Management 3013 exam 1 chpt 1 & 2

norms

unwritten, informal codes of conduct, such as behaving honestly or courteously that prescribe how people should act in particular situations and are considered important by most members of a group or organization

organizational behavior

the study of the factors that have an impact on how individuals and groups respond to and act in organizations, dates from these early studies

informal organization

the system of behavioral rules and norms that emerge in a group, when they try to manage or change behavior in organizations.

value system

what people are striving to achieve in life and how they want to behave

five components of the Big Five personality traits

(OCEAN) Openness to experience, conscientiousness, extraversion, agreeableness, negative affectivity

what makes up organizational performance

(efficiency+effectiveness)

diff levels of managers

CEO, Top managers, Middle managers, First-line managers

organizational structure

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

self managed team

a group of employees who assume collective responsibility for organizing, controlling, and supervising their own work activities. Moreover, self-managed teams assume many tasks and responsibilities previously performed by first-line managers, so a company can better utilize its workforce

strategy

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

conceptual skills -manager skills

are demonstrated in the general ability to analyze and diagnose a situation and to distinguish between cause and effect. Top managers require the best conceptual skills because their primary responsibilities are planning and organizing.

top managers

are responsible for the performance of all departments.14 They have cross-departmental responsibility. Top managers establish organizational goals, such as which goods and services the company should produce; they decide how the different departments should interact; and they monitor how well middle managers in each department use resources to achieve goals. ultimately responsible for success or failure or organization

technical skills- manager skills

are the job-specific skills required to perform a particular type of work or occupation at a high level. Examples include a manager's specific manufacturing, accounting, marketing, and increasingly, IT skills.

theory Y

assumes that workers are not inherently lazy, do not naturally dislike work, and, if given the opportunity, will do what is good for the organization. According to Theory Y, the characteristics of the work setting determine whether workers consider work to be a source of satisfaction or punishment; and managers do not need to closely control workers' behavior in order to make them perform at a high level, because workers will exercise self-control when they are committed to organizational goals.

organizational citizenship behaviors (OCBs)

behaviors that are not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and competitive advantage

planning

choosing appropriate organizational goals and courses of action to best achieve those goals

attitudes

collection of feelings and beliefs

organizations

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

fig 1.6 building blocks of competitive advantage

competitive advantages= efficiency, innovation, responsiveness to customers, quality

organizational culture

comprises the shared set of beliefs, expectations, values, norms, and work routines that influence how members of an organization relate to one another and work together to achieve organizational goals.

controlling

establish accurate measuring and monitoring systems to evaluate how well the organization has achieved its goals

organizing

establishing task authority relationships that allow people to work together to achieve organizational goals

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.

human skills- manager skills

include the general ability to understand, alter, lead, and control the behavior of other individuals and groups. The ability to communicate, to coordinate, and to motivate people, and to mold individuals into a cohesive team distinguishes effective from ineffective managers.

diff btwn internal and external locus of control

internal- believe they themselves are responsible for their own fate; they see their own actions and behaviors as being major and decisive determinants of important outcomes such as attaining levels of job performance, being promoted, or being turned down for a choice job assignment. external- believe that outside forces are responsible for what happens to and around them; they do not think their own actions make much of a difference. As such, they tend not to intervene to try to change a situation or solve a problem, leaving it to someone else.

outsourcing

involves contracting with another company, usually in a low-cost country abroad, to have it perform a work activity the organization previously performed itself, such as manufacturing, marketing, or customer service. Outsourcing increases efficiency because it lowers operating costs, freeing up money and resources that can be used in more effective ways—for example, to develop new products.

restructuring

involves simplifying, shrinking, or downsizing an organization's operations to lower operating costs, as both Dell and Xerox have been forced to do.

