Management

Barriers to effective control systems including goal displacement, suboptimization, measurementship and falsifying

-Goal displacement: lack of goal congruence created by the motivation to achieve some goals sought by the organization at the expense of other intended goals -Suboptimization: occurs when the performance of an organizational subunit is optimized at the expense of the organization as a whole -Measurementship: lack of congruence created by motivation to look good in terms of the measures used in control systems

Advantages of group decision making

-Greater pool of knowledge, different perspectives, intellectual stimulation, better understanding of decision rationale

Early behaviorism, Elton Mayo, and the principles derived from the Hawthorne effect

-Hawthorne effect: employees work harder if they receive added attention, believe that managers care -Mayo: Hawthorne effect

Vroom-Jagon diagnostic questions pertaining to decision making

-Helps gauge the appropriate amount of participation for subordinates in process

The two overarching perspectives about management

-Historical: classical, behavioral, quantitative -Contemporary: systems, contingency, quality-management

The Human Relationship Movement and the significance of the findings of Maslow (his hierarchy of needs) and McGregor (Theory X versus Theory Y)

-Human relations movement: proposed that better human relations could increase worker productivity -Maslow's hierarchy of needs: physiological, safelty, social, esteem, self-actualization -McGregor: theory X: pessimistic view of workers, theory Y: optimistic view of workers

ISO

-ISO: International quality standards

Three effective reactions and Steven Coveyís Urgency Importance matrix

-Importance, credibility, urgency

The three categories of leadership roles and the roles within each category and their meaning

-Interpersonal: interact with people outside their work units -Informational: receive and communicate info -Decisional: use info to make decisions to solve problems or take advantage of opportunities

Organization structure: matrix, team-based, net work and modular

-Matrix: organization combines functional and divisional chains of command in a grid so that there are two command structures-vertical and horizontal -Team based: (process) workgroups are used to improve horizontal relations and solve problems throughout the organization -Network: central core that is linked to outside independent firms by computer connections, which are used to operate as if all were a single organization -Modular: firm assembles product chunks, or modules, provided by outside contractors

Mechanistic versus organic organizations

-Mechanistic: centralized hierarchy of authority, many rules and procedures, specialized tasks, formalized communication -Organic: decentralized hierarchy of authority, few rules and procedures, shared tasks, many teams

Early behaviorism, Hugo Munsterberg and the concepts underlying Industrial Psychology

-Munsterberg: father of industrial psychology -Study jobs and determine which people are best suited to specific jobs, identify psychological conditions under which employees do their best work, devise management strategies to influence employees to follow management interests

The three tasks of performance management systems

-Must be able to influence people decisions and actions in an appropriate direction -Must coordinate the efforts of diverse parts of an organization -Must provide info about the results of operations and peoples performance

The Systems Viewpoint including the concept of open and closed systems

-Organization as a system of interrelated parts, subsystems, part of the larger environment -Open system: continually interacts with its environment -Closed system: little interaction with environment

The concept of the Learning Organization and its importance

-Organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge -Importance: rise of virtual organizations, rise of boundaryless organizations, speed and innovation

The four function of organization culture

-Organizational identity, collective commitment, social system stability, sense making device

Six areas of control

-Physical, HR, informational, financial, structural, cultural

The Globe Projects nine cultural dimensions

-Power distance, uncertainty avoidance, institutional collectivism, in group collectivism, gender egalitarianism, assertiveness, future orientation, performance orientation, and human orientation

The Classical viewpoint and the problem with it and why it is important

-Problem: mechanistic, tends to view humans as cogs within a machine -Important: work activity was amenable to a rational approach, boost productivity

Programmed (rational) versus non-programmed (non-rational) decisions

-Programmed (rational) decisions: rules developed from frequent occurrences, response to recurring organizational problems -Non-programmed (nonrational) decisions: unique, poorly defined and unstructed, important consequences

pyramid of organizational development tasks

-Pyramid: 1.business foundation 2. Identify and define market 3. Develop products and services 4. Acquire resources 5. Develop operational systems 6. Develop management systems 7. Manage the corporate culture

