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