MGT 340 Final Review
Technology-Based Training Methods
-CD-ROM/DVD/videotapes/audiotapes -Videoconferencing/teleconferencing/satellite TV -E-Learning
Taylor's Scientific Management Principles
1. Develop a science for each element of an individual's work, which will replace the old rule-of-thumb method. 2. Scientifically select and then train, teach, and develop the worker. 3. Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed. 4. Divide work and responsibility almost equally between management and workers. Management takes over all work for which it is better fitted than the workers.
Multinational Corporation (MNCs)
A broad term referring to any and all types of international companies that maintain operations in multiple countries
Job Characteristics Model (JCM)
A conceptual framework for designing motivating jobs that create meaningful work experiences that satisfy employees' growth needs. -Five primary job characteristics: -Skill variety: how many skills and talents are needed? -Task identity: does the job produce a complete work? -Task significance: how important is the job? -Autonomy: how much independence does the jobholder have? -Feedback: do workers know how well they are doing?
Organizational Behavior
A field of study that researches the actions (behaviors) of people at work
Boundaryless Organization
A flexible and unstructured organizational design that is intended to break down external barriers between the organization and its customers and suppliers. -Removes internal (horizontal) boundaries: -Eliminates the chain of command -Has limitless spans of control -Uses empowered teams rather than departments -Eliminates external boundaries: -Uses virtual, network, and modular organizational structures to get closer to stakeholders
Organizing
A management function that involves arranging and structuring work to accomplish an organization's goals
Planning
A management function that involves defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities.
Controlling
A management function that involves monitoring, comparing, and correcting work
Leading
A management function that involves working with and through people to accomplish goals
Variable Pay
A pay system in which an individual's compensation is contingent on performance
Skilled-Base Pay
A pay system that rewards employees for the job skills the demonstrate
Physiological Needs
A person's need for food, drink, shelter, sexual satisfaction, and other physical needs
Self-Actualization Needs
A person's need to become what he or she is capable of becoming
Social Needs
A person's needs for affection, belongingness acceptance, and friendship
Esteem Needs
A person's needs for internal factors, such as self-respect, autonomy, and achievement, and external factors such as status, recognition, and attention
Safety Needs
A person's needs for security and protection from physical and emotional harm
Unstructured Problem
A problem that is new or unusual and for which information is ambiguous or incomplete
Hawthorne Studies
A series of studies during the 1920s and 1930s that provided new insights into individual and group behavior
Organizational Culture
A system of shared meanings and common beliefs held by organizational members that determines, in large degree, how they act towards each other. "The way we do things around here", this includes values, symbols, rituals, myths, and practices. Implications include: culture is a perception, culture is shared, culture is descriptive.
Problem-Solving Teams
A team from the same department or functional area that's involved in efforts to improve work activities or to solve specific problems
Attribution Theory
A theory used to explain how we judge people differently, depending on what we attribute to a given behavior
Association of Southeast Asian Nations (ASEAN)
A trading alliance of 10 southeast Asian nations
Transitional (Borderless) Organizations
A type of international company in which artificial geographic barriers are eliminated
Self-Managed Work Team
A type of work team that operates without a manager and is responsible for a complete work process or segment
Virtual Team
A type of work team that uses technology to link physically dispersed members in order to achieve a common goal
Non-Programmed Decisions
A unique and nonrecurring decision that requires a custom-made solution
Geocentric Attitudes
A world-oriented view that focuses on using the best approaches and people from around the globe
Job Specifications
A written statement of the minimum qualifications that a person must possess to perform a given job successfully
Job Descriptions
A written statement that describes the job
North American Free Trade Agreement (NAFTA)
An agreement among the Mexican, Canadian, and US governments that has eliminated barriers to trade
Scientific Management
An approach that involves using the scientific method to determine the "one best way" for a job to be done.
