Intro to Management Exam 1

What is ethonomics? (reading)

"ethical economics" companies should earn profits while being good to the planet and people in general

Definition of management (lecture and text)

"getting work done through others....concerned with efficiency and effectiveness in the work process." Your job as a manager: "is not to do the work but to help others do theirs."

Advantages of teams/groups (lecture & text)

-Improve customer satisfaction, Improve product/service quality, Improve employee job satisfaction, Improve some steps in the decision making process

Assignments, point values (syllabus p. 4-7)

-Team Project #1 75 pts -Team Project #2 75 pts -Team Project #3 75 pts -Team Project #4 75 pts Team Project Total = 300 pts Individual Activities -Online Surveys (ICON) 50 pts -Online Quizzes (MGMT) 50 pts -In-class participation 50 pts -Experiential Learning 50 pts IA total = 200 pts Exams -Midterm #1 100 pts -Midterm #2 150 pts (100 new material, 50 old) -Final Exam 250 pts (150 new material, 100 old) total of 1,000 pts.

Components of specific environment (lecture and test)

-customers -competitors -suppliers -industry specific laws/regulations -advocacy groups

Components of general environment (lecture and text)

-economy -technology -sociocultural -political/legal

Characteristics of good team meetings (lecture)

-have a written agenda -start and end on time -begin with a review -have clear ground rules for decision making -include time for question and debate -encourage equal participation -end with summary of who is doing what, when

Team Training

-members of work teams receive training in interpersonal skills: listening, communicating, questioning, and providing feedback enable people to have effective working relationships with others they don't struggle with the technical stuff, they struggle with the people skills cross-training

Encouraging ethical behavior (lecture and text)

-recruit, select, and hire ethical people...overt integrity test, personality-based integrity test -establish a code of ethics -provide training -create an ethical climate -measure and enforce

Enhancing work-team effectiveness (section 10-4 headings and key points; pp.215-220)

-setting team goals and priorities, stretch goals- extremely ambitious goals that workers don't know how to reach four things must occur for stretch goals to motivate teams: 1. teams must have a high degree of autonomy over how they achieve their goals 2. teams must be empowered with control of resources 3. teams need structural accommodation - giving teams the ability to change organizational structures, policies, and practices if doing so helps them meet their stretch goals. 4. teams need bureaucratic immunity- team don't have to go through the long process of multilevel reviews and sign offs/management approval before making changes -Selecting People for Teamwork

Work-team characteristics (section 10-3 headings and key points; pp.210-215)

-team norms -team cohesiveness- the extent to which team members are attracted to a team and motivated to remain in it....to improve: make sure all team members are present at team meetings and activities, create additional opportunities for teammates to work together, engage in non-work activities as a team -team size -team conflict: the key to team conflict is not avoiding it, but rather making sure that the team experiences the right kind of conflict....c conflict, a conflict. What can be done to manage team conflict? 1. emphasizing cognitive conflict alone won't be enough 2. work with more, rather than less information 3. develop multiple alternatives to enrich debate 4. establish common goals 5. Inject humor into the workplace 6. maintain a balance of power by involving as many people as possible in the decision making process 7. resolve issues without forcing a consensus -Stages of team development: forming, storming, norming, and performing. Can also go through de-norming, de-storming, and de-forming

How do I get help and "Life Lessons" (syllabus p. 3)

1 "Do your homework - Search for your answer first" Life Lesson #1: The most effective and most respected people show initiative and look for answers before relying on other people 2. "Think Strategically about Who to Ask" Life Lesson #2: sometimes the person sitting next to you is the best source of information Life Lesson #3: Even if your boss really likes you, do not bother him or her with questions that your should be able to answer yourself 3. "Prepare a Good Question" Life Lesson #4: Do your homework, and let people know you've done your homework, otherwise they just might ask you, "Did you do your homework?" #5: Make other people feel that their work is important even if you are not sure whether it is 4. "Be Patient, Kind, and Professional" #6: Gratitude gains you a great deal of good will from others; adopting an attitude of entitlement and being a jerk irritates others and may mean you don't get the answers you need #7: sometimes a short f2f meeting is the best way to get questions answered, and to get to know someone #8: your time is valuable. So is theirs. people who schedule ahead of time will get attention. people who don't may get ignored #9: asking the right person, the right way, is the best way to get the right answer and gain respect in the process

