Management Exam #1
Diagnostic Skills
- the manager's ability to visualize the appropriate response to a situation Ex. a manager who can understand why customer complaints are increasing
3 basics areas of concern for managerial ethics
1.the relationships of the firm to the employee, 2. the employee to the firm, 3. the firm to other economic agents
Philanthropic Giving
awarding of funds or gifts to charities or other social groups
Ensure that food deliveries reach customers
controlling
Stakeholders
customers, employees, investors
Obstructionist Stance
do as little as possible
A manager gains ____________ by doing volunteer work that involves new leadership challenges.
experience
Marketing Argument
firms with diverse workforces will be better able to understand different market segments than those with less diverse ones
Advantages of Licensing
increased profitability from licensing without additional capital requirements, lower operational costs in foreign markets and extended profitability from existing technologies
Communicate and model the company's customer service ethic
leading
Effective
making the right decisions and successfully implementing them -business must produce products that consumers are willing to buy
As an operations manager, you might quantitative management techniques to.....
manage inventory levels in your retail stores and warehouses
Human Resources
managerial talent and labor
What is management?
planning and decision making, organizing, leading and controlling -directed at an organization's resources (human, financial, informational, physical) with the aim of achieving organizational goals in an efficient and effective manner
Middle Managers
probably the largest group of managers in most organizations Titles: plant manager, operations manager, and division head
Douglas McGregor
proposed Theory X and Theory Y concepts of managerial beliefs about people and work
Advantages of Strategic Alliance and Joint Ventures
quick market entry, access to materials and technology and reduced risk Shared risks = shared return (less money back)
Informational resources
usable data needed to make effective decisions
Whistle Blowing
-the organizational response to the disclosure by an employee of illegal or unethical conduct on the part of others within the organition is indicative of the organizations stance on social responsibility
3.Integrity
is the perception that the authority adhere to a set of values and principles that the trustor finds acceptable - is what the person doing an intgred act?
United Airlines and Continental Airlines decided to merge, in part because the companies had little overlap in their domestic routes and hubs. This is an example of
Synergy
Integrating Perspectives for Managers
Systems Perspective
Disseminator (informational roles)
vital communication link -sending memos outlining new organizational initiatives
Gender
the "glass ceiling" has a discriminatory effect on female managers
Culture
the feel for the organization, an intangible, we describe it in terms of surface elements, like what we can see, its a feeling, it's often viewed as indescribable, but it is describable, the overall culture can attract to the organization or turn people away. If you are not a fit for the culture then do not join the organization because it costs money if you join then leave the company or organization, the company is the culture of it all.
Subsystems
the importance of subsystems is due to their interdependence on each other within an organization
Full Structural integration
the makeup of the internal organization reflects the external labor market
Inputs
the material, human, financial and information resources the organization gets from its environment
Technological dimensions
the methods available for converting resources into products or services
Technical Skills
-this tends to become a little less efficient as you go up management levels -to accomplish or understand the specific kind of work being done in an organization ex. the manager of a restaurant chain knowing the basics of food preparation
7 Managerial Skills
1) Technical 2) Interpersonal 3) Conceptual 4) Diagnostic 5) Communication 6) Decision Making 7) Time - Management
How do we assess trustworthiness A track record when you get to know a person to determine if they are trustworthy Think of them in 3 factors (not in textbook)
1. Ability 2. Benevolence 3.Integrity
Synergy is...
2 or more subsystems working together to produce more than the total of what they might produce working alone
Organization Leadership and Culture
Leasdershop practices and culture of the organzition can help define the social responsibility stance an organization and its members will adopt
Quantitative Management uses:
Management Science Operations Management
Concept of Synergy
subsystems are more successful working together in a cooperative and coordinated fashion than working alone -the whole system is more productive and efficient than the sum of its parts
First line managers
supervise and coordinate the activities of operating employees -overseeing and managing and working with the day to day first line employees -broadest group of all and most technical with skill set Titles: supervisor, coordinator, and office manager
Open Systems
systems that interact with their environment
"I want my MTV" -
the need for immediate gratification, we have perpetuaited this its good but it causes problems bc you have to wait for the reward
Classical Management Today Contributions
-laid foundation for later developments in management theory -identified manegment processes, functions and skills -focused attention on management as a valid subject of scientific inquiry
Social Responsibility
-the set of obligations an organization has to protect and enhance the societal context in which it functions
Observable artifacts
are the manifestation of an organization's culture that employees can easily see or talk about, things like symbols, physical structures, language, stories, rituals, ceremonies
Internal Environment:
are things that you can control within the organization -owners -board of directors -employees -culture -observable artifacts -expoused values -basic underlying assumptions
Universal Perspective
attempted to identify the "one best way" to manage organizations
A political action committee
is an organization created to solicit money, which is then donated to political campaigns. Businesses cannot legally make direct donations to political campaigns, so they use political action committees.
