Management Org. Ch. 1

three skills necessary for managers

1. conceptual skills 2. human skills 3. technical skills

establishing accurate measuring and monitoring systems to evaluate how well the organization has achieved its goals is a part of the ________ task 1. controlling 2. organizing 3. planning 4. leading

1. controlling

three steps to planning

1. deciding which goals the organization will pursue 2. deciding what strategies to adopt to attain those goals 3. deciding how to allocate organizational resources to pursue the strategies

four building blocks of competitive advantage

1. efficiency 2. quality 3. innovation 4. responsiveness to customers

the daily supervision of nonmanagerial employees is the responsibility of ______ 1. first-line managers 2. middle managers 3. top managers 4. CEO

1. first-line managers

three levels of managers

1. first-line managers 2. middle managers 3. top managers (4. CEO)

two factors that have changed tasks and responsibilities of managers

1. global competition 2. advances in information technology

ways to differentiate managers

1. level in hierarchy 2. by type of skill (or functions) into different departments

how to exercise control?

1. managers must decide which goals to measure 2. design control systems that will provide information necessary to assess performance 3. this also helps managers evaluate how they themselves are performing the other three tasks of management

four tasks of management

1. planning 2. organizing 3. leading 4. controlling planning / \ controlling organizing \ / leading

the job-specific skills required to perform a particular type of work at a high level are a part of a managers ________ skills 1. technical 2. interpersonal 3. communication 4. conceptual

1. technical

what do managers have in common

1. they work in organizations 2. they are the people responsible for supervising and making the most of an organization's human and other resources to achieve its goals

which of the following would typically be included in a top management team? 1. a first-line manager 2. a COO 3. a supervisor 4. a middle manager

2. a COO

which of the following best describes outsourcing? 1. giving employees more authority over how they perform their work activities 2. contracting a company in a low-cost country to have it perform a work activity 3. acquiring entities in a supply chain in order to reduce costs 4. downsizing an organization and using fewer employees

2. contracting a company in a low-cost country to have it perform a work activity

when a manager chooses inappropriate goals, but makes good use of resources to pursue these goals, it usually results in a product that _________ 1. customers want but is of low quality 2. customers want at a quality and price they can afford 3. is of high quality but customers do not want 4. customers want but is too expensive for them to buy

3. is of high quality but customers do not want

the lower that manager's positions are in the hierarchy, the more time the managers spend ______ 1. creating top-management teams 2. deciding how different departments should interact 3. leading and controlling first-line managers 4. planning and organizing resources

3. leading and controlling first-line managers

contracting with another company, usually a low-cost country abroad, to have it perform a work activity the organization previously performed itself is known as _______ 1. integrating 2. insourcing 3. outsourcing 4. telecommuting

3. outsourcing

downsizing an organization by eliminating the jobs of large numbers of top, middle, first-line managers and nonmanagerial employees is called ______ 1. garnishment 2. restructuring 3. insolvency 4. empowerment

3. restructuring

Effectiveness / Efficiency model

E f f i c i e n c y | (Low) | (High) E -------|-------------|---------------- f | | f (High) | | e | 1 | 2 c | | t | | i -------|-------------|--------------- e | | n(Low) | | e | 3 | 4 s | | s | |

organizational structure

a formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals

department

a group of people who work together and possess similar skills or use the same knowledge, tools, or techniques to perform their jobs

competitive advantage

ability of one organization to outperform other organizations because it produces desired goods/services more efficiently and effectively than they do

conceptual skills

ability to analyze and diagnose a situation and distinguish between cause and effect most required by top managers

human skills

ability to understand, alter, lead, and control the behavior of other individuals and groups

leading

articulating a clear vision and energizing and enabling organizational members so they understand the part they play in achieving organizational goals

strategy

cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals

organization

collections of people who work together and coordinate their actions to achieve a wide variety of goals or desired future outcomes

outsourcing

contracting with another company, usually abroad, to have it perform an activity the organization previously performed itself

turnaround management

creation of a new vision for a struggling company based on a new approach to planning and organizing to make better use of a company's resources and allow it to survive and prosper

