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Management

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Getting work done through others - everyone enabled to do what they do well

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Efficiency

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Getting work done with minimal effort, expense, or waste

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Effectiveness

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Accomplishing tasks that help fulfill organizational objectives

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Fayol's 4 functions of being successful

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Planning, organization, leading, controlling

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Top Managers

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CEO - Chief Executive Officer CFO - Chief Financial Officer CIO - Chief Information Officer COO - Chief Operating Officer

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Top Managers Responsible for:

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Direction, context for change, long-range mission, employee commitment, ownership of performance, positive culture, impart values, monitor business environments, link external and internal world

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Middle Manager

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Plant, regional, divisional,

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Middle Manager Responsible for:

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Setting objectives consistent with top's goals planning & implementing strategies to achieve goals Coordinate and link groups/depts/divisions Monitor and manager performance of subunits Implement the changes from Top

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First Line Managers

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Office, Shift, Department DO NOT supervise other managers Monitor and teach entry level Scheduling Short term plans

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Team Leader Managers

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Facilitate team activities, at service of group, bring resources to team, show team how to think about job, foster good relationships/address problematic ones

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Interpersonal Managerial Roles

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Face to face communication with others Figurehead - represent the company Leader - motivate/encourage workers Liaison - Deal with people outside their unites

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Informational Managerial & 3 Roles

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Obtaining and sharing information (40% of their time) Monitor - scan environment for information, contact others for information, receive information Disseminator - Share information with everyone Spokesperson - Share to outside (shareholders, board, media)

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Decisional Managerial & 4 Roles

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Entrepreneur Role - Adapt themselves, subordinates, and units to change Disturbance Handler Role - Respond to severe pressures/problems that need immediate action - if not handled, will get worse

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Technical Skills

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Specialized procedures, techniques, and knowledge required to get the job done Most important for team leads/first line managers & becomes less important rising through ranks

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Human Skills

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Ability to work well with others Front Managers work with people 57% of the time; Middle 63%; Top 78%

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Conceptual Skills

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See organization as a whole, understand how different parts affect each other and recognize how company fits in environment - importance increases rising through ranks

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Motivation to Manage

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An assessment of how enthusiastic employees are about managing work of others

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10 Mistakes Managers Make

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Insensitive to others (bully) Cold, aloof, arrogant Betray trust Overly ambitious (play politics) Specific Performance problems Over-managing (unable to delegate) Unable to staff effectively Unable to think strategically Unable to adapt (to a boss with a different style) Over-dependant on mentor (can't do anything alone)

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Arrivers vs. Derailers

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Arriver - managers make it to the top Derailers - Successful early on, knocked off management track at upper and middle levels because of the 10 mistakes managers make (possessing 2+)

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Transition to Management

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Initial Expectations - Be the boss; formal authority; manage tasks not people After 6 Months - Expectations were wrong; fast pace/heavy workload; problem solver and trouble shooter After 2 Year - No longer a 'doer' (able to delegate); communication, listening, positive reinforcement; adapt and control stress; people development

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Employment Security

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Employees can innovate and increase productivity without fear of loss of jobs - ultimate form of company investment

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Selective Hiring

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Hire most talented person available

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Self-Managed Teams and Decentralization

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Own hiring, purchasing, job assignments, and production; increased employee commitment and creativity; Decentralization allows employees who are closes to the problem make the decisions

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High wages contingent on performance

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Sharing in financial rewards keeps employees around; view business in the long-run

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Training and Skill Development

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Investing in employees

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Reduction of Status Differences

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Everyone is equal; no reserved parking, same cafeteria for all ranks, etc.

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Sharing information

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If employees are to make long-term decisions, they need to know the information

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Sumer

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Modern Iraq 8000-3000BCE Owned and traded goods using tokens made of clay to calculate quantities and store data

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Ancient Egyptians

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Needed planning, organizing, controlling during the building of pyramids

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Scientific Management

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Thoroughly studying and testing different work methods to identify the best, most efficient way to complete a job 75% science; 25% common sense

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Frederick W Taylor's Four Principles of Managment

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1856-1915 1. Develop a science for each element of a man's work 2. Scientifically select and train, teach, and develop the workman 3. Heartily cooperate with the men to ensure all work being done in accordance to science 4. Equal division of work and responsibility between management and workmen

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Frank Gilbreth

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1868-1924 Developed Motion Study - Breaking each task into its separate motions; eliminating unnecessary/repetitive Invented Micro-Chronometer - Large clock recorded time 1/2000 of a second; attach a strobe light to worker's hands to identify direction and sequence of key movement

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Time Study

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Timing how long it takes good workers to complete each part of the job. Standard Time created; pay was contingent on standard time.

