management 351
Geocentric Attitude
a world-oriented view that focuses on using the best approaches and people from around the globe. They have a global view and look for the best approaches and people regardless of origin.
Multinational Corporation (MNC)
any type of international company that maintains operations in multiple countries.
In a borderless organizations
artificial geographic borders do not separate functions, divisions, or activities. Instead, the organization implements an integrated strategy in a number of national markets. National Boundaries do not limit the locations in which the firm competes for customers; competitive boundaries are represented be the entire world marketplace, an the firm sells its products on a high-volume basis in this marketplace. Borderless companies such as IBM and Sony compete with a standard line of products and/or services to the world market.
The internet impacts training and development of managers
because of the increased availability of cultural information presented on the World Wide Web. The fact that individuals have easier access to a vast amount of information about other counties and cultures has produced a world that is figuratively "shrinking" in terms of opportunities for communication with corporate and personal contacts at "home", as well as the ability to purchase familiar products via e-business that might be unavailable in the global assignment setting.
Deep-level diversity
differences in values, personality, and work preferences
Classic Approach
emphasized rationality and making organizations and workers as efficient at possible.
The scientific management approach
focuses on the job and management functions to determine the "one bets way" to manage in all organizations. Scientific management focus on analyzing and redesigning jobs more efficiently.
The managerial implications of such an organization
include the ability to be more flexible in responding to changing global marketplace conditions. Remember, however, that the nature of a borderless organization makes it much more difficult to control.
Planned economy
is one in which decisions are planned by a central government
Free market economy
is one in which resources are primarily owned and controlled by the private sector
Stereotyping
judging a person on the basis of one' perception of a group to which he or she belongs
Stage 2 of an organizations movement toward globalization
management hires foreign representation or enter into contracts with foreign firms to perform work. Note that the firm has not yet established physical facilities outside of its home country in stage 2. The level of risk becomes greater in this stage because the firm is relinquishing more control, but at the same time, the potential for sales gain is also greater.
Diversity skills training
specialized training to educate employees about the importance of diversity and teach them skills for working in a diverse workplace.
A gallup survey was recently published in the wall street journal concerning
vital traits of successful managers. The responses of 782 top executives when asked "what does it take to be a successful manager?" identified the following top traits: integrity, industriousness, and the ability to get along with people.
Stephen P. Robbins and Mary Coulter explain
we study the history of management for two primary reasons: (1) to avoid repeating mistakes by learning what worked and what did not work in past manager practices and (2) to gain a better understanding of current developments in business
Social obligation
when a firm engages in social actions because of its obligation to meet certain economic and legal responsibilities.
Discrimination
when someone acts out their prejudicial attitudes toward people who are the targets of their prejudice.
Quantitative Studies
which is the use of quantitative techniques to improve decision making. this approach also is known as management science.
You responsibility as a manager
will be to achieve the objective of your organization by allocating the resources available to you in an effective and efficient manner.
Why are managers important?
(1)The organization need their managerial skills and abilities more than ever in these uncertain, complex, and chaotic times. (2) that they are critical to getting things done. (3) managers do matter to organizations.
Faylor identified five major functions of management
(1)planning (2) organizing, (3) commanding (leading) (4) coordinating, and (5) controlling. These functions form the foundation for the four management functions managers perform today. In addition, Fayol proposed fourteen principles of management. 1. division of work, 2. authority, 3. discipline 4. unity of command 5. unity of direction 6. subordination of individual interest to the general interest 7 remuneration 8. centralization 9. scalar chain 10. order 11. equity 12. stability of tenure of personnel 13. initiative 14. esprit de corps .Many of these principles, including teamwork and division work, are used in contemporary management.
the importance of social responsibility in today's business environment
A number of you explained the importance of an organizations commitment to contribute to welfare of its stakeholders far beyond the minimum efforts required by law. why and how business firms should provide diversity training for all employees; how these companies should act responsibly as corporate citizens; and how the organizations should respond to societal issues in their business practices.
Stage 3 of an organizations movement toward globalization
The company has made a strong commitment to pursue global markets aggressively through franchising, licensing, strategic alliances (a partnership between an organization and a foreign company partner or partners in which both share resources and knowledge in developing new products or building production facilities) , joint ventures (a strategic alliance in which partners from a separate independent organization for some business purpose) , and/or foreign subsidiaries (a separate and independent facility or office) . Remember that the establishment of a foreign subsidiary present the greatest risk in a company's decision to go global. Although this type of involvement creates the most risk and involves the greatest commitment or resources, the organization sales potential is much greater in stage 3.