1. Ability
is skills and competencies that enable an authority to be successful in some specific area - knowing what the truth is the capability of someone
Disadvantages of Strategic Alliance and Joint Ventures
is that shared ownership limits control and profitability Shared risks = shared return (less money back)
Physical Work Environment
is the actual physical environment or the organization and the work that people do
2. Benevolence
is the belief that the authority wants to good for the trustor (how much you look out for someone other than yourself)
Political-legal dimensions
is the extent of government regulation of business and the general relationship between business and government
Economic Dimensions
is the overall health and vitality of the economic system in which the organization operates General environment External Environment
Giving team members time to attend outside workshops
leading
Strategic Response
maintaining the status quo, altering the current strategy, or adopting a new strategy
Exporting
making a product in the firm's domestic market and selling it in another country
Spokesperson (informational roles)
making a speech to discuss growth plans
Diversity
more narrow, when members of a group differ from one another along dimensions such as age, gender, or ethnicity today, organizations have expanded the concept of diversity to include all ways in which employees are different
Managing the Process of Globalization Licensing
one company allows another to use its brand name, trademark, or other assets in exchange for a royalty based on sales
Proactive Stance
organization views itself as a citizen and proactively seeks opportunities to contribute to society (not just doing it theirselves they also seek out people and organizations who do it as well)
interest groups
organized by members (MADD, NOW)
Give those drivers the instructions and supplies they need
organizing
In the US manufacturing has always been the largest gross domestic contributor but now the ______ sector is the largest contributor to the economy
service
Task Environment
specific groups and organizations that affect the firm
Owners
stockholders, person, they all have a stake and financial stake in the company, they benefit when the company does well (persons with legal property rights to a business)
Strategic Alliance and Joint Ventures
two or more firms jointly cooperate for mutual gain
Systems Perspective
understanding how the pieces of how we operate system -an interrelated set of elements functioning as a whole -open system -closed system -subsystems
Quid Pro Quo
unwelcomed sexual advances, requests for sexual factors, and other verbal or physical conduct of a sexual nature from a supervisor When: Submission to such conduct is made a condition of employment OR Submission to or rejection of such
Ethical Norms Affecting Actions
utility rights justice caring
Political and Legal Environment Cultural Environment
values, symbols, beliefs, language, individual behaviors
T/F Management science is NOT the same as scientific management
true
Efficient
using resources wisely and in a cost-effective way -a company could efficiently produce portable cassette tapes but will not likely sell them
Quantitative Management Perspective
-applies quantitative techniques to management -focuses on decision making, economic effectiveness, mathematical models, and the use of computers to solve quantitative problems
Emerging Ethical issues
Ethical leadership Corporate governance Information technology
Ethical Behavior -
"Eye of the beholder" or behavior that conforms to generally accepted social norms
Ethical Challenges today
"I want my MTV" - Winner takes all- Where does it end? Your disk is too full to complete this function "Where have you gone, Joe DiMaggio?"
Determinants of Organizational Culture
- organization's founder (personal values and beliefs) - symbols, stories, heroes, slogans, and ceremonies that embody and personify the spirit of the organization - shared experiences that bond organizational members together
Managing Organizational Culture
- understand the current culture to understand whether to maintain or change it - articulate the culture through slogans, ceremonies, and shared experiences - reward and promote people whose behaviors are consistent with desired cultural values -new hire orientation, trying to acclimate yourself into the culture
Examples of Unethical Behavior
-"Borrowing" office supplies for personal use -Surfing the internet on company time -filing falsified or inflated business expense reports
Communication Skills
-to convey ideas and information effectively to others and to recieve the same effectively from others -all about articulating your thoughts must be able to express ideas verbally or written and you must understand what they are saying back to me -you have to be able to communicate whats in your head in a way for people to understand Ex. a manager who can write an email that is both informative and inspirational
4 Basic kinds of resources
1. Human resources 2. Financial Resources 3. Physical resources 4. information resources
Quantitative management today Limitations
1. Mathamatical sophistication may come at the expense of other managerial skills 2. Its models may require unrealistic or unfounded assumptions, limiting their general applicability 3. You might not think of every contingency
Subsystems
A system within another system, systems within a broader system. For example: the marketing, production and finance functions within a system are the subsystems of that system
Harrington Emerson
Advocated job specialization in both managerial and operating jobs
Dimensions of Diversity and Multiculturalism
Age distribution Gender Ethnicity
Regina is engaging in which function of management when she monitors the performance of her subordinates by checking their production quotas? Coordinating Controlling Organizing Leading Planning and decision making
Controlling
Financial Resources
Capital investments to support ongoing and long-term operations
Using good listening skills to make everyone feel that their ideas are taken into consideration
Communication skills
Evaluating Social Responsibility
Concept of control Corporate social Audit
Anticipating correctly that the company must prepare for a technological innovation that will change the way consumers want to buy and use the company's services
Conceptual skills
Recommending that the company hire more full-time employees instead of using a temporary agency for extra staff
Decision making
When a problem occurs, immediately telling staff how to solve it
Decision-making skills
Figuring out that work is backlogged because agency employees do not have access to the data they need
Diagnostic skills
4 Forms of Justice
Distributive Justice Procedural Justice Interpersonal Justice Informational Justice
Addressing a problem that threatens the organization's ability to do business Negotiator Resource allocator Disturbance handler Entrepreneur
Disturbance handler
Levels of International Activity
Domestic Business (lowest) International Business (middle) Multinational Business (middle) Global Business (highest)
Environmental Challenges of International Management International Management Functions
Economical Environment Political and Legal Environment Cultural Environment
The Organization's Environments
External Environment Internal Environment
Carrying out ceremonial duties Leader Liaison Figurehead
Figurehead
Noted pioneers of scientific management were
Frederick Taylor, Frank and Lillian Gilbreth, Henry Gantt, and Harrington Emerson.
