Management Final 2
Communication Barriers
Factors that decrease the probability that communication will be successful
Job Shop
Includes the production of one-of-a-kind items as well as unit production. Spaceship and weapons systems are considered job-shop activities
Cluster Grapevine
Information in this grapevine travels only to selected individuals. A selects and tells C, D, and F. F selects and tells I and B, and B selects and tells J.
Automation
Replacement of human effort by electromechanical devices in such operations as welding, materials handling, design, drafting, and decision making
Leadership
The process of directing the behavior of others toward the accomplishment of some objective
Authority
The right to command or give orders
Storming
The second stage of the team development process is characterized by conflict and disagreement as team members become more assertive in clarifying their individual roles
Norming
The third stage of the team development process, is characterized by agreement among team members on roles, rules, and acceptable behavior while working on the team.
Effective Teams
Those that come up with innovative ideas, accomplish their goals, and adapt to change when necessary
Alderfer's ERG theory
1. Existence need - the need for physical well-being 2. Relatedness need - the need for satisfying interpersonal relationships 3. Growth need - the need for continuing personal growth and development
Steps in the Control Process
1: Measuring performance 2: Comparing measured performance to standards 3: Taking corrective action
Stoner's model
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Increasing Organizational Productivity
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Probability grapevine
A communicates randomly. A tells F and D, F and D then continue to inform other grapevine members in the same way
Task groups
A formal group of organization members who interact with one another to accomplish most of the organization's nonroutine tasks
Pygmalion effect
A phenomenon in which the more leaders believe their subordinates can achieve, the more they do achieve
Organizational Culture
A set of shared values that organization members have regarding the functioning and existence of their organization
Control Tool
A specific procedure or technique that presents pertinent organizational information in a way that helps managers and workers develop and implement an appropriate control strategy
Adhocracy Culture
An organization culture characterized by flexibility and discretion along with an external focus.
Market Culture
An organization culture that reflects values that emphasize stability and control along with an external focus
Problems
Any factor within an organization that is a barrier to organizational goal attainment
Subordinate leadership
Area of freedom for subordinates
Trait leadership approach
Based on early leadership research that assumed a good leader is born, not made
Upward Communication
Communication that flows from any point on an organization chart upward to another point on the organization chart
Forming
First stage of the team development process. Members of the newly formed team become oriented to the team and acquainted with one another
McClelland needs theories
Focuses on the needs that people acquire through their life experiences. 1. Need for achievement (nAch) 2. Need for power (nPower) 3. Need for affiliation (nAff)
Command Groups
Formal groups that are outlined in the chain of command on an organization chart. Command groups typically handle routine organizational activities
Equity theory
Looks at an individual's perceived fairness of an employment situation and finds that perceived inequities can lead to changes in behavior
Informal communication
Organizational communication that does not follow the lines of the organization chart
Formal Communication
Organizational communication that follows the lines of the organization chart
Flextime
allows workers to complete their jobs within a workweek of a normal number of hours that they arrange themselves.
Mass Customization
The ability to create customized products in an efficient manner
Feedback
The destination's reaction to a message
Power
The extent to which an individual is able to influence others so they can respond to orders
Adjourning
The fifth, and last, stage of the team development process. Now the team is finishing its job and preparing to disband
Performing
The fourth stage of the team development process. The team fully focuses on solving organizational problems and on meeting assigned challenges
Organizational Socialization
The process by which management can appropriately integrate new employees within an organization's culture
Influencing Subsystem
Used to enhance the attainment of management system objectives by guiding the activities of organization members in appropriate directions
Behavior modification
focuses on encouraging appropriate behavior by controlling the consequences of that behavior
Flexible Manufacturing
is a manufacturing system in which there is some amount of flexibility that allows the system to react in the case of changes, whether predicted or unpredicted
Transformational leadership
leadership that inspires organizational success by profoundly affecting followers' beliefs in what an organization should be, as well as their values, such as justice and integrity
Coaching leadership
leadership that instructs followers on how to meet the special organizational challenges they face
Entrepreneurial leadership
leadership that is based on the attitude that the leader is self-employed
Superleadership
leading by showing others how to lead themselves
Activity and debt ratios
page 542
Path goal theory
suggests that the primary activities of a leader are to make desirable and achievable rewards available to organization members who attain organizational goals and to clarify the kinds of behavior that must be performed to earn those rewards
Situational leadership
based on the assumption that each instance of leadership is different and therefore requires a unique combination of leaders, follows, and leadership situations
Control
ensuring that an organization produces goods and services as planned
Time pressure/Creativity Matrix
illustrates how managers can either encourage or discourage the likelihood of creative thinking in organizations depending on how high and low time pressures are combined with various organizational factors.