Quality Control & Quality Assurance

-Quality control: strategy for minimizing errors by managing each stage of production -Quality assurance: performance of workers, urging employees to strive for zero defects

Total Quality Management and the Deming philosophy including the PDCA cycle, definition, its two core principles, the RATER scale, quality circles, benchmarking

-Quality should be aimed at the needs of the consumer -PDCA cycle: plan, do, check, act -TQM: comprehensive approach led by top management and supported throughout the organization dedicated to improvement, training, customer satisfaction -Two core principles: people orientation, improvement orientation -RATER scale: enables customers to rate the quality of service along dimensions like reliability, assurance, tangibles, empathy, responsiveness

The definition of Scientific Management, its underlying principles, Taylor & Gilbreths

-Scientific management: emphasized scientific study of work methods to improve productivity of individual workers -Principles: study each part of task, carefully select workers with the right abilities, give workers the training and incentives to do the task, use scientific principles to plan the work methods

Ways cultures become embedded in organizations

-Slogans, sayings, titles, stories, physical design, structure

Cultural perspectives (strong versus weak, functional versus dysfunctional and nominal versus real)

-Strong vs weak culture: do people have a clear sense of what culture is -Functional vs dysfunctional: does the culture enhance organizational productivity and performance -Espoused vs enacted: do the actions of employees reflect what is stated

TQM, Deming and Juran

-TQM: comprehensive approach-led by top management and supported throughout the organization-dedicated to continuous quality improvement, training, and customer satisfaction -Juran and Deming: u of m alum 1904-2008, Carlson school hosts Juran center for quality and leadership founded with help of Dr. Juran

The organization chart

-Visual representation, set of formal tasks, framework for vertical control, formal reporting relationships

Organizations promoting international trade (and what they do)

-World Trade Organization (WTO): monitor and enforce trade agreements, agreements based on the general agreement on tariffs and trade (GATT), 153 countries -World bank: provide low interest loans to developing nations for improving transportation, education, health, and telecommunications -International Money Fund (IMF): assist in smoothing the flow of money between nations

The concept of Bureaucracy and Max Weber

Bureaucracy: Max Weber believed: rational, efficient, ideal organization based on the principles of logic

The four levels of skills plus transition management skills that managers must develop over their careers in order to be effective from the bottom to the top levels of the organization

Core management, operational management (day to day), organizational management (multilevel), organizational development.... Plus one for every level: transition management

The significance about learning about international management

Many places are multinational, may deal with foreign customers or partners

Organization structures: Simple, functional, divisional

Organization structures: how tasks are divided, resources are deployed, and departments are coordinated -Simple: authority in centralized in a single person with few rules and low work specialization -Vertical functional structure: people are grouped by similar occupational specialties -Divisional: people with diverse occupational specialties are put together in formal groups by similar products, customers, or geographic regions

The Quantitative Management theory and its underlying principles

Quantitative management: application to management of quantitative techniques, such as statistic and computer stimulations.....management science, operations management

Globalization, the global village and e-commerce

-Globalization: trend of the world economy toward becoming a more interdependent system -Global Village: shrinking of time and space as air travel and the electronic media have made it much easier for the people of the globe to communicate with one another -E-commerce: buying and selling of products and services through computer networks over long distances

Hosfstedeís model of four cultural dimensions

-1. Individualism/collectivism 2. Power distance-how much do people accept inequality in power 3. Uncertainty avoidance-how strongly do people desire certainty 4. Masculinity/femininity-how much do people embrace stereotypical male or female traits

The seven key components of a performance management system

-1. Key results areas 2. Objectives 3. Goals 4. Method of measurement 5. Method for providing feedback 6. Method for evaluating performance 7. Administering rewards

Lean manufacturing concepts

-Also called lean production, not machines or technology but employee involvement

Decision-making styles (directive, analytical, conceptual and behavioral)