External Environment
General Environment Task Environment
Prominent administrative management theorists were
Henri Fayol, Lyndall Urwick, Max Weber, and Chester Barnard.
How organizations respond to their environments
Information Management in Organizations Strategic Response Mergers, Acquisitions, Alliances Organizational Design and Flexibility Direct Influence of the Environment
Three basics Managerial Roles (Mintzberg)
Interpersonal Roles Informational Roles Decisional Roles
Realizing that a colleague is upset and talking to that person to soothe their feelings
Interpersonal skills
An Integrative Framework
Is a complementary way of thinking about theories of management. -Involves recognition of current system and subsystem interdependencies, environmental influences, and the situational nature of management.
Other Kinds of Managers
Many organizations have specialized management positions in addition to those already described that are directly related to the needs of the organization
Management Challenges in a Global Economy
Planning: understanding of both environmnetal and competitive issues Organizing: addressing issues of creating and managing operations on world-wide scale Leading: learning to interact with and motivate persons or different cultural social and ecominc backgrounds Controlling: intergrating operations across time-zones, cultrual factors, and varying communictaion methods
The _________ management perspective is valuable for automobile manufacturers that use computer simulations and modeling to study outcomes like fuel efficiency and collision damage.
Quantitative
Which of the following is a management perspective that emphasizes mathematical models in decision making?
Quantitative Management
if a manager measures which location has the most traffic and includes that information in a model to predict store profits by location, which management perspective is she using?
Quantitative management
Frederick Taylor is the father of.....
Scientific Management
What is a manager?
Someone whose primary responsibility is to carry out the management process (planning and decision makes decisions, organizes, leads and controls human, financial, physical and information resources) -you want to create something that the output is better than the input
Giving a series of media appearances to answer questions about the organization's actions Disseminator Monitor Spokesperson
Spokesperson
Areas of Social Responsibility
Stakeholders The natural environment The general social welfare
Using features in email, calendar, and messaging apps to stay organized
Time management skills
Global Business (highest)
Transcends national boundaries and is not committed to a single country
Ethnicity
US workforce will have an increasing number of Hispanic workers and a decline in white workers
organization
a group of people working together in a structured and coordinated fashion to achieve a set of goals. these goals may include profit, the discovery of knowledge, national defense, coordination of various local charities or social satisfaction
Decision Making
a part of the planning process involves selecting a course of action from a set of alternatives in order to achieve a goal
hostile work environment
a workplace in which the conduct of supervisors or coworkers has created a discriminatory environment that a reasonable person would find so abusive or intimidating that it impacts the ability to work.
Domestic Business (lowest)
acquired all of its resources and sells all of its products or services within a single country (most companies are this) they are a US company they do everything in the US
Caring
act is consistent with people's responsibility to each other
Justice
act is consistent with what is considered fair
Theory X manager
believes people do not like to work they retain and control things more than Theory Y manager -relative pessimistic and negative new of workers
The general social welfare
charitable contributions support for social issues such as child labor and human rights
Where does it end?
company's have gotten in trouble and it goes on and on and on
Disadvantages of Direct Investment
complexity in managing foreign operation, greater economic and political risk exposure and greater uncertainty of business risk
Financial Managers
deal primarily with an organization's financial resources. They are responsible for accounting, cash management and investment. In banking and insurance business, financial managers are found in especially large numbers
Public relations managers
deal with the public and media for firms to protect and enhance the image of the organization
Interpersonal Justice -
degree of fairness people see in how they are treated by others in the organization
Transformation Processes
either through technological or managerial processes, inputs are transformed into outputs.