Groupthink
the mode of thinking that group members engage in when the desire for agreement so dominates the group that it overrides the need to realistically appraise alternative problem solutions
Grapevine
An informal organizational communication network
Vroom Expectancy theory
Based on the premise that felt needs cause human behavior. Also addresses the issue of motivation strength--an individual's degree of desire to perform a behavior. As this desire increases or decreases, motivation strength fluctuates correspondingly
Verbal communication
Communication that uses either spoken or written words to share information with others
Standards
The level of activity established to serve as a model for evaluating organizational performance
Production
Transformation of organizational resources into products
Process
a flow of interrelated events toward a goal, purpose, or end.
Committees
a group of individuals charged with performing some type of specific activity and is usually classified as a task group Committees are established for four major reasons: 1. To allow organization members to exchange ideas 2. To generate suggestions and recommendations that can be offered to other organizational units 3. To develop new ideas for solving existing organizational problems 4. To assist in the development of organizational policies.
Life cycle theory
a rationale for linking leadership styles with various situations to ensure effective leadership
Just in time inventory control
A technique for reducing inventories to a minimum by arranging for production components to be delivered to the production facility "just in time" to be used.
Job enrichment
The process of incorporating motivators into a job situation
Nonverbal communication
The sharing of information without using words to encode thoughts
Friendship Groups
an informal group that forms in organizations because of the personal affiliation members have with one another
Interest groups
an informal group that gains and maintains membership primarily because of a common concern members have about a specific issue
Leaders in different cultures
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Values
A belief of a person or social group in which they have an emotional investment
Gossip grapevine
A informs everyone else on the grapevine
Process strategy
A plan of action outlining the means and methods the organization will use to transform resources into goods and services
Myths
A popular belief or story that has become associated with a person or institution that is considered to illustrate an organization culture ideal
Servant leadership
An approach to leading in which leaders view their primary role as helping followers in their quests to satisfy personal needs, aspirations, and interests
Symbols
An object that has meaning beyond its intrinsic content
Formal Groups
A group that exists within an organization by virtue of management decree to perform tasks that enhance the attainment of organizational objectives
Porter-Lawler theory
Accepts the premises that felt needs cause human behavior and that effort expended to accomplish a task is determined by the perceived value of rewards that will result from finishing the task and the probability that those rewards will materialize
Human Resources Strategy
An operational plan to use the organization's human resources effectively and efficiently while maintaining or improving the quality of work life
Downward communication
Communication that flows from any point on an organization chart downward to another point on the organization chart
Informal Groups
Defined as a collection of individuals whose common work experiences result in the development of a system of interpersonal relations that extend beyond those established by management
Behavioral leadership
Looks at what good leaders do rather than what traits leaders should possess
Steps of the innovation process
Step 1: Inventing - establishes a new idea that could help the organization be more successful Step 2: Developing - Makes a new idea practical Step 3: Diffusing - Put a new idea to use by end users or customers Step 4: Integrating - Establishes an invention as a permanent part of the organization Step 5: Monitoring - newly implemented idea is tracked to determine if and when the idea should be improved or terminated
Theory X and Y
Theory X involves negative assumptions about people that McGregor believes managers often use as the basis for dealing with their subordinates (e.g., the average person has an inherent dislike of work and will avoid it whenever he or she can) Theory Y represents positive assumptions about people that McGregor believes managers should strive to use (e.g., people will exercise self-direction and self-control in meeting their objectives)
Job enlargement
increasing the number of operations an individual performs to enhance the individual's satisfaction in work
Increasing personal power
A manager should attempt to develop the following attitudes and beliefs in other organization members: 1. A sense of obligation toward the manager 2. A belief that the manager possesses a high level of expertise within the organization 3. A sense of identification within the manager 4. The perception that they are dependent on the manager
Capacity strategy
A plan of action aimed at providing the organization with the right facilities to produce the needed output at the right time
Symptoms
A sign that a problem exists
Cross functional teams
A work team composed of people from different functional areas of the organization--marketing, finance, human resources, and operations--who are all focused on a specified objective
Ohio State Studies: Consideration and Structure
Consideration behavior is the leadership behavior that reflects friendship, mutual trust, respect, and warmth in the relationship between leader and followers. Structure behavior is any leadership activity that delineates the relationship between the leader and the leader's followers or establishes well-defined procedures followers should adhere to in performing their jobs
Tolerance for ambiguity
Managers can increase their leadership success by allowing subordinates more freedom in making decisions when: They have a relatively high tolerance for ambiguity (some employees prefer to be given clear-cut directives; others crave a greater degree of freedrom)
Boss-centered leadership and Subordinate-centered leadership
Managers displaying leadership behavior toward the right of the model are more democratic, and are called subordinate-centered leaders(Area of freedom for subordinates). Those displaying leadership behavior toward the left of the model are more autocratic, and are called boss-centered leaders(Use authority by the manager).