-Analytical: considers more info and alternatives, high tolerance to ambiguity -Directive: people are efficient, logical, practical, and systematic in their approach to solving problems, action oriented, decisive, focus on facts, low tolerance to ambiguity -Conceptual: broad perspective, consider many options, high tolerance to ambiguity -Behavioral: supportive, likes suggestions, show warmth, likes verbal instead of written, low tolerance to ambiguity

The chain of command, unity of command and the scalar principle

-Chain of command: line of authority that links all persons in an organization, shows who reports to whom -Unity of command: each employee accountable to one supervisor -Scalar principle: clearly defined line of authority in the organization that included all employees

The definition of Administrative Management, Henry Fayol

-Concerned with managing the total organization -Fayol: French engineer and industrialist, first to identify major functions of management

The definition of culture: Values, beliefs and norms

-Culture: values, beliefs, and norms that a set of people shares -Values: things that organizations hold most dear -Beliefs: assumptions that individuals hold about themselves, their customers and organization -Norms: rules of behavior that address such issues as how employees dress and interact, usually found in employee handbook

Decisions and decision making

-Decision: choice made from available alternatives -Decision-making: process of identifying problems and opportunities and then resolving them

Groupthink, satisficing and goal displacement concepts

-Disadvantages to group decision making

EVA

-Economic value added: company's net operating profit minus the cost of capital invested in the company's tangible assets

The concept of organizational performance including efficiency and effectiveness and the difference between the two

-Efficiency: use of minimal resources to produce the desired volume output -Effectiveness: Degree to which organization achieves a stated goal

Balance scorecard concepts

-Financial, customer, internal business, innovation and learning, comprehensive management control system

The two levels of organizational culture

-Level 1: observable artifacts (enacted culture) -Level 2: basic assumptions (espoused culture)

The brainstorming concept

-Listen to all ideas, no criticism, build on others ideas

Low-context versus high context cultures

-Low context culture: shared meanings are primarily derived from written and spoken words -High context culture: people rely heavily on situational cues for meaning when communicating with others

Definition of the organization and organizing

-Organization: system of consciously coordinated activities or forces of two of more people -Organizing: development of resources to achieve strategic goals

Tall versus flat structures

-Tall structure: narrow span and more levels -Flat structure: wide span and fewer levels

Barriers to international trade (tariffs, import quotas and embargoes)

-Tariffs: duty or tax mainly on imports -Import quotas: limits on the numbers of a product that can be imported -Embargoes: ban on import and export of certain products

Why companies expand internationally

Availability of supplies, new markets, lower labor costs, access to finance capital, avoid tariffs and import quotas

The classical viewpoint

Emphasis on ways to manage work more efficiently

The concept of evidence based management (Pfeffer and Sutton)

Evidence based management: translating principles based on best evidence into organizational practice, bringing rationality to the decision making process

Five ways of expanding internationally

Global outsourcing, importing and exporting and counter trading, licensing and franchising, joint ventures, wholly owned subsidiaries

The Operations Management theory and its underlying principles

Managing the production and delivery of an organizations products or services more effectively

The four key management responsibilities

Planning, organizing, controlling, leading

Ineffective responses to a decision situation: Relaxed avoidance, relaxed change, defensive avoidance and panic

Relaxed avoidance, relaxed change, defensive avoidance, panic

The concept of culture

Shared set of beliefs, values, knowledge, patters of behavior common to a group of people

Open-book management concepts

Sharing financial info and results with all employees

The Management Science theory and its underlying principles

Stresses the use of rational, science based techniques to improve decision making and strategic planning....scheduling, planning

The definition of management

The pursuit of organization goals efficiently and effectively by integrating the work of people though planning, organizing, leading, and controlling resources

The concept of transition management for the manager and the three critical dimensions that a person must manage effectively to be successful at a given level of the organizational hierarchy

change in role concept, change in skills possessed, change the individuals psychology

The seven challenges to being an exceptional manager

competitive advantage, diversity, globalization, information technology, ethical standards, sustainability, own happiness and life goals

The transition in management skill emphasis as one progresses upwards in management

knowing how to transition to the next step in managing

Trading blocs

trading bloc: group of nations within a geographic region that have agreed to remove trade barriers with one another, also known as economic community

