MGMT test 1
internet of things (IoT)
"smart" devices and chips that communicate to other devices -helps with managing the supply chain, or the sequence of suppliers and purchasers
peter drucker
- considered father of modern management - his innovative thinking revolutionized todays theory of business - successful leaders should put people and ethics first - management is about human beings, making them capable of joint performance, make strengths effective and weaknesses irrelevant
todays effective managers...
- do more with less - engage employees, hearts, minds, and energy - see change as natural - inspire vision and cultural values that allow people to create a collaborative and productive workplace
assumptions of theory Y
- the expenditure of physical and mental effort in work is as natural as play or rest. The average human being does not inherently dislike work. -External control and the threat of punishment are not the only means for bringing about effort toward organizational objectives. A person will exercise self-direction and self control in the service of objectives to which he or she is committed. -The average human being learns, under proper conditions, not only to accept but to seek responsibility. -The capacity to exercise a relatively high degree of imagination, ingenuity and creativity in the solution of organizational problems is widely, not narrowly, distributed in the population. -Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only partially utilized
time management
- 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 life - learning to manage time effectively is one of greatest challenges to new managers
AI
-At the state-level, the regulation of artificial intelligence (AI) and its use in employment decisions is expected to continue -Focused on the possibility of illegal discrimination by employers who make employment decisions, in part, based on AI
hawthorne studies
-Conducted from 1927-32 -Western Electric Hawthorne Works in chicago -HBS professor Elton May studies productivity and work conditions (environmental factors) --Hawthorne effect
general environment: sociocultural
-Demographic characteristics, norms, customs, and values of a populations -Important sociocultural characteristics are geographical distribution, population density, age, and education levels -Impacts employees and customers -Current trends: Technological savvy customers, Widespread social equality, Growing diversity, Aging population, work/life balance
general approach of scientific management
-Developed standard method for performing each job -Selected workers with appropriate abilities for each job -Trained workers in standard methods -Supported workers by planning their work and eliminating interruptions -Provided wage incentives to workers for increased output
Criticisms of Scientific Management
-Did not appreciate the social context of work and higher needs of workers -Did not acknowledge variance among individuals -Tended to regard workers as uninformed and ignored their ideas and suggestions
characteristics of weberian bureaucracy
-Division of labor, with clear definitions of authority and responsibility -Positions organized in a hierarchy of authority -Managers subject to rules and procedures that will ensure reliable, predictable behavior -Management separate from the ownership of the organization -Administrative acts and decisions recorded in writing -Personnel selected and promoted based on technical qualifications
administrative principles
-Focused on the entire organization -Henri Fayol, major contributor, listed 14 general principles of management and 5 functions of a manager(Many used today: unity of command; division of work; unity of direction; and scalar chain) -Identified five functions of management: planning, organizing, commanding, coordinating, and controlling -Charles clinton spaulding, also major contributor, outlined eight fundamental necessities, including: Authority and responsibility; division of labor; adequate manpower; and cooperation and work
humanistic perspective
-Hawthorne studies were contributor -Human relations played key variable in increasing performance -Employees perform better when managers treat them positively
scientific management
-Improve efficiency and labor productivity through scientific methods -fredrick taylor proposed that workers could be retooled like machines -henry gnatt developed the gnatt chart, a bar graph that measures planned and completed work frank and lillian gilbreth pioneered time and motion studies to promote efficiency
Other strategies based on behavioral sciences
-Matrix organizations -Self managed teams -Corporate culture management by wandering around
subsets of management science
-Operations research: mathematics model building -operations management -information technology (IT)
Recent Trends: Contingency view
-Opposite of universalist view of the classical perspective -Managers must determine what method will work in every new situation -Managers must identify key contingencies for the current situation
humanistic perspective: human resources perspective
-Satisfied workers produced more work -Allows workers to use their full potential --Shifted emphasis to workers' daily tasks --Combined job design and motivation -Maslow's hierarchy of needs
Humanistic Perspective: Behavioral sciences approach
-Scientific methods and sociology, psychology, anthropology, economics, and others to develop theories about human behavior and interaction in an organizational setting -Organization development (OD)
rapid environmental shifts
-Technology (e.g., social media & mobile apps) -Move to knowledge/information-based economy -Rise of virtual work -Global market forces -Growing threat of cybercrime -Shifting expectations by employees and customers
assumptions of theory X
-The average human being has an inherent dislike of work and will avoid it if possible. -Because of the human characteristic of dislike for work, most people must be coerced, controlled, directed, or threatened with punishment to get them to put forth adequate effort toward the achievement of organizational objectives. -The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, and wants security above all.
