MNGT 301 Chpt. 1-4

Three subfields to the classical perspective of management

1) Scientific Management 2) Bureaucratic Organization 3) administrative principles

What % do companies need to receive from sales outside their home country to be considered a multinational corporation

25% or more

Elton Mayo, Abraham Maslow, and Douglas McGregor were all advocates of what?

A humanistic perspective of management

Political Frame of Reference

A managerial style that is described as tough and aggressive, while building alliances with others with the goal to obtain a strong power base is known as the political frame of reference.

Type of work millennials want

Ability to make decisions in the workplace flexible, collaborative work environments flexible work hours Not doing many easy tasks Challenging and supportive flexible office attire Ability to choose their own projects Access to cutting-edge technology Opportunities to learn and further their career and personal goals Power to make substantive decisions

This individual was a practicing psychologist who observed that his patients' problems usually stemmed from an inability to satisfy their needs.

Abraham Maslow

Who created the hierarchy of needs

Abraham Maslow

What two people contributed greatly to the humanistic perspective

Abraham Maslow and Douglas Mcgregor

Ways to influence the environment

As a way to deal with an uncertain environment, organizations attempt to influence the environment. Political lobbying is an effective way for organization's to influence government officials to take actions that positively impact the company's business performance. Efforts can also be made to influence customers, competitors and other elements such as advertising.

Who tends to use new tools rather than traditional strategic planning and benchmarking?

Asia

Organizing

Assigning tasks, grouping tasks into depts, delegating authority, allocating resources across the company. When managers organize, they arrange resources so that they can achieve the goals they set during the planning process. Includes decisions about where to spend money, how the company should be organized, and how many people need to be assigned to a particular project.

Leading (traditional to new competencies)

Autocratic to empowering, sometimes bossless

Middle Managers

Business Unit Head- General Manager Dept. manager- Product Line manager

What do american companies pay attention to

Business performance but not values

Top Managers

CEO, Vice Pres., Corporate or Group Head. Top-level managers oversee the long-term planning for organizations, and it is their vision that can make or break a company. Equally important, top-level managers establish a climate for the organization. Top-level managers focus on the long-term future and strategy of the organization.

Human resources Frame of Reference

Coach and develop people

Mergers and Joint Ventures

Companies become in involved in mergers or joint ventures to reduce environmental uncertainty. Often, each company demonstrates expertise or significant knowledge in a specific area. By partnering together, the two firms can reduce financial risk and uncertainty.

Conceptual Skills

Conceptual skills are used for high-level planning activities.

Managing Relationships (traditional to new competencies)

Conflict and competition to Collaboration

Overseeing Work (traditional to new competencies)

Controller to Enabler

Visible culture

Culture that can be seen at the surface level Dress office layout symbols slogans ceremonies

Invisible culture

Deeper values and shared understandings held by organization members

Characteristics of a Wiberian Democracy (max weber's idea of a bureaucracy)

Divisions of labor with clear definitions of authority and responsibility Positions organized in a hierarchy of authority Managers subject to rules and procedures that lead to predictable behavior Management is separate from the owners Administrative acts and decisions are recorded in writing Personnel selected and promoted based on technical qualifications

Who created theory x and theory y

Douglas McGregor

Who created theory x and y

Douglas McGregor

Contingency Theory

Employees are taught that their approach must differ depending on what has worked for them in the past.

Emotional cultural aspect

Enjoying talking to people with a different language and viewpoints is an example of the emotional dimension of cultural intelligence, which reflects the confidence and pleasure someone feels when interacting with another culture. To have a high CQ, you must be comfortable with the ambiguity of not always being sure what other people mean or whether they are interpreting your communication the way you intend. Sometimes people will have unexpected responses to things you do and say. The manager with a high CQ can adapt quickly and does not feel stressed out by the demands of the situation.

strategic issues

Events or forces either inside or outside of an organization that are likely to alter its ability to achieve its objectives either subtle or dramatic environmental changes that managers must continuously scan for

Cons of a bossless environment

Expensive ongoing training and development for employees Difficult to create a strong culture turnover within the first year of making the switch.

Administrative principles identified what?

