Management

Modern Management: Total Quality Management (TQM)

Based on the approach of getting everyone within and outside of the organization involved. Also follows the continuous improvements mindset to Plan (set objectives), Do (install processes), Check (monitor outcomes), & Act (seek continuous improvement)

Archie carroll's Pyramid of Corporate Social Responsibility

Bottom to Top 1) Economic responsibility: Be profitable 2) Legal responsibility: Obey the law 3) Ethical responsibility: Be ethical 4) Philanthropic responsibility: Be a good corporate citizen

Historical management: Human relations movement

Building an early work in management theory, Maslow & McGregor focused on how human needs lead to motivation & that job satisfaction leads to productivity.

Dupont

Companies generally evolve and restructure following shifts in strategy.

External Stakeholders (secondary stakeholders)

Comprised of the individuals or groups outside of the organization that are indirectly affected by the actions by the actions & decisions an organization & its employees make. (Much larger group that can often be more influential than primary stakeholders)

Systems viewpoint

Considers the organization as a set if interrelated parts.

Sarbanes-Oxley Reform Act of 2002

Created required guidelines for public companies to follow in regards to financial keeping.

Virtue ethics

Focuses on the integrity of the decision maker instead of the action or its impending consequences. Ex. Attorney-client or doctor-patient confidentiality

Historical Management: Psychology & Sociology

Munsterberg & Follett contributed to the early classical viewpoint by adding a human element to management. Contributions led to the human relations movement.

Moral dumbfounding

People often reach strong moral conclusions but they cannot logically defend them.

Customers

People or organizations that buy goods or services from a store or business.

Suppliers

People or organizations that provide something needed such as a product or service.

Utilitarianism

Person should choose the option that creates the greatest good for the greatest number of people.

Theory X (McGregor and types of managers)

Pessimistic & believes workers are unmotivated & resistant to change. To get workers to be more productive, manager would monitor workers, micromanage & create production cycles.

Frederick Taylor

Pioneer of Scientific management and soldiering

Personality

Relatively stable, consistent, & distinctive set of mental & emotional characteristics a person exhibits when alone, or when interacting with people and his/her environment.

Historical Management: Scientific Management & Frederick Taylor & the Gilbreths

Scientific management or "Taylorism"- Used scientific management to understand each part of a task, select the right workers, provide adequate training, & scientifically plan the work & maximize output.

Diversity

Similarities and differences among employees in terms of age, cultural background, physical abilities and disabilities, race, religion, sex and sexual orientation.

ethical dilemma

Situation in which you have to decide whether to pursue a course of action that may benefit you or your organization but that is unethical or even illegal.

Deontological approach

Society has (or should have) several universal principles and that each of us has a duty to uphold them. Focused on making sure the individual takes the right action, regardless of the consequences

Technical skills

Specific knowledge needed to perform a specialized skill. (Bottom of the management hierarchy)

Task Environment

Stakeholders are affected by what your organization does, but that also means your organization is affected by what these stakeholders do as well.

Financial institutions

Start-up capital, expansion loans, etc.

Modern Management: Systems Viewpoint

Suggests individual parts are connected for a common purpose. We typically think that modern organizations are open systems that continually interact with the external environment.

Modern Management: Contingency Viewpoint

The external environment is constantly changing so companies must adapt to fit the current operating environment. Can also include the idea that employee preferences are also changing & employers must adapt to their demands as well.

Contingency perspective

The external environment is constantly changing, whether due to competition or customer preference.

Social categorization

The mental categorization of people into different groups based on common characteristics.

Jonathan Haidt's theory of social intution

The moral reasoning aspect of the dilemma is actually not so much the person developing & changing as much as it is looking at how society might see the dilemma.

Management

The organization and coordination of the activities of a business in order to achieve organizational goals.

Stakeholders

The people whose interests are affected by an organization's activities.

Moral development

The process of growth in moral reasoning through experience & maturation.

Corporate governance

The safeguarding of the interests of the organization, its owners, & other stakeholders.

Mary Parker Follett

The social aspect of workplaces allowed for cooperation and shared communities (teamwork & groups)

Quality

The standard against which something is measured.

Business ethics

The study of proper business policies & practices regarding potentially controversial issues, such as corporate governance, insider trading, bribery, discrimination, corporate social responsibility & fiduciary responsibilities

Scientific Management

The study of work methods designed to improve productivity.