Leader (interpersonal roles)
encouraging employees to improve productivity
what are middle managers responsible for?
for implementing the policies and plans developed by top managers and for supervising and coordinating the activities of lower managers -they must meet various quotas and goals and handle inventory management, quality control, equipment failures and union problems -they play a large role in determining the success of the company
Managing a government agency is an example of management at a _____________ organization.
not-for-profit
Direct Investment
occurs when a firm headquartered in one country builds or purchases operating facilities or subsidiaries in a foreign country
Informational Roles
roles are all about data Monitor - one who actively seeks information that may be of value Disseminator - of information, transmitting relevant information back to others in the workplace. The third informational role focuses on external communication. Spokesperson - formally relays information to people outside the unit or outside the organization.
Theory Y manager
says that people will naturally work as a response to who you are as a person so they will be more incline to share power and freedom -positive and represents the assumptions that human relations advocates make
Individual Differences Across Cultures Power Orientation
the approprateness of power/authority within organizations Power Respect: authority is inherent in one's position within hierarchy Power Tolerance: Individuals assess authority in view of its preceived rightness or their own perosnal interests
Individual Differences Across Cultures Time Orientation
the extent to which members of a culture adopt a long-term or a short-term outlook on work and life Long-term outlook: willing to work hard for many years Short-term Outlook: prefer more immediate rewards
Information Management in Organizations
- A boundary spanner is an employee who accumulates information through contacts outside the organization. - Environmental scanning is the process of monitoring the environment. - Information systems summarize and deliver information in a form pertinent to a manager's needs
The Importance of Organization Culture
- Culture determines the overall "feel" of the organization although it may vary across different segments of the organization - Culture is a powerful force that can shape the firm's overall effectiveness and long-term success
Systems Perspective Concepts
-concept of Synergy -concept of Entropy
Controlling -> feedback
-monitoring and evaluating activities -essential piece we have to have to know how well we are tracking against progress
International dimensions
you have to respond to the differences of different cultures you cant serve american mcdonalds in ireland or china
4 basic management functions
1. planning and decision making 2. organizing 3.leading 4.controlling all of these are things we have to have to use to transfer inputs into outputs so the output is good and useable
Quantitative management today Contributions
1. sophisticated quantitative techniques can assist managers in decision making 2. Application of its models has increased awareness and understanding of complex processes and situations 3. It is useful in planning and controlling processes
Hugo Münsterberg
Is considered the father of industrial psychology. stimulated the behavioral management perspective
Managing in Organizations For-Profit Organizations (owners or stockholders)
Large Businesses - they have more specialties Small Businesses and start-up businesses - more generalist marketing, accounting manager International Management - is not confined to profit-seeking organizations
Though _______ ________ is less statistically sophisticated than management science, it is still categorized with the quantitative management perspective.
Operations Management
Managing Social Responsibility: Informal Organizational Dimensions
Organization Leadership and Culture Whistle Blowing
Individual Differences Across Cultures
Social Orientation Power Orientation Uncertantity Orientation Goal Orientation Time Orientation
Interviewing job candidates
Technical skills
Classical Management perspective
The ideas that emerged in the early twentieth century to help improve the performance of individual workers and whole organizations are known collectively as the
Utility
act optimizes what is best for everyone (benefits only or primarily those who are directly involved)
Rights
act respects the rights of other individuals
Interpersonal Roles
all relational type things and interactions - roles within this group are all about creating relationship side of things inherent in the senior manager's job Figurehead- taking visitors to dinner, attending ribbon cutting ceremonies Leader- hiring, training, and motivating employees Liaison Role - This role often involves serving as a coordinator or link among people, groups, or organizations. For example, companies in the computer industry may use liaisons to keep other companies informed about their plans.
Internal Environment
conditions and forces present and at work within an organization
Classical Management Perspective = Efficiency
consists of two different viewpoints -scientific management -administrative management
Inspecting products to make sure they are assembled properly
controlling
Research and Development (R&D) Managers
coordinate the activities of scientists and engineers working on big scientific projects
Liaison (interpersonal roles)
coordinating activities of two project groups
Espoused Values
core values, are the beliefs, philosophies, and norms that a company explicitly states
regulatrory agencies
created by the government (EPA, EECO, ect.)
Planning and Decision Making
determining goals and courses of action -making a plan and decisions in order to achieve a goal
Henry Gantt
developed the Gantt chart to improve working efficiency through planning and scheduling
Management science is focused on....
