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Management & Organisation > Chapter 1 > Flashcards

Chapter 1 Flashcards

1
Q

Managers 4 main functions

A
  1. Planning Function
  2. Organisational Function
  3. Leading Function
  4. Controlling Function
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2
Q

Planning Function (3)

A
  • setting goals
  • creating strategies
  • preparation of plans that make different activities work coherently and effectively.

> Functions the most as managers move from lower-level to mid-level management.

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3
Q

Organising Function (3)

A
  • tasks identification and division (scheiden)
  • assignment of tasks to individuals
  • setting reporting and decision- making systems.
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4
Q

Leading Function (3)

A
  • motivating workers and directing others’ actions
  • choosing communication canals
  • solving conflicts.
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5
Q

Controlling Function (3)

A
  • controlling others’ work outcomes
  • checking whether everything is being done as planned
  • compare with previously set goals

> and when necessary undertaking corrective actions.

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6
Q

Management roles can be devided in 3 categories:

Henry Mintzberg and is called
‘Mintzberg’s Managerial Roles’.

A
  1. Interpersonal Roles
  2. Informational Roles
  3. Decisional Roles

Henry Mintzberg and is called
‘Mintzberg’s Managerial Roles’.

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7
Q

3 types of Management Skills developed by Robert Katz:

A
  1. Technical Skill
  2. Human Skill
  3. Conceptual Skill
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8
Q
  1. Technical Skill
A

Application of specialised knowledge, know-how, e.g. think of mechanical engineer, vet, pharmacist

> can not only learned at school, but also developing during the job.

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9
Q
  1. Human Skill
A

Easiness to work in a team, understand others’ behaviours and motives, stimulate others’ actions, ability to communicate and get along with people

> because managers have to get things done trough other people they have to be good at human skills.

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10
Q
  1. Conceptual Skill
A

Mental capability to analyse problems, manage complexity of an issue, decide on solutions and evaluation of possibilities

> plan bedenken en uitvoeren op een creatieve manier intelligent zijn.

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11
Q

Effective or successful managers?

  • Traditional managment
  • Communication
  • Human rescource management
  • Networking
A

Traditional managment: decision making, planning and controlling
Communication: exchaniging routine information and processing paperwork.
Human rescource management: motivating, disciplining, managing conflict, staffing and training.
Networking: socializing, politicing and interacting with outsiders.

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12
Q

What did a study on Managerial Activities found when it comes to effectivity in managing?

A

Succesvolle managers geven het tegenovergestelde van traditionele management, communicatie, HRM en netwerken dan effectieve managers.
Effectieve doen meer aan communicatie en HRM en succesvolle meer aan netwerken communicatie en traditionele.
Een goede manager moet dus goede mensen skills hebben om effectief en succesvol te zijn.

It was investigated in Luthans’ Study of Managerial Activities that effective managers spend most of their time on communication activities (44%) and on human resource management activities (26%). In contrast, successful managers spend almost half of their working time on networking activities (48%) and communication activities (28%). It is understandable that average managers work most of the time on traditional management (32%) and on communication activities (29%).

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13
Q

Defining Organisation Behaviour (OB)

A

Wat mensen doen en hoe hun gedrag effect heeft op de organisatie.

“A field of study that investigates the impact that individuals, groups, and structures have on behaviour within organisations, for the purpose of applying such knowledge toward improving an organization’s effectiveness” (Robbins, Judge “Organisational Behaviour”).

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14
Q

3 levels of behaviours in OB

A

OB: Organisational Behavior

  1. individuals
  2. groups
  3. structures.

> Knowledge about those 3 types of behaviours is necessary to apply actions which make the whole organization function successfully.

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15
Q

EBM

A

Evidence Based Management (closely related to OB)

EBM implies making managerial decision after consideration of

  • scientific facts
  • data
  • conclusions
  • laws.

Managers who apply EBM act like scientists – when they face a problem, they search for scientific information which can give them possible problem solutions, then they apply the most relevant knowledge in order to solve an issue. Of course, intuition is inseparable from decision-making process, but sometimes it overestimates a situation or person. Nevertheless, importance of systematic study and thus EBM cannot be questioned. Use evidence as much as possible to inform your intuition and experience.

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16
Q

What major behavioural disciplines contribute to OB?

A
  • Psychology : INDIVIDUAL
  • Social psychology: GROUP, beïnvloeding door anderen. CHANGE is the key.

Overlapping tussen deze twee: communication, power, conflict, intergroup behaviour.

  • Sociology : GROUP, people in relation to their social environment or culture.
  • Anthropology : ORGANIZATION SYSTEM, studie of societes to learn about human beings and their activities (normen en waarden etc.)
17
Q

OB and Psychology

A
  • Psychology (studies behaviour of individual and micro level) (motivation, job satisfaction etc.) INDIVIDUAL

Overlapping tussen deze met Social Psychology: communication, power, conflict, intergroup behaviour.

18
Q

OB and Social Psychology

A
  • Social psychology (studies behaviour of individual within a Group, macro level) (behavioral change, attitude change etc.) GROUP, beïnvloeding door anderen. CHANGE is the key.

Overlapping tussen met Psychology: communication, power, conflict, intergroup behaviour.

19
Q

OB and Sociology

A
  • Sociology (studies groups, societies, organisational systems, how individual acts in relation to a society, macro level) (organisational change and culture etc) GROUP, people in relation to their social environment or culture.
20
Q

OB and Anthropology

A
  • Anthropology (studies societies, groups, cultures, organisational systems, macro level) (comparative values, organizational culture etc.) ORGANIZATION SYSTEM, studie of societes to learn about human beings and their activities (normen en waarden etc.)
21
Q

Absolutes in OB

A

OB concepts, however law-like they can be, must take into account situational factors. Under different conditions different individuals act differently. That is why there are only a few absolutes in OB. Because people are different and complex, one needs to consider OB in a contingency framework. We can say x leads to y but only under conditions specified in z – the contigency variables.

