UNF MAN3025 Exam 1(CH1-3)
Complimentary contribution model:
-men and women are different -they each bring different strengths to the organization -men are better than women at somethings and women are better than men at others
Entrepreneurship
the process of taking risks to try to create a new enterprise
Frank Gilbreth
therbligs, 1920's-30's, cheaper by the dozen book on reducing time in motion, wife Lilian brains of the operation
Effectiveness(book def.)
to achieve results, to make right decisions, and to successfully carry them out so that they achieve the organization's goals.
Evidence-based management
translating principles based on best evidence into organizational practice, bringing rationality to the decision making process
Efficiency(book def.)
using resources-people, money, raw materials, etc- wisely and cost-effectively
collaborative computing
using state-of-the-art computer software and hardware, will help people work better together
e-business
using the internet to facilitate every aspect of running a business
videoconferencing
using video and audio links along with computers to let people in different locations see, hear, and talk with one another
human relations movement
which proposed that better human relations could increase worker productivity
telecommute
work from home or remote locations using a variety of information technologies
Hugo Munsterberg
"father of industrial psychology"
Mary Parker follett
"one of the most important women American history has yet produced in the fields of civics and sociology
Impacts on job:
-Level -Motivation -size of organization -international -decisions and change
Most valued traits in managers:
-ability to motivate and engage others -ability to communicate -work experience outside the united states -high energy levels to meet the demands of global travel and a 24/7 world.
Mid level manager
-convey and implement the orders of upper level -usually first to go when cutting jobs
Front line manager
-deals with employees and customers -supervising
Upper level manager
-develop a plan for the organization to interact with the environment -total control of the organization -tend to be older
Management built on interdisciplinary foundation
-economics -psychology -sociology -anthropology -political science -philosophy -mathematics -medicine
Max Weber's 5 positive bureaucratic features:
1. A well-defined hierarchy of authority 2. Formal rules and procedures 3. A clear division of labor, with parts of a complex job being handled by specialists 4. Impersonality, without reference or connection to a particular person 5. Careers based on merit
Organizations must stay ahead in:
1. Being responsive to customers 2. Innovation 3. Quality 4. Efficiency
Four principles of scientific management:
1. Evaluate a task by scientifically studying each part of the task 2. Carefully select workers with the right abilities for the task 3. Give workers the training and incentives to do the task with the proper work methods 4. Use scientific principles to plan the work methods and ease the way for workers to do their jobs
3 types of organizations:
1. For-profit 2. Non-profit 3. Mutual benefit
2 chief proponents of scientific management:
1. Frederick Taylor 2. Lilian Gilbreth
3 Common characteristics all organizations share:
1. Have a purpose and are grouped in a certain way. 2. Dependent on people. 3. There are things that say what is/is not appropriate.
Theorists for administrative management
1. Henri Fayol 2. Max Weber
Only 2 ways to make a profit:
1. Increasing revenue. 2. Decreasing costs.
3 types of managerial roles:
1. Interpersonal roles 2. Informational roles 3. Decisional roles
Challenges of Managers:
1. Managing for competitive advantage 2. Managing for diversity 3. Managing for globalization 4. Managing for information technology 5. Managing for ethical standards 6. Managing for sustainability 7. Managing for your own happiness and life goals 8.Managing for millenials
3 principal skills managers need:
1. Technical 2. Conceptual 3. Human
Levels of managers in the organization:
1. Upper level 2. Mid level 3. Front line
2 branches of quantitative management
1. management science 2. operations management
2 branches to classical viewpoint:
1. scientific 2. administrative
Theory X
Pessimistic, negative view of workers. Workers are considered to be irresponsible, resistant to change, lack ambition, hate work, and want to be led rather than lead.
Henri Fayol
Planning, Leading, Organizing, Controlling
historical perspective
3 viewpoints: 1. classical 2. behavioral 3. quantitative
contemporary perspective
3 viewpoints: 1. systems 2. contingency 3. quality management
Max Weber
Bureaucracy: position had power not you had power
Men and Women
Fortune 1000 company: -Front line: 55% women -Mid: 22% women -Upper: 7.8% women
Henry Gantt
Gantt chart
Abraham Maslow
Hierarchy of needs:physiological, safety, love, self esteem, and self-actualization
3 Main people for behavioral:
Hugo Munsterberg, Mary Parker Follett, and Elton Mayo
Is manager's job universal?
Not universal
Theory Y
Optimistic, positive view of workers. Workers are considered to be capable of accepting responsibility, self-direction, and self-control, and of being imaginative and creative.