6 steps in ethical decision making model (ex. 4.6, p.81)

1. Identify the problem 2. Identify the constitutes 3. Diagnose the situation 4. Analyze your opinions 5. Make your choice 6. Act

Top 3 (of 10) mistakes managers make [text, ex. 1.5 p.16]

1. Insensitive to others; abrasive, intimidating, bullying style 2. Cold, aloof, arrogant 3. Betrays trust

Each stage of self-management process, including tips and mistakes (lecture only)

1. Self Assessment & Planning -Tips- ask: Who am I now? Who do I want to be? What are my strengths? What do I want them to be? What am I doing now? What do I want to be doing? Where am I now? Where do I want to go? -Common mistakes: not having any standards ignoring important parts of our identities simply not doing it, not creative enough 2. Goal Setting -Tips What do I need to do in order to get where I want to go? set SMART goals? -Common mistakes: failing to set goals -"hope and a wish" setting vague goals - "do your best" failing to follow through with goals 3.(a) Self Control -Tips What is important? Urgent? Important: produces a desire result Urgent: demands immediate attention spend time on :what is not urgent, but important -Common mistakes: allowing negative emotions or habits to derail us (b) Environmental Control -tip Proactively structure work environment to increase likelihood of success -common mistakes: allowing others to control your time 4. Evaluating and Rewarding Progress determine what you've accomplished and reward yourself accordingly -common mistakes: rewarding yourself too early, too late, or too much punishing yourself if you fail

levels of culture (lecture and text)

1. Surface level; symbolic artifacts, behaviors, SEEN 2. Expressed Values and Beliefs; What people say, How decisions are made, HEARD 3. Unconsciously held assumptions and beliefs; Beliefs and assumptions, Rarely discussed, BELIEVED

three characteristics that create uncertainty (text; 3-1, pp.45-49; ex. 3.1 p.49)

1. environmental change 2. environmental complexity 3. resource scarcity

6 factors of ethical intensity (text sec 4-3a, pp.74-75)

1. magnitude consequence- the total harm or benefit derived from an ethical decision 2. social consensus- agreement on whether behavior is bad or good 3. probability of effect- he change that something will happen that results in harm to others 4. temporal immediacy- the time between an act and the consequences the act produces 5. proximity of effect- social, psychological, cultural, or physical distance of a decision maker form those affected by his or her decisions 6. concentration of effect- how much an act affects the average person

Culture formation and maintenance (text; 3-5a, pp. 61-62)

1. people tell organizational stories 2. recognizing and celebrating heroes. Organizational heroes- organizational people admired for their qualities and achievements within the organization primary source of organizational culture is the company founder

Types of conflict (and how to increase desirable conflict)

1. task conflict 2. relationships conflict use a devils advocate listen, check for understanding, then speak avoid production blocking use the nominal group technique

Two main roles team members play (lecture)

1. task roles 2. social roles

Two main differences across types of managers (primarily lecture)

1. time horizon 2. scope of influence or number of people they influence with their decision

Key characteristics of "stars" (Webber article) -4 elements of initiative -3 rules of initiative -How they network (economics of networking)

4 elements of initiative: doing something above and beyond your job description. Helping other people. Risk-taking. Seeing an activity through completion. 3 rules of initiative: 1. Before taking on anything new, make sure you are doing your assigned job well. 2. Social incentives don't count for much 3. the initiatives that matter to your career are those that relate to the company's critical path. How they network: they use networks to multiply their productivity start by recognizing what you don't know but need to know. Then figure out who can supply that knowledge - and cultivate relationships with those people economics of networking: stars understand that networking is a barter system. If you expect people to trade with you, you have to establish that you have something worth trading. You start with a negative trade balance and it takes time to build up credits

Team Productivity equation (lecture only)

Actual Prod. = Potential Prod. + Process Gains + Process Losses NOTE: Potential productivity depends on members' resources: knowledge, skills & abilities (KSAs) and personality.

BP's story (lecture)

BP had multiple oil spill accidents BP reports multiple bottom lines: safety & environment (first line), people, financial BP was the first oil company to acknowledge links between carbon dioxide emissions and climate change $1 billion to Gulf Coast Line restoration products BP is in the accommodative stage, they accepted all responsibility for the problem

Who handles add/drop and exam make-ups?

