115.115 Management in Context

Panel interviews

the candidate meets with several interviewers who take turns asking questions.

Perception

the cognitive process that people use to make sense out of the environment by selecting, organizing, and interpreting information from the environment.

Initiating structure

the degree of task behavior; that is, the extent to which the leader is task-oriented and directs subordinate work activities toward goal attainment.

Human resource management (HRM)

the design and application of formal systems to ensure the effective and efficient use of human talent to accomplish organizational goals.

Human capital

the economic value of the combined knowledge, experience, skills, and capabilities of employees.

Team-based structure,

the entire organization is made up of horizontal teams that coordinate their work and work directly with customers to accomplish the organization's goals

Organization structure is defined as

(1) the set of formal tasks assigned to individuals and departments; (2) formal reporting relationships, including lines of authority, decision responsibility, number of hierarchical levels, and span of managers' control; (3) the design of systems to ensure effective coordination of employees across departments.

The knowledge economy will hopefully take over in

2040

Pragmatic survivor

A follower who has qualities of all four follower styles, depending on which fits the prevalent situation

Role

A set of expectations for a manager's behavior

Fundamental attribution error.

A tendency to underestimate the influence of external factors and overestimate the influence of internal factors

Authority is distinguished by three characteristics:

Authority is vested in organizational positions, not people. Authority flows down the vertical hierarchy. Authority is accepted by subordinates.

Type B behavior

a behavior pattern that reflects few of the Type A characteristics and includes a more balanced, relaxed approach to life.

Basic Principles for Self-Management

Clarity of mind, Clarity of objectives, An organized system

Triple bottom line

Companies that embrace sustainability measure performance in terms of financial performance, social performance, and environmental performance

The necessary skills for managing a department or an organization can be placed in three categories:

Conceptual, human, and technical.

Pluralism

an organization accommodates several subcultures.

Collaborative Systems Technology

Cyber security and data breaches notwithstanding, the Internet, intranets, groupware

Organizational virtuousness

an organization pursues a positive human impact, moral goodness, and unconditional society betterment for its own sake.

Three interlinked factors are responsible for the emerging knowledge and service economy are:

Driven by consumer demand for high value-added, knowledge-intensive products and services, enabled by technology, accelerated by globalisation.

Whistle-blowing.

Employee disclosure of illegal, unethical, or illegitimate practices on the employer's part

The justice approach

holds that moral decisions must be based on standards of equity, fairness, and impartiality.

"The father of scientific management."

Frederick Winslow Taylor

Casualisation of the workforce.

Full-time, permanent jobs are being replaced by casual, part-time and temporary jobs.

Roles are divided into three conceptual categories:

Informational (managing by information) Interpersonal (managing through people) Decisional (managing through action)

Legitimate power.

Power coming from a formal management position in an organization and the authority granted to

Expert power.

Power resulting from a person's special knowledge or skill regarding the tasks being performed

Synergy

Organizational parts interact to produce a joint effect that is greater than the sum of the parts acting alone

The BCG matrix

Organizes businesses along two dimensions—business growth rate and market share. Business growth rate pertains to how rapidly the entire industry is increasing. Market share defines whether a business unit has a larger or smaller share than competitors.

Self-serving bias,

People give themselves too much credit for what they do well and give external forces too much blame when they fail

Other Sources of Power

Personal Effort, Network of Relationships, Information

Four fundamental management functions are

Planning (setting goals and deciding activities), Organizing (organizing activities and people), Leading (motivating, communicating with, and developing people) Controlling (establishing targets and measuring performance)

Emotional intelligence includes four basic components:

Self-awareness, Self-management, Social awareness, Relationship management

Classical perspective.

The study of modern management began in the late nineteenth century, which took a rational, scientific approach to management and sought to turn organizations into efficient operating machines.

Five Approaches to Structural Design of Departmentalization

The functional, divisional, and matrix (traditional approaches) and the use of teams and virtual networks (innovative approaches)

Tactical goals.

The outcomes that major divisions and departments must achieve for the organization to reach its overall goals

Today's best managers are "future-facing." That is...

