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organization

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

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management

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

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organizational performance

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measure of how efficiently and effectively managers use available resources to satisfy customers and achieve organizational goals

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efficiency

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

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what are the essential managerial tasks

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planning organizing leading controlling

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planning

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choose appropriate organizational goals and courses of action to best achieve those goals

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organizing

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structuring working relationships in a way that allows organizational members to work together to achieve organizational goals

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leading

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

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controlling

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

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strategy

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

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leadership involves:

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

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department

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

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first-line manager

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manager who is responsible for the daily supervision of nonmanagerial employees

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middle manager

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

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top manager

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manager who establishes organizational goals, decides how departments should interact, and monitors the performance of middle managers

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top management team

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a group composed of the CEO, the COO, and the vice presidents of the most important departments of a company

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conceptual skills

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ability to analyze and diagnose a situation and to distinguish between cause and effect

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human skils

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

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technical skills

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job-specific knowledge and techniques required to perform organizational role

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restructuring

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

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outsourcing

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

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empowerment

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

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turnaround management

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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

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challenges for management in a global environment

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1) building a competitive advantage by increasing efficiency 2) maintaining ethical and socially responsible standards 3) managing diverse workforce

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personality traits

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enduring tendencies to feel, think, and act in certain ways

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big 5 personality traits

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1) extraversion 2) negative affectivity 3) agreeableness 4) conscientiousness 5) openness to experience

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extraversion

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tendency to experience positive emotions and moods and to feel good about oneself and the rest of the world

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negative affectivity (neuroticism)

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tendency to experience negative emotions and moods, to feel distressed, and to be critical of oneself and others

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agreeableness

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tendency to get along well other people, friendly

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conscientiousness

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tendency to be careful, scrupulous, and persevering

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openness to experience

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tendency to be original, have broad interests, be open to a wide range of stimuli, be daring, and take risk

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internal locus of control

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tendency to locate responsibility for one's fate within oneself

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external locus of control

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tendency to locate responsibility for one's fate outside forces and to believe one's own behavior has little impact on outcomes

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self-esteem

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degree to which individuals feel good about themselves and their capabilities

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managers who are high on openness to experience are likely to:

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take risks and be innovative in their planning and decision making

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terminal value

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lifelong goal or objective that an individual seeks to achieve

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instrumental value

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mode of conduct that an individual seeks to follow

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norms

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unwritten, informal codes of conduct that prescribe how people should act in particular situations and are considered important by most members of a group or ogranization

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value system

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terminal and instrumental values that are guiding principles in an individual's life

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narcissism

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degree of sense of self-importance and arrogance

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values

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describe what managers try to achieve through work and how they think they should behave

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attitudes

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capture managers' thoughts and feelings about their specific jobs and organizations

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mood

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feeling or state of mind

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emotions

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intense, relatively short-lived feelings

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emotional intelligence

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ability to understand and manage one's own moods and emotions and the moods and emotions of other people

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organizational culture

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shared set of beliefs, expectations, values, norms, and work routines that influence how individuals, groups and teams interact with one another and cooperate to achieve organizational goals

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organizational committment

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collection of feelings and beliefs that managers have about their organization as a whole

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organizational citizenship behaviors

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behaviors that are not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and competitive advantage

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attraction-selection-attrition framework

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explains how personality may influence organizational culture

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culture

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set of shared values, norms, and assumptions that guide people's behavior within a group, business or institution to achieve organizational goals

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values drive behaviors that lead to:

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results

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factors that maintain and transmit organizational culture

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1) values of the founder 2) socialization 3) ceremonies and rites 4) stories and language

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organizational socialization

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process by which newcomer's learn an organization's values and norms and acquire the work behaviors necessary to perform jobs effectively

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stories and language

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behaviors that are valued by the organization and practices that are frowned on such as how people dress, offices, cars, degree of formality

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ceremonies and rites

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formal events that recognize incidents of importance to the organization as a whole

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rites of passage

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determine how individuals enter (socialization), advance within, or leave the organization

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rites of integration

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build and reinforce common bonds among organizational members

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rites of enhancement

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let organizations publicly recognize and reward employees' contributions and this strengthen their commitment to organizational values

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cultural relativism

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right and wrong is dependent on the culture

