Ch. 1 Flashcards
Organization
a consciously coordinated social unit that functions continuously to achieve a common goal
Manager
Someone who gets things done through other people
Figurehead
Symbolic head; required to perform routine duties of a legal or social nature
Leader
responsible for the motivation & direction of employees
Liaison
maintains a network of outside contacts who provide favors & information
Monitor
receives information; serves as nerve center of internal & external information
Disseminator
transmits information received from outsiders or other employees to members of the organization
Spokesperson
transmits information to outsiders on organization’s plans, policies, actions, & results; serves as expert on organization’s industry
Entrepreneur
searches for opportunities and initiates projects to bring about change
Disturbance Handler
responsible for corrective action when organization faces important, unexpected disturbances
Resource Allocator
makes or approves significant organizational decisions
Negotiator
responsible for representing the organization at major negotiations
What Are the 10 Different Management Roles?
Interpersonal: Liaison Figurehead, Leader
Informational: Monitor, Disseminator, Spokesperson
Decisional: Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator
What Are the 3 Main Management Skills?
technical skills, human skills, & conceptual skills
Technical Skills
the ability to apply specialized knowledge or expertise
Human Skills
the ability to work with, understand, and motivate other people, both individually & in groups
Conceptual Skills
the mental ability to analyze & diagnose complex situations
What Are the Four Main Managerial Activities?
- ) Traditional Management
- ) Communication
- ) Human Resource Management
- ) Networking
Traditional Management
decision making, planning, & controlling
Communication
exchanging routine information and processing paperwork
Networking
socializing, politicking, & interacting with outsiders
How Do Effective Managers Allocate Their Time?
44% Communication
26% Human Resource Management
19% Traditional Management
11% Networking
How Do Successful Managers Allocate Their Time?
48% Networking
28% Communication
13% Traditional Management
11% Human Resource Management
Organizational Behavior
field of study that investigates the impact individuals, groups, & structure have on behavior within organizations, and using that to improve an organization’s effectiveness
Systematic Study of Behavior
- Attempting to attribute causes and effects in relationships
- Basing conclusions on scientific evidence
- Behavior is generally predictable if we know how the person perceived the situation and what is important to him or her.
Evidence-Based Management (EBM)
Complements systematic study; basing managerial decisions on the best available scientific evidence
Psychology
seeks to measure, explain, and sometimes change the behavior of humans & animals
Social Psychology
blends psychology & sociology to focus on people’s influence on one another
Sociology
studies people in relation to their social environment or culture
Anthropology
the study of societies to learn about human beings and their activities
Human Resource Management
motivating, disciplining, managing conflict, staffing, & training
Contingency Variables
situational factors that moderate the relationship between independent & dependent variables.
“It all depends.”
During good economic times, what should managers focus on?
how to reward, satisfy, & retain employees
During tough economic times, what should managers focus on?
stress, decision making, & coping
Networked Organizations
- Becoming more pronounced
- Manager’s job is fundamentally different in networked organizations.
- Motivating & leading online requires different techniques.
Positive Organizational Scholarship
studies how organizations develop human strengths, foster vitality & resilience, and unlock potential
Ethical Dilemmas & Choices
Situations in which an individual is required to identify right and wrong conduct
- Not easily defined
- Organizations distribute codes of ethics.
Inputs
variables like personality, group structure, & organizational culture that lead to processes
- Individual: diversity, personality, & values
- Group: group structure, group roles, & team responsibilities
- Organizational: structure & culture
Processes
the actions that individuals, groups, & organizations engage in as a result of inputs and leads to outcomes
- Individual: emotions/mood, motivation, perception, & decision making
- Group: communication, leadership, power & politics, conflict & negotiation
- Organizational: human resource management & change practices
Outcomes
key variables that help to explain or predict and that are affected by other variables
- Individual: attitudes & stress, task performance, citizenship behavior, and withdrawal behavior
- Group: group cohesion & group functioning
- Organizational: productivity & survival
Stress
an unpleasant psychological process that occurs in response to environmental pressures
Employee Attitudes
the evaluations employees make about objects, people, or events
Task Performance
the combination of effectiveness & efficiency at doing your core job tasks
Citizenship Behavior
discretionary behavior that is not part of an employee’s formal job requirements but that contributes to the psychological & social environment of the workplace
Group Cohesion
the extent to which members support and validate one another at work
Withdrawal Behavior
the set of actions employees take to separate themselves from the organization
What Are the 4 Main Management Functions?
planning, organizing, leading, & controlling
Organizing
determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made
Leading
motivating employees, directing their activities, selecting the most effective communication channels, and resolving conflicts among members
Controlling
monitoring performance, comparing with goals, and potential correcting
Planning
defining an organization’s goals, strategy, and developing plans to coordinate activities
Participative Management
allows employees to participate
• good in some situations, but not all
What are the 3 Interpersonal roles of management?
Liaison, Figurehead, Leader
What are the 3 Informational roles of management?
Monitor, Disseminator, Spokesperson
What are the 4 Decisional roles of management?
Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator
Group Functioning
the quantity & quality of a group’s work output
Organizational Survival
evidence that the organization is able to exist and grow over the long term
Efficiency
the degree to which an organization can achieve its ends at a low cost
Effectiveness
the degree to which an organization meets the needs of its clientele/customers
Productivity
how well an organization achieves its goals by transforming inputs into outputs at the lowest cost
• requires both EFFECTIVENESS and EFFICIENCY