Omnipotent view of management
The dominant view in management theory and society in general is that managers are directly responsible for an organizations success or failure
Organizations decide to pursue international business endeavors for a number of reasons
These reasons may include the desire to improve production efficiency through lower labor costs in another country and increased opportunities for a wider market for its goods and services. Researches tell us that the number one reason for taking a company global is to increase sales and profits.
Frank and Lillian Gilbreth
a photo of them and several of their 12 children. The Gilbreths were a husband-and-wife team who made significant contributions to the field of management through their time and motion studies. Lillan Gilbreth is known as the "First Lady of Management."
Hawthorne Studies
a seriers of studies conducted at the Western Electric Company Works in Cicero, Illinois.
Bias
a term that describes a tendency or preference toward a particular perspective or ideology.
Types of workplace diversity
age, gender, race and ethnicity, disability/abilities, religion, and GLBT: sexual orientation and gender identity
Frederick Winslow Taylor (1856-1915)
an American mechanical engineer, saw that businesses were having difficulty improving quality as society became more industrialized. Believing that poor management practices were mainly responsible for this problem, Taylor began to systematically study work procedures through experiments and observations during the manufacture or pig iron at the Midvale Steel Company in Philadelphia, Pennsylvania. He tried to determine the "one best way" to maximize performance. Based on Taylor's suggestions, the average daily worker output at Midvale more than tripled. It is important to remember that he is known as the "Father of Scientific Management." Many of the management principles he developed are in use today.
Stakeholders
are any constituencies in the organization's environment that are affected by an organizations decisions and actions. These groups have a stake in or are significantly influenced by what the organization does. In turn, these groups can influence that organization.
Technical skill
are the job-specific knowledge and techniques needed to perform work tasks.
Conceptual Skills
are the skills managers use to think and conceptualize about abstract and complex situations.
Ethics
are the standard of right and wrong that influence behavior. A code of ethics states the importance of conduction business in an ethical manner and provides guidelines for ethical behavior. Formulating and prominently displaying a written code of ethics can be an effective way to encourage employees to conduct business in an ethical manner and can raise an organizations commitment to ethical standards.
Top managers
at the upper levels of the organization. the are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization. These individuals typically have titles such as executive vice president, president, managing director, chief of operating officer, or chief executive officer.
Because the global marketplace is growing rapidly in size and economic importance
both large and small companies are involved in the international business environment. The managers of these companies face unique challenges and must possess skills that were not required of managers only a few years ago. As your textbook emphasizes, companies today must train employees in the language, culture, and business practices of foreign firms. As a manager, you must be aware of cultural differences in order to succeed in an international business environment.
Organizations implement TQM
by mangers and employees to collaborate across departments, as well as with customers and suppliers, to identify areas for improvement. Employees are trained and empowered to make decisions that help the organization achieve high standards of quality, with the target of "zero defects" in the good and services produced by the company. Remember that TQM values people as an organizations most valuable resource.
Resources
can be applied to a broad range of inputs and may refer to (1) human resources (personal or labor) (2) financial resources (3) physical resources (including buildings, merchandise to be sold, computers, inventory, and equipment) and (4) informational resources, which are increasingly important in order to increase speed as companies operate in a competitive global arena.
Global Company-type of MNC
centralizes its management and other decisions in the home country.
An organizational culture
consists of shared values, beliefs, and assumptions of how its members should behave. In essence, organizational culture is the organizations personality.
Multidomestic Corporation-type of MNC
decentralizes management and other decisions to the local country.
Almost everyone would agree that we live in a
dynamic, rapidly changing business environment. One of the most significant trends in business today is the increasing influence of informational technology.
Surface-level diversity
easily perceived differences that may trigger certain stereotypes, but that do not necessarily reflect the ways people think or feel
in todays rapidly changing workplace
employees at all levels of the organization are being held accountable for their contributions to the firm. Companies are placing an increased emphasis on the participation of employees through empowerment of employees, who often work in self-managed teams. Employees, therefore, need a variety of skills, ranging from leadership skills to information technology skills.
In organizations with strong cultures
employees know and agree with the shared assumptions, values, and beliefs; they behave as expected. In strong cultures, shared assumptions, values, and beliefs create an environment in which employees are committed to one another and share a sense of mission. Strong cultures can facilitate communication and cooperation and enhance employee commitment. However, a strong culture can also promote a single-minded view of the organization and impede change. As we have seen in recent years, General Motors found it necessary to establish a new division (and a new culture) in order to produce its Saturn automobiles.
Informational Technology
has become a vital part of our everyday lives. Business must develop new technologies, or at least keep up with them, in order to provide the value customers expect to receive and to compete successfully in a global marketplace.
Sustainability
has been defined as a company's ability to achieve its business foals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies.