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decision making

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process by which managers respond to opportunities and threats by analyzing options, and making determinations about specific organizational goals and courses of action

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programmed decision making

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highly routine, virtually automatic decision making that follows established rules or guidelenes

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non-programmed decision making

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no pre-specified course of actions, may use reasoned judgement and intuition

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Classical Decision-Making Model

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prescriptive approach to decision making based on the assumption that the decision maker can identify and evaluate all possible alternatives and their consequences and rationally choose the most appropriate course of action

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administrative model

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approach to decision making that explains why decision making is inherently uncertain and risky and why mangers usually make satisfactory rather than optimum decisions

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bounded rationality

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cognitive limitations that constrain one's ability to interpret, process, and act on information

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risk

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degree of probability that the possible outcomes of a particular course of action will occur

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uncertainity

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unpredictability

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ambiguous information

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information that can be interpreted in multiple and often conflicting ways

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satisficing

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searching for and choosing an acceptable, or satisfactory, response to problems and opportunities, rather than trying to make the best decision

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Steps in Decision-Making Process

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1) Recognize the need for decision 2) Generate alternatives 3) Assess alternatives 4) Choose among alternatives 5) Implement the chosen alternative 6) Learn from feedback

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Benefits of Group Decision Making

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1) diverse ideas 2) different skills and abilities 3) greater acceptance 4) managers can process more information 5) probability of idea implementation increases

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Problems of Group Decision Making

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1) wasted time 2) disruptive conflict 3) intimidation by group leaders 4) group think

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groupthink

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pattern of faulty and biased decision making that occurs in groups whose members strive for agreement along themselves at the expense of accurately assessing information relevant to a decision

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devil's advocacy

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critical analysis of a preferred alternative to ascertain its strengths and weaknesses before its implemented counters groupthink

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5 Principles for Creating a Learning Organization

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1) Develop personal mastery 2) Build complex, challenging mental models 3) Promote team learning 4) Build shared vision 5) Encourage systems thinking

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organizational learning

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process through which managers seek to improve employees' desire and ability to understand and manage the organization and its task environment

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learning organization

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organization in which managers try to maximize the ability of individuals and groups to think and behave creatively and thus maximize the potential for organizational learning to take place

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brainstorming

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group problem-solving technique in which managers meet face-to-face to generate and debate a wide variety of alternatives from which to make a decision

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production blocking can occur because

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group members cannot always simultaneously make sense of all the alternatives being generated, think up additional alternatives, and remember what they were thinking

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nominal group technique

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group members write down ideas and solutions, read their suggestions to the whole group, and discuss and then rank the alternatives

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Delphi technique

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group members do not meet face-to-face but respond in writing to questions posed by the group leader

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1-3-6ing

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brainstorm as an individual, compare answers in a larger group, and then a larger group

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entrepreneurs

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notice opportunities and decides how to mobilize the resources necessary to produce new and improved goods and services

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social entrepreneur

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pursues initiatives and opportunities and mobilizes resources to address social problems and needs in order to improve and well-being through creative solutions

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intrapreneur

answer

manager, scientist, or researcher who works inside an organization and notices opportunities to develop new and improved products and better ways to make them

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characteristics of entrepreneurs

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-high on openness to experience -internal locus of control -high self esteem

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skunkworks

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group of intrapreneurs who are deliberately separated from the normal operation of an organization to encourage them to devote all of their attention to developing new products

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Denver Post: Employee Friendly Workplace Culture Article

answer

Common features of successful workplace cultures include 1) open lines of communication 2) a clear organizational mission 3) careful hiring 4) work-life flexibility 5) competitive pay and benefits 6) fun

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Happy Hour at Work Article

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beer, whisky, and pot are allowed in some workplace environments improves cultures and relaxes office experience creates sense of community, allows them to recruit top employees and reward workers with adult beverages

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Tony Hsieh's radical change at Zappos Article

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got rid of supervisors so employees could self manage and belong to different decision making circles goal is to expand

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20 Ways Zappos Reinforces Its Company Culture

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1) company decides what the corporate culture needs to look like 2) supports that culture through all HR and management work systems

Management Quiz (Chapters 1, 2, & 5) – Flashcards

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