They design the organization and culture to anticipate threats and opportunities from the environment, challenge the status quo, and promote creativity, learning, adaptation, and innovation

Structural capital

This could be described as the organisation's knowledge database. It is comprised of competitive intelligence, copyrights, customer files, databases, formulas, information systems, patents, policies, processes, software, trademarks, and so on, created by the organisation over time.

Relationship capital

This is the value of an organisation's relationships with customers, suppliers and outsourcing and financing partners. It is built over time and reflected by loyalty to the company and its products, producing, for example, cross-selling, ideas sharing, referrals and repeat business

Telecommuting (or teleworking).

Work is moving to the people, back into their homes

Outsourcing and offshoring.

Work that is not integral to the organisation's core business is increasingly contracted out, or outsourced. When the jobs go overseas, this is known as offshoring.

Procedural justice

holds that rules should be clearly stated and consistently and impartially enforced

Chief ethics officer

a chief ethics and compliance officer, a company executive who oversees all aspects of ethics and legal compliance, including establishing and broadly communicating standards, ethics training, dealing with exceptions or problems, and advising senior managers in the ethical and compliance aspects of decisions.

Job description

a clear and concise summary of the specific tasks, duties, and responsibilities

Effective follower

a critical, independent thinker who actively participates in the organization.

Monoculture

a culture that accepts only one way of doing things and one set of values and beliefs, which can cause problems for minority employees.

Conformist

a follower who participates actively in the organization but does not use critical thinking skills

A code of ethics

a formal statement of a company's values concerning ethics and social issues; it communicates to employees what the company stands for.

Self-confidence

a general assurance in one's own ideas, judgment, and capabilities.

Cross-functional team

a group of employees from various functional departments that meet as a team to resolve mutual problems.

An ethics committee

a group of executives (and sometimes lower-level employees as well) appointed to oversee company ethics.

Collaboration

a joint effort between people from two or more departments to produce outcomes that meet a common goal or shared purpose and that are typically greater than what any of the individuals or departments could achieve working alone

Halo effect

a manager gives an employee the same rating on all dimensions, even if his or her performance is good on some dimensions and poor on others.

Emotion

a mental state that arises spontaneously within a person based on interaction with the environment rather than through conscious effort and is often accompanied by physiological changes or sensations.

Contingency approach

a model of leadership that describes the relationship between leadership styles and specific situations.

Behaviorally Anchored Rating Scale (BARS)

a performance-evaluation technique that relates an employee's performance to specific job-related incidents.

Alienated follower

a person who is an independent, critical thinker but is passive in the organization.

360-degree feedback

a process that uses multiple raters, including self-rating, as a way to increase awareness of strengths and weaknesses and guide employee development.

Neutralizer

a situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors.

Substitute for leadership

a situational variable that makes a leadership style redundant or unnecessary.

Bureaucratic organizations approach

a subfield within the classical perspective. Max Weber (1864-1920)

Job analysis

a systematic process of gathering and interpreting information about the essential duties, tasks, and responsibilities of a job, as well as about the context within which the job is performed

Recruiting

activities or practices that define the characteristics of applicants to whom selection procedures are ultimately applied

Pay-for-performance

also called incentive pay, means tying at least part of compensation to employee effort and performance, whether it be through merit-based pay, bonuses, team incentives, or various gain-sharing or profit-sharing plans.

Management science

also called the quantitative perspective, uses mathematics, statistical techniques, and computer technology to facilitate management decision making, particularly for complex problems

Internship

an arrangement whereby an intern (usually a high school or college student) exchanges his or her services for the opportunity to gain work experience and see whether a particular career is appealing.

Organizational commitment

an employee's loyalty to and engagement with the organization.

On-the-job training (OJT)

an experienced employee is asked to take a new employee "under his or her wing" and show the newcomer how to perform job duties.

Corporate university

an in-house training and education facility that offers broad-based learning opportunities for employees—and frequently for customers, suppliers, and strategic partners as well—throughout their careers.

Referent power

an individual's personal characteristics that command others' identification, respect, and admiration so that they wish to emulate that individual.