Top organizations need managers who
have geocentric attitude. Remember a geocentric attitude is a world-oriented view that focuses on using the best approach and people from around the world. Training programs in leading organizations emphasize the importance of developing these abilities. Organizations also increasingly hire national to run operations in a specific counties and then devote significant resources in an effort to socialize these employees in the company's corporate culture.
Culture influences
how people act in organizations; cultural values, beliefs, and assumptions significantly determine the ways people perform in organizations and how they regard their jobs, work with other employees, and look at the future. In order to manage change effectively, a manager must first understand the culture of his or her organization and analyze the forces that drive and resist change.
Traits identified by Dr. Edwin Ghiselli
important to managerial success, including the trait he deemed to be the most important: supervisory ability (the ability to preform the four management functions.)
Managers "wear many different hats"
in any given day, in other words, they play a number of different roles in their position as manager of an organization.
The importance of understanding and appreciating cultural differences
in conducting business in the global arena. Effective managers and employees must learn to interact successfully with customers from a wide variety of cultures.
the interpersonal roles of managers
involve interaction with members of their organization and other constituents as well
Human Skills
involve the ability to work well with other people both individually and in a group
Management
involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
Organization
is a deliberate arrangement of people to accomplish some specific purpose.
Mentoring
is a provess whereby an experienced organizational member provides advice and guidance to a less-experienced member.
System
is a set of interrelated and interdependent parts arrange in a manner that produces a unified while. Closed systems are not influenced by and do not interact with their environment. Open systems are influence by and do interact with their environment.
Efficiency
is achieved by using the fewest inputs (such as people and money) to generate a given output. "doing things the right way-with as little waste as possible"
Effectiveness
is achieved when organizations pursues appropriate goals-that is, when organization is going the right things in order to reach its goals
General Administrative Theory
is closely related to the scientific management approach but focuses on the entire organization and the functions managers perform in the organization. The general administrative theory approach is associated with Henri Fayol, a french mining engineer, who led a failing mining company to financial success int he early twentieth century. He believed that his success as a manager was due to the methods he used rather than his personal attributes.
Who is a manager?
is someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. A managers job is not about personal achievement, it is about helping others do their work.
Total Quality Management (TQM)
is strategic commitment to enhancing the quality of an organizations output through continuos improvement by all members of the organization. Two core values of TQM are (1) to focus everyone in the organization on delivering customers value and (2) to continuously improve the system and its processes.
Ethnocentric Attitude
is the parochialistic belief that the best work approaches and practices are those of the home country (the country in which the company's headquarters are located) They believe that people in foreign counties don't have the needed skills, expertise, knowledge, or experience to make the best business decisions as people in the home country do.
Organizing
is the process of delegating and coordinating tasks and resources to achieve objectives. Managers determine the tasks to be done, who will do these tasks, and how the tasks will be managed and coordinated. Issues of human resource management are key to this function.
Controlling
is the process of establishing and implementing mechanisms to ensure that objectives are achieved. Follow-through is essential; research has shown that only three out of ten people do the things they say they will do.
Leading
is the process of influencing employees to work toward achieving objectives. To be effective leaders, managers must understand the dynamics of individual and group behavior and be able to motivate and influence their employees through effective communication. Effective leaders must have a vision-a mental image- of the future they desire for their company and must communicate this vision to their employees, empowering them to make the vision a reality.
Planning
is the process of setting objectives and determining in advance exactly how the objectives will be met. Managers at all levels of the organization must engage in planning. They must develop operational plans for their work groups, and they must develop a plan for allocating the resources we have discussed in order to achieve the company's goals.
Polycentric Attitude
is the view that employees in the host country ( the foreign country in which the organization is doing business) know the best approaches and practices for running their business. they view every foreign operation as different and hard to understand.
In today's highly competitive business environment the idea of change
is threatening to many people and at the same time, exciting to others. You have indicated in your postings that you recognize the need for learning new things every day in order to succeed in out rapidly changing marketplace. Moreover, today's managers must strive for excellence in management practices as they implement changes and empower employees to make decisions, determine priorities, and improve the way work is done.
One of the most important responsibilities of a leader
is to create and influence organizational culture because it has significant impact on performance. Companies with weak cultures often lack unity of direction, have poor communication, and have many employees who do not behave as expected. In a weak corporate culture, employees are uncertain of their responsibilities and authority, and the quality of customer service declines.
Workplace Spirituality
it's a culture in which organizational values promote a sense of purpose through meaningful work taking place in the context of community. Organizations with a spiritual culture recognize that people have a mind and spirit, seek to find meaning and purpose in their work, and desire to connect with other human beings and be a part of a community. And such desires aren't limited to workplaces, as a recent study showed that college students also are searching for meaning and purpose in life.
Employee resource group
made up of employees connected by some common dimension of diversity.