Five functions of management: 1) Planning 2) Organizing 3) Commanding 4) Coordinating 5) Controlling

Adaptability Culture (Values, Managers, and Employees)

Flexible and external Quick action to adapt to a rapidly changing environment. Reward behaviors that create change: creativity, experimentation, risk-taking. Make their own decisions and respond to customer needs.

Involvement Culture (Values, Managers, and Employees)

Flexible and internal Meeting the needs of employees, who participate in responding to a rapidly changing environment. Try to create a family atmosphere by emphasizing cooperation, consideration of employees and customers. Work together for the good of the organization.

Characteristics of the administrative principle

Focused on organization as a whole Unity of Command Division of work Unity of direction Scalar Chain

Cons about business in china

Foreign companies must contend with a sometimes hostile regulatory environment, so actively building positive relationships with the public and local officials is important. Companies doing business in China sometimes have trouble getting paid and increasingly encounter competition from domestic Chinese companies.

How to enter domestic and international market

Franchising, or licensing the organization's brand name and systems to others

First-Line managers

Functional head- IT, production, sales. First-line managers supervise the employees who do the everyday work of the organization. They need to have good technical skills because employees will turn to them whenever there is a problem. First-line managers may start out believing that they have to command and control their employees, but they quickly find out that employees perform better when they are empowered and given the freedom they need to develop and grow.

Manager Identity

Generalist, Coordinates diverse tasks Gets things done through others A network builder Works in highly interdependent manner

Specialist Managers

Get things done individually

Efficient

Getting something done by using a lesser amount of resources. Efficiency refers to the amount of resources used or raw material, money, or people necessary to produce a product

Generalist Managers

Have tasks carried out by employees (GOOD)

What was a key contribution to the human relations movement

Hawthorne studies Human relations play a key variable in increasing performance Employees perform better when managers treat them well

Who all contributed the administrative principles perspective to classical management theory

Henri Fayol, Mary Parker Follett, Charles Clinton Spaulding, and Chester Barnard

Who was a major contributor to administrative principles?

Henry Fayol, a French mining engineer

Quadrant B (High Performance) (Upper right of chart)

High Performance High Cultural Values

Quadrant A (Upper left of chart)

High performance Low cultural values

Human Skills

Human skills include being a good listener and having a desire to include others in an activity or a discussion. Managers with strong human skills tend to improve their subordinates' job satisfaction and build strong relationships with colleagues and others in the organization. Allow to relate to others

Planning

Identifying goals for future organizational performance and deciding on the tasks and use of resources needed to obtain them. When managers plan, they predict what will happen in the future.

Which country has the second largest population in the world and is a major source of technological and scientific brainpower

India

Collectivist culture and example of country that uses this

Japan Opposite of individualist do not want to stand out

Time-Management tips for new managers

Keep a to-do list. Even if your priorities are constantly changing and you keep adding more to the list, you'll get more done than if you try to keep track of everything in your head. • Use an A-B-C-D system to prioritize tasks. If not completing a task would have serious consequences, give it an A. If consequences would be minor, give it a B. If you would like to accomplish the task, but there are no consequences for not getting it done, give it a C. If you can delegate the item to someone else, give it a D. • Schedule your workday. Some experts propose that every minute spent in planning saves 10 minutes in execution. Plan to tackle the big tasks first because people are at peak performance early in the day. • Do one thing at a time. Multitasking may feel efficient, but it's actually less so. Doing one thing at a time will help you be more effective.

Cognitive Cultural aspect

Knowledge of other cultures and countries

Where is benchmarking the most used tool? (popular thing) This country also utilizes strategic planning

Latin America

Non managerial employees

Line (left of pyramid) and Staff jobs (right of pyramid)

Quadrant C (Lower left of chart)

Low Performance Low Cultural Goals

Quadrant D (Lower right of chart)

Low Performance High Cultural Values

Designing (traditional to new competencies)

Maintaining stability to mobilizing change

Her background as a social worker informed her writings on reducing conflict in organizations—she stressed the idea that leaders must work with people rather than implementing a set of techniques.

Mary Parker Folett

Who introduced the Bureaucratic approach to management

Max Weber, a german theorist.