Stress

an individual's physiological and emotional response to external stimuli that place physical or psychological demands on the individual and create uncertainty and lack of personal control when important outcomes are at stake.

The glass ceiling

an invisible barrier that separates women and minorities from senior management positions.

Strategic goals

are broad statements of where the organization wants to be in the future and pertain to the organization as a whole, rather than to specific divisions or departments.

Tactical plans

are designed to help execute major strategic plans and to accomplish a specific part of the company's strategy.

Attributions

are judgments about what caused a person's behavior—something about the person or something about the situation.

Subsystems

are parts of a system, such as an organization, that depend on one another. Changes in one part of the system (the organization) affect other parts.

Stretch goals

are reasonable yet highly ambitious and compelling goals that energize people and inspire excellence

Goals

are socially constructed, which means they are defined by an individual or a group.

Strategic plans

are the action steps by which an organization intends to attain strategic goals.

The acceptance theory of authority

argues that a manager has authority only if subordinates choose to accept his or her commands. If subordinates refuse to obey because the order is outside their zone of acceptance, a manager's authority disappears

Compensatory justice

argues that individuals should be compensated for the cost of their injuries by the party responsible, and individuals should not be held responsible for matters over which they have no control.

The moral-rights approach

asserts that human beings have fundamental rights and liberties that cannot be taken away by an individual's decision. Thus, an ethically correct decision is one that best maintains the rights of those affected by it.

Key performance indicators (KPIs)

assess what is important to the organization and how well the organization is progressing toward attaining its strategic goal, so that managers can establish lower-level goals that drive performance toward the overall strategic objective.

Practical approach

bases decisions on prevailing standards of the profession and the larger society, taking the interests of all stakeholders into account.

Self-awareness

being aware of the internal aspects of one's nature, such as personality traits, beliefs, emotions, attitudes, and perceptions, and appreciating how your patterns affect other people.

Acqui-hiring

buying an early-stage start-up (and usually shutting it down) in order to obtain the creative talent.

Efficiency

can be defined as the amount of resources used to produce a product or service.

Transactional leaders

clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and try to be considerate and meet the social needs of subordinates.

The matrix approach

combines aspects of both functional and divisional structures simultaneously, in the same part of the organization. The matrix structure evolved as a way to improve horizontal coordination and information sharing

Operations research

consists of mathematical model building and other applications of quantitative techniques to managerial problems.

The individualism approach

contends that acts are moral when they promote the individual's best long-term interests. In theory, with everyone pursuing self-direction, the greater good is ultimately served because people learn to accommodate each other in their own long-term interest.

Most managers operate at a...

conventional level, conforming to standards of behavior expected by society.

Managing diversity

creating a climate in which the potential advantages of diversity for organizational performance are maximized while the potential disadvantages are minimized, is a key management skill today.

Two popular contemporary tools that have shown some staying power are...

customer relationship management and supply chain management. These techniques are related to the shift to a technology-driven workplace.

Decentralization,

decision authority is pushed downward to lower organization levels. Organizations may have to experiment to find the correct hierarchical level at which to make decisions.

Contingency plans

define company responses to be taken in the case of emergencies, setbacks, or unexpected conditions.

The Big Five personality factors

describe an individual's Extroversion, Agreeableness, Conscientiousness, Emotional Stability, and Openness to Experience:

Stereotype threat

describes the psychological experience of a person who, when engaged in a task, is aware of a stereotype about his or her identity group suggesting that he or she will not perform well on that task

Principle-based statements

designed to affect corporate culture; they define fundamental values and contain general language about company responsibilities, quality of products, and treatment of employees.

Transformational leaders

distinguished by their special ability to bring about innovation and change by recognizing followers' needs and concerns, providing meaning, challenging people to look at old problems in new ways, and acting as role models for the new values and behaviors.

Traits

distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and even appearance

Behavioral sciences approach

draws from psychology, sociology, and other social sciences to develop theories about human behavior and interaction in an organizational setting.

Mary Parker Follett and Chester Barnard were

early advocates of a more humanistic approach to management

Sustainability

economic development that generates wealth and meets the needs of the current population while preserving society and the environment for the needs of future generations

Humanistic perspective

emphasized understanding human behavior, needs, and attitudes in the workplace.

