CCT112 Midterm Flashcards
Manager?
- coordinates and oversees the work of other people
- ensures organizational goals can be accomplished
- gets things done
- prepares strategic vision, breaks down vision
Levels of Managtent
- Top Managers: (makes organization-wide decisions, establishes plans, goals all affecting the whole organization)
- Middle Managers: (manage work of first-line managers)
- First-Line Managers: manage work of non-managerial employees
Organization
deliberate arrangement of people to accomplish some specific purpose
- net profit, firms, hospital
Characteristics of Organizations
- Distinct Purpose
- Deliberate Structure
- People
Why are Managers Important?
- critical to get things done
- leads a chain of command
Managment
coordinating, and overseeing work activities of others, so everything is completed efficiently and effectively
Efficiency
doing things right
- getting most output from least amount of input
Effectiveness
doing the right things
- attaining organizational goals
Management Functions
Planning: defining goals, establishing strategies to reach goals, developing plans to integrate and coordinate activities
Organizing: arranging and structuring work to accomplish goals
Leading: working with and through people to accomplish goals
Controlling: monitoring, comparing and correcting work
Mintzberg’s Managerial Roles
Roles: specific actions or behaviours expected of and exhibited by a manager
What did Mintzberg do?
identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision making
Types of Roles
Interpersonal
- figurehead, leader, liason
Informational
- monitor, disseminator, spokesperson
Decisional
- entrepreneur, disturbance handler, recourse allocator, negotiator
Management Skills
Technical Skills
- knowledge and proficiency in a specific field
Human Skills
- ability to work well with other people
Conceptual Skills
- ability to think and conceptualize about abstract and complex situations concerning the organization
Challenges Managers Today into the Future? (6)
Technology
- must get employees on board with new tech
- oversee social interactions and use collaborative tech
Disruptive Innovation
- new products and processes that change the rules of the game
Social Media
- forms of electronic communication where users create online communities sharing ideas, information, personal messages
Ethics
- unethical business practices are seen in the news
- i.e… pharmaceutical firms raising drug prices 500%
- survival depends on building trust w customers, clients, employees
Political Uncertainty
Customer
- wo customer organizations would cease to exist
- demographics have a significant impact on how managers manage
Reality of Work
when u start working u will either manage or be managed
Decision
A choice between two or more alternatives
Decision-Making Criteria (8)
- identify a problem
- identify decision criteria
- factors that are important to resolving the problem - allocate weights to the criteria
- criteria aren’t equally important, decide what weighs more and give priority accordingly - develop alternatives
- list ways to solve the problem - analyze alternatives
- select an alternative
- implement alternative
- evaluate decision effectiveness
- what was the outcome? Was it resolved?
Rational Decision Making
Choices that are logical, consistent, and maximize value
Bounded Rationality
Decision-making that’s rational but limited by an individual’s ability to process information
satisfice
accepting solutions that are “good-enough”
Intuative Decision Making
making decisions based on experience, feelings, and accumulated judgment
Evidence-based Managment
systematic use of the best available evidence to improve management practice
Croudsourcing
decision making approach where you discuss ideas and input from network of ppl outside traditional decision-makers
Types of Decisions
Structured Problems & Programmed Decisions
Structured Problems: straight forward, familiar, easily defined problems
Programmed Decisions: repetitive decisions can be easily handled by routine approach
Tyeps of Programmed Decisions
Procedure: series of steps used to respond to a well-structured problem
Rule: explicit statement tells managers what they can and can’t do
Policy: a guideline for making decisions
Types of Decisions
Unstructured Problems & NonProgrammed Decisions
Unstructured Problems: new or unusual, information is ambiguous or incomplete
Nonprogrammed Decisions: unique and nonrecurring, custom made decisions
4 Styles of Decision Making
directive, analytic, conceptual, and behavioural
Heuristics
“rule of thumb” can help make sense of complex, uncertain, or ambiguous information
Cutting Edge Decision Making:
Design Thinking
approaching management problems as designers approach design problems
- Collaborative, integrative, rational & emotional, out of the box
Cutting Edge Decision Making:
Big Data & AI
- big data is big and complicated data sets
- big data opened the door to the use of artificial intelligence
Big Data
quantifiable data analyzed by data processing
- powerful tool in decision making