CEO

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

empowerment

is a management technique that involves giving employees more authority and responsibility over how they perform their work activities.

organizational performance

is a measure of how efficiently and effectively managers use available resources to satisfy customers and achieve organizational goals. Organizational performance increases in direct proportion to increases in efficiency and effectiveness

fig. 1.1efficiency in an organization

is a measure of how productively resources are used to achieve a goal.4 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.

core competency

is often used to refer to the specific set of departmental skills, knowledge, and experience that allows one organization to outperform its competitors. In other words, departmental skills that create a core competency give an organization a competitive advantage.

competitive advantage

is the ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than its competitors. The four building blocks of competitive advantage are superior efficiency, quality, innovation, and responsiveness to customers

emotional intelligence

is the ability to understand and manage one's own moods and emotions and the moods and emotions of other people.84 Managers with a high level of emotional intelligence are more likely to understand how they are feeling and why, and they are more able to effectively manage their feelings.

job satisfaction

is the collection of feelings and beliefs that managers have about their current jobs.

organizational commitment

is the collection of feelings and beliefs that managers have about their organization as a whole.61 Managers who are committed to their organizations believe in what their organizations are doing, are proud of what these organizations stand for, and feel a high degree of loyalty toward their organizations

self esteem

is the degree to which individuals feel good about themselves and their capabilities. People with high self-esteem believe they are competent, deserving, and capable of handling most situations, as does Kevin Plank. People with low self-esteem have poor opinions of themselves, are unsure about their capabilities, and question their ability to succeed at different endeavors

need for power

is the extent to which an individual desires to control or influence others.

need for achievement

is the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence. People with a high need for achievement often set clear goals for themselves and like to receive performance feedback

need for affiliation

is the extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him or her get along with one another.

management

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

organizational socialization

is the process by which newcomers learn an organization's values and norms and acquire the work behaviors necessary to perform jobs effectively

global organizations

organizations that operate and compete in more than one country, has pressured many organizations to identify better ways to use their resources and improve their performance.

difference btwn moods and emotions

moods- a feeling or state of mind. When people are in a positive mood, they feel excited, enthusiastic, active, or elated.; emotionsare more intense feelings than moods, are often directly linked to whatever caused the emotion, and are more short-lived.However, once whatever has triggered the emotion has been dealt with, the feelings may linger in the form of a less intense mood.

leading

motivate, coordinate, and energize individuals and groups to work together to achieve organizational goals

fist-line managers

often called supervisors. They are responsible for daily supervision of the nonmanagerial employees who perform the specific activities necessary to produce goods and services. First-line managers work in all departments or functions of an organization.

figure 2.9 - factor that maintain and transmit organizational culture

organizational culture= values of the founder, ceremonies and rites, stories and language, socialization

personality traits

particular tendencies to feel, think, and act in certain ways that can be used to describe the personality of every individual. It is important to understand the personalities of managers because their personalities influence their behavior and their approach to managing people and resources.

what are the four functions of management ?

planning, organizing, leading, controlling

Schneider's attraction-selection-attrition (ASA) framework

posits that when founders hire employees for their new ventures, they tend to be attracted to and choose employees whose personalities are similar to their own.As a result of these attraction, selection, and attrition processes, people in the organization tend to have similar personalities, and the typical or dominant personality profile of organizational members determines and shapes organizational culture

middle managers

responsible for finding the best way to organize human and other resources to achieve organizational goals. To increase efficiency, middle managers find ways to help first-line managers and nonmanagerial employees better use resources to reduce manufacturing costs or improve customer service. To increase effectiveness, middle managers evaluate whether the organization's goals are appropriate and suggest to top managers how goals should be changed.

difference btwn the 3 types of rites

rite of passage-basic training rite of integration-office holiday party rite of enhancement- presentation of annual award

effectiveness in an organization

s 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 those goals. Organizations are effective when managers choose appropriate goals and then achieve them. Some years ago, for example, managers at McDonald's decided on the goal of providing breakfast service to attract more customers.

department

such as the manufacturing, accounting, engineering, or sales department, is a group of managers and employees who work together because they possess similar skills and experience or use the same kind of knowledge, tools, or techniques to perform their jobs.

difference btwn terminal and instrumental value

terminal values- personal conviction about life long goals or objectives(family security, pleasure,happiness, comfortable life); instrumental value- is a personal conviction about desired modes of conduct or ways of behaving. terminal values often lead to the formation of norms.(loving obedient, forgiving,cheerful,ambitious)

theory X

the average worker is lazy, dislikes work, and will try to do as little as possible. Moreover, workers have little ambition and wish to avoid responsibility. Thus, the manager's task is to counteract workers' natural tendencies to avoid work.

innovation

the process of creating new or improved goods and services that customers want or developing better ways to produce or provide goods and services, poses a special challenge. Managers must create an organizational setting in which people are encouraged to be innovative.