Scientific management

emphasizes scientifically determined jobs and management practices as the way to improve efficiency and labor productivity.

The cash cow

exists in a mature, slow-growth industry but is a dominant business in the industry, with a large market share. Because heavy investments in advertising and plant expansion are no longer required, the corporation earns a positive cash flow. I

The question mark

exists in a new, rapidly growing industry, but has only a small market share. The question mark business is risky: It could become a star, or it could fail.

Soft power

expert power and referent power, which are based on personal characteristics and interpersonal relationships more than on a position of authority.

Type A behavior

extreme competitiveness, impatience, aggressiveness, and devotion to work.

Uncritical thinking

failing to consider the possibilities beyond what one is told and accepting others' ideas without thinking

Consideration

falls in the category of people-oriented behavior and is the extent to which the leader is mindful of subordinates, respects their ideas and feelings, and establishes mutual trust

Three broad goals of HRM

finding, developing, and maintaining an effective workforce.

Administrative principles approach

focused on the total organization. The major contributor to this approach was Henri Fayol (1841-1925)

Management by means (MBM)

focuses attention on the methods and processes used to achieve goals.

Policy-based statements

generally outline the procedures to be used in specific ethical situations.

Realistic Job Previews (RJPs)

give applicants all pertinent and realistic information—both positive and negative—about a job and the organization.

Permanent teams

groups of employees who are organized in a way similar to a formal department.

The star

has a large market share in a rapidly growing industry. It is important because it has additional growth potential, and profits should be plowed into this business as investment for future growth and profits.

Flat structure (span of control)

has a wide span, is horizontally dispersed, and has fewer hierarchical levels.

Tall structure (span of control)

has an overall narrow span and more hierarchical levels

The charismatic leader

has the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice.

The utilitarian approach

holds that moral behavior produces the greatest good for the greatest number. Under this approach, a decision maker is expected to consider the effect of each decision alternative on all parties and select the one that optimizes the benefits for the greatest number of people.

SWOT analysis

includes a careful assessment of the strengths, weaknesses, opportunities, and threats that affect organizational performance. Managers obtain external information about opportunities and threats from a variety of sources, including customers, government reports, professional journals, suppliers...

Personal identity

includes letting go of deeply held attitudes and habits and learning new ways of thinking

Role conflict

incompatible demands of different roles, such as the demands of a manager's superiors conflicting with those of the manager's subordinates.

Authentic leadership

individuals who know and understand themselves, who espouse and act consistent with higher-order ethical values, and who empower and inspire others with their openness and authenticity

The number one reason for manager failure is

ineffective communication skills and practices

Scenario building

involves looking at current trends and discontinuities and visualizing future possibilities. Rather than looking only at history and thinking about what has been, managers think about what could be.

Continuous process production

involves mechanization of the entire workflow and nonstop production, such as in chemical plants or petroleum refineries.

Crisis planning

involves the two major stages of prevention and preparation.

Mission statement

is a broadly stated definition of purpose that distinguishes the organization from others of a similar type.

A supply chain

is a network of multiple businesses and individuals that are connected through the flow of products or services.

Project manager

is a person who is responsible for coordinating the activities of several departments for the completion of a specific project.

The dog

is a poor performer. It has only a small share of a slow-growth market. The dog provides little profit for the corporation and may be targeted for divestment or liquidation if turnaround is not possible.

A system

is a set of interrelated parts that function as a whole to achieve a common purpose

Organization

is a social entity that is goal-directed and deliberately structured

A cost leadership strategy

is a strategy with which managers aggressively seek efficient facilities, cut costs, and use tight cost controls to be more efficient than others in the industry.

A differentiation strategy

is a strategy with which managers seek to distinguish the organization's products and services from those of others in the industry.

Management-by-objectives (MBO)

is a system whereby managers and employees define goals for every department, project, and person and use them to monitor subsequent performance.

Task force

is a temporary team or committee designed to solve a problem involving several departments.

Small-batch production

is a type of manufacturing technology that involves the production of goods in batches of one or a few products designed to customer specifications.

