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management

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

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high performance

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what is the goal of management?

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efficiency

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managers minimize the amount of input resources needed to produce goods/services

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effectiveness

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managers choose appropriate goals and achieve them

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first line manager

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level of manager called a supervisor. Daily supervision of non managerial employees. Work in all departments.

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middle manager

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supervise first line managers. Organize human and other resources to achieve goals. Reduce costs and improve services. Make suggestions for improvement.

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top manager

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manager who is responsible for all departments. Responsible for success or failure of the department. Scrutinized by people in and out.

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conceptual skills

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ability to analyze and diagnose, distinguish cause and effect, focus on the big picture, and focus on the long term

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human skills

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ability to understand, alter, and lead others. Ability to communicate

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technical skills

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job specific skills required to perform a particular type of work at a high level

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restructing

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simplifying, shrinking

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outsourcing

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usually in low cost abroad increases efficiency by lowering cost

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scientific management theory

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late 19th century increasing efficiency of worker task mix job specialization is the best way key individuals: Frederick Taylor and Frank/Lillian Gilbreth

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Frederick Taylor

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father of scientific management theory organize and control the work process to maximize the advantages of job specialization goal: increase efficiency

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time and motion study

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simplified jobs and allowed each worker to perform fewer tasks

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The Gilbreths

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refined Taylor's analysis of work movements. Made contributions to time and motion study by applying management efficiency principles to daily activities with 12 children

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administrative management theory

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turn of the 20th century creating the most efficient and effective organizational structure key concept: the bureaucracy key individuals: Max Weber and Henri Fayol

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Max Weber

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created the Theory of bureaucracy

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bureaucracy

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a formal system of organization and administration designed to ensure efficiency and effectiveness

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behavioral management theory

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first half of 20th century how managers should behave key focus: feelings and thoughts also affect performance key individuals: Mary Follett, Elton Mayo and Fritz Roethlisberger, Douglas McGregor

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Mary Follett

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concerned that Taylor ignored the human side because it 1) didn't involve workers and 2) didn't ask how they felt argued workers know the most about their jobs. Advocated "cross functioning." Took horizontal view of power/authority (which contrast Fayol's vertical chain). Considered radical.

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Hawthorne Effect

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workers attitudes toward managers affect performance

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theory x

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Douglas McGregor's theory that employees are lazy, dislikes work, managers should closely supervise and create strict rules

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theory y

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Douglas McGregor's theory that employees will do what is good, create opportunities, and decentralize authority

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Douglas McGregor

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assumptions about works attitudes and behavior affect managers behavior

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management science theory

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second half of the 20th century key focus: quantitative techniques used make max. use of organizations resources key concept: contemporary extension of scientific management

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organizational environment theory

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second half of the 20th century key focus: how managers control the organizations relationship with it's external environment key concept: open systems and contingency theory

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open system

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1. input stage 2. conversion stage 3. output stage

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stable

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mechanic structure that is centralized authority, verbal communication, and strict rules

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changing

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mechanic structure that is decentralized, horizontal communication, and cross departmental cooperation

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conscientiousness

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careful, perserving

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agreeableness

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likeable, caring

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negative affectivity

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angry, dissatisfied

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openness to experience

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open, flexible

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extroversion

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outgoing, friendly

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internal locus of control

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a personality trait in which people feel they at every much in charge of their own destiny (generally more successful and motivated)

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external locus of control

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a personality trait in which people believe events in their life are due to luck or fate

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need for achievement (nAch)

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prefer to work alone with moderate degree of risk. Desire unambiguous feedback. Money is a weak motivator. Successful entrepreneurs are usually high in this.

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need for affiliation (nAff)

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prefer working with others than alone. Better at attendance records. Better at mediating conflict. Less effective at allocating scarce resources.

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need for power (nPow)

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exercise control of others

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terminal value

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personal conviction about lifelong goals

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instrumental value

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personal conviction about desired modes of conduct or ways of behaving

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emotional intelligence

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ability to understand and manage emotions in ourselves and others

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social contract

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duties organizations must perform to retain society's respect and support

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stakeholders

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various groups of people who may benefit or be harmed by how managers make decisions ex: Milton Freedmon

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utilitarian rule

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ethical decision that produces the greatest good for the greatest amount of people

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moral right rule

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ethical decision that maintains and protects the fundamental right of people (rights to vote, life, safety, privacy, etc)

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justice rule

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ethical decision distributes benefits and burdens in a fair way and impartial way employees who are similar in skill and performance should receive the same pay not based on gender, race, religion, etc

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practical rule

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ethical decision in one a manger could easily share with others

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contingency theory

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there is no one best way

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McCellands learned needed

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secondary needs that come from our childhood experiences, parental styles, and social norms

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proactive approach

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actively embrace the need to behave in socially responsible ways

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accommodative approach

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acknowledge needs to support social responsibility, try to balance different stakeholders, typical approach for large companies

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obstructionist approach

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behave unethically and illegally, attempt to hid behavior, example: tobacco company

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defensive approach

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stay within the law, but have no attempt to stay within social responsbility

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scientific and administrative management

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Which of the following are the two major components of classical management theory?

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Solidering

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________ is the systematic slowdown in work by laborers in order to keep their managers ignorant of how fast the work can actually be done.

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behavioral

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The view of management that stresses understanding the importance of peoples' needs and attitudes within an organization is the basis of the _______.

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good social relationships

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The Hawthorne studies wanted to find what elements in the workers' environment had the greatest effect on worker performance. At the end of the nine-year study, they concluded that ______ had the greatest effect.

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systems theory

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______ used organizations as sets of interrelated parts to be managed as a whole with the purpose of achieving a common goal.

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deming

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______ is known for introducing continuous improvement and statistical process control to improve quality.

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contingency approach

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The phrase "it depends" characterizes the ______.

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contingency theory

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______ involves identifying key variables, understanding their relationships, and recognizing the causes and effects of managerial decisions.

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instrumental value

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Respect for employees, being an open communicator, and commitment to employee well-being are examples of Mark Wilson's __________.

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terminal value

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Wilson's desire to create a new type of customer service business where employees would feel "it's the best job they've ever had" represents a ___________.

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