four managerial tasks first-line managers

devote most of their time leading

four managerial tasks top managers

devote most of their time planning and organizing

restructuring

downsizing an organization by eliminating the jobs of large numbers of top, middle, and first-line managers and nonmanagerial employees

leadership revolves around

encouraging all employees to perform at a high level to help the organization achieve its vision and goals

controlling

evaluating how well an organization is achieving its goals and taking corrective action to maintain or improve its performance

four managerial tasks middle managers

evenly spaced between planning, organizing, leading

empowerment

expansion of employees knowledge, tasks, and decision-making responsibilities

top management team

group composed of CEO, the president and the heads of most of the departments

self-managed team

group of employees who assume responsibility for organizing, controlling, and supervising their own activities and monitoring the quality of goods and the services they provide

planning

identifying and selecting appropriate goals and courses of action; developing strategies for how to achieve high performancec

good outcome of outsourcing

increases efficiency by lowering operating costs frees up money/resources that can be used to develop new products, etc.

technical skills

job-specific knowledge and techniques required to perform an organizational role

what increased outsourcing in 2000?

low-cost global competition

4 model High efficiency / Low effectiveness

manager chooses inappropriate goals, but makes good use of resources to pursue these goals RESULT: a high-quality product that customers do not want

2 model High efficiency / High effectiveness

manager chooses the right goals to pursue and makes good use of resources to achieve these goals RESULT: a product that customers want at a quality and price they want

1 model Low efficiency / High effectiveness

manager chooses the right goals to pursue, but does a poor job of using resources to achieve these goals RESULT: a product that customers want, but that is too expensive for them to buy

3 model Low efficiency / Low effectiveness

manager chooses the wrong goals to pursue and makes poor use of resources RESULT: a low-quality product that customers do not want

top manager

manager who establishes organizational goals, decides how departments should interact, and monitors the performance of middle managers they have cross-departmental responsibility

first-line managers

manager who is responsible for the daily supervision of non-managerial employees daily supervision of specific activities necessary to produce goods/services

middle manager

manger who supervises first-line managers and is responsible for finding the best way to use resources to achieve organizational goals

organizational performance

measure of how efficiently and effectively a manager uses resources to satisfy customers and achieve organizational goals

efficiency

measure of how well or how productively resources are used to achieve a goal

effectiveness

measure of the appropriateness of the goals an organization is pursuing and the degree to which the organization achieves those goals

CEO

most senior and important manager

COO

most top manager

global organizations

organization that operates and competes in more than one country

what determines how an organization's resources are best used?

organizational structure

organization's resources

people and their skills know-how experience machinery raw materials IT financial capital loyal customers/employees etc.

steps to improve productivity (efficiency)

reduce quantity of resources used to make the same good/service cross-training employees for different tasks

bad outcome of restructuring

reduces moral of remaining employees overworked employees increasing customer complaints

organization's vision

short, succinct, and inspiring statement of what the organization intends to become and the goals it is seeking to achieve - its desired future state

core competency

specific set of departmental skills, knowledge, an experience that allows one organization to outperform another

organizing

structuring working relationships in a way that allows organizational members to work together to achieve organizational goals; particularly important for human resources

what is the outcome of the control process?

the ability to measure performance accurately and regulate organizational efficiency and effectiveness

management

the planning, organizing, leading, and controlling of human resources to achieve organizational goals efficiently and effectively

leadership involves managers using

their power, personality, influence, persuasion, and communication skills to coordinate people and groups so their activities and efforts are in harmony

companies can win/lose the competitive race depending on

their speed (to bring new products to market) their flexibility (how easily they can change to respond to their competitor's actions)

how do middle managers increase effectiveness?

they evaluate whether the organization's goals are appropriate and suggest to top managers how goals should be changed

how do middle managers increase efficiency?

they find ways to help first-line managers and nonmanagerial employees better use resources to reduce manufacturing costs or improve customer service

the most important goal organizations try to achieve

to provide some kind of good/service that customers value or desire

TQM

total quality management quality control teams