Machine Learning
Data analysis that automates analytical model building
Deep Learning
- machine learning uses algorithms
- artificial neural networks simulated brain fucntion
Analytics
Use of mathematics, stats, predictive modelling machine learning to find patterns in data set
Omnipotent View
managers are directly responsible for an organization’s success or failure
Symbolic View
organization’s success or failure is due to external forces outside managers’ control
environments - dynamic or stable
Dynamic: environments change frequently
stable: environments change very little
Specific Environment
part of the environment directly relevant to the achievement of organizational goals
- suppliers, customers, competitors
Organizational Culture
shared values, principles, traditions, ways of doing things influencing how members act and differentiate one organization from the other
Organizational Culture
Shared values, principles, traditions, and ways of doing things influence how members act and differentiate one organization from the other
identifying organizations culture
background check, physical surroundings, HR
6 dimensions of organizational culture
adaptability, attention to detail, outcome orientation, people orientation, team orientation, integrity
Globalization
developing influence or operations in other countries
Nationalism
patriotic ideals and policies glorifying a country’s values
Parochialism (Monolingualism)
- viewing the world through your own perspectives
- inability to recognize differences between people
Ethocentric
view that home country has the best work practices
Polycentric
Managers in the host country know the best approaches
Geocentric
world-oriented view; wants to use best practices from around the globe
Free Market Economy
an economic system where resources are primarily owned and controlled by the private sector
Planned Economy:
economic system where economic decisions are planned by a central government
National Culture—
- values and attitudes shared by individuals from a specific country
- shapes behavior and beliefs about what is important
Global Leadership and Organizational Behaviour Effectiveness (GLOBE)
- Power distance
- Uncertainty avoidance
- Assertiveness
- Humane orientation
- Future orientation
- Institutional collectivism
- Gender differentiation
- In-group collectivism
- Performance orientation
Work Diversity
people in an organization are different from and similar to one another
Surface-level diversity
Differences that may trigger certain stereotypes but that do not necessarily reflect the ways people think or feel
Deep-levl diversity
differences in values, personality, work preferences
Bias
tendency or preference toward a particular perspective or ideology
Prejudice
preconceived belief, opinion, or judgment toward a person or a group of people
stereotyping
judging a person based on a perception of a group to which that person belongs
discriminating
when someone acts out their prejudicial attitudes toward people who are the targets of their prejudice
Glass Ceiling
An invisible barrier that separates women and minorities from top management positions
- lack of mentoring
- sex stereotyping
- perceptions of family–work conflict
Mentoring
an experienced organizational member (a mentor) provides advice and guidance to a less experienced member (a protégé)
Diversity skills training
specialized training to educate employees about the importance of diversity and to teach them skills for working in a diverse workplace
Social obligation
- firm engages in social actions bc of obligations to meet certain economic and legal responsibilities
Classical view
management’s only social responsibility is to maximize profits
Socioeconomic view
managers’ social responsibilities go beyond making profits to include protecting and improving society’s welfare
Social responsiveness
company engages in social actions in response to some popular social need
Social responsibility
A business’s intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society
Green management
managers consider the impact of their organization on the natural environment
Information system for sustainability
Information Systems (IS) have the potential to solve several sustainability issues
- smart cities
Green IS
focuses more on environmental and economic sustainability
Ethics
Principles, values, and beliefs that define right and wrong behaviour
Code of ethics:
formal statement of an organization’s primary values and the ethical rules it expects its employees to follow
Independent social audits
evaluate decisions and management practices in terms of the organization’s code of ethics
Whistle-blower
an individual who raises ethical concerns or issues to others
- Managers retaliating against whistle-blowers could face a ten-year prison sentence
Social entrepreneur
individual or organization that seeks out opportunities to improve society by using practical, innovative, and sustainable approaches
Corporate philanthropy:
can be an effective way for companies to address societal problems
