BMEC Flashcards
Chapter 3
Two perspectives concerning the role that managers play in an organization’s success
or failure have been proposed.
OMNIPOTENT & SYMBOLIC
Maintains that managers are directly responsible for the success or failure of an organization.
Omnipotent
Upholds the view that much of an organization’s success or failure is due to external forces outside managers’
control.
Symbolic
Is the shared values, principles, traditions, and ways of
doing things that influence the way organizational members act.
Organizational culture
Seven dimensions of an organization’s culture have been proposed
- Innovation and Risk-taking
- Attention to Detail
- Outcome Orientation
- People Orientation
- Team Orientation
- Aggressiveness
- Stability
(the degree to which employees are encouraged to
be innovative and take risks)
Innovation and Risk-taking
(the degree to which organizational activities emphasize maintaining
the status quo in contrast to growth)
Stability
(the degree to which management decisions take into
consideration the effect on people within the organization)
People orientation
(the degree to which people are aggressive and competitive
rather than easygoing and cooperative)
Aggressiveness
(the degree to which employees are expected to exhibit
precision, analysis, and attention to detail)
Attention to detail
(the degree to which work activities are organized around
teams rather than individuals)
Team orientation
(the degree to which managers focus on results or
outcomes rather than on the techniques and processes used to achieve
those outcomes)
Outcome Orientation
Strong cultures are found in organizations where key values are intensely
held and widely shared. T OR F
T
One study
found that employees in firms with strong cultures were more committed to
their firm than were employees in firms with weak cultures. Organizations
with strong cultures also used their recruitment efforts and socialization
practices to build employee commitment. TRUE OR FALSE
TRUE
The original source of an organization’s culture is usually a reflection of?
The vision or mission of the organization’s founders.
How Employees Learn Culture?
Through stories, rituals, material symbols,
and language.
Where did employees learn the culture?
Organizational stories
How an Organization’s Culture Continues?
- When a culture is in place, practices help to maintain it.
- Hiring practices reflect the culture in terms of “fit.”
- Actions of top executives help to maintain the culture.
- New employees learn the organization’s way of doing things
through socialization—the process that helps employees adapt to
the organization’s culture.
The process that helps employees adapt to
the organization’s culture.
Socialization
Is a culture where organizational values promote a sense
of purpose through meaningful work that takes place in the context of community.
Workplace spirituality
Five cultural characteristics evident in spiritual organizations:
Strong sense of purpose
Focus on individual development
Trust and openness
Employee empowerment
Toleration of employee expression
Consists of those factors and forces outside
the organization that affect the organization’s performance.
External environment
Includes those external forces that have
a direct impact on managers’ decisions and actions and are directly
relevant to the achievement of the organization’s goals.
Specific environment
Include firms that provide materials and
equipment as well as firms with financial and labor
inputs. Managers seek to ensure a steady flow of the
needed materials, equipment, financial, and labor
inputs at the lowest possible price.
Suppliers
Cannot be ignored by managers.
Changes in social and political movements influence
Pressure groups
The reason for an organization’s
existence, since customers absorb the organization’s
outputs AND represent potential uncertainty,
particularly if their tastes and desires change.
Customers
Are companies with the similar products or services aim to the same market
Competitors
Includes these broad external conditions
that may affect the organization:
General environment
Conditions include the general political stability
of countries in which an organization does business and the specific attitudes that elected officials have toward business. Federal, state, and local governments can influence what organizations can and cannot do.
Political/legal
Conditions include interest rates, inflation rates,
changes in disposable income, stock market fluctuations,
and the general business cycle.
Economic
Including physical characteristics of
a population (e.g., gender, age, level of education,
geographic location, income, composition of family) can
change, and managers must adapt to these changes.
Demographic
Include the changing expectations of
society. Societal values, customs, and tastes can change,
and managers must be aware of these changes.
Sociocultural
Which have changed more rapidly than any other element of the general environment.
Technological
Include global competitors and global consumer markets
Global conditions
Components of the environment change
frequently.
Dynamic environment
Change is minimal
Stable environment
Is the number of
components in an organization’s environment and the extent of an organization’s knowledge about those components.
Environmental complexity
Refers to, ‘the degree to which future states of the world cannot be anticipated and accurately predicted
Environmental uncertainty
who coordinates and oversees
the work of other people so that organizational goals can be accomplished. However,
Manager
lowest level of management
First-line managers
include all levels of management between the first-line level and
the top level of the organization.
Middle managers
include managers at or near the top of the organization who are
responsible for making organization-wide decisions and establishing plans and goals
that affect the entire organization.
Top managers
involves coordinating and overseeing the work activities of others so that
their activities are completed efficiently and effectively.
Management
- Doing things right
- getting the most output for the least input
Efficiency
- Doing the right thing
- attaining organizational goals
Effectiveness
a French industrialist in the early 1900s,
proposed that managers perform five management functions: POCCC
Henri Fayol
involves defining goals, establishing strategies for achieving those goals,
and developing plans to integrate and coordinate activities.
