Ch. 1 Flashcards
Career readiness
Skills, competencies, aspirations, and goals that advances your career, even in rapidly changing environments
**Intelectual Capital Equation
Intellectual Capital = Competancy x Engagement
Competancy
Your personal talents or job-related capabilities.
Won’t guarantee success
Commitment
How hard you work to apply your talents and capabilities to important tasks
Knowledge Workers
Someone whose mind is a critical asset to employers
Information age is dominated by them
Creative and insightful
Whole mind competencies
Have…
High concept: Creative, good with ideas
High touch: Joyful, good with realtionships
Smart Workforce
Have both technical and human skills, and work in “communities of action” to share tasks and solve problems
Fourth Industrial Age
Unlocking the cloud, mobile internet, automation and robotics, and artificial intelligence as driving forces of change
Tech IQ
The ability to use technology and to stay updated as technology continues to evolve
Critical to build and maintain
Baseline foundation for succeeding in today’s smart workforce
Checking inventory, making sales transaction, ordering supplies, telecommuting, virtual teams
Globalization
The worldwide interdependence of resource flows, product markets, and business competition
The concequences of globalization
The national boundaries hardly count anymore in the world of business
Job Migration
When firms shift jobs from a home country to foreign ones
U.S. is the net loser to job migration
China, India, and Philippines are the net gainers
Reshoring
The shift of manufacture and jobs back home from foreign locations
Ethics
Set moral standard of what is “good” and “right” in one’s behavior
What is a good indicator of ethics in organizations?
The emphasis given to social responsibility and sustainability practices
Integrity and ethical leadership at all levels
Corporate governance
The active oversight of management decisions and performance by a company’s board of directors
Workforce Diversity
Workers’ differences in terms of gender, race, age, ethnicity, religion, sexual orientation, and able-bodiedness
Leaking pipeline problem
When women face obstacles that cause them to drop out of upward career paths
Caused by discrimination
Prejudice
The stage for diversity bias
The display of negative, irrational attitudes toward people who are different from us
Discrimination
When minorities are unfairly treated and denied the full benefits of organizational membership
The glass ceiling effect
An invisible barrier limiting career advancement of women and minorities
Caused by discrimination
Leadership Double Bind
Exihbiting feminie characterists you will be percieved as weak
Exihbiting masculine characterists you will be percieved as weak and a bitch
Implicit bias
aka unconsious bias
an embedded prejudice that is largely unconsious and that results in the discriminatort treatment of others
Free agent and on-demand economy
In this economy, people change jobs often and take “gigs” on flexible contracts with a shifting mix of employers
Shamrock organization
Operates with a core group of full-time long-term workers (first leaf, shrinking and being repalced) supported by others who work on contracts and part-time (second and third, growing and replacing)
Don’t have to pay benefits to everyone
Self-management
Free agent and on-demand economy places a premium on your capacity to do this
The ability to understand oneselft, exercise initiative, accept responsibility, and learn from experience
The early career survival skills
Mastery: Need to be good at something to contribute value
Networking: To know people, get connected, network within and outside organization
Entreprenueriship: Act as if you are running your own business, spot ideas and opportunities, persue things
Tehchnology: Embrace it, stay up to day, and fully utilize it
Marketing: Communicate your personal and work team successes and progresss
Renewal: Learn and change continuously, always improving yourself
Social Networking
The use of dedicated websites and applications to connect people having similar interests
Organization
A collection of people working together to achieve a common purpose
What is the broad purpose of any organization?
To provide goods or services valued to customers and clients
What is a clear sense of purpose tied to?