Controlling

Monitoring employee's activities, determining whether or not the organization is moving towards its goals, and making corrections as necessary. The fundamental purpose of control is to compare an existing situation to a desired situation and make a decision about what needs to be done to reach the desired state. Managers are engaged in control when they appraise an employee's performance, compare expenses to a budget, or check to see if product quality is meeting quality standards.

Classical management theory

Much like Frederick Taylor, you have conducted scientific research and created better equipment for the job. You have also trained all workers to use this new technique so they can do their jobs more efficiently.

Non-Profit Organizations- manager roles?

Nonprofits need the goodwill of many constituencies, not least of which are donors. Thus, while nonprofit managers play all roles, they often emphasize the spokesperson role to give donors, the public, and members of stakeholder communities a positive view of the organization. They also need to excel in the leader role to build a mission-driven community of employees and volunteers. In addition, they often act as a resource allocator to distribute resources such as from grants or government contracts.

Where are employee engagement surveys most used? (popular)

North America

Low power distance

Opposite of high power distance People ask questions People stand up for themselves People are treated as equals

How do managers create a high performance organization

Pay attention to both business performance and company values

High Uncertainty Avoidance

People and companies who avoid uncertainty do not like change, and they are likely to do what they can to create a structured and predictable environment. Cultures with high uncertainty avoidance often have strict rules for behavior, and people are less likely to question the established order or make efforts to learn new things.

Low Uncertainty Avoidance

People take risks Innovative Unpredictable and constantly changing environment

Physical Cultural Aspect

Smiling less is an example of the physical dimension of cultural intelligence. The physical dimension has to do with one's ability to adapt components of nonverbal communication to operate more effectively in a cross-cultural situation. These components include facial expressions, gestures, tone of voice, and other physical behaviors.

Social Media Technology benefits things of humanity

Social media can also improve the "things of humanity" by enabling a sense of community and facilitating communication, collaboration, and knowledge sharing.

Social Media Technology benefits costumer relationships

Social media technology can also help to build trusting relationships with customers.

Social Media Technology benefits things of production

Social media technology can enhance the "things of production" by improving efficiency, increasing productivity, and facilitating faster and smoother operations by improving communication and collaboration within and across firms.

Type of work that is commonly outsources

Software development Technology support

Individual Identity

Specialist, performs specific tasks gets things done through own efforts An individual actor works relatively independently

Achievement Culture (Values, Managers, and Employees)

Stable and external employees often compete against each other to see who can perform best with regard to customer sales. High performance stemming from aggressive, professional actions. Emphasize setting and meeting goals. Focus on meeting goals and winning.

Characteristics for scientific management

Standard method for job performances selected workers with appropriate abilities for each job Trained workers in standard methods Planned employee's work and eliminated interruptions Provided wage incentives for increased output Demonstrated importance of compensation for performance Initiated the careful study of tasks and jobs Demonstrated the importance of personnel selection and training Did not appreciate the social context of work and the higher needs of employees Did not acknowledge variance among employees Ignored employees ideas and suggestions Tended to see employees as uninformed

How should targeting the bottom of the pyramid be seen

Such ventures should not be viewed as philanthropy but rather as social entrepreneurship, opportunities to make a profit by taking a holistic view of their customers' lives.

Accomplishing Tasks (traditional to new competencies)

Supervising individuals to leading teams

Technical Skills

Technical skills include any kind of specialized knowledge used to product products or provide services.

Small Business- Manager roles?

The decisional role of entrepreneur is often a primary focus of management in small businesses since it is in this role that managers initiate improvement and seek innovative solutions. Resource allocation concerns prioritizing, budgeting, and scheduling activities that are typically simpler in smaller organizations. Likewise, the liaison role, or communicating with others within and outside the organization, typically takes less time when the organization is smaller. Being a figurehead, or performing symbolic duties, is less important when most employees and customers have direct access to management.

Things of production

The earliest form of management focused on the things of production, or output, production efficiency, and profit. Little concern was given to workers' needs and attitudes, but rather to labor productivity and efficiency.

