Chapter 2 Flashcards
Bureaucracy
Emphasizes formal authority, order, fairness, and efficiency. It is a rational and efficient form of an organization founded on logic, order, and legitimate authority.
Contingency Thinking
Tries to match management practices with situational demands
Continuous Improvement
Involves always searching for new ways to improve work quality and performance.
Evidence-based Management (EBM)
Involves making decisions based on hard facts about what really works.
Hawthorne Effect
Tendency of persons singled out for special attention to perform as expected.
High-performance Organization
Consistently achieves excellence while creating a high-quality work environment.
Human Relations Movement
Suggested that managers using good human relations will achieve productivity.
ISO Certification
- Indicates conformity with a rigorous set of international quality standards.
- Refine and upgrade the quality of operations (will improve cost and use of time)
Knowledge Management
Process of using intellectual capital for competitive advantage.
Learning Organization
Continuously changes and improves, using the lessons of experience.
Management Science and Operations Research
Use quantitative analysis and applied mathematics to solve problems.
Motion Study
Science of reducing a task to its basic physical motions.
Operations Management
Study of how organizations produce goods and services.
Organizational Behaviour
Study of individuals and groups in organizations.
Self-fulfilling Prophecy
Occurs when a person acts in ways that confirm another’s expectations.
Subsystem
Component of a system.
System
Collection of interrelated parts working together for a purpose.
Total Quality Management (TQM)
Managing with an organization-wide commitment to continuous improvement, product quality, and customer needs.
Define Team
Small group of people with complementary skills, who work together to achieve a shared purpose and hold themselves mutually accountable for performance results
Define Teamwork
Process of people actively working together to accomplish common goals
Common Problems in Teams
- Social loafing
- Poor readiness to work
- Personality conflicts
- Lack of motivation
- Individual differences in work styles
- Conflicts with other deadlines or priorities
- Ambiguous agendas
- Lack of team organization or progress
- Ill-defined problems
- Meetings that lack purpose or structure
- Members coming to meetings unprepared
What is Synergy?
- The creation of a whole that is greater than the sum of its parts
- A team uses its membership resources to the fullest and thereby achieves through collective action far more than could be achieved otherwise
List the different types of groups/teams
- Formal Groups
- Informal Groups
- Cross-Functional Teams
- Virtual Teams
- Self-Managing Teams
Explain Formal Groups
- Teams that are officially recognized and supported by the organization for specific purposes
- Specifically created to perform essential tasks
- Managers and leaders serve “linking pin” roles
Explain Informal Groups
- Not recognized on organization charts
- Not officially created for an organizational purpose
- Emerge as part of the informal structure and from natural or spontaneous relationships among people
- Include interest, friendship, and support groups
- Can have positive performance impact
- Can help satisfy social needs
Explain Cross-Functional Teams
- Members come from different functional units of an organization
- Team works on a specific problem or task with the needs of the whole organization in mind
- Teams are created to knock down “walls” separating departments
Explain Virtual Teams
- Teams of people who work together and solve problems through largely computer-mediated rather than face-to-face interactions
- Sometimes called: Computer-mediated groups, Electronic group networks
- Potential problems of virtual teams:
- Difficulty in establishing good working relationships
- Depersonalization of working relationships
- Potential advantages of virtual teams:
- Savings in time and travel expenses
- Minimization or elimination of interpersonal difficulties
- Ease of expansion
- Guidelines for Managing virtual teams
- Virtual teams should begin with social messaging
- Team members should be assigned clear roles
- Team members must have positive attitudes that support team goals
Explain Self Managing Teams
- Teams of workers whose jobs have been redesigned to create a high degree of task interdependence
- Have also been given authority to make many decisions about how to do the required work on their own
- Also known as autonomous work groups
What is Group Process & Team Effectiveness?
- Achieve and maintain high levels of task performance
- Achieve and maintain high levels of member satisfaction
- Retain viability for the future
Team Effectiveness = Quality of Inputs + (Process Gains - Process Losses)
What are the stages of team development?
- Forming: initial orientation and interpersonal testing
- Storming: conflict over tasks and ways of working as a team
- Norming: consolidation around task and operating agendas
- Performing: teamwork and focused task performance
- Adjourning: task accomplishment and eventual disengagement
What is Norms?
- Behaviour expected of team members
- Rules or standards that guide behaviour
- May result in team sanctions
What is Performance Norms?
Define the level of work effort and performance that team members are expected to contribute to the team task
What is Cohesiveness?
- The degree to which members are attracted to and motivated to remain part of a team.
- Can be beneficial if paired with positive performance norms.
What is the creativity in team decision making?
- Brainstorming: Engages group members in an open, spontaneous discussion of problems and ideas
- Nominal Group Technique: Structures interaction among team members discussing problems and ideas
What is team building?
A sequence of planned activities used to gather and analyze data on the functioning of a team and to implement constructive changes to increase its operating effectiveness
What are characteristics of high-performing teams?
- A clear and elevating goal
- A task-driven, results-oriented structure
- Competent and committed members who work hard
- A collaborative climate
- High standards of excellence
- External support and recognition
- Strong and principled leadership
What are the four guiding principles?
- Develop rules of motion, standardized work implements, and proper working conditions for every job.
- Carefully select workers with the right abilities for the job.
- Carefully train workers and provide proper incentives.
- Support workers by carefully planning their work and removing obstacles.
What are the rules of management?
- Foresight: to complete a plan of action for the future
- Organization: to provide and mobilize resources to implement the plan
- Command: to lead, select, and evaluate workers to get the best work toward the plan
- Coordination: to fit diverse efforts together and ensure information is shared and problems solved
- Control: to make sure things happen according to plan and to take necessary corrective action
What are the key principles of management?
- Scalar Chain: there should be a clear and unbroken line of communication from the top to the bottom of the organization
- Unity of Command: each person should receive orders from only one boss
- Unity of Direction: one person should be in charge of all activities with the same performance objective
What are the human resource approaches?
- Follett’s notion of organizations as communities
- Hawthorne studies
- Maslow’s theory of human needs
- McGregor’s Theory X and Theory Y
- Argyris’s theory of adult personality
What are the attributes of bureaucratic organizations?
- Clear division of labour
- Clear hierarchy of authority
- Formal rules and procedures
- Impersonal applications of rules and procedures
- Career based merit
What are the five levels of human needs?
Physiological Safety Social Esteem Self-actualization
What is the Deficit Principle?
A satisfied need is not a motivator of behaviour.
What is the progression principle?
A need becomes a motivator once the preceding lower-level need is satisfied.
What is Chris Argyris basic beliefs?
Argyris asserts that some classical management principles such as task specialization, chain of command, and unity of direction inhibit worker maturation by discouraging independence, initiative and self-actualization.
What is Fredrick Taylors basic beliefs?
“The principle object of management should be to secure maximum prosperity for the employer, coupled with the maximum prosperity for the employee.”
- There should be one correct way to do a task to allow for maximum efficiency
Attributes of a 21st Century Manager
- Global strategist: understanding the interconnections among nations, cultures and economies
- Master of technology: comfortable with information technology
- Inspiring leader: attracting and motivating workers to achieve a high-performance culture
- Model of ethical behaviour: acting ethically in all ways
Common Characteristics Of High Performance Organizations
- People oriented – value people as human assets
- Team oriented – achieve synergy through teamwork
- Information oriented – mobilizes the latest information technology
- Achievement oriented – focuses on the needs of customers and stakeholders
- Learning oriented – operates with internal culture that respects and facilitates learning
