Course Flashcards
Henry Fayo 4 functions of managers
planning, organizing, leading, controlling
3 kind of managers
top managers, middle managers, first-line managers
management definition
process of getting things effectively (achieving roles) and efficiently (low wasted resources)
some goals in the role of manager
find the uniqueness of each person transform motivation into goals communicate and explain focus on strengths adapt to changes
Hersey and Blanchard theory
readiness theory = extent to which people have the ability and the willingness to accomplish a specific task
leader ?
someone who can influence others and who has managerial authority
four leadership styles
telling, selling, participating, delegating
transformational leadership
stimulates to achieve extraordinary outcomes
transactional leadership
leads by using social exchanges or transactions
charismatic leaders
someone whose personality and action influence people to act in a certain way
emotional intelligence by Goleman
self-awareness, empathy, social skills, self-regulation, motivation
2 kinds of conflicts management
dysfunctional (destructive) and functional (constructive)
stages of group development
role, norms, conformity (pressures to conform), status
goal setting theory
specific goals increase performance and difficult goals too
reinforcement theory
behavior is a function of its csq
job enlargement
horizontal expansion of a job by increasing job scope
job enrichment
vertical expansion by adding planing and evaluation responsibilities
equity theory (Adams)
compare one’s job input-outcomes ratio with others and correct inequity (distributive justice)
expectancy theory (Vroom)
individual tends to act on the expectation of the outcome of this act (performance-reward linkage)
current alternative work
teleworking, flexitime, job sharing
intrinsic and extrinsic motivations
intrinsic : own sake, extrinsic : social rewards or acquire material
mechanistic and organic structure
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traditional organizational designs :
simple structure, bureaucracy; functional structure, divisional structure
team structure :
employee teams design and do work in the way they think is best, but held responsible for all performances
matrix structure :
assign specialist from different departments to work on projects being led by a project manager
project structure :
employees take their specific skills and experience to concretize projects
boundaryless organization :
eliminate the chain of command, replace departments by empowered teams
network organization :
the company concentrates on what it does best and contracts other companies that do the other activities best
learning organization :
employees continuously acquire new knowledge and apply it
internal collaboration and external collaboration
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three phases in HRM process
recruitment, orientation and employee training, how to keep good employees (employee performance management, compensations and benefits)
2 types of training :
general and specific training
type of changes :
changing structure, changing technology, changing in people
the calm water metaphor (Kurt Lewin)
unfreezing, changing, refreezing
organizational development :
employees themselves formulate the change that is required and implement it, usually with the help of a consultant
changing process :
starting from scratch
identity what the orga does best
assessing process that add value to the orga
reorganize
corporate social responsibility
business intention to do the right things and act in ways that are good for society
green management
consider the impact of the orga on the natural evt
by legal approach : respect law
market approach : preferences of customers
stakeholder approach
activist approach: protect earth
individual characteristics that prevent the company from being socially responsible
ego strength, locus of control
Nohria four drives in a company
acquire and compare
bond
comprehend (more motivated by a job that teaches us stg)
defend (fair environment, decrease hierarchy)
Matsushita SMILE acronym
Specialty Management ability International flexibility Language facility Endeavour (= effort)
Ghoshal & Bartlett theory
a strategic change must include a structural change
- -> shared vision + particular role to play
- -> encourage individual perspective (bottom-up ideas) and communication
- -> importance of HRM
- -> develop behaviors (horizontal logic)
Role of leader among Duck
dealing with the dynamic of change, the wishes of every worker so that the climate of the firm changes in parallel of the structure
Gary Hamel about management innovator
- commit to a big problem
- challenge its management orthodoxies
- find new principles thanks to the power of analogy
innovation must ?
be systemic and be part of an ongoing program