management science
-aka quantitative perspective -Developed for the military during world war II -Applies mathematics, statistics, and other quantitative techniques to management decision making and problem solving
more new management techniques and theory
-artificial intelligence -nudge management
Maslow's Hierarchy of Needs
-basic needs (food/shelter) -safety -love (belonging) -esteem (recognition) -self-actualization (motivated by doing whatever you're doing)
managing new technology driven workplace
-big data analytics -internet of things (IoT)
bureaucratic organizations
-concepts introduced by max weber -organization depends on rules and records -manage organizations on impersonal, rational basis -managers use power instead of personality to delegate -although important productivity gains come from this approach, bureaucracy has taken on a negative tone
contributions of scientific management
-demonstrated the importance of compensation for performance -initiated the careful study of tasks and jobs -demonstrated the importance of personnel selection and training
Effectiveness vs. Efficiency
-effectiveness and efficiency are equally important -effectiveness: the degree to which an organization achieves a stated goal efficiency: the amount of resources used to produce a desired volume of output
classical perspective
-emerged during the nineteenth and early twentieth centuries during rise of the factory system -large, complex organizations required new approaches to coordination and control -four subfields
task environment
-factors that affect organizations directly -the sectors that conduct day to day transactions with the organization -customers, competitors, suppliers, labor market
general environment
-factors that affect organizations indirectly -technological, natural, sociocultural, economic, legal/political, international
characteristics of scientific management
-general approach -contributions -criticisms
humanisitic perspective: early advocates
-importance of people rather than engineering techniques (contrast to scientific management) -understand human behaviors, needs, and attitudes in the workplace -mary parker follett and chester barnard: empowerment (facilitating instead of controlling employees) and acceptance theory of authority (people can choose to follow management orders)
Making the Leap: Becoming a New Manager
-no longer an individual performer but rather the manager of others -many new managers expect more freedom to make changes, however, successful managers build teams and networks -many make the transformation ins a "trial by fire"
contingency view
-organizational phenomena exist in logical patterns. Managers devise and apply similar responses to common types of problems.
other factors that affect management practices and perspectives
-political forces -economic forces
managing new people driven workplace
-radical decentralization -employee engagement
four subfields of classical perspective
-scientific management -bureaucratic organizations -administrative organizations -management science
3 categories of management skills
-technical -human -conceptual the degree of skills may vary but all managers must possess the skills the application of management skills change as managers move up the hierarchy
recent trend: systems thinking
-the ability to see the distinct elements of a situation as well as the complexities -System: set of interrelated parts that function as a whole to achieve a common purpose -Subsystems: parts of a system that depend on one another -Synergy: the whole is greater than the sum of its parts -Managers must understand subsystem interdependence and synergy
management types: vertical
-top level managers: responsible for the entire organization - middle level managers: responsible for business units and major departments
what do managers do
1. set objectives 2. organize 3. motivate and communicate 4. measure 5. develop people
organizational performance
A measure of how efficiently and effectively a manager uses resources to satisfy customers and achieve organizational goals.
external organizational environment
All outside elements that could affect the organization Two levels: -Task environment -General environment
motivate and communicate
Create teamwork via decisions on pay, promotions, etc., and through communication
general environment: economic
Economic health of the country/region in which the organization operates -Consumer purchasing power -Unemployment rate -Interest rates -Exchange rates
case view
Every situation is unique
Who is likely to have observed people working in an attempt to find a more efficient way of performing the job?