Early behaviorism, Mary Parker Follett and her primary philosophies

-Follett: social worker and social philosopher -Organizations should operate as communities -conflicts should be resolved by having managers and workers talk over differences and find solutions that satisfy both, work process should be under control of workers with relevant knowledge

Why control is needed

-Adapt to change and uncertainty, discover errors, reduce costs, increase productivity, complexity

Authority, responsibility, accountability and delegation

-Authority: formal and legitimate right of a manager to make decisions, issues orders, and allocate resources -Responsibility: duty to perform the task or activity the employee has been assigned -Accountability: mechanism through which authority and responsibility are brought into alignment -Delegation: process managers use to transfer authority to the lowest possible level

Common decision-making biases

-Availability bias, confirmation bias, representativeness bias, sunk cost bias, anchoring and adjustment bias, escalation of commitment bias

The Behavioral viewpoint and its progression (three phases): Early behaviorism, the human relations movement and behavioral science

-Behavioral viewpoint: emphasized the importance of understanding human behavior and motivating employees toward achievement -Three phases: 1. Early behaviorism 2. Human relations movement 3. Behavioral science

Stages in the life of the organization, the transitions from small to large firms, and the pyramid of organizational development tasks

-Birth stage: organization is created -Youth stage: growth and expansion -Midlife stage: period of growth evolving into stability -Maturity stage: becomes very bureaucratic, large, and mechanistic

Non-programmed models

-Bounded rationality and satisficing model: managers seek alternatives until they find one that is satisfactory -Incremental Model: managers take small, short term steps to alleviate a problem, rather than steps that will accomplish the long term solution -Intuition model: making a choice without the use of conscious thought or logical inference

Bounded rationality and satisficing

-Bounded rationality: ability of decision makers to be rational is limited by numerous constraints -Satisficing models: managers seek alternatives until they find one that is satisfactory, not optimal

Financial control concepts

-Budget: formal financial projection -Incremental budgeting: allocates increased or decreased funds to a department by using the last budget period as a reference point -Audit

The Diamond Model

-Case reality, problem/question, conceptual model, solution

Centralization versus decentralization

-Centralization: decision authority is located near the top of the organization -Decentralization: decision authority is pushed downward to lower organizational levels

The different decision-making environments (certainty, risk, uncertainty and ambiguity)

-Certainty: all the info is fully available -Risk: decision has clear goals, info is available, future outcomes are subject to chance -Uncertainty: managers know which goals they wish to achieve, info is incomplete, may need to develop creative alternatives -Ambiguity: goals to be achieved or the problem to be solved is unclear, alternatives are difficult to define, into about outcomes is unavailable

Differentiation versus integration

-Differentiation: tendency of the parts of an organization to disperse and fragment -Integration: tendency of the parts of an organization to draw together to achieve a common purpose

Two dimensions of the personal decision framework

-Dimension 1: reflects the extent to which a person focuses on either task and technical concerns or people and social concerns when making decisions -Dimension 2: Person's tolerance for ambiguity(uncertainty)

The concept of work specialization

-Division of labor, tasks are subdivided into jobs, employees perform specialized tasks, jobs are small but efficient

International management types

-Ethnocentrism: belief that their own nation or country is best -Parochial: narrow view in which people see things solely through their own views -Polycentric: native managers best understand native personnel and practices, so the home office should leave them alone -Geocentric: accepts differences and similarities between home and foreign personnel and practices

Three types of control: Feed forward, concurrent and feedback control

-Feed Forward: preliminary or preventative control -Concurrent: assess current work activities, rules and regulations, ensures to produce correct results -Feedback: organizations outputs, post actions, output control

The difference in managerial requirements at different levels within the organizational hierarchy

-First line managers: production, sales, accounting supervisor (functional head) -Middle managers: product line of service manager, info services manager (department manager) -Middle managers: general manager, admin (business unit head) -Top managers: corporate or group head, vice pres. Of admin, CEO

Management control tools including Gantt Charts and Pert diagrams

-Gantt charts: Interactive calendar -Pert diagrams: must do things in order, program evaluation and review technique