Processing

The transformation or use of resources to create some type of output. (production lines, assembly lines, management, skills)

Hierarchy of needs

(bottom to top) 1. Physiological: breathing, food, water, sex, sleep, homeostasis, education 2. Safety: Security of: body, employment, resources, morality, the family, health, property 3. Love/Belonging: Friendship, family, sexual intimacy 4. Esteem: Self-esteem, confidence, achievement, respect of others, respect by others 5. Self-actualization: morality

Corporate social responsibility

-A business approach that contributes to sustainable development by delivering economic, social and environmental benefits for all stakeholders. -Notion that corporations are expected to go above and beyond following the law & making a profit.

Middle Managers

-Allocate resources -Oversee first-line managers -Develop and implement activities

Internal Dimensions

-Categorized by the characteristics in each person that are uncontrollable. -You are born with these characteristics & they shape our beliefs/attitudes. -Starting point for many of the judgements/assumptions that occur in people. -Age, gender, sexual orientation, physical ability, ethnicity, race

First-line managers

-Coordinate activities -Supervise employees -Involved in day-to-day operations -Report to middle managers

The Task Environment

-Customers -Competitors -Suppliers -Distributors -Allies -Unions -Lenders -Governments -Interest groups -Media

Internal Stockholders

-Employees -Owners -Board of Directors

External Dimensions

-Made up of aspects that you have control over. -The traits we have acquired, discarded, or modified over time. -They are personal choices we have made to enhance our lives. -Geographic location, income, personal habits, recreational habits, religion, educational background, work experience, appearance, parental status, & marital status.

Top Managers

-Set objectives -Scan environment -Plan and make decisions

Organizational Dimension

-Things found in a work setting. -Have effect on both the organization and the individual. -Functional level/classification, work content/field, division/department unit/group, seniority, work location, union or political affiliation, & management status.

Early Classical Viewpoint

-Workers had very few rights and labor costs were quite low. -Easy to replace an injured worker or workers that asked for pay raises

What Makes Something an Ethical Issue?

1) Dealing with questions of ethics & morals is unavoidable 2) Ethical decisions involve other people 3) Not all decisions have ethical implications 4) There are no final answers for ethical decisions 5) A central element of ethics is choice 6) The aim of ethical & moral reasoning is to try to discover the correct form of behavior for the given situation.

The Organization's Environment

1) Internal Stockholders 2) The Task Environment 3) The General Environment

Barriers to Diversity

1) Stereotypes, prejudices, & biases 2) Fear to discrimination 3) Lack of support for family programs

Gardenswartz and Rowe's Diversity Wheel

1. Personality 2. Internal Dimensions 3. External Dimensions 4. Organizational Dimensions

Quality control

A system for minimizing errors in production.

Henri Fayol: Functions fo management to be successful

1. Planning: Identify goals, establish objectives, & implement action plans within the constraints of the organization. 2. Organizing: Delegation of tasks to different individuals and work groups. 3. Leading: Motivating and directing employees towards the achievement of organizational goals. 4. Controlling: Measuring the performance of employees and work groups against established standards.

Code of ethics

A formal, written set of standards to guide employees of how they should behave.

Board of Directors

A group of individuals that are elected as representatives of the stockholders to establish corporate management-related policies & to make decisions on major company issues (Ensure the organization is maximizing value to its stakeholders)

Attitudes

A learned predisposition to respond in a certain manner toward a given object or situation.

Max Weber & bureaucracy

A rational, efficient, & merit-based local organization. (Organizations require structure, order & process to be efficient)

Soft Skills

Ability to motivate, inspire, trust, communicate, network, & manage human interaction at all levels. Various behaviors to socialize well with others.

Hugo Munsterberg

Advocated for the study of a new science that combined psychology and economics to better understand human behavior in workplaces.

Competing Values Framework

Allows you to determine, based on your organizational preferences, what type of culture fits your organization so that you can help to make sense of how you operate; & how best to lead & change within your organization.

The General Environment

An organization will have no control over these groups & will, therefore, have decisions influenced by what happens in these groups. P- Political/legal forces E- Economic forces S- Sociocultural forces T- Technological forces (International & demographic forces)

Output

Any product or service that is created by processing resources. (end product, customer satisfaction, employee satisfaction)

Inputs

Any resources that are put into a system to obtain a desired output. (materials, labor, components, research, development)

Consequentialist approach

Asks the decision-maker to identify the different alternative actions as well as the consequences attached to those actions.