Planning
involves arranging and structuring work to accomplish the
organization’s goals.
Organizing
involves working with and through people to accomplish organizational
goals.
Leading
involves monitoring, comparing, and correcting work performance.
Controlling
refer to specific categories of managerial behavior.
Management Roles.
include figurehead, leadership, and liaison activities.
Interpersonal roles
include monitoring, disseminating, and spokesperson
activities.
Informational roles
include entrepreneur, disturbance handler, resource allocator,
and negotiator.
Decisional roles
Managers need certain skills to perform the challenging duties and
activities associated with being a manager.
Management Skills.
found through his research in the early 1970s that managers need
three essential skills.
Robert L. Katz
are job-specific knowledge and techniques needed
to proficiently perform specific tasks.
Technical skills
are the ability to work well with other people individually
and in a group.
Human skills
are the ability to think and to conceptualize about
abstract and complex situations.
Conceptual skills
is a deliberate arrangement of
people to accomplish some specific purpose.
organization
Without a doubt, management is
needed in all types and sizes of organizations, at all organizational levels,
and in all organizational work areas throughout the world.
Universality of Management.
a. Managers may have difficulty in effectively blending the
knowledge, skills, ambitions, and experiences of a diverse
group of employees.
b. A manager’s success typically is dependent on others’ work
performance.
Challenges
Managers have an opportunity to create a work environment
in which organizational members can do their work to the
best of their ability and help the organization achieve its
goals.
Rewards
Organizations and managers have existed for thousands of years. The
Egyptian pyramids and the Great Wall of China were projects of
tremendous scope and magnitude, requiring the efforts of tens of
thousands of people.
Ancient management
author of the classical economics doctrine “The Wealth of Nations”
Adam Smith
(the breakdown of jobs into narrow, repetitive tasks)
would bring to organizations and society.
division of labor
The introduction of machine powers
combined with the division of labor made large, efficient factories possible.
Planning, organizing, leading, and controlling became necessary activities.
Industrial Revolution
defined as the use of the scientific method to determine the
“one best way” for a job to be done.
SCIENTIFIC MANAGEMENT
the “father” of scientific
management.
Frederick W. Taylor
proceeded to study and
develop their own methods of scientific management.
best known for his experiments in reducing the number of
motions in bricklaying.
Frank and Lillian Gilbreth
devised a classification scheme to label 17 basic hand motions
therbligs
tool to identify unnecessary movement
Microchronometer
This group of writers, who focused on the entire organization, developed more general
theories of what managers do and what constitutes good management practice.
GENERAL ADMINISTRATIVE THEORY
stated the 14 principles of management
Henri Fayol
was a German sociologist who wrote in the early twentieth century.
a. Weber developed a theory of authority structures and described organizational
activity based on authority relations.
b. He described the ideal form of organization as a bureaucracy marked by division
of labor, a clearly defined hierarchy, detailed rules and regulations, and
impersonal relationships.
Max Weber
known as operations
research or management science, uses quantitative techniques to improve decision
making. This approach includes applications of statistics, optimization models,
information models, and computer simulations.
QUANTITATIVE APPROACH TO MANAGEMENT
The field of study concerned with the actions (behaviors) of people at work
organizational behavior
Early OB Advocates
Robert Owen
Hugo Munsterberg
Mary Parker Follett
Chester Barnard
interest in human behavior in organizational settings.
Hawthorne Studies
is a set of interrelated and
interdependent parts arranged in a manner that produces a unified whole.
system
is not influenced by and
does not interact with its environment.
closed system
interacts with its environment .
open system
view that the organization
recognizes and responds to situational variables as they arise.
The contingency approach
Organizational operations are no longer limited by national
borders. Managers throughout the world must deal with new opportunities
and challenges inherent in the globalization of business.
Globalization.
hottest issue that could have negative and positive outcome issue
Ethics
refers to a workforce that is heterogeneous in terms
of gender, race, ethnicity, age, and other characteristics that reflect
differences.
Workforce diversity
the process whereby an individual or group of individuals use
organized efforts to pursue opportunities to create value and grow by fulfilling wants and
needs through innovation and uniqueness, no matter what resources the entrepreneur
currently has.
Entrepreneurship
is a comprehensive term
describing the way an organization does its work by using
electronic (Internet-based) linkages with its key constituencies in
order to efficiently and effectively achieve its goals.
E-business
is the sales and marketing
component of e-business.
E-commerce
involves cultivating a learning culture
where organizational members systematically gather knowledge
and share it with others in the organization so as to achieve better
performance.
Knowledge management
a philosophy of management that is driven by continual
improvement and response to customer needs and expectations.
Quality management
Quality experts of quality management
W. Edwards
Deming