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Lillian Gilbreth

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1878-1972 First woman to receive PhD in industrial psych Concerned about human side of work - originated ways to improve office communication, incentive programs, job satisfaction, management training Convinced Government to exact safety, workplace ergonomics, and child labor laws

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Henry Gantt

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1861-1919 Gantt Chart - visually indicates what tasks must be completed at which times in order to complete a project

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Max Weber

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1864-1920 Bureaucratic Management - the exercise of control on the basis of knowledge. Chosen by knowledge, expertise, and experience

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Elements of Bureaucratic Organizations (7)

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Qualification Based Hiring Merit-Based promotions Chain of Command Divison of Labor Impartial application of rules and procedures Recorded in writing Managers separate from Owners

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Henri Fayol

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1841-1925 "The success of an enterprise generally depends much more on the administrative ability of its leaders than on their technical ability" Small amount of knowledge on everything, not an expert on anything

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Fourteen Principles of Management (Fayol)

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Division of work Authority and Responsibility Disciple and clearly defined rules Unity of command (each employee reports to one boss) Unity of Direction (one person and one plan) Subordination of individual interests to general interests Renumeration - don't under/over pay employees Centralization - Strike balance between centralization and decentralization Scalar Chain - Communication should follow vertical chain of authority Order Equity Stability of tenure of personnel (low turnover rate) Initiative Esprit de corps - strong sense of morale/unity

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Human Relations Management

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Management focuses on people - the psych and social aspects of work; efficiency alone is not enough - organizational success depends on treating workers well

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Mary Parker Follett

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1868-1933 Conflict - the appearance of difference, difference of opinions, of interests

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Domination in Conflict

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An approach to dealing with conflict in which one party satisfies its desires and objectives at the expense of the other party's desires and objectives

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Compromise in Conflict

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An approach to dealing with conflict in which both parties give up some of what they want in order to reach agreement on a plan to reduce or settle the conflict

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Integrative Conflict Resolution

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An approach to dealing with conflict in which both parties indicate their preferences and then work together to find an alternative that meets the needs of both

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Elton Mayo

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1880-1948 Hawthorne Studies - Effects of lighting levels and incentives on employee productivity - Human factors related to work were found to be more important than physical conditions

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Chester Bernard

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1886-1961 Defines organization as - a system of consciously coordinated activities or forces of 2+ persons The extent to which people willingly cooperate depends on how workers perceive executive authority

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Zone of Indifference

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Acceptance of managerial authority is automatic. These requests must be understood, consistent with the purpose of the organization, compatible with people's personal interests, can actually be done

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Operations Management

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Managing the daily production of goods and services. Uses quantitative/mathematical approach to find ways to increase productivity, improve quality, manage/reduce cost

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Information Management

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Organizations have pushed for and quickly adopted new information technologies to reduce cost, increase speed in which they can acquire, retrieve, or communicate information E.g. - Gutenberg cut costs by 99.8%

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Systems Management

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System - Set of interrelated elements or parts that function as a whole; composed of subsystems

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Synergy

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Two or more subsystems working together to produce more than they can working apart

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Closed systems

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Function without interacting with their environments

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Open Systems

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Systems that can sustain themselves only by interacting with their environments, on which they depend their survival

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Contingency Management

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No universal management theories and the most effective management theory/idea depends on the kinds of problems and situations managers are facing at a particular time and place

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Renumeration

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Incentive for employees E.g. - Stock options, raises

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External Environments

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All events outside a company that have the potential to influence/effect it

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Environmental Change

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The rate at which a company's general and specific environments change

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Stable Environments

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The rate of environmental change is slow

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Dynamic Environment

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An environment in which the rate of change is fast

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Punctuated Equilibrium Theory

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Theory that companies go through long periods of stability, followed by short periods of dynamic, fundamental change

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Environmental Complexity

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The number and intensity of external factors in the environment that affect organizations

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Simple Environments

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Few environmental factors that affect organizations

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Complex Environments

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Many environmental factors that affect organizations

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Resource Scarcity

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The abundance or shortage of critical organization resources in an organization's extern environment

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Uncertainty

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How well managers can understand/predict the external changes and trends affecting their business

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General Environment

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The economic, technological, sociocultural, and political/legal trends that indirectly affect all organizations

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Specific Environment

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The customers, competitors, suppliers, industry regulations, advocacy groups that are unique to an industry and directly affect how a company does business

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Growing Economy

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More people working, wages growing, consumers have money to spend; Provide an environment favorable to business growth

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Business Confidence Indices

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Show how confident actual managers are about business growth

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Technology

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The knowledge, tools, techniques, used to transform inputs (materials, information, etc.) into outputs (products and services)

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Sociocultural Component

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The demographic characteristics, general behavior, attitudes, and beliefs of people in a particular society

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Political and Legal Component

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Includes the legislation, regulations, and court decisions that govern and regulate business behavior e.g. sexual harassment laws, medical leave act, legalities of hiring/firing, etc.

