Intro to Business lesson 8

task-centered leadership

focusing on giving instruction and directions to group members to reach achievement more efficiently and productively; Primary focus on what needs done and specific courses of actions to succeed

Franklin W. Taylor

founder of the scientific management movement; believed a worker should get "a fair day's pay for a fair day's work."

organizational control

involves the processes and procedures that regulate, guide, and protect an organization; ensures that a specific function I'd performed according to established standards

intellectual resources

knowledge, experience

digital taylorism

labor theory based on maximizing efficiency by standardizing the tools and techniques for completing each task involved with a given job

transformational leadership

leadership assuming that the desires of the leader and the desire of the employee aren't the same; is committed to changing the desires of the followers so they match the desires of the leader

transactional leadership

leadership based on an exchange process in which followers are rewarded for good performance and punished for poor performance

Schein's model of organizational culture: specialization and division of labor

makes work more efficient, as employees develop skills by repeating the same process over and over again.

humanistic management

management theory that places great emphasis on interpersonal relationships

upper management

managers who watch over all of the areas of operation, including strategic planning and goal setting.

material resources

money, property, and equipment

ergonomics

Scientific study of work and space, including factors that influence worker productivity and that affect workers' health

short term plans

referred to as operational plans; may last a year or less, and usually deal with daily activities and standard business operations

Schein's model of organizational structure: Common purpose

unifies employees and helps them understand the organization's direction; includes business/company strategy, mission statement, company values, etc.

long-term plan

used be business such as construction, hospitality, or manufacturing; generally extends four to five years in the future

summary element

when the terminal elements come together to form a bigger picture

vertical management

also called top-down management; refers to the various levels of management within an organization

industrial capitalism

an economic system where industry is privately controlled and operated for profit

Scientific Management

the application of scientific principles to increase efficiency in the workplace

strategic goals

the broad goals the organization will try to achieve

strong leadership is paired with effective management

the greatest success in business comes when...

middle managers

the members of an organization responsible for the tactical planning that implements the general guidelines established by top management

management

the process of planning, organizing, leading, and controlling people in the organization to effectively use resources to meet organizational goals

planning

the process of setting goals and defining actions to achieve those goals

technical skills

the skills described in the job bulletin; the skills that you learn in order to get hired for your first job

Mission Statement

the statement defining how an organization will be different from other organizations in it's industry

vision statement

the statement of an organization's overarching aspirations of what it hopes to achieve or to become

first-line managers

those who supervise both workers and the daily operations of an organization

Mary Folett's business concepts

-A better understanding of lateral processes within organizational heirarchies -The importance of informal processes within organizations -Using noncoercive power sharing to describe how power operates on n effective organization -Coining the term "win-win" to describe cooperation between managers and workers -promotion conflict resolution in a group based on constructive consultation of equals

management functions include...

-Applying and distributing organizational resources effectively -Acquiring new resources when necessary -Analyzing and adapting to the ever-changing environment in which the organization operates -Complying with legal, ethical, and social responsibilities of the community -Developing relationships with and among people to execute the strategies and plans

organizational control disadvantages

-Expense -Overstaffing -Unsustainable cost

transformational leadership tools

-Idealized influence: leader provides a role model for his followers -Inspiration motivation: leader presents his followers with a compelling vision -Intellectual simulation: leader encourages followers to find new ways of solving problems -Individual consideration: leader provides mentorship and awards them as they develop

organizational control advantages

-Imploved communication -Financial stability -Increased productivity -Helps meet annual goals -Improves morale, legal compliance

departmentalization: geographic structure

-Involves grouping activities based on geography -Is especially important if tastes and brands differ across regions, as it allows flexibility in product offerings -May cause decision making to become decentralized

benefits of the Gantt Chart

-It aids in terms breakdown of tasks into specific elements -It allows for the monitoring of projected timelines -It identifies which tasks are dependant upon the prior task or element

management distinctions

-It includes successfully administering the details involved in business operations -It seeks to control and provide stability within the existing circumstances -It implements the plan to reach a managers vision

leadership distinctions

-It is about establishing a direction and influencing others to follow -It pursues change and challenges the status quo -It helps set the vision of a manager

the four core principles of scientific management

-Look at each job or task, scientifically, to determine the "one best way" to perform their job -Hire the right workers for each job and train them to work at maximum efficiency -Monitoring worker performance and provide instructions and training when needed -Divide the work between management and labor so that management can plan and train, and workers can execute the task efficiently

departmentalization: customer structure

-Usually used by the healthcare industry; business segments at the bottom are split into specific customer groups -Groups would include outpatient, urgent care, and emergency care patients -May cause divisions to duplicate activities other divisions are already managing

Fayols five duties of management

-foresight -organization -command -coordination -control

departmentalization structures: functional

-structure that groups employees according to their expertise -Groups include operations, research and development, accounting, human resources, etc; -may cause job dissatisfaction and fewer process improvements

departmentalization:product structure

-used by companies with diversified product lines and are structured based on the product or service -Divisions include public relations, legal research, finance, etc -may cause difficulty in business scaling and duplicate resources

the basic control process includes...

1) Setting performance standards 2) Measuring actual performance 3) Comparing actual performance with standards or goals 4) Analyzing departures from set standards 5) Taking corrective action

vital functions of management

1)defining the goals of an organization 2)planning the actions to meet the goals 3)organizing the resources to carry out the actions

Henri Fayol

Believed that successful organizations and, therefore, successful management we're linked to satisfied and motivated employees

Top-level managers

Senior executives responsible for the overall management and effectiveness of the organization

human skills

The ability to understand, alter, lead, and control the behavior of other individuals and groups; also known as 'interpersonal skills'

Schein's model of organizational Culture: coordinated effort

a manager's primary duty to coordinate the effort of work in a way that maximized resources with a common purpose in mind

Gantt Chart

a tool that provides a visual representation of what occurs over the course of a project;the focus is "the sequential performance of tasks" that comprise a project

Max Weber

believed that large-scale organizations, such as factories and government departments, were characteristics of capitalist economies; developed the rational organization method of bureaucracy

Frank and Lillian Gilbreth

belonged to the 'Classical School of Management'; believed that by reducing the amount of motions associated with a particular task, they could increase the worker's well-being

top-down control

decisions are made by high-level executives, and influence flows down to the lower-level employees of an organization

employee-centered leadership

focusing on building the relationships between the leader and the followers; primary focus is on developing the employees and inspiring them to follow the leader's vision he has provided.

contingency plan

plan describing what will happen in a possible-but not unexpected- situation; usually handles emergency situations

progressive rate system

plan establishing a standard(average) time for a piece of work or task, which in turn offers additional wages to those who are willing to work harder

standing plans

plans designed to be used again and again; includes policies, procedures, and regulations

single-user plans

plans that direct a one-time project or event; includes budget and project schedules

conceptual skills

skills enabling the manager to think through complex situations and problems logically and abstractly

terminal elements

smaller more intricate tasks that need to be completed as part of a larger task.

values statement (code of ethics)

statement that defines what the organization believes in and how people in the organization are expected to behave with each other, with customers and suppliers, and with other stakeholders

laissez-faire leadership style

style allowing employees to make decisions on their own

autocratic leadership style

style centralizing authority, making decisions alone, and expecting followers or subordinates simply to follow instructions

democratic leadership style

style involving the employee team in the decision-making process