Business ch 1-4

helps develop workforces that are smarter, better trained, more motivated, and more committed than those of the competitors' and produces substantial advantages in sales revenue, profits, stock market returns, and customer satisfaction

According to Pfeffer why can companies create competitive advantage through people?

Pfeffer contends that what separates top-performing companies from their competitors is the way they treat their workforces, or their management style. employment security, selective hiring, self managed teams and decentralization, high wages contingent on organizational performance, training and skill development, reduction of status differences, and sharing information

According to Pfeffer, how can companies create competitive advantage through people?

political/legal

business behavior is governed and regulated by legislation, regulation and court decisions managers must be aware of the laws, regulations, and potential lawsuits that could affect their business

Bureaucracy

clear rules should govern performance

suppliers

companies that provide material, human, financial, and informational resources to other companies supplier dependence vs buyer dependence opportunistic vs relationship behavior

advocacy groups

concerned citizens who band together to try to influence the business practices of specific industries, businesses, and professions climate change emissions reduction

Integrative conflict resolution, follett

constructive approach to dealing with conflict in which both parties indicate their preferences

Organizing

deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom

sociocultural trends

demographic characteristics, general behavior, attitudes, and beliefs of people in a society

planning

determining organizational goal and a means for achieving them

max weber

devised seven elements that characterize bureaucracies

customers

purchase products and services proactive and/or reactive monitoring

environmental change

rate at which a company's general and specific environments change

dynamic environment

rate of change is fast

stable environment

rate of change is slow

characteristics of changing environments

rate of environmental change degree of environmental complexity degree of resource scarcity

industry regulation

regulations and rules that govern the practices and procedures of specific industries, businesses, and professions

environmental scanning

searching the environment for important events or issues that might affect an organization

organization

select and arrange people

employee selection

selecting those who have values and beliefs consistent with the desired culture

technical skills (essential for team leader and low level managers)

specialized procedures, techniques, and knowledge required to get the job done

Bureaucracy

standardized guidelines should determine hiring and firing

deciding how to act on threats and opportunities

use of cognitive maps to summarize perceived relationships

political deviance

using one's influence to harm others in the company showing favoritism gossiping about coworkers blaming coworkers competing non beneficially

interpreting environmental events

viewing as either threats or opportunities

visible artifacts

visible signs of an organization's culture

Bureaucracy

was against favoritism or particularism

division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interest to general interest, remuneration of personnel, centralization, scalar chain, order, equity, stability of tenure and personnel, initiative, espirt de corps

what are the 12 principles of management of administrative science?

qualification based hiring, merit based promotion, chain of command, division of labor, impartial application of rules and procedures, recorded in writing, managers separate from owners

what are the elements that characterize bureaucracies

customers, competitors, suppliers, industry regulation and advocacy groups

what are the five components of the specific environment?

planning, organization, command, coordinate, control

what are the five management activities of administrative science?

sociocultural, economy, technology, and political/legal

what are the four components of the general environment?

planning, organizing, leading, controlling and henri fayol

what are the four functions of management and who came up with them?

production deviance, property deviance, political deviance, and personal agression

what are the four kinds of workplace deviance?

insensitive to others: abrasive, intimidating, bullying style cold, aloof, arrogant betrays trust overly ambitious: thinking of next job, playing politics specific performance problems with the business overmanaging: unable to delegate or build a team unable to staff effectively unable to think strategically unable to adapt to boss with different style overdependent on advocate or mentor

what are the top ten mistakes managers make?

According to Heidi Ganahl, the founder of Camp Bow Wow, organizational culture is what the outside world perceives of the company and brand, Logos, shirts, branded signage, and Web sites that help shape people's perceptions of Camp Bow Wow are known as its visible artifacts

what aspects of camp bow's corporate culture reflect the surface level of the organizational culture?

made significant contributions to management through pay for performance plans the training and development of workers

what did henry gantt and the gantt chart do?

technical skills, human skills, conceptual skills, and motivation to manage

what do companies look for in managers?

Heidi Ganahl's life story helps the employees and franchisees of Camp Bow Wow understand culturally consistent decisions

what impact does heidi ganahl's personal story have on employees at camp bow wow?

adaptability, involvement, clear missions, and consistency

what influence successful cultures?

negotiator role by designing the camp counselors' jobs disturbance handler role When a manager at Camp Bow Wow deals with a dissatisfied customer or a particularly troublesome dog Sue is playing the managerial role of a spokesperson when she describes the inner workings of Camp Bow Wow in the videos

which managerial roles figure prominently for candace stathis and sue ryan at camp bow wow

Chester Irving Barnard, human relations management

who came up with cooperation and acceptance of authority?

Charles C Spaulding

who came up with the 8 necessities of administrative science?

Max Weber

who came up with the bureaucratic theory?

Elton Mayo, human relations management

who came up with the hawthorne effect?