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Reactive Customer Monitoring

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Identifying and addressing customer trends and problems after they occur

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Proactive Monitoring

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Identifying and addressing customer needs, trends, issues before they occur

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Competitor Component

answer

companies in the same industry that sell similar products or services to customers

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Competitor Analysis

answer

Involves deciding who your competitors are, anticipating their moves, determining their strengths and weaknesses

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Supplier Component

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Companies that provide material, human, financial, informational resources to other companies

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Supplier Dependence

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The degree to which a company relies on that supplier because of the importance of the product

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Buyer Dependence

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The degree to which a supplier relies on the buyer because of the importance of that buyer to the sales

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Opportunistic Behavior

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One party benefits at the expense of the other

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Relationship Behavior

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Focuses on establishing a mutually beneficial, long-term relationship between buyers and suppliers

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Industry Regulation

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Regulations and Rules that govern the practices and procedures of specific industries, businesses, and professions

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Advocacy Groups

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Groups of concerned citizens who band together to try to influence the business practices of specific industries, businesses, and professions

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Public Communications

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Advocacy group tactic that relies on voluntary participation by the news media and the advertising industry to get the message out

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Media Advocacy

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Typically involves framing issues as public issues; exposing questionable, exploitative, unethical practices; forcing media coverage by creating controversy or buying media time

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Product Boycott

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Advocacy group tactic that involves protesting a company's actions by persuading consumers not to purchase its product/service

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Environmental Scanning

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Step 1 of making sense of changing environments; searching the environment for important events or issues that might affect an organization - reduces uncertainty; detect changes before they become a crisis

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Interpreting Environmental Factors

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Step 2 of making sense of changing environments; Determine what factors and issues mean to the organization; (step three) either threats or opportunities - threats: Take steps to protect the company; Opportunities: strategic alternatives for taking advantage to improve company performance

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Cognitive Maps

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Summarize the perceived relationships between environmental factors and possible organizational actions; shows environmental factors, potential actions, and company strengths

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Internal Environment

answer

Trends and events within an organization that affect the management, employees, and organizational culture

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Organizational Culture

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Values, beliefs, attitudes shared by organizational members - affect what people think, feel, and do at work Primary Source - Company founder

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Organizational Stories

answer

Make sense of organizational events and changes and to emphasize culturally consistent assumptions, decisions, and actions

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Organizational Heroes

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Organizational people admired for their qualities and achievements within the organization

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Successful organization culture

answer

based on adaptability, involvement, a clear mission, consistency

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Company Mission

answer

Business's purpose or reason for existing; guide discussion, behavior, environment

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Consistent Organizational Culture

answer

Company actively defines and teaches organizational values, beliefs, and attitudes - consistent with code of conduct

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Changing Organizational Culture (3 Levels)

answer

1. Surface - seen and observed 2. Values and beliefs expressed by people in company 3. Unconsciously held assumptions and beliefs about the company - rarely shared or discussed unless change is attempted

question

Change a corporate culture

answer

using behavior substitution and addition to establish new patterns of behavior

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Behavior Addition

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Process of having managers and employees perform a new behavior

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Behavior Substitution

answer

Having managers and employees perform new behavior in place of an old behavior

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Visible Artifacts

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Visible signs of an organization's culture - office design, dress code, benefits and perks, stock options

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Ethics

answer

Set of moral principles or values that define right and wrong for a person or group

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Ethical Behavior

answer

Behavior that conforms to a society's accepted principles of right and wrong

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Workplace Deviance

answer

Unethical behavior that violates organizational norms about right and wrong

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Production Deviance

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Unethical behavior that hurts the quality and quantity of work produced Leaving early, taking excessive breaks, intentionally working slowly, wasting resources

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Property Deviance

answer

Unethical behavior aimed at the organization's property or products Employee theft, sabotaging equipment, accepting kickbacks, lying about hours

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Political Deviance

answer

Using one's influence to harm others in the company Favoritism, gossiping, blaming coworkers, competing nonbeneficially

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Personal aggression

answer

Hostile or aggressive behavior toward others Sexual harassment, verbal abuse, stealing from coworkers, endangering coworkers

question

Establishing a Compliant Program (7 Steps)

answer

1. Establish standards and procedures 2. Assign upper level managers to be in charge 3. Delegate decision making authority only to ethical employees 4. Encourage employees to report violations 5. Train employees on standards and procedures 6. Enforce standards consistently and fairly 7. Improve program after violations

