Intro to Management Exam 2 - Vogelmann F20 (Ch 7-12)

Organizational communications

Directed to a broad audience

Lean Value Process Map

Displays the amount of time each process takes and the time between each process with a total at the end of the entire process

State of mind

Employees should be positive, proactive, and appreciative of their organization, co-workers, and their role

HR Practices

Ensure fair work conditions, pay and benefits, review policies, employee support programs, diversity and inclusion events

Measures of Effectiveness

Evaluate whether customer requirements are being met

Measures of Efficiency

Evaluate whether the value of outputs relative to the cost of inputs is creating value for the organization (ration of outputs to inputs)

Use of Proven Methodologies & Tools

Experts use pre-existing tools to lead to high-impact, successful project results. With proper training and experience, these tools and methods have routinely delivered significant results

Strategic Leadership

Focuses on the vision and strategy; persuades subordinates to take the intiiative to develop and implement the plans necessary to execute the strategies

Functional Structure

Groups jobs that require similar skills and experience together into a single work group reporting to the leader of the organization - Finance, operations, marketing, research, and administrative divisions

Matrix Structure

Groups jobs together simultaneously by function and by division

Divisional Structure

Groups jobs together with people of diverse skills and experience who collectively focus on either providing specific products, or serving specific groups of customers, or serving specific geographical areas - Either product-, customer-, or geographic-based divisions

Preparation for Negotiation

Have clear goals, targets, important issues, sources of power, and alternatives before going into a negotiation

Delegation of Authority

In incorporated business means, ultimate authority for decisions rests with the shareholders of the business

Benefits

Includes health, dental, and life insurance, vacation time, sick days, dependent day care assistance, and other programs

Liasons

Individuals appointed with the responsibility to coordinate the activities of their group with the activities of one or more other groups

Integrating Roles

Individuals that in addition to their other responsibilities are charged with being coordinator of activities with other groups

Charismatic Leadership

Influences others through engaging, persuasive, and attractive personality

Miscommunication occurs when

Interpretation of meaning and intent are not the same between the sender and receiver

Business Process Management (BPM)

Manager's use business processes to help them better understand and manage the activities in their organizations

Business Measurement, Assessment, and Evaluation

Managers use measurement and assessment to help them evaluate the performance of their organizations

Business Improvement Methods & Tools

Managers use proven business improvement methods & tools in order to improve the performance of their organizations

Decentralized Organizational Structure

Many decisions are delegated to lower levels of management with those managers being held accountable

Creating Value

Maximizing the mutual benefit of the parties in a way that results in a "win-win" scenario

Manager's appraisal

May include: self-evaluation of proposed performance goals; use of "360 feedback" to identify areas of improvement

Lending measures

Measure that can be predictive of likely results in the process and evaluate measures during the process

Task Forces

Members of multiple groups who are assembled to address a specific need for coordinations

Cross Functional Teams

Members of multiple groups who are assembled with ongoing responsibility for managing a key activity of the organization

Centralized Organizational Structure

Most decisions are made or approved by the board of directors

Interpersonal communication

One- or two-way communication

Leadership Effectiveness

Overall performance of the organization which the leader is responsible for The satisfaction of primarily the subordinates who report to the leader

Character Traits Leadership Theory

Physical energy, intelligence greater than the average of followers led, and prosocial influence (focus on helping others and society as a whole)

Development

Preparing employees to take on additional responsibilities for future roles or expanded responsibilities in their current role

Swimlane

Process map (flowchart) broken down by each position and the role they play in the process

Managers

Provide authority, autonomy, resources, training, and support to employees

Empowerment-Oriented Leadership

Providing subordinates with resources and authority to develop and execute plans for the organization

Discretionary Effort

Putting extra time/effort into tasks; offering innovative/constructive solutions to challenges; volunteering; mentoring; additional activities not normally expected

HR Function's 5 activities

Recruitment and selection; training and development; performance appraisal and feedback; compensation and benefits; employee relations

Performance Management Principles

Role of Leadership; Customer Focus; High-Performance Environment' Fact-Based Management; Relentless Improvement; Innovation and Renewal

Three observable employee behaviors

Say: Speaking positively about the org, coworkers, and customers Stay: Sense of belonging and desire to be in the org Strive: Motivation and exertion of effort toward success in the job and company

Transformational Leadership

Seeks to change the organization through vision, goals, the plan, and tasks to move in a new direction. Must communicate the rationale for the changes and link the subordinates' identity and personal goals to the organization

Performance appraisal

Should be based on standards and goals that the employee is aware of; regular intervals; with he goal of helping the employee understand areas of improvement; highlighting areas of strength; clear on the employee's rating relative to an overall rating standard; a two-way discussion; with the goal of reaching consensus; NOT for employee to discuss the manager's performance; not used to discuss any changes in compensation

Positive and productive behavior

Should be consistent with their mindset, including self-initiated, extra effort

DMAIC/Six Sigma

Six sigma (standard deviations) from the man contains 99.99966% of the data Any outside of this range is considered a defect The goal is to get all processes within six sigma to ensure excellent, low variation in the data Define, Measure, Analyze, Improve, Control

