Chapter 1 Flashcards
What are organizations?
- Social inventions for accomplishing a common goal through group effort
B). what are social inventions, goal accomplishment and group effort?
A)
what is an infomral group
Social inventions: essential charactreies is the coordintated presence of people
Goal accomplishment: suriviveal as a goal, people must be otivated, work hard and willing to learn flexible
Group effort: Interaction and coordination among team to acheive thier groups
Informal grouping: An informal group is an association created by two or more individuals who come together to satisfy their social, affiliation, and psychological need.
Informal groups are formed on a friendship basis or a common objective unrelated to work
nformal grouping occurs in all organizations because friendships develop and individuals form informal alliances to accomplish work.
what is maanaging OB? and Evidence based Managemen?
art of getting things accomplished in
organizations through others
-> if behavior is predicted and explained, it can be managed
Evidence based maangemt:
Evidence-based management (EBM) is a management approach that emphasizes the use of the best available evidence from multiple sources to make decisions and implement practices within an organization
vidence-based management derives principles from research evidence and trans- lates them into practices that solve organizational problems
What is organziational behavior? and what is the goals of OB
Organizational behaviour refers to the attitudes and behaviours of individuals and groups in organizations. T
- similar to huamn resource maangemtn
Goals of OB:
- Predicting OB
- explainign and Managing OB
Early prespection concering Mannagemnt classicla view vs human relations view:
Classical view
Classical view:
early prescription on management that advocated a high specialization of labour, intense coordination and decision making
scientific management is a theory that applies scientific methods to analyze and determine the most efficient ways to perform work tasks.
Fredric Taylor:
scientific management - using research to determi the optimum degree of specialization and standardization of work tasks (F. Taylor)
Max Weber
bureaucraacy ideal type of organization that included a
- strict chain of command,
- detailed rules,
high specialization and promotion based on technical competence
Human relations:
The human relations movement generally began with the famous Hawthorne studies
Hawthorne studies -> illustrate how psychological and socia processes affect productivity and work adjustment Human Relations Movement - > critique of classical management and bureaucracy that advocated management styles that were more participative and oriented toward employee needs
CONTEMPORARY MANAGEMENT—THE
CONTINGENCY APPROACH
CONTINGENCY APPROACH:
An approach to management that recognizes that there is no one best way to manage and that an appropriate management style depends on the demands of the situation.
What do managers so what are theyre roles?
Informational Role → monitor, disseminator, spokesperson
Interpersonal Role → figurehead, leader, liaison
Decisional Role → entrepreneur, disturbance handler, negotiator, resource allocator
Informational Roles:
Monitor: In this role, managers collect information from various sources to understand the organization and its environment fully. They are always on the lookout for relevant data, whether it’s about internal processes or external events.
Disseminator: As disseminators, managers share the information they’ve gathered with their subordinates and team members. They ensure that everyone has the necessary knowledge to do their jobs.
Spokesperson: Managers act as spokespersons when they represent the company to outsiders. They provide information about the organization’s plans, policies, actions, and results to stakeholders outside the organization.
Interpersonal:
Figurehead: As a figurehead, a manager has a social, ceremonial and legal responsibility, representing the organization at important events and performing symbolic duties that reflect their managerial status.
Leader: In the leader role, managers are responsible for motivating and managing employees. This involves staffing, training, and influencing the team, as well as handling conflicts and ensuring that goals are met.
Liasion: a communciator with other departments and outsie of the organization:
Liaison: Managers also need to create and maintain a network of contacts outside their own teams or departments. As liaisons, they gather information and resources from other groups within and outside the organization to help achieve their goals.
Decisional Roles
Entrepreneur: Managers take on the entrepreneur role when they seek out opportunities for improvement and initiate projects that bring about change. They are responsible for innovation and are willing to take risks to improve their organization.
Disturbance Handler: When conflicts or crises arise, managers must act as disturbance handlers. They step in to resolve the issues and bring the situation back to normal.
Negotiator: As negotiators, managers are involved in discussions and bargaining to reach agreements between different parties, such as during contract negotiations, sales, or labor discussions.
Resource Allocator: In this role, managers decide where the organization’s resources are best applied. This involves budgeting, organizing, scheduling, and the granting of authority to carry out plans.
Managerial agendas:
- Agenda setting
- Networking
- Agenda implementation
Mangers enagage in 4 basic types of activities:
Routine communication. This includes the formal sending and receiving of informa- tion (as in meetings) and the handling of paperwork.
Traditional management. Planning, decision making, and controlling are the primary types of traditional management.
Networking. Networking consists of interacting with people outside of the organiza- tion and informal socializing and politicking with insiders.
Human resource management. This includes motivating and reinforcing, disciplining and punishing, managing conflict, staffing, and training and developing employees.
Managerial minds, and what must itnenraitonal managers must be able to do?
- must be able to sense there is a problem
- peform mental tasks rapidly
syntheize isolated piece of infomration - double check analysis
nternational managers must adapt to cross-cultural differences to successfully interact with potential clients and overseas affiliates
CONTEMPORARY MANAGEMENT CONCERNS
- Diversity
- Employee well being and health
2.Such as job security and work life conflict
- Talent maangemtn and employee engagement
talent managent - process of attracting, devlping and retaiing and utizlign people wiht the requrired skills
work managent- positive work related state of mind
- Corporate social responsibility