Soldiering

Eliminating workers who were lazy, incompetent loafers; workers purposefully working below their capacity.

Research Interlude and the "Hawthorne Effect"

Employees are social beings who seek attention form their supervisors.

Whistleblowers

Employees who disclose information that s/he reasonably believes is evidence of illegality, gross waste or fraud, mismanagement, abuse of power, general wrongdoing, or a substantial & specific danger to public health & safety.

Frank & Lillian Gilbreth

Film studies to determine worker productivity

Special-interest groups

Groups whose members attempt to influence the public on a particular issue. Even though they may not have legal power, to stop an organization, these groups can get people to use one organization over another through protests, picketing, & public displays.

Feedback

Information or opinions about something, which can be used to determine success or potential needed changes. (Information, new ideas, expertise, customer feedback)

Social-mass media

How a company handles themselves in the public eye can greatly enhance or detract from their reputation.

Ethical climate

How an organization handles motives, pressures, & its surrounding environment that may affect its overall culture.

The Behavioral Viewpoint

Hugo Munsterberg and Mary Parker Follett

Evidence-based management

Identifies unique problems & understands that solutions might very from time to time. -Seeks to find the "best practices" with data-driven evidence to support solutions.

Values

Important & lasting beliefs or ideals shared by the members of a culture about what is good or bad and desirable or undesirable.

Interpersonal (Manager's Roles)

Includes being a leader, a figurehead or a link between internal and external constituents. (Channel info and ideas throughout organization)

Decisional (Manager's Roles)

Involves the use of provided information (Managers might be change makers, problem fixers, negotiators and resource allocators)

The Human Relations Movement

Maslow: The hierarchy of needs to explain human motivation. Humans have "lower order" or basic needs that must be met before they can seek psychological needs or self-fulfillment.

Kohlberg's Moral Stage

Levels: 1) Pre-conventional (Up to the age of 9) 2) Conventional (Most adolescents and adults) 3) Post-conventional (10-15% of the over 20's)

Organizational Culture

Made up of the shared assumptions, values, & beliefs that make up the unique social & psychological environment of an organization. (Personality of the organization).

Operations Management

Management tools were developed to improve scheduling, managing inventory & efficient distribution of goods and services. (the rise of science)

Theory Y (McGregor and types of managers)

Manager believes workers are creative and can manage work without someone watching them.

Informational (Manager's Roles)

Managers monitor teams and people; communicate info and act as a spokesperson. (Information processing)

Quality Assurance

The detailed activities that provide confidence that required quality standards to be fulfilled.

Hard Skills

Technical skills and knowledge; sector-specific training

Efficiency

The ability to accomplish a task by utilizing available resources in the best way possible.

Human Skills (interpersonal skills)

The ability to communicate & relate to people. (Middle managers)

Conceptual skills

The ability to think analytically & understand complicated or abstract ideas. (Top of the organization)

Social identification

The adoption of the identity if the group we have categorized ourselves as belonging to.

Communities

The areas in which organizations operate & the local area that is affected by an organization, the products it makes, & the people it employs.

Morals

The beliefs that guide individual conduct within a society.

Ethics

The branch of philosophy dealing with values relating to human conduct, with respect to the rightness & wrongness of certain actions and to the goodness & badness of the motives & ends of such actions.

Social comparison

The comparison of the group you identify yourself as belonging to and other groups.

Historical Management: Bureaucratic management- Maxwell Weber

The concept of bureaucracy was developed to define (1) rules and procedures, (2) division of labor, (3) merit-based and (4) elimination of favoritism and nepotism.

Person perception

The different mental processes we use to form impressions of other people.

Internal Stakeholders (Direct Involvement)

Those who are directly involved with the workings & processes of an organization. Employees, managers, & owners are this group.

Milton Friedman

Thought corporate executives should not be concerned with "socialist" beliefs such as social responsibility, but instead on increasing profits.

Strategic allies

Two companies that have decided to share resources to undertake a specific, mutually beneficial project. The whole purpose is to create an alliance with another group or organization that can help achieve something the other couldn't or wouldn't want to do alone.

Historical Management: The Behavioral Sciences

Using computers & advanced management science techniques, researchers eventually started to seek a more scientific analysis ti understand human behavior.