Diversity of perspective

is achieved when a manager creates a heterogeneous team made up of individuals with diverse backgrounds and skill sets.

Self-efficacy

is an individual's strong belief that he or she can successfully accomplish a specific task or outcome.

Chain of command

is an unbroken line of authority that links all employees in an organization and shows who reports to whom. It is associated with two underlying principles; Unity of command and The scalar principle.

A stakeholder

is any group or person within or outside the organization that has some type of investment or interest in the organization's performance and is affected by the organization's actions (employees, customers, shareholders, and so forth).

Service technology

is characterized by intangible outputs and direct contact between employees and customers.

Mass production

is characterized by long production runs to manufacture a large volume of products with the same specifications.

Performance

is defined as the organization's ability to attain its goals by using resources in an efficient and effective manner

The quaternary sector, or the knowledge economy:

is information and finance-oriented. It includes 'intellectual activities' such as business and professional services, communications, consulting, culture, education, finance and insurance, government administration and defence, IT, libraries, property, and scientific research.

Corporate social responsibility (CSR)

is management's obligation to make choices and take actions that will contribute to the welfare and interests of society, not just the organization.

Staff authority

is narrower and includes the right to advise, recommend, and counsel in the staff specialists' area of expertise.

Management

is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources

Authoritarianism

is the belief that power and status differences should exist within the organization

Technical complexity

is the degree to which machinery is involved in the production to the exclusion of people. With a complex technology, employees are hardly needed except to monitor the machines.

Organizational effectiveness

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

Responsibility

is the duty to perform the task or activity as assigned.

Influence

is the effect that a person's actions have on the attitudes, values, beliefs, or behavior of others.

Authority

is the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes.

The matrix boss

is the product or functional boss, who is responsible for one side of the matrix. The top leader is responsible for the entire matrix.

Social learning

learning informally from others by using social media tools, including mobile technologies, social networking, wikis and blogs, virtual games, and so forth.

Situational model

links the leader's behavioral style with the readiness level of followers.

A focus strategy

managers use either a differentiation or a cost leadership approach, but they concentrate on a specific regional market or buyer group.

Social entity

means being made up of two or more people. Goal directed means designed to achieve some outcome, such as make a profit

Centralization

means that decision authority is located near the top of the organization.

Unity of command

means that each employee is held accountable to only one supervisor.

Contingency

means that one thing depends on other things and a manager's response to a situation depends on identifying key contingencies in an organizational situation.

Line authority

means that people in management positions have the formal authority to direct and control immediate subordinates.

Deliberately structured

means that tasks are divided, and responsibility for their performance is assigned to organization members.

Accountability

means that the people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command.

Synergy

means that the whole is greater than the sum of its parts. The organization must be managed as a coordinated whole.

Strengths

natural talents and abilities that have been supported and reinforced with learned knowledge and skills and provide each individual with his or her best tools for accomplishment and satisfaction

Performance appraisal

observing and assessing employee performance, recording the assessment, and providing feedback to the employee.

Divisional structure

occurs when departments are grouped together based on similar organizational outputs. With a divisional structure, also called an M-form (multidivisional) or a decentralized form, separate divisions can be organized with responsibility for individual products, services, product groups, major projects or programs, divisions, businesses, or profit centers.

Discrimination

occurs when hiring and promotion decisions are made based on criteria that are not job-relevant

Halo effect

occurs when the perceiver develops an overall impression of a person or situation based on one characteristic, either favorable or unfavorable.

Passive follower

one who exhibits neither critical independent thinking nor active participation.

Three subsets of management science are...

operations research, operations management, and information technology.

The primary sector

or agrarian economy, extracts or harvests products from the earth: Agriculture, farming, fishing, forestry, grazing, hunting and gathering, mining and quarrying. In these agricultural economies, which can generally be described as feudal societies, land is the key resource and control of land is the main source of wealth.

Job specification

outlines the knowledge, skills, education, physical abilities, and other characteristics needed to perform the job adequately.

The top leader

oversees both the product and functional chains of command. His or her responsibility is to maintain a power balance between the two sides of the matrix. If disputes arise between them, the problem will be kicked upstairs to the top leader.