developing mathematical models
Entrepreneur (decisional roles)
developing new ideas for innovation
Management Science
development of models focuses on the development of representational mathematical models to assist with decisions
Problem-solving Argument
diverse organizations have a better pool of information from which to draw and make decisions
Closed Systems
do not interact with their environment
Defensive stance
do what is legally required and nothing more (most companies fall here)
Advantages of Direct Investment
enhanced operational control, it allows use of exsiting infrastructure and no adaptation of in-country product or service is necessary
Informational Justice -
perceived fairness of information used to arrive at decisions (how you are treated to get to the outcome) When the outcome is favorable we dont usually care how it happen but if its not we begin to start caring about the process and the data and why you may be getting this unfavorable outcome
Determining what milestones a project needs to meet so a product launches on time
planning
Determine how many drivers are needed to staff a shift
planning and decision making
3 levels of managing
top, middle, first-line
International Business (middle)
- is based in a single country yet acquires meaningful shares of its resources and/or revenues from other countries (as they start to expand beyond their boarder they enter economies similar to theris but they maintain headquarters in the US... the majority is in the US but they are expanding into other countries and economies)
Accommodative Stance
- meet legal and ethical obligations and go beyond that in selected cases (matching gifts - the company matches how much you donate) (most companies fall here)
Managing Ethical Behavior
- must begin with top management which establishes the organization's culture and defines what will and will not be acceptable behavior - training how to handle different ethical dilemmas - develop a written code of ethics (a formal, written statement of the values and ethical standards thats guides a firm's actions) - individual issues (behavior and conscience, privacy, complicity- complying with an unethical decision)
Contemporary Issues and Challenges
-A sluggish and worrisome economy that limits growth -Management of an increasingly diverse workforce -employee privacy -technology that promotes telecommuting -the role of the internet in business strategy -operating and competing in diverse global markets -ethics in corporate governance and social responsibility -quality as the basis for competition, increased productivity, and lower costs -the shift toward a service economy
Managing Social Responsibility: Formal Organizational Dimensions
-Legal compliances -Ethical compliance -Philanthropic Giving
Dimensions of the Task Environment
-Specific groups affecting the organization -competitors seeking the same resources as the organization -customers who acquire an organization's products or resources -suppliers that provide resources from the organization -regulators that control, legislate or influence the organization's policies or practices (regulatory agencies and interest groups) -strategic partners (allies) who are in a joint venture or partnership with an organization
Interpersonal Skills
-The ability to communicate with, understand and motivate both individuals and groups -must be able to talk and interact with people you work with on a personal level -you may not always like them but you can get along with them for work Ex. a manager who establishes a good relationship with an abrasive colleague
Contemporary Applied Perspective Authors
-William Ouchi's "theory Z" -peters and waterman's "in search of excellence" -biographs- warren buffet, jack welch -Authors: Senge, Covey, Peters, Collins, Porter, Kotter, and Hamel Malcolm Gladwell's series: The Tipping Point, Blink, Outliers Scott Adams' Dilbert
Concept of Entropy
-a normal process in which an organizational system declines due to its failing to adjust to changes in its environment -can be avoided and the organization re-energized through organizational change and renewal
Managing in Organizations Not-for-Profit Organizations
-all the money goes back into the organization -primary aim of these organizations are intangible goals such as education, social services, public protection and recreation -Governmental Organizations: local, state and federal -Educational Organizations: public and private schools, colleges and universities -Healthcare facilities - public hospitals and HMOs -Non-traditional settings- community, social and spiritual groups
Corporate social Audit
-analysis of the effectiveness of social performance conducted by a task force of high-level managers from within the firm -requires the organization to clearly define its social goals, analyze resources, determine how well goals are being met, and make recommendations for areas needing attention
Behavioral Management Evolves The Human Relations Movement
-argued that workers respond primarly to the social context of the workplace -basic assumption of the human relations movement was that the manager's concern for workers would lead to increased satisfaction, which would in turn result in improved performance. Abraham Maslow Douglas McGregor
Direct Influence of the Environment
-attempting to change the nature of the competitive conditions in its environment to suit its needs -pursuing new or changed relationships with suppliers, customers, and regulators
Age Distribution
-avergage life span is increasing -people are working way past 65 which is the average retirement age this has increased the median age of workers (different people value different things, you have to determine what you want from your workers) -you hire a 25 yr old and a 65 yr old the 25 yr old will skip work more than the 65 yr old average age of the US workforce is increasing and will continue to do so fo the next several years
Behavioral Management today Limitations
-complexity of individuals makes behavior difficult to predict -concepts are not used because managers are reluctant to adopt them -research findings are not often communicated to practicing managers in an understandable form
Scientific Management
-concerned with improving the performance of individual workers -grew out of the industrial revolution's labor shortage at the beginning of the 20th century
The Hawthorne Studies
-conducted by Elton Mayo and associates at Western Electric -intended as a group study on the effects of a piecework incentive plan on production workers -Workplace lighting changes unexpectedly affects both control and experimental groups -workers established informal levels of acceptable individual output, over producing workers and under-producing workers