Tannenbaum and Schmidt Leadership Continuum
Managers displaying leadership behavior toward the right of the model are more democratic, and are called subordinate-centered leaders. Those displaying leadership behavior toward the left of the model are more autocratic, and are called boss-centered leaders. 1. The manager makes the decision and announces it 2. The manager "sells" the decision 3. The manager presents ideas and invites questions 4. The manager presents a tentative decision that is subject to change 5. The manager presents the problem, gets suggestions, and then makes the decision 6. The manager defines the limits and asks the group to make a decision 7. The manager permits the group to make decisions within prescribed limits
Job rotation
Moving workers from job to job rather than requiring them to perform only one simple and specialized job over the long term
Effective listening
Promotes formal organizational communication. It's to listen attentively to messages that come through formal channels.
Steps in the incremental improvement process
Step 1: Choose an area of improvement Step 2: Organize a quality improvement team Step 3: Identify "benchmarks" Step 4: Perform analysis of current performance Step 5: Perform pilot study Step 6: Management implements the improvements
Likert System 1-4
System 1—This style of management is characterized by a lack of confidence or trust in subordinates. Subordinates do not feel free to discuss their jobs with superiors and are motivated by fear, threats, punishments, and occasional rewards. Information flow in the organization is directed primarily downward; upward communication is viewed with great suspicion. The bulk of all decision making is done at the top of the organization. System 2—This style of management is characterized by a condescending master-to-servant-style confidence and trust in subordinates. Subordinates do not feel free to discuss their jobs with superiors and are motivated by rewards and actual or potential punishments. Information flows mostly downward; upward communication may or may not be viewed with suspicion. Although policies are made primarily at the top of the organization, decisions within a prescribed framework are made at lower levels. System 3—This style of management is characterized by substantial, though not complete, confidence in subordinates. Subordinates feel fairly free to discuss their jobs with superiors and are motivated by rewards, occasional punishments, and some involvement. Information flows both upward and downward in the organization. Upward communication is often accepted, though at times, it may be viewed with suspicion. Although broad policies and general decisions are made at the top of the organization, more specific decisions are made at lower levels. System 4—This style of management is characterized by complete trust and confidence in subordinates. Subordinates feel completely free to discuss their jobs with superiors and are motivated by such factors as economic rewards based on a compensation system developed through employee participation and involvement in goal setting. Information flows upward, downward, and horizontally. Upward communication is generally accepted—but even where it is not, employees' questions are answered candidly. Decision making is spread widely throughout the organization and is well coordinated.
Microbarrier
a factor that hinders successful communication in a specific communication situation. Microbarriers include: 1) the source's view of the destination 2) Message interference 3) The destination's view of the source 4) Perception 5) Multimeaning words
Macrobarriers
factors that hinder successful communication in a general communication situation. Macrobarriers include: 1) Increasing need for information 2) the need for increasingly complex information 3) The reality that people in the US are increasingly coming into contact with people who use languages other than English 4) Constant need to learn new concepts cuts down the time available for communication
Dimensions of organization culture
quality dimension of organization culture is an element of organization culture that focuses on making sure a product, in the opinion of the customer, does what it is supposed to do. Ethics dimension of organization culture is a facet of organization culture that focuses on making sure an organization emphasizes not only what is good for the organization, but what is good for other human beings Innovation Dimension of organization culture is an aspect of organization culture that encourages the application of new ideas to the improvement of organizational processes, products, or services. Spirituality Dimension of organization culture is an aspect of organization culture that encourages organization members to integrate spiritual life and work life Diversity Dimension of organization culture is a component of organization culture that encourages the existence of basic human differences among organization members Customer dimension of organization culture is a facet of organization culture that focuses on catering to the needs of those individuals who buy goods or services produced
Boss centered leadership
uses authority by the manager
Layout Strategy
A plan of action that outlines the location and flow of all organizational resources around, into, and within production and service facilities
Location strategy
A plan of action that provides the organization with a competitive location for its headquarters, manufacturing, services, and distribution
Product Strategy
An operational plan of action outlining which goods and services an organization will product and market
Quality Assurance
An operations process involving the broad group of activities aimed at achieving the organization's quality objectives
Clan Culture
An organization culture characterized by a strong internal focus with a high degree of flexibility and discretion.
Maslow hierarchy of needs
Human beings possess the five basic needs described here and theorizes that these five basic needs can be arranged in a hierarchy of importance-the order in which individuals generally strive to satisfy them. - A physiological need (food, water, rest, sex, and air) - A security or safety need (desire to be free from harm, including both bodily and economic disaster) - A social need (desire for love, companionship, and friendship) - An esteem need (desire for respect) - A self-actualization need (desire to maximize whatever potential an individual posses)
single-strand grapevine
This type of grapevine tends to distort messages more than any other. A tells B, who tells C, who tells D, and so on.
Hierarchy Culture
An organization culture characterized by an internal focus along with an emphasis on stability and control.