Contingent workers

people who work for an organization, but not on a permanent or full-time basis.

Only about 20 percent of adults reach the..

postconventional level and are able to act in an independent, ethical manner, regardless of the expectations of others.

The secondary sector, or industrial economy:

processes primary sector raw materials into finished/manufactured goods and products through manufacturing, processing and construction; it includes car production, brewing and winemaking, the chemical, construction, engineering and manufacturing industries,

The tertiary sector, or the service economy:

provides services to the general population and to business. It includes administrative services, banking, distribution, entertainment, healthcare, law, media, restaurants, retail and wholesale, tourism and transportation. It

Discretionary responsibility

purely voluntary and is guided by a company's desire to make social contributions not mandated by economics, law, or ethics. Discretionary activities include generous philanthropic contributions that offer no payback to the company and are not expected.

The Walt Disney Company used...

quantitative techniques to develop FASTPASS, a sophisticated computerized system that spares parents the ordeal of standing in long lines for the most popular rides

Rightsizing

reducing the company's workforce intentionally to the point where the number of employees is deemed to be right for the company's current situation. Also called downsizing.

Relational coordination

refers to "frequent, timely, problem-solving communication carried out through [employee] relationships of shared goals, shared knowledge, and mutual respect."

The scalar principle

refers to a clearly defined line of authority in the organization that includes all employees

Queen Bee Syndrome

refers to a female boss who not only has no interest in fostering the careers of other women but might even actively undermine them

Jugaad

refers to an innovation mind-set, used widely by Indian companies, that strives to meet customers' immediate needs quickly and inexpensively

Quants

refers to financial managers and others who base their decisions on complex quantitative analysis, under the assumption that using advanced mathematics and sophisticated computer technology can accurately predict how the market works and help them reap huge profits. They have come to dominate decision making in financial firms, and the Wall Street meltdown in 2007-2008 shows the danger of relying too heavily on a quantitative approach.

Supply chain management

refers to managing the sequence of suppliers and purchasers, covering all stages of processing from obtaining raw materials to distributing finished goods to consumers.

Organizational efficiency

refers to the amount of resources used to achieve an organizational goal.

Organizing

refers to the deployment of organizational resources to achieve strategic goals.

Ethnocentrism

the belief that one's own group and culture are inherently superior to other groups and cultures.

Operations management

refers to the field of management that specializes in the physical production of goods or services. Operations management specialists use management science to solve manufacturing problems.

Coordination

refers to the managerial task of adjusting and synchronizing the diverse activities among different individuals and departments.

Reengineering

refers to the radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed.

Time management

refers to using techniques that enable you to get more done in less time and with better results, be more relaxed, and have more time to enjoy your work and your life.

Job satisfaction

reflects the degree to which a person finds fulfillment in his or her job. In general, people experience job satisfaction when their work matches their needs and interests, when working conditions and rewards (such as pay) are satisfactory, when they like their coworkers, and when they have positive relationships with supervisors.

Affirmative action

requires that an employer take positive steps to guarantee equal employment opportunities for people within protected groups.

Distributive justice

requires that different treatment of individuals not be based on arbitrary characteristics.

More than 85% of our GDP comes from the...

service sector, which employs more than 85% of the workforce.

Employer brand

similar to a product brand except that it promotes the organization as a great place to work, rather than promoting a specific product or service.

Two valuable ways to enhance self-awareness are

soliciting feedback and self-assessment, including introspection.

Core competence

something that the organization does especially well in comparison to its competitors. A core competence represents a competitive advantage because the company acquires expertise that competitors do not have.

Work specialization

sometimes called division of labor, is the degree to which organizational tasks are subdivided into separate jobs.

Span of management

sometimes called span of control, refers to the number of employees reporting to a supervisor.

Operational plans

specify the action steps toward achieving operational goals and support tactical activities.

Hard power

stems largely from a person's position of authority and includes legitimate, reward, and coercive power.

Human relations movement

stresses the satisfaction of employees' basic needs as the key to increased productivity.