Middle managers
manage the work of first-line managers and can be found between the lowest and top levels of the organization. They may have titles such as regional manager, project leader, store manager, or division manager.
First-line managers
manage the work of non managerial employees who typically are involved with producing the organizations products or servicing the organization's customers. First-line managers may be called supervisors or even shift managers, district managers, department managers, or office managers.
Your text relates how throughout history
management functions have been used to conduct major endeavors. Certain individuals had to perform the four management functions in order to plan what needed to be done, organize the necessary resources (including human resources), provide direction, and control outcomes in order to build each of the Egyptian pyramids and to construct the Great wall of china. The painting of the Sistine Chapel by Michael Angelo and his 13 assistance is an additional example.
Stage 1 of an organizations movement toward globalization
management makes its first attempt to go global by exporting its products to other countries and/or importing products from other nations. Importing/exporting involves minimal risk and enables the company to retain more control over the quality of its product(s).
In their informational roles
managers are responsible for ensuring that their employees have sufficient information to perform their jobs effectively.
The skills required of managers at different levels of organizational hierarchy vary
managers at different levels have different job responsibilities and thus need to have different skills. The skills necessary for first-line managers are not necessarily the same as the skills needed by middle or top managers; likewise, the skills needed by middle managers differ from those needed by top managers
In decisional roles
managers process information and make important decisions
According to a well-known study by Henry Mintzberg
managers serve in ten roles, which he grouped into three main categories: (1) interpersonal roles (figurehead, leader, liaison) (2) informational roles (monitor, disseminator, spokesperson) (3) decisional roles (entrepreneur, disturbance-handler, resource allocator, negotiator)
Classic view
of social responsibility which says that management's only social responsibility is to maximize profits.
Although management activities have been conducted for thousands of years
only since the past one hundred years has management become a formal discipline with a common body of knowledge
External Environment
refers to factors and forces outside the organization that affect its performance.
Glass ceilings
refers to the invisible barrier that separates women and minorities from top management positions.
Drs. Robins and Couler remind us that issues of diversity, corporate social responsibility, and business ethics arise in
response to a global dynamic business environment and are shaped by an organizations corporate culture. As companies develop new technologies, these organizations must consider carefully the issues surrounding diversity, social responsibility, and ethical organizational behavior.
The Gilbreths were
scientific management theorists who had been inspired during their attendance at lectures given by Frederick Winslow Taylor. In order to determine the most efficient way to perform tasks, Frank and Lillian Gilbreth used motion pictures to examine the work of bricklayers. The identified distinct work movements, such as lifting, grasping, and positioning and were able to reduce the number of motions needed in a bricklayers task from 18 to 5. The Gilbreths called these motions therbligs (their last name spelled backwards with the last two letters transposed.) The Gilbreths has 12 children and used their efficiency practices to raise their family. You may have read the books written by two of their children-Cheaper by the dozen-which recounts the children's experiences growing up in the Gilbreth family.
Six major approaches to management
scientific management, general administration theory, quantitative, organizational behavior, systems, and contingency
Contemporary business organizations
seek to employ managers who have respects and an appreciation for national differences, a firsthand knowledge of a variety of cultures, and the ability to speak foreign languages.
Contingency Approach
sometimes called the situational approach. says that organizations are different, face different situations (contingencies), and require different ways of managing.
Certain skills are important at one level than at another level
technical skills are likely to be most important for first-line managers; human and communication skills for middle managers; and conceptual decision-making skills for top managers. Nevertheless, not that managers at all levels or organization use all of these skills to some degrees, and human and communication skills are particularly important to the success of managers at all three levels.
All managers much have
technical, human and communication, and conceptual and decision-making skills if they are to be successful. Since each level of managements requires a slightly different mix of skills, managers need to develop new skills as they move up the corporate ladder.
Symbolic view of management
that much of an organizations success or failure is due to external forces outside managers' control
management experts agree
that people are the managers most valuable resource. As a manger, you will seek to hire the best people available for the position you are filling, and you will want to devote a significant amount of time, money, and effort to their training in order to maximize your organizations productivity
Managers need skills
that will enable them to cope with conflict and resolve problems as they occur
Organizational Behavior (OB)
the field of study that researches the actions (behavior) of people at work
In todays global business environment
the management of borderless organizations presents a number of challenges and opportunities for managers at every level of the organization.
Southeastern College of Business sponsors
the third-oldest university ethics lecture in the US during the spring semester each year. We invite distinguished leaders in diverse fields of industry and government to come to campus to speak with out students on a topic related to business ethics.
Workplace Diversity
the ways in which people in an organization are different from and similar to one another.
Parochialism
viewing the world solely through one's own eyes and perspectives. They do not recognize that others have different ways of living and working.