Frederick Taylor
-developed the system of scientific management where jobs are broken down into small tasks and workers are taught the most effeicent way to preform each task -replaced rule-of-thumb methods with scientifcally based work methods to eleminate "solidering" -believrd in slecting, traning, teaching an developing workers -used time studies, standards planning, execption rule, slide-rules,
Environmental Challenges of International Management Economical Environment
-economic system -natural resources -infrastructure
Behavioral Management Perspective
-emphasized individual attitudes and behaviors and group processes -Recognized the importance of behavioral processes in the workplace
The government influences businesses through
-environmental protection legislation -consumer protection legislation -employee protection legislation -securities legislation -tax codes
The Nature of International Business Globalization means:
-everyone is part of the global village -all organizations are affected by competition in the global environment -firms are reshaping themselves for international competition and discovering new ways to exploit markets -failure to take a global perspective is one of the biggest mistakes managers can make
Determinants of Individual Ethics
-family -values and morals -individual experiences -peers -an individual's ethics are determined by a combination of factors
Organizational Behavior Perspective
-focuses on behavioral perspectives of management -draws on psychology, sociology, anthropology, economics and medicine
Model for deciding whether or. not a particular action or decision is ethical
-gather relevant factual information -determine the most appropriate moral values -make a judgement
Environmental Challenges of International Management Political and Legal Environment
-government stability -property rights -trade incentives, relations and controls
6 steps Toward the Multicultural Organization
-if you have all 6 of these for your organization which is rare then you are a multicultural organization 1. Pluralism 2.Full Structural integration 3.Full Integration of informal network 4.Absence of prejudice and discrimination 5.No gap in organizational identification 6.Low levels of intergroup conflict
Important organizational behavior topics
-job satisfaction and job stress -motivation and leadership -group dynamics and organzational politics -interpersonal conflict -the design of organizations
The Art of Management
-making decisions and solving problems using a blend of intuition, experinces, instinct and personal insight -rely heavily on conceptual, communication, interpersonal and time-management skills to accomplish the tasks associated with managerial activities
Organizational Stakeholders
-people and organizations directly affected by the behaviors of an organization and that have a stake in its performance
Businesses influence the government through
-personal contacts and networks -Lobbying -Political action committees -favors and other influence tactics
Diversity, Multiculturalism and Conflict Sources of Conflict
-personnel; actions being attributed to the diversity status -understanding what makes up difference is value-added misunderstood, misinterpreted or inappropriate actions between people or groups -cultural differences in work hours, personal styles, interpersonal relations, and conflict -ASK questions - its good to ask questions- people know they are different ask about them, communicate ask questions that involve people in the process
Behavioral Management today Contributions
-provided insights into motivation, group dynamics and other interpersonal processes -focused managerial attention on these critical processes -challenged the view that employees are tools and furthered belief that employees are valuable resources
Contingency Perspective
-suggests that each organization is unique -appropriate managerial behavior for managing an organization depends (is contingent) on the current situation in the organization
The Environment and Organizational Effectiveness Models of Organizational Effectiveness
-systems resource approach: focuses on acquiring inputs -internal processes approach: focuses on the transformation processes (production efficiencies) -goal approach: focuses on outputs (achiveing organizational goals) -strategic constituencies approach: focuses on feedback - are your employees satisfied and stakeholders
Managing Diversity and Multiculturalism in Organizations Individual Strategies
-understanding the nature and meaning of diversity and multiculturalism -developing empathy in understanding the perspective of others -developing tolerance of fundamental cultural differences -having a willingness to communicate and discuss diversity and multiculturalism issues
How environments affect organizations Environmental Turbulence
-unexpected changes and upheavals in the environment of an organization
Classical Management Today Limitations
1. More appropriate approach for use in traditional, stable, simple organizations. 2. Prescribed universal procedures that are not appropriate in some settings
Porter's Five Competitive Forces
1. Threat of new entrants - Extent to and ease with which competitors can enter market 2.Competitive rivalry - competitive rivalry between firms in an industry 3.Threat of substitute products - extent to which alternative products/services may replace the need for existing products/services 4.Power of buyers - extent to which buyers influence market rivals 5.Power of suppliers - extent to which suppliers influence market rivals
6 Arguments for Competitiveness
Cost Argument Resource Acquisition Argument Marketing Argument Creativity Argument Problem-solving Argument Systems Flexibility Argument
Controls on International Management Key Concepts
Tariffs - taxes collected on goods shipped across national boundaries Quotas - limits placed on the number or value of goods that can be traded as exports or imports Export restraint agreements- voluntary limits on the volume of goods exported to or imported from another country
Full Integration of informal network
That removes barriers to entry and participation in the organization
Organizational Design and Flexibility
adapting by building flexibility into structural design -mechanistic firms -organic firms
Abraham Maslow
advanced a theory that employees are motivated by a hierarchy of needs that they seek to satisfy
Distributive Justice