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Ethical Intensity & 6 Factors

answer

The degree of concern people have about an ethical issue Magnitude of consequences Social Consensus Probability of Effect Temporal Immediacy Proximity of effect Concentration of effect

question

Moral Development

answer

Your decision to be ethical or unethical will be based on your level of ____________________ Preconventional - Make decisions based on selfish reasons Conventional Level - Make decisions that conform to societal expectations PostConventional - People make decisions based on internalized principles

question

5 Stages of Moral Development

answer

1. (pre) - punishment and obedience stage - primary concern to avoid trouble 2. (pre) - Instrumental Exchange - Worry less about punishment and more about doing things that advance your wants and needs 3. - Do what other people are doing 4. - Law and order- whatever the law permits 5. (post) - Social Contract - Society as a whole is better off when the rights of others are not violated 6. (post) - Universal Principle Stage - Depends on your principles of right and wrong

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Principle of Long-Term Self Interest

answer

An ethical principle that holds that you should never take any action that is not in your or your organization's long-term self interest

question

Principle of Personal Virtue

answer

An ethical principle that holds that you should never do anything that is not honest, open, and truthful, and that you would not be glad to see reported in media

question

Principle of Religious Injunctions

answer

An ethical principle that holds that you should never take any action that is not kind and that does not build a sense of community

question

Principle of Government Requirements

answer

An ethical principle that holds that you should never take any action that violates the law, for the law represents the minimal moral standard

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Principle of Utilitarian Benefits

answer

An ethical principle that holds that you should never take any action that does not result in greater good for society

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Principle of Individual Rights

answer

An ethical principle that holds that you should never take any action that infringes on others' agreed upon rights

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Principle of Distributive Justice

answer

An ethical principle that holds that you should never take any action that harms the least fortunate among us; the poor, the uneducated, the unemployed

question

Overt Integrity Test

answer

A written test that estimates a job applicant's honesty by directly asking them what they think or feel about theft, punishment of unethical behavior

question

Personality-Based integrity Test

answer

A written test that indirectly estimates job applicants' honesty by measuring psychological trait

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Codes of Ethics

answer

A Company must communicate its code to others - inside and outside the company; management must develop practical ethical standards and procedures specify to the company's line of business

question

Ethics Training

answer

Sponsor and be involved in ethics and compliance training in order to create an ethical company culture

question

Ethical Climate

answer

1. Act Ethically themselves 2. Top managers active in/committed to company ethics program 3. Put in place by a reporting system that is encouraging

question

Whistleblowing

answer

Reporting others' ethics violations to management or legal authorities

question

Model of Ethical Decision Making

answer

Identify the problem Identify the constituents Diagnose the situation Analyze your options Make your choice Act

question

Social Responsibility

answer

A business's obligation to pursue policies, make decisions, and take actions that benefit society

question

Shareholder Model

answer

A view of Social Responsibility that holds that an organization's overriding goal should be profit maximization for the benefit of shareholders (owners of the company)

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Stakeholder Model

answer

A theory of corporate responsibility that holds that management's most important responsibility long-term survival is achieved by satisfying the interests of multiple corporate stakeholders

question

Stakeholders

answer

Persons or groups with a stake, or legitimate interest in a company's actions

question

Primary Stakeholders

answer

Groups on which the organization depends on for its long-term survival; they include shareholders, employees, customers, suppliers, government, local communities

question

Secondary Stakeholders

answer

Any group that can influence or be influenced by a company and can affect public perceptions about the company's socially responsible behavior; community, special interest groups

question

Economic Responsibility

answer

A company's social responsibility to make a profit by producing a valued product or service

question

Legal Responsibility

answer

A company's social responsibility to obey society's laws and regulations

question

Ethical Responsibility

answer

A company's social responsibility to not violate accepted principles of right and wrong when conducting its business

question

Discretionary Responsibilities

answer

The social roles that a company fulfills beyond its economic, legal, and ethical responsibilities

question

Social Responsiveness

answer

A company's strategy to respond to stakeholders' economic, legal, ethical, or discretionary expectations concerning social responsibility

question

Reactive Strategy

answer

A social responsiveness strategy in which a company does less than society expects

question

Defensive Strategy

answer

A social responsiveness strategy in which a company admits responsibility for a problem but does the least required to meet societal expectations

question

Accommodative Strategy

answer

A social responsiveness strategy in which a company accepts responsibility for a problem and does all that society expects to solve that problem

question

Proactive Strategy

answer

A social responsiveness strategy in which a company anticipates a problem before it occurs and does more than society expects to take responsibility for and address the problem

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