Frederick taylor
general environment: legal/political
Government regulations at local, state, and federal levels as well as political activities Government laws and agency affecting business operations -OSHA -EPA -Fair trade practices -Libel statutes -Consumer protection and privacy legislation
Increasing the lighting at hawthorne works resulted in:
Increased productivity
general environment: international
Managers must consider the international dimension -Events originating in foreign countries -New opportunities for U.S. companies in other countries -New competitors, suppliers, and customers' -New technological, social, and economic trends
general environment: technological
Scientific and technological advancements Impacts: -product/ service produced -Process by which product/ service is produced Advances drive competition and help innovate companies gain market share Industries that fail to adapt face decline
human skills
a manager's ability to work with and through other people and to work effectively as part of a group -more important for middle level managers
supply chain
a network of multiple businesses and individuals that are connected through the flow of products or services
role
a set of expectations for a managers behavior
organization
a social entity that is goal directed and deliberately structured
conceptual skills
ability to see the big picture, to see the whole and not just the parts -need at top level management
Manager activity
adventures in multitasking - activity characterized by variety, fragmentation, and brevity -less than nine minutes on most activities life on speed dial - work at unrelenting pace -interrupted constantly - ad hoc meetings
nudge management
applying behavioral science insights in organizational design to guide people toward behaviors that support organizational goals and values
organizing
assign responsibility for task accomplishment
management
attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources
tension on an organization between historical forces
between focus on things of production and focus on humanity of production
organize
divide work into manageable activities and select people to accomplish tasks
radical decentralization
employees have authority to make key decision about their work, eliminating much of hierarchical reporting -employees flourish when given more responsibility and control over their own work (theory y)
set objectives
establish goals for the group and decide what must be done to achieve them
management types: horizontal
general managers functional managers project managers line managers staff managrs
An MNC is _____ vulnerable to an economic downturn in a given national or regional economy, such as the United States or the European Union
less
focus on humanity of production
management focus is on meeting human needs for greater motivation and engagement to increase effectiveness
focus on things of production
management focus is on production efficiency via organization design and workflow systems and control
scientific management in action
mcdonald's management system is perfectly following scientific management system from producing to selling
controlling
monitor activities and make corrections
management perspectives over time
moving towards: -the people driven workplace -technology driven workplace artificial intelligence -total quality management
competitors
organizations in the same industry or type of business that provide goods or services to the same set of customers
Management Competencies
overseeing work - from controller--> to enabler accomplishing tasks - from supervising individuals --> to leading teams managing relationships - from conflict and competition --> to collaboration, including use of social media leading - from autocratic --> to empowering, sometimes bossless designing - from maintaining stability --> to mobilizing for change
customers
people and organizations that acquire goods or services from the organization
suppliers
people and organizations that provide the raw materials that the organization uses to produce its output
labor market
people in the environment who can be hired to work for the organization
four functions of a manager
planning, organizing, leading, controlling
develop people
recognize the value of employees and develop this critical organizational asset
organizational efficiency
refers to the amount of resources used to achieve an organizational goal
line managers
responsible for departments that perform a core function of the organization
functional managers
responsible for departments that perform a single task
staff managers
responsible for departments that support the organization's line departments with specialized advisory or support functions
general managers
responsible for several departments that perform different functions
project managers
responsible for temporary work projects involving people from different functions and levels
planning
set goals and ways to attain them
Organization development (OD)
set of management techniques that uses behavioral sciences to improves organization's health and effectiveness
measure
set targets and standards; appraise performance
artificial intelligence (AI)
techniques in which computer systems learn, communicate, and make decisions similar or better than human beings can -Does the work that humans find unsatisfying
big data analytics
technologies, skills, and processes for searching and examining massive sets of data to uncover hidden patterns and correlations -Descendant of scientific management and recent iteration of quantitative approach
high performance
the attainment of organizational goals by using resources in an efficient and effective manner
organizational effectiveness
the degree to which the organization achieves a stated goal, or succeeds in accomplishing what it tries to do
employee engagement
the emotional commitment the employee has to the organization and its goals -Doesn't mean employee happiness -Doesn't mean employee job satisfaction
technical skills
the understanding of and proficiency in the performance of specific tasks - more important at lower levels of management
mcgregor formulated ______
theory x and theory y about workers motivation
universalist view
there is one best way
central idea of nudge management
to indirectly influence individuals without taking freedom of choice. It discourages using orders and directions and replace with giving choices and through providing enabling environment and encouragement
studying management history helps you ____
understand the impact of social forces or organizations
The organizational chart violates:
unity of command, a management principle proposed by fayol.
leading
use influence to motivate employees