all about the outcome peoples prescriptions of fairness with which rewards are distributed within the organization (just knowing you got the outcome but if this is high you don't really care about the process)
Individual Differences Across Cultures Uncertainty Orientation
an emtional response to undertanity and chnage Uncertanity Acceptance - positive response to chnave and new opportinites Uncertainty avoidance: prefer structure and consistant routine
Ethics
an individual's personal beliefs regarding what is right and wrong or good and bad -can change on the situation
System
an interrelated set of elements functioning as a whole
Closed System
an organization that does NOT interact with its external environment
Open System
an organization that does interact with its external environment
Board of directors
are elected by the stockholders and are charged with overseeing the general management of the firm to ensure that it is run in a way that best serves the stockholders interest provide insight, support in terms of strategy and mission of the company they are parallel to top management
Maquiladoras Direct Investment
are light-assembly plants built in northern Mexico close to the US border which are given special tax breaks by the Mexican government
Advantages of Importing
are small cash outlay, little exchange risk and no adaption of product or service is necessary
Basic Underlying Assumptions
are taken-for-granted beliefs that are so ingrained that employees simply act on them
Disadvantages of Importing
are tariffs and taxes imposed on crossboarder goods, high transportation costs to/from distant markets and governmental restrictions and regulations
Changing Organizational Culture
bring in outsiders to important managerial positions, develop a clear idea of what kind of culture you want to create, Adopt new slogans, stores, ceremonies, and purposely break with traditions
Importing
bringing a good, service or capital into a home country from abroad
Multiculturalism
broad issues that can impact the way we interact BROAD, the broad issues associated with differences in values, beliefs, behaviors, customs, and attitudes held by people in different cultures.
Blackberry was once a dominant brand in the mobile phone market, but now holds little market share compared to Samsung and Apple. Blackberry appears to be experiencing
entropy
Eastman Kodak failed to make adequate adjustments when the digital camera and smartphone market developed. The company fell victim to the process of
entropy
How environments affect organizations change and complexity
environmental chnages occurs in two ways 1. degree to which change in environment is occuring 2. degree of homogeneity or complexity of the environment Uncertainty -a driving force that influences organizational decisions
The natural environment
environmentally sensitive products, recycling, public safety
Concept of control
evaluating responses to questionable legal or ethical conduct
Ethical compliance
extent to which members of the organization follow basic ethical/legal standards of behavior
Legal compliances
extent to which the organization conforms to local state federal and international laws
General Environment
external environment -economic -legal -political -socio-cultral -international -techincal forces -the set of broad dimensions and forces in an organization's surroundings that create its overall context
Mergers, Acquisitions, Alliances
firms combine, purchase, or form new venture partnerships or alliances
Systems Flexibility Argument
firms must become flexible as a way of managing a diverse workforce, causing the overall organization to be more flexible
Cost Argument
firms that learn to cope with diversity will generally have higher levels of productivity and lower levels of turnover and absenteeism when we have a more diverse workforce we make more money, we become known as a diverse workforce so we get more diverse people, we target a niche and gain more workers for that, firms that learn to cope with diversity...
Resource Acquisition Argument
firms who manage diversity effectively will become known among women and minorities as good places to work
Creativity Argument
firms with diverse workforces will generally be more creative and innovative than those with less diversity
Diversity and Inclusion
he concept of INCLUSION goes beyond the representation of different groups but includes an employee's perception that: -the employee receives fair treatment and respect -being Tolerant means being okay and dealing with it -inclusive: inviting people to join in, including everyone
Henry Fayol
helped to systematize the practice of management -first to identify the functions of planning, organizing, leading, and controlling
Feedback
how the environment reacts to these outputs
Employees
impacted by the physical environment directly
Pluralism
in which every organizational group works to understand every other group
Outputs
include products, services or both (tangible and intangible); profits, losses or both (even not-for-profit organizations must operate within their budgets; employee behaviors, and information
Sociocultural dimensions
includes the customs, morals, values and demographic characteristics of the society in which the organization functions
Procedural Justice -
individual perceptions of the fairness used to determine various outcomes (how you got to that outcome)
Disadvantages of Licensing
inflexibility in the licensing arrangement, loss of profits from licensee failure, and licensing possibly helps competitors learn to compete
Operations Manager
oversee the transformation of inputs into outputs. Are involved with systems that create products and services- Such as: Production control, inventory control, quality control, plant layout and site selection
Physical Resources
raw materials, offie and production facilities and equipment
Frank and Lillian Gilbreth
reduced the number of movements in bricklaying, resulting in increased output of 200%
Individual Differences Across Cultures Social Orientation
relative importance of the interests of the individual versus the interests of the group Individualism - the interests of the individual take precedence Collectivism: the interests of the group take precedence
Operations Management
the practical application of management science to efficiently manage the production and distribution of products and services
Top Managers
the small groups of executives who manage overall organizations, likely have complex and varied jobs Titles: president, vice president and chief executive officer (CEO)
Your disk is too full to complete this function
there is sooo much information and data out there.. How much do you need? What is too much?