Job Analysis
An assessment that defines jobs and the behaviors necessary to perform them
European Union (EU)
An economic and political partnership of 27 democratic European countries created as a unified economic and trade entity. Three additional countries have applied for membership
Job Satisfaction
An employee's general attitude toward his or her job
Global Companies
An international company that centralizes management and other decisions in the home country
Multidomestic Corporation
An international company that decentralizes management and other decisions to the local country
Virtual Organization
An organization that consists of a small core of full-time employees and outside specialists temporarily hired as needed to work on projects
Functional Structures
An organizational design that groups together similar or related occupational specialties Strengths: Cost-saving advantages from specialization (economies of scale, minimal duplication of people and equipment); employees are grouped together with others who have similar tasks Weaknesses: Pursuit of functional goals can cause managers to lose sight of what's best for the overall organization; functional specialists become insulated and have little understanding of what other units are doing
Organic Organization
An organizational design that's highly adaptive and flexible
Mechanistic Organization
An organizational design that's rigid and tightly controlled
Project Structure
An organizational structure in which employees continuously work on projects
Divisional Structures
An organizational structure made up of separate semi-autonomous units or divisions Strengths: Focuses on results-division managers are responsible for what happens to their products and services Weaknesses: Duplication of activities and resources increases costs and reduces efficiency
Matrix Structure
An organizational structure that assigns specialists from different functional departments to work on one or more projects Advantages: Fluid and flexible design that can respond to environmental changes. Faster decision making. Disadvantages: Complexity of assigning people to projects. Task and personality conflicts.
Cognitive Dissonance
Any incompatibility or inconsistency between attitudes or between behavior and attitudes
Sexual Harassment
Any unwanted action or activity of a sexual nature that explicity or implicity affects and individual's employment, performance, or work environment
Relationship Conflict
Conflict based on interpersonal relationships
Process Conflict
Conflict over how work gets done
Task Conflict
Conflicts over content and goals of work
Dysfunctional Conflicts
Conflicts that prevent a group from achieving its goals
Functional Conflicts
Conflicts that support a group's goals and improve its performance
Implications of the Systems Approach
Coordination of the organization's parts is essential for proper functioning of the entire organization Decisions and actions taken in one area of the organization will have an effect in other areas of The organization Organizations are not self-contained and, therefore, must adapt to changes in their external Environment Organizational culture including its meanings, its origins, its components, and its impact on individual and organizational outcomes
Organizational Design
Creating or changing an organization's structure
Managerial Roles
Defined as specific categories of managerial behavior
Work Specialization
Dividing work activities into separate job tasks
Traits associated with Leadership
Drive, the desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversion
Workplace Privacy Issues
Employee theft, Workplace violence
On-The-Job
Employees learn how to do tasks simply by performing them, usually after an initial introduction to the task
Experimental Exercises
Employees participate in role playing, simulations, or other face-to-face types of training
Workbooks/Manuals
Employees refer to training workbooks and manuals for instruction
Job Rotation
Employees work at different jobs in a particular area, getting exposure to a variety of tasks
Mentoring and Coaching
Employees work with an experienced worker who provides information, support, and encouragement; also called apprenticeships in certain industries
Decisional Roles
Entrepreneur, disturbance handler, resource allocator, negotiator. Managerial roles that involve making choices
Interpersonal Roles
Figurehead, leader, liaison. Managerial roles that involve people and other duties that are ceremonial and symbolic in nature
Work Teams
Groups whose members work intensely on a specific common goal, using their positive synergy, individual and mutual accountability, and complementary skills
Two-Factor Theory
Herzberg's motivation theory, which proposes that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction
University of Iowa Studies (Kurt Lewin)
Identified three leadership styles: - Autocratic style: centralized authority, low participation - Democratic style: involvement, high participation, feedback - Laissez faire style: hands-off management Research findings: mixed results - No specific style was consistently better for producing better performance. - Employees were more satisfied under a democratic leader than an autocratic leader.
University of Michigan Studies
Identified two dimensions of leader behavior: - Employee oriented: emphasizing personal relationships - Production oriented: emphasizing task accomplishment Research findings: Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction
Ohio State Studies
Identified two dimensions of leader behavior: - Initiating structure: the role of the leader in defining his or her role and the roles of group members. - Consideration: the leader's mutual trust and respect for group members' ideas and feelings. Research findings: mixed results - High-high leaders generally, but not always, achieved high group task performance and satisfaction. - Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.
Recruiting Sources
Internet, employee referrals, company web site, college recruiting, professional recruiting organizations
Parochial
Is viewing the world solely through one's own eyes and perspectives -Is not recognizing that others have different ways of living and working -Is a significant obstacle for managers working in a global business world -Is falling into the trap of ignoring others' values and customs and rigidly applying an attitude of "ours is better than theirs" to foreign cultures
Technical Skills
Knowledge and proficiency in a specific field. Job-specific knowledge and techniques needed to proficiently perform work tasks.