General Environment

The general environment affects an organization indirectly. which impacts all businesses technological natural sociological economic legal/political international

Internal Environment

The internal environment includes the elements within the organization's boundaries. includes an organization's employees, management, and culture.

What has allowed companies to outsource higher levels of work

The internet and lower telecommunication costs

What is a major political risk

The nationalization of assets, or the government takeover of those assets

What is the Management Science perspective aka

The quantitative perspective

Task Environment

The task environment includes those sectors that have a direct working relationship with the organization. customers competitors suppliers labor market

Leading

The use of influence to motivate employees to achieve organizational goals. Creating shared culture and values, communicating goals to people throughout the organization, and infusing employees with the desire to perform at a high level

Define synergy

The whole is greater than the sum of all of its parts

Explain Theory X

Theory X managers feel that they need to maintain strict authoritarian control over employees who are not motivated to work. Theory X management may be necessary in some situations--for example, consider a sergeant in the Army who has 100 raw recruits reporting to him or her--but most organizations today to not encourage their managers to use this style.

Explain Theory Y

Theory Y managers believe that employees want to work and that their expertise and creativity make valuable contributions to the organization. Theory Y managers limit the number of rules and regulations employees must follow in the hopes of increasing employee satisfaction and thereby increasing motivation and productivity.

Why have very poor people been underserved by for-profit companies?

These people have found that the products and services offered for sale are not suited to their needs.

Poor people struggle when it comes to buying from businesses because...

Traditionally, products and services have been too expensive and too inaccessible for people who earn less than US $1,500 a year. the products and services designed for middle-class consumers are simply not suited to the lifestyles of the very poor, who often lack the infrastructure that most people in developed countries take for granted.

What is the acceptance theory of authority

Under the humanistic perspective Employees have free will and can choose whether or not to accept managerial authority

What do japanese managers pay a lot of attention to

Values and business performance (High performance)

Story

When people share tales about things that have been done in the past, they are telling stories, such as the one about being able to retake an exam three times. These stories capture the essence of the firm's vision and values by showing how people have lived them.

How is the quadrant chart organized?

Y axis- attention to business performance (low to high) X axis- Attention to values (Low to high)

Exporting

a company selling a product in a foreign country while maintaining the production facilities in their home country. Exporting is a low risk and relatively low cost way for companies to sell their products abroad.

Culture

a part of the internal environment of the organization, but it is strongly related to the task and general environment as well based on unseen underlying values and norms of behavior. These values and norms are, in turn, based on underlying assumptions and beliefs, which may be so deep in an organization's mindset that employees are no longer aware of them. Culture is a competitive advantage when it is appropriate for an organization's environment. In an environment that is rapidly changing, companies with flexible cultures will be more successful, while a more stable environment rewards companies that value efficiency and standard procedures. Managers can change an organization's culture by acting in new ways, adopting different attitudes, and rewarding different values. New employees learn about an organization's culture in many ways, including observing what others in the organization do, both on a regular basis and in times of crisis. Employees also learn about an organization's culture by observing what is valued and rewarded in the company.

Labor Market

a sector of the task environment, consists of people who can be hired to work for the organization. Changing conditions result in unused labor pools (unemployment or underemployment) in some geographic areas, industries, or jobs and labor shortages in others.

Joint venture

a type of partnership in which a company shares costs and risks with another company in the host country.

Management science

also called the quantitative perspective, uses quantitative techniques to facilitate management decision making. These quantitative techniques include the use of mathematics, statistics, and computer technology.

Emotional Cultural Aspect

an enjoyment of working in different cultural situation

Consistency culture

an organizational culture that is stable and characterized by security

Business Intelligence

attempts to influence the environment, or mergers or joint ventures to adapt to strategic issues. one area of boundary spanning which utilizes software to search through internal and external data to spot patterns, trends, or relationships that may be important. The fastest-growing segment of business intelligence is big data analytics. Big data analytics can help managers improve their organization's performance.

Social Dimension of a global mindset

build trusting relationships with people of other cultures

Where do foreign companies often offshore their marketing

china

Cognitive dimension of a global market

concerns how much someone knows about other business environments and cultures.

What is at the bottom of the list for techniques in today's management?

core competencies, big data analytics, and total quality management.