Henri Fayol

who developed management activities and principles of management in administrative science?

Henry Gantt (Scientific Management) and it indicates what tasks must be completed at which times in order to complete a project

who developed the gantt chart and what is it used for?

Frank and Lillian Gilbreth (scientific management)

who employed the motion study to simplify work and improve productivity?

Frederick W. Taylor, Taylor's four principles of scientific management

who is the father of scientific managment and what did he develop?

Having a consistent or strong organizational culture does not guarantee good company performance. Companies with strong cultures tend to perform poorly when they need to adapt to dramatic changes in their external environments. Their consistency sometimes prevents them from adapting to those changes

why did camp bow wow have to change its culture when it became a national franchise?

monitor role

Managers scan their environment for information

spokesperson role

Managers share information with people outside their departments or companies

disseminator role

Managers share the collected information with their subordinates and others in the company

Bureaucracy

One's authority should be tied to the official position he or she occupies

Interpersonal- figurehead, leader, liaison informational- monitor disseminator, spokesperson decisional- entrepreneur, disturbance handler, resource allocator, negotiator

What are Mintzberg's managerial roles?

getting work done through others

What is management?

conceptual skills

ability to see the organization as a whole, understand how the different parts affect each other, and recognize how the company fits into or is affects by its environment

human skills (essential at all levels of management)

ability to work well with others

effectiveness

accomplishing tasks that help fulfil organizational objectives

property deviance

aimed at the organization's property or products sabotaging equipment accepting kickbacks lying about hours worked stealing from company

external environment

all events outside a company that can influence or affect it

motivation to manage

assessment of how enthusiastic employees are about managing the work of others

Motion Study

breaking each task or job into its separate motion and then eliminating those that are unnecessary or repetitive

According to Scott, the COO of Barcelona Restaurant Group, employees are given the opportunity and freedom to achieve organizational goals through a variety of different approaches, tasks, and decisions, based on the situation.

discuss how Barcelona restaurant management can best be described as contingency management

control

ensure compliance

Bureaucracy

exercise of control on the basis of knowledge, expertise, or experience

organizing and planning because Sue, the owner of Camp Bow Wow in Boulder, Colorado, explains that her organization had a flat structure when she established it. She soon changed this by promoting and mentoring her employees into lead positions.

explain which functions of management might be most needed for the camp bow wow leaders highlighted in the video?

uncertainty

extent to which managers can predict which external changes and trends will affect their business

Hawthorne effect

feelings and attitudes affect employee's work financial incentives aren't necessarily the most important motivator for employees group norms and behaviors play a critical role in behavior at work focus on teams and the impact of management attention

competitors

firms in the same industry that sell similar products or services competitive analysis

administrative management

focuses on how and what managers should do in their jobs

scientific management

focuses on improving efficiency

human relations management

focuses on people and the psychological and social aspects of work

bureaucratic management

focuses on using knowledge, fairness, and logical rules

efficiency

getting work done with minimum effort, expense, or waste

economy

growing economy provides a favorable environment for business growth influences basic business decisions

coordinate

harmonize and facilitate

organizational stories

help make sense of organizational events emphasize culturally consistent assumptions, decisions, and actions

max weber

helped improve organizational functioning

Contingency Approach

holds that there are no universal management theories

contingency approach

holds that there are no universal management theories and practical implications

Personal Aggression Deviance

hostile or aggressive behavior toward others sexual harassment verbal abuse stealing from coworkers endangering coworkers

environmental scanning, interpreting environmental events, and deciding how to act on threats and opportunities

how should a business make sense of changing environments?

managers should focus on the parts of the organizational culture they can control

how should managers react to organizational cultures?

production deviance

hurts the quality and quantity of work produced leaving early taking excessive breaks intentionally working slowly wasting resources

Cooperation and Acceptance of Authority, barnard

in general, people will be indifferent to managerial directive or orders if they: are understood are consistent with the purpose of the organization are compatible with the people's personal interests can actually be carried out by those people

leading

inspiring and motivating workers to work hard to achieve organizational goals

technology

knowledge, tools, and techniques used to transform inputs into outputs

planning

look ahead, chart a course

entrepeneur role

managers adapts themselves, their subordinates and their units to change.

liaison role

managers deal with people outside their units

resource allocator role

managers decide who gets what resources and in what amounts

leader role

managers motivate and encourage workers to accomplish organizational objectives

negotiator role

managers negotiate schedules, projects, goals, outcomes, resources, and employee raises

figurehead role

managers perform ceremonial duties like greeting company visitors, speaking at the opening of a new facility, or representing the company at a community luncheon to support local charities.

disturbance handler role

managers respond to pressures and problems so severe that demand immediate attention and action

controlling

monitoring progress toward goal achievement and taking corrective action when needed

command

oversee, lead, drive

organizational heroes

people admired for their qualities and achievements within the organization

Mary Parker Follett

pioneer of organization behavior and organizational management theory