question

organization

answer

group of people working together to achieve a specific purpose

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7 challenges of managers

answer

managing for: 1. competitive advantage 2. diversity 3. globalization 4. information technology 5. ethical standards 6. sustainability 7. personal happiness and goals

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how to gain competitive advantage

answer

being responsive to customers, innovation, quality, efficiency

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e-business

answer

speeds up decision making, conflict and stress causes changes in org. structure, jobs, goal setting, and knowledge management

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4 principal functions of managers

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PLOC: planning, organizing, leading, controlling

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planning

answer

set goals and decide how to achieve them

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organizing

answer

arrange tasks, people and resources to accomplish work

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leading

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motivate, direct, and influence people to work hard to achieve org's goals

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controlling

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monitor performance, compare to goals, correct things if needed

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top managers

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long term decisions about direction of org. establish objectives, policies, and strategies

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middle managers

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carry out the policies and plans of top managers supervise and coordinate activities of first-lin managers

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first-line managers

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short term operating decisions direct daily tasks of non-managers

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functional manager

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responsible for only one organizational activity

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general manager

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responsible for several organizational activities

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Mitzberg's useful findings

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1.managers rely more on oral that written communication 2.long hours w/ intense pace 3.work is fragmented, brief, and various 4. 3 types of managerial roles

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interpersonal roles and examples

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interacting with people in and out of their work unit figurehead, leader, liaison

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figurehead

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manager acting as representative of the firm, symbolic

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liaison

answer

manager acting as a link between one unit and another

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informational roles and examples

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receive and communicate info monitor, disseminator, spokesperson

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monitor

answer

collecting info on behalf of organization

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disseminator

answer

sharing information with subordinates

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spokesperson

answer

speaking on behalf of the organization

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decisional roles and examples

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us info to make decisions to solve problems or take advantage of opportunities entrepreneur, disturbance handler, resource allocator, negotiator

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entrepreneur

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establish new things, bring forth fresh ideas, taking risk to make an empire

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resource allocator

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make decisions about where/what/when to use resources on

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negotiators

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deal with problems when two parties are at odds with one another, negotiate in order to find compromise

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necessity entrepreneurs

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forced to start a business in order to make a living

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opportunity entrepreneurs

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create their business based on a burning desire

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technical skills - what level manager needs this most?

answer

job-specific knowledge needed to perform in specialized field - first-line

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conceptual skills - what level manager needs this most?

answer

analytical thinking, understanding how the part of the organization work together as a whole - top

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human skills - what level manager needs this most?

answer

ability to cooperate with others to get things done - middle

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most valued traits in managers

answer

ability to motivate and engage people ability to communicate global work experience high energy

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evidence based management

answer

using evidence and research to help in decision making

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scientific management

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applies the scientific method to place emphasis on increasing productivity or getting more out of people

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Frederick Taylor and the Gilbreths

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pioneers the scientific management approach

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principles of scientific management

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1. study each part of task 2.select workers with right abilities 3.train workers and give incentives 4. use principles to plan work method

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administrative management

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focuses on rules/guidelines for managing a total organization

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Fayol & Weber

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pioneers of administrative management

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bureaucracy

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organization that is run by a set of rules to outline how things get done

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5 positive Bureaucratic features

answer

1.heirarchy of authority - bosses 2.rules and procedures - everyone follows 3.division of labor - aware of who is in charge of what tasks 4.impersonality - all people w/ same title held to same expectations 5.careers based on merit - promoted based on skills and performance

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downside of scientific and administrative management

answer

very mechanistic - people treated/viewed as machines not humans

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behavioral viewpoint

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recognizes that human have needs, and those needs can be used to motivate employees in the org.