Responsibilities of first-line managers
they oversee day-to-day operations of their respective stores, hire operating employees to staff them and handle other routine administrative duties required by their parent corporation
"Where have you gone, Joe DiMaggio?"
today it is difficult to name 3 public figures who have no been impacted by something like social media, everything is quickly displayed. 3 public figures who are models and dont have anything that is exploited about them (Tiger woods and his affair)
Multinational Business (middle)
transcends national boundaries and buys raw materials, borrow money, and manufactures and sells its products in a world-wide marketplace (Facebook, etc.) (buying, selling, banking, trading in companies that are around the world)
Individual Differences Across Cultures Goal Orientation
what motivates people to achieve different goals Agressive Goal Behavior: value material possessions, mobney and assertiveness Passive Goal Behavior: Value social relationships, quality of life and the welfare of others
Winner takes all-
when your young they say theres no winner and everyone gets a participation trophy (thats not real life so it creates issues as you grow up )
Administrative management
which focuses on managing the whole organization It identifies the core tasks that managers perform and develops ways to help them do those tasks better. It also focuses on restructuring organizations to make them more efficient.
Marketing managers
work in areas related to the marketing function -getting consumers and clients to buy the organizations products or services include: new product development, promotion and distribution you MUST develop good managers in this area
Administrative or General Managers
-are generalist they are familiar with all functional areas of management and are not associated with any particular management specialty Such as a hospital or clinic administrator. They tend to be generalists, they have some basic familiarity with all functional areas of management rather than special training in one particular area.
Human Resource Managers
-are involved in human resources activities responsible for hiring and developing employees. They are involved in human resource planning, recruiting and selecting employees, training, and development, designing compensation and benefits systems, formulating performance appraisal systems and discharging low-performing and problematic employees
The Science of Management
-assumes that problems can be approached using rational, logical, objective and systematic ways -requires the use of technical, diagnostic and decision-making skills and techniques to solve problems -there is a right and wrong way of doing science -assumes that problems can be approached using ration
Organizing
-coordinating activities and resources -you're grouping things that make sense to you -determining how activities and resources are to be grouped
Leading
-motivating and managing people -leading yourself and people -other people are looking at you for expectations
Decision-making Skills
-the manager's ability to regconize and define problems and opportuities and then to select an appropriate course of action to solve problems and capitalize opportunities -you are the one people look to to make decisions within the company Ex. a manager who can quickly recognize the need for a decision and then frame the nature of the decision that is required
Time-Management Skills
-the manager;s ability to prioritize work, to work efficiently and to delegate appropriately Ex. the manger who routinely tackles the most pressing ad significant tasks and delegates less significant tasks to others
Conceptual Skills
-the managers ability to think in the abstract, seeing the bigger picture not just the small details that lead o the big picture (when you look at google maps instead of the list of directions) ex. a manager who accurately forecasts a next-generation technology
Top Manager Tasks
-they create organizational goals, overall strategy, and operating policies. -set the strategy -they also represent the organization to the external environment by meeting with government officials, executives of other organizations, and so forth -they make decisions about acquiring other companies, investing in research and development, entering or leaving various markets, and building new plants or facilities -they often work very long hours but are paid very well
Monitor (informational roles)
-vital communication link - scanning industry reports to stay abreast of developments
Systems have 4 basic elements
1. inputs 2. transformation processes 3. outputs 4. feedback
Decisional Roles
Managerial roles primarly related to making decsions The roles of entrepreneur, disturbance handler, resource allocator and negotiator, which relate primarily to making decisions 1. Entrepreneur - the voluntary initiator of change. A manager at 3M Company developed the idea for the Post-it note pad but had to "sell" it to other skeptical managers inside the company. 2. Disturbance Handler- A second decisional role is initiated not by the manager but by some other individual or group. The manager responds to her role as a Disturbance Handler - by handling such problems as strikes, copyright infringements, or problems in public relations or with corporate image. 3. Resource Allocator - the manager decides how resources are distributed and with whom he or she will work most closely.
Areas of Management
Marketing Financial Operations Human Resources Administrative or general Other...
Figurehead (interpersonal roles)
attending ribbion - cutting ceremony for new plant
Entropy
is a normal process that leads a system to decline. When an organization does not monitor feedback from its environment and make appropriate adjustments, it may fail
Is management an Art or a Science?
it is a combination of both - there is no best way of doing things there are better ways but no right way
Creating two departments and placing one manager over each
organizing
Negotiator (decisional roles)
reaching agreement with a key suppplier or labor union
Disturbance Handler (decisional roles)
resolving conflict between two subordinates
Resource allocator (decsional roles)
reviewing and revising budget requests
Manager
someone whose primary responsibility is to carry out the management process -someone who plans, makes decisions, organizes, leads, and controls human, financial, physical, and information resources