Quality products and services
Customer satisfaction
Social responsibility
Open system
Transforms resource inputs from the environment (people, information, resources, and capital) into product outputs (finished goods and services)
All organizations are one that interact with their enviornment
This process causes added value to the product
Productivity
The quantity and quality of work performance, with resouce utilization considered
The most common ways to assess performance
Performance effectiveness
an output measure of task or goal accomplishment
Performance efficiency
An input measure of resource cost associated with goal accomplishment
Focus on valuing human capital
THe premium is on high-involvement work setting that rally the knowledge, experience, and commitment of all members
Demise of “command-and-control”
Traditional top-down “do as I say” bosses are giving way to participatory bosses who treat people with respect
Emphasis on teamwork
Organizations are becoming less hiearchial and more driven by teamwork that pools talents for creative problem solving
Preeminence of technology
Developments in computer and information technology keep changing the way organizations operate and how people work
Importance of networking
Organizations and their members are networked for intense, real-time communication and coordination
New workforce expectations
A new generation of workers in less tolerant of hiearchy, attentive to performance merit, more informal, and concerned for work-life balance
Concern for sustainability
Social values call for more attention on the preservation of natural resources for future generations and understanding how work affects human well-being
Manager
A person who supports, activates, and is reponsible for the work of others
Board of directors
aka board of trustees
Supposed to make sure an organization is well run and managed in a lawful and ethical manner
CEO
Chief executive officer
COO
Chief operating officer
CFO
Chief financial officer
CIO
Chief information officer
CDO
Chief diversity officer
Top managers
Guide the performance of the organization as a whole or of one of its major parts
Middle managers
Oversee the work of large departments or divisions
Team leaders
aka supervisors
Report to middle managers and supervise groups of non-managerial workers
Line managers
Directly contibute to producing the organization’s goods or services
Staff managers
Use special technical expertise to advise and support line workers
Functional managers
Responsible for one area, such as finance, marketing, production, personnel, accounting, or sales
General managers
Responsible for complex, multifunctional units
Administrator
A manager in a public or nonprofit organization
Accountability
The requirement to answer to a higher authority and show performance results to a supervisor
Effective manager
Helps others achieve high performance and satisfaction
Quality of worklife
Introduced by the dual concern for performance and satisfaction
The overall quality of human experiences in the workplace
Worklife balance, good coworkers, decent pay and benefits, nice working conditions, environment
The Manager’s Challenge
Accountability flows upward to higher management
Dependency flows downward to work team members
Upside down pyramid view of organizations
Organizations show customers at the top being served by workers who are supported by managers
Top managers support team learders and managers who support the frontline operating workers, who serve the customers and clients
Moral behavior
Acting according to their own morals
Immoral behavior
Acting against a moral standard
Amoral behavior
Unknowingly doing the wrong thing
Stakeholders
Employees/Mgmt (Higher pay, higher benefits)
Owners/Shareholders/Investors (Lower Cost, higher profits)
Customers (Lower prices, higher quality)
Partners/ Suppliers/Vendors
Local Community
Organizational performance
Value creation is a very important notion for organizations
Value is created when an organization’s operations adds value to the original cost of resource inputs
The 4 functions of management
Planning: Setting performance objectives and deciding how to achieve them
Organizing: Arranging tasks, people, and other resources to accomplish the work
Leading: Inspiring people to work hard to achieve high performance
Controlling: Measureing performance and taking action to ensure desired results
Interpersonal roles of a manager
How a manager interacts with other people
Figurehead, leader, liaison
Informational roles of a manager
How a manager exchanges and processes information
Monitor, disseminator, spokesperson
Decisional roles of a manager
How a manager uses information in decision making
Entrepreneur, disturbance handler, resource allocator, negotiator
Management process
Planning, organizing, leading, and controlling the use of resources to accomplish performance goals
Planning
The process of setting goals and objectives and making plans to accomplish them
Organizing
The process of defining and assigning tasks, allocating resources, and providing resource support
Leading
the process of raising enthusiasm and inspiring efforts to achieve goals