Boston Consulting Group's 7 "dimensions of culture"

Structured vs. Flexible Controlling vs Delegating Cautious vs Risk Permitting thinking vs Doing Diplomatic vs Direct Individualism vs Collaborative Internal vs External

SIPOC

Suppliers, Inputs, Process, Outputs, Customers Start backwards, defining the customers and desired behaviors, then defining outputs to fulfill the customers requirement, moving towards suppliers

Servant Leadership

Support subordinates by proactively supporting them in their roles

Behavior-Based Leadership Theory

Task-oriented leadership (primarily focus on tasks to be done) and person-oriented leadership (building relationships with subordinates)

Training

Teaching employees the skills necessary to perform effectively in their current job

Position Power

The amount of legitimate power the leader has in the organization (strong/weak)

Performance Management

The delivery of superior results through ongoing measurement, assessment, evaluation, and improvement of the organization

Labor-Member Relations (LMR)

The extent to which the followers like, trust, and are loyal to the leader (good/poor)

Task Structure

The extent to which the work is clear and can be clearly accomplished (high/low)

Organizational Structure

The grouping together of jobs into work groups, the delegation of authority and responsibility within an organization, and the formal reporting of employees to supervisors

Strategic HR Management

The identification of current and future taken requirements necessary to support the goals and strategy of the organization as well as the development and implementation of the plans and programs to assure the organization recruits, trains, develops, supports, and retains that talent

Leadership

The influence a person has over others (followers) as evidenced by the followers' motivation, loyalty, and high performance in support of the leaders' vision, goals and/or direction

Strong culture

The majority of the employees share the same norms, beliefs, values, and attitudes as it applies to their work-related activities

Span of Control

The number of direct reports assigned to a manager

Levels of Hierarchy

The number of managerial levels in an organization

Business Evaluation

The process of collecting and analyzing the external and internal business data, assessing overall business performance, and identifying and prioritizing opportunities for improvement

Success Planning

The process of identifying likely candidates for future openings in key positions in the organization as well as evaluating each employee's potential for taking on added responsibilities

Organization Culture

The set of norms, beliefs, values, and attitudes that are shared by a group of individuals within an organization

Communication

The sharing of information between two or more people

Employee Engagement

The state of mind the employee has towards their job and their employer, combined with the level of positive and productive behavior exhibited by the employee on behalf of their employer

Positions in Negotiation

The stated requirements of a party to negotiate

Interests in Negotiation

The underlying goals that could be achieved from the two parties reaching an agreement

"Well Dressed" measures

Title, goal, min, results, competitor, benchmark, axes, performance status, owner, updated, and project/impact/project manager description of what actions are being taken to improve

Use of Experts & Training

Use experts with the proper training in project selection and management to deliver successful improvement initiatives. These experts can also apply proven improvement methodologies and tools

Transactional Leadership

Use rewards and punishments to encourage desired behavior

Employee Relations

Various programs, services, activities, and communications enacted by the organization to foster a positive relationship between the organization and its employees

Process Maps

Visual depictions of the multiple steps involved in the conversion of inputs into outputs

Hackman and Oldham Job Characteristics

skill variety, task identity, task significance, autonomy, feedback

Recruitment and Selection

A process for identifying, pursing, and hiring qualified candidates to fill current and future available positions within an organization

Effective Processes

A process that delivers outputs that results in obtaining the desired behaviors form the intended used (customers) of the outputs of that process

Compensation and Benefits

A program and process for providing competitive pay and other incentives to employees in support of the organization's goals, strategy, and values

Dimensions of Culture

Content, consensus, and intensity of feelings

Culture

Creates a positive environment based on trust and respect, collegiality, open communication, pleasant work conditions, flexibility, collaboration, and positivity

Job Design

Creating jobs in an organization hat can be done effectively and efficiently while providing meaningful work for the employee

Balanced Scorecard

4 perspectives of objectives/goals: Financial, Customer, Internal Processes, and Organizational Capacity

Business Assessment

7 categories to be evaluates: leadership; strategy; customers; measurement, analysis, and knowledge management; workforce; operations; results

Lean Methodology

Aims to eliminate waste in a process Waste: Any activity that is not creating value for the customer or the converter in a process

Efficient Processes

An effective process that also generates an adequate return on the capital employed to operate the process

Claiming Value

Approaching the negotiation with a "win-lose" mentality

Levels of Organization Culture

Artifacts, values, and assumptions

BATNA

Best alternative to a negotiated agreement If a proposed deal does not meet or exceed this, no deal should be reached

Role of Leadership

Communicate and reinforce commitment to excellence through a continual focus of these principles

Managers vs Leaders

Knowledgeable, action-oriented, informed, tactical Insightful, visionary, influential, strategic

Weak culture

Lack of uniformity around the key aspects of culture

Employee Commitment to their employer leads to

Less absenteeism; lower turnover; willingness to offer constructive feedback; more likely to speak highly of the company; willingness to engage in training and development; desire to contribute discretionary effort in the organization

Leaders

Link the employee's success to the organization's success through investments and growth

Decision-Making

Making a choice from a set of alternatives