Transactional Leaders
Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements
Maslow's Hierarchy of Needs
Maslow's theory that there is a hierarchy of five human needs: physiological, safety, social, esteem, and self-actualization
Informational Roles
Monitor, disseminator, spokesperson. Managerial roles that involve collecting, receiving, and disseminating information.
Traditional Training Methods
On-the-Job, Job Rotation, Mentoring and Coaching, Experimental Exercises, Workbooks/Manuals
Strong Cultures
Organized cultures in which the key values are intensely held and widely shared
Distributive Justice
Perceived fairness of the amount and allocation of rewards among individuals
Procedural Justice
Perceived fairness of the process used to determine the distribution of rewards
Conflict
Perceived incompatible differences that result in interference or opposition
Management Skills
Skills managers need. Includes technical skills, human skills, and conceptual skills
Norms
Standards or expectations that are accepted and shared by a group's members
Decision Making Process
Step 1: Identifying the Problem Step 2: Identifying Decision Criteria Step 3: Allocating Weights to the Criteria Step 4: Developing Alternatives Step 5: Analyzing Alternatives Step 6: Selecting an Alternative Step 7: Implementing the Alternative Step 8: Evaluating the Decision's Effectiveness
Frederick W. Taylor
The "father" of scientific management. Probably the best known example of Taylor's scientific management efforts was the pig iron experiment. Workers loaded "pigs" of iron onto rail cars. He put the right person on the job with the correct tools and equipment, had the worker follow his instructions exactly, and motivated the worker with an economic incentive of a significantly higher daily wage. -Put the right person on the job with the correct tools and equipment -Had a standardized method of doing the job -Provided an economic incentive to the worker
Conceptual Skills
The ability to think about and conceptualize about abstract and complex situations concerning the organization
Human Skills
The ability to work well with other people individually and in a group.
Centralization
The degree to which decision making is concentrated at upper levels of the organization
Decentralization
The degree to which lower-level employees provide input or actually make decisions
Locus of Control
The degree to which people believe that they are masters of their own fate
Adjourning Stage
The final stage of group development for temporary groups, during which group members are concerned with wrapping up activities rather than task performance
Forming Stage
The first stage of group development, in which people join the group and then define the group's purpose, structure, and leadership
Organizational Structure
The formal arrangement of jobs within an organization
Performing Stage
The fourth stage of group development, when the group is fully functional and works on its task
Unity of Command
The management principle that each person should report to only one manager
Span of Control
The number of employees a manager can efficiently and effectively manage
Ethnocentric
The parochialistic belief that the best work approaches and practices are those of the home country
Authority
The rights inherent in a manager's position to tell people what to do and expect them to do it
Initiating Structure
The role of the leader in defining his or her role and the roles of group members.
Benchmarking
The search for the best practices among competitors or non-competitors that lead to their superior performance
Storming Stage
The second stage of group development, which is characterized by intragroup conflict
Equity Theory
The theory that an employee compares his or her job's input:outcomes ratio with that of relevant others and then corrects any inequity
Expectancy Theory
The theory that an individual tends to act in a certain way, based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual
Reinforcement Theory
The theory that behavior is a function of its consequences
Norming Stage
The third stage of group development, which is characterized by close relationships and cohesiveness
Job Enrichment
The vertical expansion of a job by adding planning and evaluating responsibilities
Polycentric
The view that managers in the HOST country know the best work approaches and practices for running their business
Organizational Chart
The visual representation of an organization's structure
Heuristics
Using "rules of thumb" to simplify decision making • Sunk Costs Errors -Forgetting that current actions cannot influence past events and relate only to future consequences.