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Munsterberg, Follett & Mayo

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pioneers of behavioral viewpoint

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principles of behavioralism

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1. pair people with best jobs for them 2. give people the conditions they need to do best work 3. influence employees to follow management's wants 4. org's should be communities 5. manager/worker communication and compromise 6.give workers a sense of control over their work

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Hawthorne effect

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employees work harder if they are given attention and think their welfare matters to managers

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Maslow

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1. involved in the behaviorism approach 2. hierarchy of needs 3. lower level needs have to be fulfilled before higher can be achieved

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hierarchy of needs in relation to management

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managers can provide opportunities, incentives, to help satisfy their needs through their job tasks

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McGregor

answer

can up with theory x and y - not actually theory...more like approaches

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theory x

answer

assumption that people don't want to work

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theory y

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assumption that people do want to work

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self-fulfilling prophecy

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if you have the idea and assumption that people are going to behave a certain way, they usually conform to that expectation of manager

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behavioral science (organizational behavior)

answer

use research, develop theories about behavior that can be practical tools for managers

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quantitative viewpoints

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application of mathematical techniques to solve management problems

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management science

answer

use math models to help decision making/strategy planning

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operations management

answer

using math to aid in the decision making about manufacturing

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systems approach

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reviewing organization as a system and as a collection of system

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4 parts of system

answer

inputs, transformational processes, outputs, feedback

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open systems vs closed systems

answer

open - interactive w/ its environment close - limited interaction w/ environment

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contingency viewpoint

answer

emphasis on choosing the appropriate managerial approach

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quality control

answer

strategize to minimize errors by managing each stage of production

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quality

answer

ability of a product/service to totally meet customer needs

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Total quality management

answer

TQM- complex, comprehensive process, continuous quality improvement

question

TQM principles

answer

continuous improvement get all employees involved listen/learn from customers and employees accurate standards to id/eliminate probs

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learning organization

answer

actively handles and spreads knowledge within org. and modify behavior to reflect new knowledge

question

build a learning org

answer

1. commit to learning 2. generate ideas with impact 3. disseminate ideas within org

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stakeholders

answer

ppl/groups whose interests are affected by org's activities can be internal/external -have enforceable claim in the org

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internal stakeholders

answer

have stake in org and are in org....employees, owners and board

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stockholders

answer

the owners of firms who put in the capital

question

board of directors

answer

oversees managers to make sure the stockholders interests are being acted upon

question

external stakeholders: 2 types

answer

the task environment and general environment

question

task environment

answer

customers, competitors, suppliers, distributors, strategic allies, government regulators, special interest groups, unions & associations, local communities, financial institutions, mass media

question

special interest groups

answer

groups that try to influence specific issues: PETA

question

general environment

answer

forces/developments that impact all firms - international forces, economic forces, technological forces, sociocultural forces, demographic forces, political-legal forces

question

ethical dilemma

answer

decision between beneficial/illegal or unethical options

question

ethics

answer

standard of right and wrong

question

values

answer

deeply held personal beliefs and attitudes that influence behavior

question

4 approaches to ethical dilemma

answer

utilitarian, individual, moral-rights, justice

question

utilitarian approach to ethics

answer

goal is doing the greatest good for the greatest amount of people/maximize total happiness

question

individual approach to ethics

answer

goal is the best long term decision for individual - can lead to everyones' self interest

question

moral-rights

answer

guided by respect for human rights

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justice

answer

guided by respect for impartial standards....everyone equal and everything fair

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SOX

answer

established requirements for proper financial record keeping for public companies...penalties defined as well

question

Kohlberg's theories

answer

cognitive moral development

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level 1 of Kohlberg's theory

answer

preconventional - follows rules to avoid getting in trouble

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level 2 of Kohlberg's theory

answer

conventional - follows expectations of others...trying to please others

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level 3 of Kohlberg's theory

answer

postconventional - guided by internal values

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how to promote ethics(4)

answer

creating strong ethical climate in the workplace screening prospective employees have ethic codes and training program-rules that everyone is aware of and obey reward ethical behavior! protect whistleblowers

question

social responsibility

answer

corporations are expected to do more than make a profit, benefit the society as well as org.

question

4 levels of social responsibility

answer

economic, legal, ethic, philanthropic

question

2 types of social responsibility

answer

sustainability- green consciousness philanthropy- charitable giving

question

corporate governance

answer

-comes from the board of directors -meant to protect the interests of the owners and stakeholders

Kinicki & Williams, Principles of Management, Chapter 1-3, test 1 – Flashcards

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