Beth Bellman

Mintzberg's 3 main managerial roles [text only, sec. 1-4a, b, c; ex. 1.3;pp.10-14]

Interpersonal -figurehead- companies are ceremonial leaders. Representing at a luncheon -leader- motivate and encourage workers to accomplish organizational objectives -liason- deal with people outside of their units. Ex. sitting in on a company's board Informational -monitor- scan their environment -disseminator- share info they have collected with subordinates -spokesperson- share info. with people outside of their departments Decisional -entrepreneur- adapting to change -disturbance handler- respond to immediate issues -resource allocator- decide who will get what resources and how many resources they will get -negotiator- negotiate schedules, projects, goals, outcomes

What character did Eean play in "The Paper Brigade"?

Leonard

Transition to management [text, ex. 1.6, p.18]

Manager's initial expectations: -be the boss -formal authority -manage tasks -job is not managing people After 6 months as manager: -initial expectations were wrong -fast pace -heavy workload -job is to be problem solver and torubleshooter for subordinates After a year as a manager: -no longer a doer -communication, listening, and positive reinforcement -learning to adapt to and control stress -job is people development

Four Functions

Planning- setting goals and deciding on action, developing rules and procedures, developing budgets and plans Organizing- Identifying jobs to be done, hiring people to do them, establishing departments, establishing chain of command, delegating Leading- Influencing others to get the job done, maintaining morale, molding company culture, managing conflicts and communication Controlling- setting standards, comparing performance with standards, taking corrective action

6 stages of moral development (ex 4.5; sec. 4-3b, pp. 75-76)

Preconventional stage: 1. punishment and obedience- avoid trouble for yourself 2. instrumental exchange- worry less about punishment and more about doing things that directly advance your wants and needs Conventional stage: 3. good boy, nice girl- you do what everyone else is doing 4. law and order- do whatever the law permits Postconventional stage: 5. social contract- concerned with the rights of society as a whole 6. universal principle- may or may not depending on your principles of right or wrong

Stages of Moral Development (lecture & text)

Preconventional: stage 1: avoid punishment for yourself stage 2: maintain exchange relationships...worrying less about punishment and more about advancing your wants/needs Conventional: stage 3: earn the approval of others stage..doing what everyone else is doing 4: follow rules and laws Principled: stage 5: protect individual's rights stage 6: follow universal principles

Process gains/losses (lecture)

Process Gains: information exchange, load balancing, social facilitation Process Losses: Group Maintenance (unavoidable), social loafing, production blocking

Shareholder vs. Stakeholder view (lecture and text; sec. 4.5, pp.83-85)

Shareholder view- purpose of business is to maximize profit; stockholder is beneficiary. Milton Friedman Stakeholder view- purpose of business is to create value for society. Multiple stakeholders are considered and multiple can benefit

Stonyfield's mission and practices (lecture)

They agree with stakeholder's theory idea right in their mission they embrace stakeholders less water, less waste, less cost organic =, local yogurt. It is more expensive, but it is hard to put a price on good bond with the customer They are PROACTIVE

Types of Managers

Top- always thinking about 3-5 years into the future & they influence everybody below them in the company...CEO, President Middle- set objectives for implementing top manager's vision. Come up with strategies, coordinate and link the company First-line managers: supervisors, largely responsible for monitoring entry-level employees. Usually thinking 2-3 weeks into the future

confirmation bias (lecture only)

We look to all the things that agree with us and we fail to acknowledge disagreements with our opinions

Norms - how to set and maintain (lecture)

What creates norms? -formal written agreements made early in team formation -team manager's repeated activities -team's responses to critical events

Environmental scanning (lecture and text)

What: Systematically searching the environment for events or issues that might affect an organization Why: -keeps companies current -reduces uncertainty -alters organizational strategies -contributes to organizational performance -can help avoid confirmation bias How: -Systematically study environment characteristics and changes occurring -interpret for impact on your business; threat or opportunity? -seek disconfirmation, look for evidence that contradicts your interpretation!