Weak Cultures
Values are limited to a few people-usually top management Culture sends contradictory messages about what's important Employees have little knowledge of company history or heros Employees have little identification with culture Little connection between shared values and behaviors
Cross-Functional Teams
Work teams composed of individuals from various functional specialties
Path-Goal Theory
a leadership theory that says the leader's job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the goals of the group or organization Leaders assume different leadership styles at different times depending on the situation: -Directive leader -Supportive leader -Participative leader -Achievement oriented leader
Fiedler Contingency Model
a leadership theory which proposed that effective group performance depended on the proper match between a leader's style and the degree to which the situation allowed the leader to control and influence Assumptions: -A certain leadership style should be most effective in different types of situations. -Leaders do not readily change leadership styles. -Matching the leader to the situation or changing the situation to make it favorable to the leader is required. Least-preferred co-worker (LPC) questionnaire -Determines leadership style by measuring responses to 18 pairs of contrasting adjectives. -High Score: A relationship-oriented leadership style -Low Score: A task-oriented leadership style Situational factors in matching leader to the situation: -Leader-member relations -Task structure -Position power
Contingency (Situational) Approach
a management approach which says that organizations are different, face different situations (contingencies), and require different ways of managing
Management by Objective (MBO)
a process of setting mutually agreed upon goals and using those goals to evaluate employee performance
Programmed Decisions
a repetitive decision that can be handled using a routine approach
Procedures
a series of sequential steps used to respond to a well-structured problem
Certainty
a situation in which a decision maker can make accurate decisions because all outcomes are known
Uncertainty
a situation in which a decision maker has neither certainty nor reasonable probability estimates available
Risk
a situation in which the decision maker is able to estimate the likelihood of certain outcomes
Structured Problem
a straightforward, familiar, and easily defined problem
Rational Decision Making
a type of decision making in which choices are logical and consistent and maximize value
Language
acronyms and jargon of terms, phrases, and word meanings specific to an organization
Traditional Goal Setting
an approach to setting goals in which top managers set goals that flow down through the organization and become subgoals for each organizational area
Rules
an explicit statement that tells managers what can or cannot be done
Roles
behavior patterns expected of someone occupying a given position in a social unit
Bounded Rationality
decision making that's rational but limited (bounded) by an individual's ability to process information
Charismatic Leadership
enthusiastic, self-confident leaders whose personalities and actions influence people to behave in certain ways
System
is a set of interrelated and interdependent parts arranged in a manner that produces a unified whole
Transformational Leadership
leaders who stimulate and inspire (transform) followers to achieve extraordinary outcomes
Intuitive Decision Making
making decisions on the basis of experience, feelings, and accumulated judgment
Stories
narratives of significant events or actions of people that convey the spirit of the organization
Symbols
physical assets distinguishing the organization
Short-Term Plans
plans covering one year or less
Strategic Plans
plans that apply to an entire organization and establish the organization's overall goals
Operational Plans
plans that encompass a particular operational area of an organization
Long-Term Plans
plans with a time frame beyond three years
Rituals
repetitive sequences of activities that express and reinforce the values of the organization
Closed Systems
systems that are not influenced by and do not interact with the environment. All system input and output is internal
Open Systems
systems that interact with the environment. Dynamically interact to their environments by taking in inputs and transforming them into outputs that are distributed into their environments.
Moral Rights Rule
the ethical decision is the one that respects and protects the fundamental rights of people (rights of privacy, due process, free speech, etc.). Managers should make decisions based on how the affect the rights of stakeholders and the decision should be the one which protects the rights of all stakeholders. The problem this view presents for the decision maker is, first, how do you decide which rights are fundamental rights? There is much disagreement over what these rights actually are. Secondly, almost all decisions produce benefits for some but harm to others. How do you choose which groups to protect? This produce a precarious ethical balancing act.
Theory of Justice or Legal Rule
the ethical decision is the one that treats people andgroups impartially and fairly according to legal rules and standards. This model implies that ethical decisions involve both Procedural Justice, or fairness and consistency in processes and Distributive Justice, or fairness in outcomes. The problem this view presents for the decision maker is how to determine what the fair rules and procedures actually should be.The manner in which rule are written typically favors one group of stakeholders over others and political behavior may impact fairness.
Utilitarian or Consequential Rule
the ethics of a decision are based on the decision's consequences. A decision that delivers the greatest good to the greatest number (layoff some to save jobs for others) is the ethical decision. To decide on a course of action managers must identify stakeholders and their concerns, and then select the decision that does the most good/least harm. The problem this view presents for the decision maker is how to assess harm/good and how to evaluate the importance of each stakeholder's claim. In other words, does severe harm for a very few stakeholders justify a moderate benefit for all others? Concepts of organizational missions and objectives, and planning