Managers often become what type of leader when they are trying to create a culture

cultural leaders

what tops the list of popular tools and techniques in today's management

customer relationship management, employee engagement surveys, and benchmarking

Involvement Culture

described the organization's culture as being team focused and very much like an extended family.

Ethnocentric companies

emphasize their home country culture. Even as they do business worldwide, they are still identifiably an American, British, German, etc. company, and their home market may take priority.

Characteristics of a global company

employees all over the world Sells products around the globe sources raw materials and parts and manufactures finished goods in many countries

Three ways Multinationals are described

ethnocentric polycentric geocentric

Humanity of production

focused on the desire to meet human needs which would lead to greater motivation.

Low Context Cultures

generally use communication to exchange facts and information rather than to build personal relationships. Meaning is derived from words and business transactions are more important than building relationships and trust. Low context cultures also focus on individual welfare and achievement rather than the welfare of the group.

What is the "dairy farm" view

happy cows give more milk relates to the humanistic perspective treat employees well-they do better for the company

geocentric companies

have a truly global orientation and do not prioritize individual national cultures or markets. The number of such companies is growing.

Characteristics of companies that work to meet the needs of the bottom of the pyramid (poor people)

have an opportunity to enter a largely untapped market and make significant profits doing so it would be important to research exactly what their target market needs in clothing and equipment for their mountainous environment. It will also be important to make these products in a way that they are affordable for people who cannot accumulate much cash at once and have no credit. Key to the success of bottom of the pyramid marketing is to engage local people in the enterprise; these people have credibility in their communities, and when they earn money, their earnings strengthen the local economy.

What are companies doing to market to the poor

helping bottom of the pyramid consumers to see how its products can address their needs, and it is selling medicines in affordable quantities.

Types of resources

human, financial, raw materials, technological, information

Natural Dimension of the general environment

includes all the elements that occur naturally on Earth, including plants; animals; rocks; and resources such as air, water, and climate. Many companies are looking for ways to treat the natural environment better. Motivations include a desire to preserve natural resources, to impress customers with their social responsibility, and to comply with legislation

External Organizational Environment

includes the competitors, resources, technology, and economic conditions that influence the organization. Consists of general and task environment

Pros of bossless organizations

increased flexibility, greater employee initiative and commitment, and better and faster decision making. A bossless organization can spur innovation because employees are free to choose the projects they want to work on.

What is India becoming a leader in

information technology, software design, services, and precision engineering.

Characteristics of MNCs

integrate and coordinate the activities of their affiliates in many countries in a centralized headquarters function. Top managers at MNCs adopt a global perspective, viewing the world as one entity as they make strategy, acquire resources and produce goods, and market and sell their services and products. Managers move resources across national boundaries, and they source inputs and locate manufacturing where it is most profitable.

External Focus

keep up with environmental changes

Why do people choose to outsource to china

labor is cheap

Why are U.S. companies wanting to outsource in India

large English speaking population

Achievement culture

love winning willing to work hard in order to accomplish his goals.

what are middle ranking tools in today's management

mission and vision statements, balanced scorecard, and change management programs.

Cultural heros

must be a part of the organization Admired people

What should managers who want to create a high-performance culture do

must create a solid organizational mission or vision encourage individual employee ownership of both bottom-line results and the company's culture act in ways that are consistent with the culture.

Partnership

often the fastest, least risky, and cheapest way to sell products internationally

Contingency

one factor that depends on other things. Identifying key contingencies will help managers determine how to respond to a situation. Walmart managers may find that it is not cost effective to switch to LED lighting in stores smaller than 80,000 square feet.

Polycentric companies

oriented toward the cultures and markets of the individual countries in which they do business, so their operations have different characteristics from country to country.

Humanistic Management Theory

particularly the behavioral sciences approach, which suggests that employees who are engaged and empowered to make their own decisions are more likely to be motivated to do well on the job.

Individualistic culture

people act on their own, and individual achievements are rewarded.

High context cultures

people use communication to build personal social relationships. Meaning is derived from context--setting, status, and nonverbal behavior--more than from words. Relationships and trust are more important than business and the welfare and harmony of the group are valued rather than individual achievement.