Corporate social responsibility definition (lecture & text; sec. 4.6, pp.85-87)

a business's obligation to pursue policies, make decisions, and take actions that benefit society. -economic -legal -ethical -discretionary major trend - witness "ethonomics"

Motivation to manage [text, end of sec 1.5,p.15]

an assessment of how motivated employees are to interact with superiors, participate in competitive situations, behave assertively towards others, tell others what to do, reward good behavior and punish poor behavior, perform actions that are highly visible to others, and handle and organize administrative tasks

Nominal Group Technique (text and lecture)

begins with a quiet time in which group members independently write down as many problem definitions and alternative solutions as possible begins by having group members act as individuals group leader ask each member to share one idea with the group the group then discusses the advantages and disadvantages of the ideas second quiet time in which group members independently rank the ideas the idea with the highest average rank is selected

Cohesiveness and how to build

cohesiveness: like the team and motivated to stay in it achieves quicker and better performance improved by: -all members present at meetings -arrange additional time to work together -do something non-work together -create a special identity for yourselves

Managerial Skills

conceptual - ability to use your mind to envision future, think abstractly, see how company works human - ability to work well with others. How they think, feel, and can be persuaded technical - having the "know how" to complete a specific task or job

US Sentencing commission guidelines (who/what/why, text sec. 4-2, pg. 71-72)

cover offenses defined by federal laws such as invasion of privacy, price fixing, fraud, customs violations, civil rights violations, antitrust violations, etc.

Ethics & ethical behavior definition (lecture & text)

ethics- a set of principles that defines what is right and wrong for a person or group ethical behavior- behavior that conforms to a society's accepted principles of right and wrong

Maximizing benefits of diversity (lecture)

get to know one another's background, create time/space for questions to clarify meaning assume the best intentions

Groupthink and minority domination (text, p. 205)

groupthink- members of highly cohesive groups feel intense pressure not to disagree with each other so that the group can approve a proposed solution. minority domination- just one or two people dominate team discussions, restricting consideration of different problem definitions and alternative solutions

What is the marshmellow principle

helps identify hidden assumptions because every project has its own marshmellow uh-oh moment to ta-da moment building different prototypes

selecting people for teamwork

individual collectivism- the degree to which a person believes that people should be self-sufficient and that loyalty to one's self is more important than loyalty to one's team or company -individualists vs. collectivists team level- the average level of ability, experience, personality, or any other factor on a team team diversity- the variances or differences in ability, experience, personality, or any other factor on a team

Ethical principles (lecture & text)

long-term self interest, personal virtue, religious injunctions, government requirements, utilitarian benefits (greater good of society is primary concern), individual rights, distributive justice, principle of personal virtue (would you be proud to see this on the front page of the morning newspaper?)

Components of a triple bottom line (reading)

people, planet, profit

Types of deviance (text, ex 4.1, pg. 70)

production deviance- hurts the quality and quantity of work produced. leaving early, taking excessive breaks, intentionally working slowly, wasting resources property deviance- unethical behavior aimed at company property or products. sabotaging equipment, accepting kickbacks, lying about hours worked, stealing from company political deviance- using one's influence to harm others in the company. showing favoritism, gossiping about coworkers, blaming coworkers, competing non beneficially personal aggression- hostile or aggressive behavior towards others. sexual harassment, verbal abuse, stealing from coworkers, endangering coworkers

Correlation between missed classes and final points

r=-.41 missed days times 3

Emotional control activities (blessings, autobiographical reflection) [lecture only]

re-trains your brain and how you see the world

Responsibility strategies (lecture and text; sec. 4.7, pp. 87-89)

reactive- will do less than society expects defensive- would admit responsibility for a problem but would do the least required to meet social expectations accommodative- will accept responsibility for a problem and take a progressive approach by doing all that could be expected to solve the problem proactive- will anticipate responsibility for a problem before it occurs, do more than expected to address the problem, and lead the industry in its approach

Gaining Management Skills

sources of learning: -Reading -Reflection -Relationships -Real-experience skill gains occur best through deliberately: -combining multiple sources -self-management

Ethical intensity (lecture & text)

the degree of concern people have about an issue -magnitude of consequences -social consensus -probability of effect -temporal immediacy -proximity of effect -concentration of effect as any of these increase, then the higher ethical intensity there will be

CSR relationship with economic performance (lecture & text; sec. 4.8, pp.89-90)

there is no trade off between being socially responsible and economic performance, and there is a small, positive relationship between being socially responsible and economic performance that strengthens with corporate reputation

team compensation and recognition

very difficult to compensate correctly level of rewards must match level of performance compensated in three ways: 1. skill-based pay: programs pay employees for learning additional skills or knowledge 2. gainsharing- companies share financial value of performance gains with their workers 3. nonfinancial rewards- vacations, tshirts, plaques