BOH4M1-1 Flashcards
business leadership U1 fundamentals
who is a manager and organization?
a manager is someone who both sports and is responsible for the work of others. Organizations are a collection of people that work together to serve 3 common characteristics (serve purpose, division of labour, hierarchy of authority)
four functions of management
organizing, planning,leading, controlling
3 skills of managers
human skills, technical skills, conceptual skils
3 levels of managemt
top-leadership, empowerment, coaching
middle- problem solving, team building, talent development
lower level- emotional intelligance and coaching for performance
top level managers
first line- 1)technical 2)human 3) conceptual
middle- 1)human 2) conceptual3)technical
top - 1)conceptual 2)human 3)Technical
Big Five personality traits
openness, conscientiousness, extraversion, agreeableness, neuroticism
six key competencies of a manager
communication, leadership, emotional problem-solving, conflict resolution, decision-making.
managerial communication skills
don’t multi-task, don’t pontificate, use open-ended questions, go with the flow, if you don’t know say you don’t know, don’t equate your experience with others, try not to repeat yourself, stay out of the weeds, listen, be brief
what are ethics
Ethics are the guiding principles by which people make decisions and live their lives. Individual behaviour is often judged as right or wrong, honest or dishonest, fair or unfair, and ethical or unethical.
what is an ethical dilemma
An ethical dilemma arises where a manager is faced with a situation that offers a potential gain or benefit; but choosing to pursue the situation may be considered unfair, wrong, or dishonest.
common forms of ethical dilemmas
(1) human resource issues, discrimination in hiring or promotion, harassment
(2) customer safety issues, e.g. unsafe products and services to gain profits
(3) conflict of interest issues, e.g. bribery or kickback in return for making a decision favourable to the giver
(4) use of corporate resources, e.g. employee using business assets for personal gain, business interest superseding Aboriginal land claims, and environmentally irresponsible choices
process of dealing with an ethical dilemma
Step 1: Identify the Ethical Issues
This first step involves fully identifying the issue or dilemma and completely understanding the situation and why it might be problematic/unethical.
Step 2: Gather the Facts
Step two involves making sure you have all the facts and are able to gather evidence and other information, if required.
Step 3: Evaluate Alternative Actions
Based on the information at hand, the next step revolves around identifying possible alternatives. What are different ways the issue can be dealt with?
Step 4: Make the Decision
This step is selecting the best possible alternative approach, based on the information at hand.
Step 5: Act and Reflect on the Outcome
The last step involves putting the decision into action, and reflecting on the outcome. Sometimes, if the outcome is not satisfactory, this means going back to step 1 or 2 and revisiting the process.
common social responsibility strategies
obstructionist strategy, defensive strategy, accommodating strategy, proactive strategy
Classical management approaches
based on the idea that people work in a rational manner and are mostly driven by economic concerns: they work in the way that will allow them to make the most money.
Scientific management approaches
Based on the work of Frederick Taylor, Scientific Management is based on the concept that it’s the manager’s goal to make as much possible money for the employer and employee.
Administrative management approaches
He believed management could be taught..
He identified 14 principles that he taught to all aspiring managers:
1
Spocialization workers should have specihe tasks
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Authority managerent has the right to give ordars
Discipline penalties if a worker is not pulling their weight
Unity of command a worker should have a single manager to answer ta
5. Unity of direction all should be working torrard the same goal
6. Subordination of individual interests goals of organization come before goals of any one person
7. Remuneration: fair pay
8, Centralization: authority should belong to only a few
9. Scalar chain: ned a clear chain of command
10. Order: clean tidy, safe, efficient workplace
11. Equity: faimess to all employees
12. Personnel tenure: minimize staff turnover
13. Anilative: welcare new ideas from stalf
14,
Esprit de corps: morale is important in the workplace
Bureaucratic management approaches
Largely theorized by Max Weber, this management theory is largely concerned that managers in Germany were in positions of authority because of their social status, not because of their ability. and that organizations weren’t reaching their potential.
Bureaucracy a form of organization founded on logic, order, and legitimate authority.
Filter behaviour management
Organizations are communities; managers and workers work together in harmony; neither group dominates the other.
• No micromanaging
• Decisions are made following discussion.
• The manager’s role is to help people cooperate
• Make every employee feel ownership (ex today: profit sharing)
• Private profits should be considered in relation to public good (today: ethics, corporate social responsibility) ie it’s good for a business to make money, but it should do so without causing any harm!
Hawthorne behaviour management
Illumination Study:
to see if light levels would have an effect
productivity increased if lighting was increased, decreased, or not changed at all.
Relay Assembly Test room Studies:
• to see if worker fatigue affects productivity
selected six women to work in a separate room, and adjusted break times, work weeks etc.
productivity increased regardless of the change that was made. Researchers hypothesized being part of a team, being treated as special (working in a separate room), and having a sympathetic supervisor were the real reasons for the productivity increase.
Maslows hierarchy of needs
Deficit Principle: People act to satisfy “deprived needs” (needs that aren’t yet met).
Progression Principle: Needs exist in a hierarchy; we only worry about meeting a need when the next lower level needs have been met
How does this relate to management?:
If we assume that a business is most productive when workers are creative, inspired, fulfilled and very happy, Maslow’s ideas are important! The basic and psychological needs must be met in order to have workers seeking to fulfill their need for self-actualization.
Think about how each level of need relates to conditions in a workplace, and how these needs could be met.
Macgregor behaviour management
Douglas McGregor thought managers needed to pay more attention to social and self-actualizing needs of people at work. Managers tended to have either Theory X assumptions or Theory Y assumptions. He felt that a manager’s set of assumptions could become a self-fulfilling prophecy.
Quantitative analysis and tools
When some management scholars were looking at human resources approaches to management, others were looking at the usefulness of mathematical and quantitative tools as aids in decision making Management science, or operations research
Organizations as systems
It can be useful to view an organization as an open system. within which are many subsystems.
This view emphasizes that all parts of an organization must work cooperatively
Contingency thinking
Contingency thinking is when management decisions are made after considering the demands of unique situations.
There is NO “one best way” to manage in all situations.