Psychological dimension of a global mindset

relates to how much someone enjoys culturally diverse situations

What does political instability consist of

riots, revolutions, civil disorders, and frequent changes in government.

Slogan

sayings that capsulize key attitudes in a single phrase. For example, the slogan "Just Do It" is not just for advertising—it also tells employees what is expected of them in the organization. Note that symbols are tangible objects, while slogans are verbal phrases.

Consistency Culture (Values, Managers, and Employees)

stable and internal Following rules and doing things the way they should be done. Reward people who act in methodical, rational, orderly ways. Do what they are told.

Symbol

such as what people wear to work, are the physical objects that represent an aspect of an organization's culture.

Big Data Analytics

technologies, skills, and processes for searching and examining massive, complex sets of data to uncover hidden patterns and correlations. Managers can use the information to collect data on customers to help recommend future purchases, change prices based on customer's preferences, and much more.

Globalization has been facilitated by what

technology and international trade agreements.

How are social enterprises beneficial?

tend to have positive, direct impact on things like collaboration and productivity.

Systems Thinking

the ability to see both the distinct elements of a system or situation and the complex and changing interaction among those elements. Changes in one part of the system (the organization) affect other parts. In the Walmart case, we see that switching to LED lighting had an impact on other areas of the overall system.

Effectiveness

the degree to which the organization achieves a stated goal, or succeeds in accomplishing what it tries to do

Globalization

the extent to which trade and investments, information, social and cultural ideas, and political cooperation flow between countries. Managers need to have a global mindset to work effectively in the diverse environment of globalization.

Pros about business in china

the fastest-growing middle class in history and is the largest or second-largest market for many products and services. China is a frequent site for the offshoring of manufacturing.

Political Risk

the probability that a company will lose assets, earning power, or managerial control due to politically based events in other countries or actions by those countries' governments.

High power distance

there is a distinct difference between the people in charge and the people who follow them. One indicator of a high power-distance culture is the use of titles, particularly if they are used for one level of employees and not another. Another indicator is whether or not people expect to be asked for their opinions: In high power-distance cultures, decisions are made by those in charge, and lower-level employees are not consulted.

Internal Focus

to focus on the needs of the organization

Management Science Theory

using quantitative management to guide your decisions. making a decision to take a single course of action in the future Goal was to improve efficiency and labor productivity through scientific methods Frederick Winslow Taylor was the father of this idea. He proposed that workers could be retooled like machines

Information technology (Management Science)

utilizes software programs to perform various functions including estimating costs, allocating resources, and scheduling employees.

outsourcing/offshoring

when a company moves a division of labor to another country.

Operations Research (Management Science)

which grew directly out of World War II military groups, consists of applying mathematical model building and other applications of quantitative techniques to solve managerial problems. A mathematical model used to determine the most cost effective method for ordering inventory is an example of operations research.

What did Henry Gantt do

worked with Frederick Taylor at both Midvale Steel and Bethlehem Steel. He designed many different types of charts to keep track of production and project management, but he is best known for the Gantt chart, which plots work activities on the Y-axis of a graph, and their start and stop times on the X-axis of the graph.

Decisional Manager role (managing through action)

• Entrepreneur: Initiate improvement projects; identify new ideas, delegate idea responsibility to others • Disturbance Handler: Take corrective action during conflicts of crises; resolve disputes among subordinates • Resource Allocator: Decide who gets resources; schedule, budget, set priorities • Negotiator: Represent team's or department's interests; represent department during negotiation of budgets, union contracts, purchases

Interpersonal manager role (managing through people)

• Figurehead: Perform ceremonial and symbolic duties such as greeting visitors, signing legal documents • Leader: Direct and motivate subordinates; train, counsel, and communicate with subordinates • Liaison: Maintain information links inside and outside the organization; use email, phone, meetings

Informational Manager role (Managing by Information)

• Monitor: Seek and receive information; scan Internet, periodicals, reports; maintain personal contacts • Disseminator: Forward information to other organization members; send memos and reports, make phone calls • Spokesperson: Transmit information to outsiders through speeches, reports