Controlling
The porcess of measuring performance and taking action to ensure desired resultes
Agenda setting
Develops action priorities for accomplishing goals and plans
Networking
The process of creating positive relationships with people who can help advance agendas
Social capital
A capacity to get things done with the support and help of others
Skill
The ability to translate knowledge into action that results in desired performance
Learning
A change in behavior that results from experience
Self-awareness
Having a resal, unbiased understanding of our strength and weaknesses
Lifelong learning
Continuous learning from daily experiences
Learning agility
A willingness to grow, to learn, and to have insatiabile curiosity
Conceptual skills
The ability to think analytically and achieve integrative problem solving
Mostly for top level managers
Human skills
The ability to work well in cooperation with other person; emotional intelligence
Equal regarding all manager positions
Technical skills
The ability to apply expertise and perform a special task with proficiency
Mostly for technical skills
Human Skill
aka interpersonal skill
the ability to work well in cooperation with other people
Emotional intelligence
The ability to manage ourselves and our relationships effectively
Conceptual skill
The ability to think analytically to diagnose and solve complex problems
Self Awareness
Blind spot - Known to others, unknown to you
Open area - Known to others and Known to you
The unknown - Unknown to others and unknown to you
Hidden self - Unknown to others, known to you
SWOT analysis
Identitifies individual strengths and weaknesses, as well as enviornmental opportunities and threats
The process of management involves the functions of planning, _______, leading and controlling.
a. accounting
b. creating
c. innocating
d. organizing
d. organizing
An effective manager achieves both high-performance results and high levels of __________ among people doing the required work.
a. turnover
b. effectiveness
c. satisfaction
d. stress
c. satisfaction
Performance efficiency is a measure of the _____________ associated with task accomplishment.
a. resource costs
b. goal specificity
c. product quality
d. product quantity
a. resource costs
The requirement that a manager answer to a higher-level boss for performance results achieved by a work team is called ____________.
a. dependency
b. accountability
c. authority
d. empowerment
b. accountability
Productivity is a measure of the quantity and _____________ of work produced, relative to the cost of inputs.
a. quality
b. cost
c. timeliness
d. value
a. quality
__________ managers pay special attention to the external environment, looking for problems and opportunities and finding ways for the organization to best deal with them.
a. Top
b. Middle
c. Lower
d. First-line
a. Top
The accounting manager for a local newspaper would be considered a _____________ manager, whereas the editorial director for sports would be considered a ____________ manager.
a. general, functional
b. middle, top
c. staff, line
d. senior, junior
c. staff, line
When a team leader clarifies desired work targets and deadlines for members of a work team, they are fulfilling the management function of ________________.
a. planning
b. delegating
c. controlling
d. supervising
a. planning
The process of building and maintaining good relationships with others who may help implement a manager’s work agendas is called ________.
a. governance
b. networking
c. authority
d. entrepreneurship
b. networking
In Katz’s framework, top managers tend to rely more on their __________ skills than do first-line managers.
a. human
b. conceptual
c. decision-making
d. technical
b. conceptual
The research of Mintzberg and others concludes that managers __________.
a. work at a leisurely pace
b. have blocks of private time for planning
c. are never free from the pressures of performance responsibility
d. have the advantages of flexible work hours
c. are never free from the pressures of performance responsibility
When someone holds a negative attitude toward minorities, this is an example of ____________. When a team leader with a negative attitude toward minorities makes a decision to deny advancement opportunities to a Hispanic team member, this is an example of _____________.
a. discrimination, prejudice
b. emotional intelligence, social capital
c. performance efficiency, performance effectiveness
d. prejudice, discrimination
d. prejudice, discrimination
Trends in the new workplace include which of the following?
a. More emphasis by managers on giving orders.
b. More attention by organizations to valuing people as human assets.
c. Less teamwork.
d. Less concern for work–life balance among the new generation of workers.
b. More attention by organizations to valuing people as human assets.
The manager’s role in the “upside-down pyramid” view of organizations is best described as providing ___________ so that workers can directly serve ___________.
a. direction, top management
b. leadership, organizational goals
c. support, customers
d. agendas, networking
c. support, customers