22
Q

Challenges and opportunities for OB

A

A difference between when organization is blooming and when not at management. In good times, understanding how to reward, satisfy, and retain employees is at a premium. In bad times, issues like stress, decisionmaking, and coping come to the fore.

23
Q

Challenges and opportunities for OB

I) Globalisation implications; older people, more women, multicultural. (5)

A

1) More foreign assignments; an assignment in an other country with different values etc.
2) Multicultural work environment; not only national but also international employees, so you have to know about other cultures.
3) Coping with anticapitalism backlash – values and norms, even the economical ones, are not the same everywhere
4) Placing more and more jobs, productions in low-cost labour countries (e.g. China, Taiwan) – managers need to find a balance between organization’s interest in low cost and (corporate) social responsibility.
5) Managing people during War on Terror – e.g. people resign from some businesses, cancel flights because they are afraid of terrorism.

24
Q

Challenges and opportunities for OB

II) Managing work diversity; workforce diversity addresses differences among people within given countries. (women/men, culture, ethnic, physical, psychological) (3)

A

1) Embracing diversity – employees from diverse countries do not give up their cultural values and norms to adapt to the rest of society. Managers need to make them accommodate so they don’t feel isolated or ignored
2) Changing U.S. demographics
3) Implications – Effective managers need to recognize cultural differences and can’t apply the same standards to all employees.

25
Q

Challenges and opportunities for OB

III) Improving quality and productivity (kennen)

IV) Improving customer service (uitleg)

V) Improving people skills; listening etc. (kennen)

VI) Stimulating innovation and change (uitleg)

VII) Coping with “temporariness” (uitleg)

VIII) Working in networked organizations (uitleg)

A

III) Improving quality and productivity

IV) Improving customer service; Management needs to create a customer-responsive culture. Management needs to create a customer-responsive culture.

V) Improving people skills; listening etc.

VI) Stimulating innovation and change; The challenge for managers is to stimulate their employees’ creativity and tolerance for change.

VII) Coping with “temporariness”; organizations continue changes and therefore managers etc. have to cope with that.

26
Q

Challenges and opportunities for OB

IX) Helping employees balance work-life conflicts (uitleg)

X) Creating a positive work surrounding (uitleg)

XI) Improving ethical behaviour (uitleg)

A

IX) Helping employees balance work-life conflicts; 24/7 work, in the car at the beach etc. some feel like they never leave the office. Organizations that don’t help their people achieve work–life balance will find it increasingly difficult to attract and retain the most capable and motivated employees.

X) Creating a positive work surrounding – in this point the notion of positive organizational scholarship needs to be mentioned – it is research area that focuses on fostering strengths rather than eliminating weaknesses. It is all about what is good, the best in employees and the organization itself.

XI) Improving ethical behaviour; Today’s manager must create an ethically healthy climate for his or her employees, where they can do their work productively with minimal ambiguity about what right and wrong behaviors are.

27
Q

Basic OB model bekijken

  • Input
  • Proces
  • Outcomes
A

Input: These variables set the stage for what will occur in an organization
Proces: are actions that individuals, groups, and organizations engage in as a result of inputs and that lead to certain outcomes.
Outcomes : are the key variables that you want to explain or predict, and that are affected by some other variables.

28
Q

Failure learning (4)

A

Failure learning:

1) Heed pressure; if i had more time would i do the same?
2) recognize that failure is not always bad,
3) understand and address the root cause,
4) reward owning up; toegeven.

29
Q

Attitudes and stress

A

Attitudes and stress: evaluations employees make.

Ample evidence shows that employees who are more satisfied and treated fairly are more willing to engage in the above-and-beyond citizenship behavior so vital in the contemporary business environment.

30
Q

Citizenship behavior

A

Successful organizations need employees who will do more than their usual job duties—who will provide performance beyond expectations. More then in the job discription.

31
Q

Withdrawal behavior

A

is the set of actions that employees take to separate themselves from the organization. There are many forms of withdrawal, ranging from showing up late or failing to attend meetings to absenteeism and turnover.

32
Q

Group functioning

A

refers to the quantity and quality of a group’s work output. Function effectively doesn’t mean necessary that there has to be a large output, but also that they stay focused etc.

33
Q

Productivity

A

An organization is productive if it achieves its goals by transforming inputs into outputs at the lowest cost. Thus productivity requires both effectiveness and efficiency. Effective: if it Works and efficiënt: if it costs a little.

34
Q

Survival

A

organizational survival, which is simply evidence that the organization is able to exist and grow over the long term. The survival of an organization depends not just on how productive the organization is, but also on how well it fits with its environment.

35
Q

Dependent variables of Survival (5)

A
  1. productivity
  2. absenteeism
  3. turnover
  4. job satisfaction
  5. deviant workplace behaviour (antisocial behaviour or workplace incivility)
  6. organizational citizenship behaviour
36
Q

Independent variables of Survival

  1. Individual-level variables
  2. Group-level variables
  3. Organisation system-level variables
A
  1. individual-level variables – motivation, perception, ability, values and attitudes, personality and emotions, individual decision-making and learning, biographical characteristics
  2. group-level variables – conflict, communication, group decision making, leadership and trust, group structure, conflict, power and politics, work teams
  3. organisation system-level variables – organizational culture, organization structure and design, human resource policies and practices.

Management & Organisation (11 decks)

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