Human resources perspective

suggests that jobs should be designed to meet people's higher-level needs by allowing employees to use their full potential.

The contingency view

tells us that what works in one setting might not work in another.

Self-management

the ability to engage in self-regulating thoughts and behavior to accomplish all your tasks and handle difficult or challenging situations.

Leadership

the ability to influence people toward the attainment of goals.

Systems thinking

the ability to see both the distinct elements of a system or situation and the complex and changing interaction among those elements

Machiavellianism

the acquisition of power and the manipulation of other people for purely personal gain.

Reward power,

the authority to bestow rewards on other people

Coercive power

the authority to punish or recommend punishment. Managers have coercive power when they have the right to fire or demote employees, criticize them, or withhold pay increases.

Departmentalization

the basis for grouping positions into departments and departments into the total organization.

Ethnorelativism

the belief that groups and subcultures are inherently equal.

The virtual network structure

the firm subcontracts most of its major functions to separate companies and coordinates their activities from a small organization at headquarters.

Human resource planning

the forecasting of HR needs and the projected matching of individuals with expected vacancies.

Level 5 leadership

the highest level in a hierarchy of manager capabilities

Nondirective interview

the interviewer asks broad, open-ended questions and permits the applicant to talk freely, with minimal interruption.

Interactive leadership

the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority.

Information technology (IT)

the most recent subfield of management science, which is often reflected in management information systems designed to provide relevant information to managers in a timely and cost-efficient manner.

Matching model

the organization and the individual attempt to match the needs, interests, and values that they offer each other.

The Mission

the organization's reason for existence. The mission describes the organization's values, aspirations, and reason for being.

Strategy

the plan of action that describes resource allocation and activities for dealing with the environment, achieving a competitive advantage, and attaining the organization's goals.

Power

the potential ability to influence the behavior of others.

Personality

the set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment.

Strategic management

the set of decisions and actions used to formulate and execute strategies that will provide a competitively superior fit between the organization and its environment so as to achieve organizational goals.

Strategy formulation

the stage of strategic management that includes the planning and decision making that lead to the establishment of the organization's goals and a specific strategic plan.

Strategy execution

the stage of strategic management that involves the use of managerial and organizational tools to direct resources toward achieving strategic outcomes.

Stereotyping

the tendency to assign an individual to a group or broad category (e.g., female, black, elderly; or male, white, disabled) and then to attribute widely held generalizations about the group to the individual.

Prejudice

the tendency to view people who are different as being deficient. If someone acts out their prejudicial attitudes toward people who are the targets of their prejudice, discrimination has occurred

Critical thinking

thinking independently and being mindful of the effect of one's behavior on achieving goals.

Two-boss employees

those who report to two supervisors simultaneously, must resolve conflicting demands from the matrix bosses. They must work with senior managers to reach joint decisions. They need excellent human relations skills with which to confront managers and resolve conflicts.

Instead of being a controller...

today's effective manager is an enabler who helps people do and be their best.

Decentralized planning

top executives or planning experts work with managers in major divisions or departments to develop their own goals and plans.

Servant leader

transcends self-interest to serve others, the organization, and society.

Role ambiguity

uncertainty about what behaviors are expected of a person in a particular role.

Humility

unpretentious and modest rather than arrogant and prideful.

Structured interviews

use a set of standardized questions that are asked of every applicant so that comparisons can easily be made.

Customer Relationship Management (CRM).

use the latest information technology to keep in close touch with customers and to collect and manage large amounts of customer data.

The Hawthorne studies

were important in shaping ideas concerning how managers should treat workers.

Competitive advantage

what sets the organization apart from others and provides it with a distinctive edge for meeting customer or client needs in the marketplace. The essence of formulating strategy is choosing how the organization will be different.

Legal responsibility

what society deems as important with respect to appropriate corporate behavior.

Locus of control

whether an individual places the primary responsibility for his successes and failures within himself or on outside forces.

Stakeholder mapping

which provides a systematic way to identify the expectations, needs, importance, and relative power of various stakeholders, which may change over time.

Fundamental characteristics of vertical organization structure include

work specialization, chain of command, span of management, and centralization and decentralization.