic approach
A theory stating that an organization is a managed system that changes inputs into output
systems theory
A set of procedures for translating broad strategic goals and plans into specific goals and plans that are relevant to a distinct portion of the organization, such as a functional area like marketing
tactical planning
Employees who are responsible for facilitating successful team performance
team leader
Facilitate team activities toward accomplishing a goal
team leader
Ability to perform a specialized task involving a particular method or process
technical skills
an umbrella term for the knowledge, tools, and techniques used to transform inputs into outputs
technology
Using scientific methods to define the "one best way" for a job to be done
the theory of scientific management
why do we study management
there is a universal need of management
managers typically take steps to protect the company from further harm
threat
Senior executives responsible for the overall management and effectiveness of the organization
top level managers
Senior executives help establish behavioral norms that are adopted by the organization
top management
a situation in which a manager cannot make an accurate assessment because the outcome of every alternative choice is unknown and cannot be estimated
uncertainty
- the concept that a person should have one boss and should report only to that person
unity of command
each employee should be assigned to only one supervisor
unity of command
employee's efforts should be focused on achieving organizational objectives
unity of direction
The ethical system stating that all people should uphold certain values that society needs to function
universalism
A strategy used to add new businesses that produce unrelated products or are involved in unrelated markets and activitiy
unrelated diversiffication
How immediate are this person's or group's needs/demands
urgency
An ethical system stating that the greatest good for the greatest number should be the overriding concern of decision makers
utilitarianism
Accordidng to Mintzberg a manager relies more on this communication than on written communication
verbal
The acquisition or development of new businesses that produce parts or components of the organization's product
vertical integration
Perspective that what is moral comes from what a mature person with "good" moral character would deem right
virtue ethics
different people hold different values, there is confusion about corporate goals, and it is not clear from one day to the next what principles should guide decision
weak culture
Encourage managers and employees to report ethical violations
whistle blowing
A flat organization with fewer reporting levels
wide spans