Douglas McGregor
Theory X versus Theory Y
Organizations are social systems:
There is a formal system and an informal system. The next leader usually comes from the informal system.
Largest public organization
US Government
The Hawthorne Studies
Western Electric Plant, Chicago Elton Mayo, testing influence on light with regards to productivity Results, people will act differently when they know they're being studied
Diagnostic skills
ability to identify, analyze, and solve a problem
Organizing
arranging tasks, people, and other resources to accomplish the work -how the company groups activities and resources
motion studies
broke down each worker's jobs into basic physical motions
Effectiveness
choosing and accomplishing the right goals(doing the right things)
databases
computerized collections of interrelated files
administrative management
concerned with managing the total organzation
conceptual skills
consist of the ability to think analytically, to visualize and organization as a whole and understand how the parts work together
human skills
consist of the ability to work well in cooperation with other people to get things done
technical skills
consist of the job-specific knowledge needed to perform well in a specialized field
top level managers need
diagnostic and political skills (as well as the others)
sustainability
economic development that meets the needs of the present without compromising the ability of future generations to meet their own needs
classical viewpoint
emphasized finding ways to manage work more efficiently
behavioral viewpoint
emphasized the importance of understanding human behavior and of motivating employees toward achievement
scientific management
emphasized the scientific study of work methods to improve the productivity of individual workers
Jeffery Pfeffer and Robert Sutton
evidence based management is based on the belief that "facing the hard facts about what works and what doesn't, understanding the dangerous half truths that constitute so much conventional wisdom about management and rejecting the total nonsense that too often passes for sound advice will help organizations perform better.
Frederick taylor
father of scientific management theory, 1911 austian iron mines
Innovation
finding ways to deliver new or better goods or services
Robert Katz
found that through education and experience managers acquire three principal skills
Organization
group of people working together in a structured fashion to achieve a goal
Mid level manager(book def)
implement the policies and plans of the top managers above them and supervise and coordinate the activities of the front line managers
Edwin Sutherland
invented the term "white collar crime"
Front line managers(book def)
make short-term operating decisions, directing the daily task of the non managerial personnel
Efficiency
making the best use of resources(doing things right)
Henry Mintzberg
managers are engages in un-patterned behaviors -a manager relies more on verbal than on written communication -a manager works long hours at an intense pace -a manager's work is characterized by fragmentation, brevity, and variety
interpersonal roles
managers interact with people inside and outside their work units (figurehead leaders and liaison activities)
informational roles
managers receive and communicate information with other people inside and outside of the organization(monitor, disseminator, and spokesperson)
decisional roles
managers use information to make decisions to solve problems or take advantage of opportunities
Controlling
monitoring performance, comparing it with goals, and taking corrective action as needed.
Leading
motivating, directing, and otherwise influencing people to work hard to achieve the organization's goals -getting work done through others
The link between satisfaction and performance
never been proven
Political skill
power base, support the position, always on the cusp of change
project management software
programs for planning and scheduling the people, costs, and resources to complete a project on time
State of Florida's major revenue comes from
property taxes
Management after 1800s
relatively early study
behavioral science
relies on scientific research for developing theories about human behavior that can be used to provide practical tools for managers
functional manager
responsible for just one organizational activity
general manager
responsible for several organizational activities
Staff managers
responsible for support
Management
set of activities including planning, leading, organizing, and controlling, which is aimed at an organization's human, financial, physical, and information resources with the aim of achieving organizational goals and objectives in an effective and efficient manner.
Planning
setting goals and deciding how to achieve them
Bank wiring room study
showed that an organization is a social system and people respond to their social environment
entrpreneur
someone who sees a new opportunity for a product or services and launches a business to try to realize it
intrapreneur
someone who works inside an existing organization who sees an opportunity for a product or service and mobilizes the organization's resources to try to realize it.
core competency
something you do better than anyone else
Lower level managers need
technical, interpersonal and conceptual skills
text messages and documents transmitted over a computer network
Competitive advantage
the ability of an organization to produce goods or services more effectively than competitors do, therefore outperforming them
quantitative management
the application to management of qualitative techniques, such as statistics and computer simulations.
internal locus of control
the belief that you control your own destiny
E-commerce
the buying and selling of goods or services over computer networks
Internet
the global network of independently operation but interconnected computers, linking hundreds of thousands of smaller networks around the world.
knowledge management
the implementing of systems and practices to increase the sharing of knowledge and information throughout and organization
