Chapter 1 Flashcards
Management
The attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources
What do managers do?
1 set objectives 2 organize 3 motivate and communicate 4 measure 5 develop people
Acceptance theory of authority
States that people have free will and can choose whether or not to follow management orders.
1.) Set objectives
Establish goals for the group and decide what must be done to achieve them
2.) Organize
Divide work into manageable activities and select people to accomplish tasks
3.) Motivate and Communicate
Create teamwork via decisions on pay, promotions, etc. , and through communication.
4.) Measure
Set targets and standards; appraise performance
5.) Develop People
Recognize the value of employees and develop this critical organizational asset.
4 management functions
Planning
Organizing
Leading
Controlling
Planning
Select goals and ways to attain them
Organizing
Assign responsibility for task accomplishment
Leading
Use influence to motivate employees
Controlling
Monitor activities and make corrections
Organization
Social entity that is goal directed and deliberately structured
Organizational effectiveness
Providing a product or service that customers value
Organizational efficiency
The amount of resources used to achieve an organizational goal
Management skills
Three categories: conceptual, human, technical
The application of management skills change as managers mover up the hierarchy
Common management failures
- Not listening to customers
- Misinterpreting signals from market
- Not building teams
- Inability to execute strategies
- Fail to comprehend/adapt to change
- Poor communication/interpersonal skills
role
Set of expectations for a managers behavior
Three subcategories of the ten manager roles
Interpersonal
Decisional
Informational
Interpersonal
Figured Head
Leader
Liaison
Decisional
Entrepreneur
Disturbance handler
Resource allocator
Negotiator
Informational
Monitor
Disseminator
Spokesperson
From controller
To enabler
From supervising individuals
To leading teams
From conflict and competition
To conversation and collaboration
From autocratic
To dispersed and empowering
From maintaining stability
To mobilizing for change
Social forces
Aspects of culture that guide and influence relationships among people
Political forces
Influence of political and legal institutions on people and organizations
Economic forces
The availability, production, and distribution of resources
Classical perspective
Emerged during the nineteenth and early twentieth centuries.
Large, complex organizations required new approaches to coordination and control
Three subfield of the classical perspective
Scientific management
Bureaucratic organizations
Administrative principles
Scientific management
Frederick Winslow Taylor
Management decisions would be based on precise procedures based on study
Bureaucracy
A system of administration distinguished by its (1) clear hierarchy of authority, (2) rigid division of labor, (3) written and inflexible rules, and (4) impersonal relationships.
Bureaucratic organizations approach
A systematic approach developed in Europe that looked at the organization as a whole, a subfield within the classical perspective. Max weber, German theorist, introduced most of the concepts.
Behavioral science approach
Draws from psychology, sociology, and other social sciences to develop theories about human behavior and interaction in an organizational setting.
Administrative principles approach
Subfield of the classical perspective that focuses on the total organization rather than the productivity of the individual worker. Major contributor to this approach was a French engineer named Henri Fayol.
Five functions of management identified by administrative principles
Planning Organizing Commanding Coordinating Controlling
Humanistic perspective
Mary Parker Follet & Chester Barnard
Understand human behaviors, needs, and attitudes in the workplace
Contrast to scientific management- importance of people rather than engineering techniques
Empowerment
Facilitating rather than controlling
Hawthorne studies
Human relations played key variable in increasing performance
Employees performed better when managers treated them positively
Human relations movement
Effective control comes from within the employee.
Hawthorne studies
Human resource perspective
From worker participation and considerate leadership to managing work performance
Combine motivation with job design
Maslow and mcgregor
Extended and challenged current theories:
Maslows hierarchy
Mcgregor theory x and y
Behavioral science approach
Scientific methods + sociology, psychology, anthropology, economics to develop theories about human behavior and interaction in an organizational setting
Organizational development
Field that uses behavioral sciences to improve organization
Management science (aka quantitative perspective)
Use of mathematics and statistics to aid management decision making
•enhanced development and perfection of the computer
Operations management
Focuses on the physical production of goods and services
Information technology
Focuses on technology and software to aid managers
Quants
Financial managers who base their decisions on complex quantitative analysis
System thinking
The ability to see the distinct elements of a situation as well as the complexities
System
Set of interrelated parts that function as a whole to achieve a common purpose
Subsystem
Parts of the system that are all interconnected
Synergy
The whole is greater than the sum of its parts
Contingency view of management
Organizational phenomena exists in logical patterns.
Managers devise and apply similar responses to common types of problems.
Total quality management
Strongly associated with Japan.
Integrated high-quality values in every activity.
Elements of quality management
Employee involvement
Focus on the customer
Benchmarking
Continuous improvement
Social media programs
Company online community pages, social media sites, microblogging platforms and online forums
Customer relationship management
Technology used to build relationships with customers
Outsourcing
Contracting functions it activities to other organizations to cut costs
Supply chain management
Managing supplier and purchaser relationships to get goods to customers
