Exam 1 Flashcards
4 processes of management
Planning, Controlling, Organizing, and Leading
Management
attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources
Planning
Select goals and ways to attain them
Controlling
monitor activities and make corrections
Organizing
assign responsibility for task accomplishment
Leading
use influence to motivate employees
Organizational effectiveness
providing a product or service that customers value
Organizational efficiency
amount of resources used to achieve an organizational goal
Classical Perspective
- early study of management during the 19th and 20th centuries
- development of complex organizations demanded new approaches to command and control
Frederick taylor
father of scientific management
Scientific Management
-focus is on efficiency and labor productivity
Bureaucratic organizations and clear division of labor is…
systematic approach to looking at the organization
-hierarchy
Administrative principles
- focus on total organization
- division of work: specialization
- Scalar chain
Scalar chain
chain of authority extends from top to the bottom of the organization and should include all employees
Humanistic Perspective
understanding human behavior, needs and attitudes
Mayo’s beliefs (hawthorne studies)
- workers should work in groups
- informal and unofficial groups formed at work have a strong influence on the behavior of workers
- Managers should be aware of workers “social needs”
Maslow’s hierarchy of needs (bottom to top)
Safety > Love/belonging > Esteem > Self-actualization
Theory X
is lazy and do bare minimum
Theory Y
Natural for human to do work and mgmt to provide good place to thrive
Theory Z
If you take care of workers on and off job, keep well being focused and be loyal where they are stabilized they will bring in stabilized customers
Behavioral Sciences approach
uses scientific methods and draws from disciplines to develop theories about human behavior in an organizational setting
Systems thinking
see both the elements and the interaction in a system/situation
Contingency view
view each situation as unique and principles are not universal
Total Quality Management
focusing the whole organization on delivering quality and service
The nature of management is to and others
- motivate
- coordinate
Common management failures
- not listening to customers
- unable to motivate employees
- cant build cohesive teams
Manager Activities
- adventures in multitasking
- life on speed dial
New management competencies
- empowering leadership style
- collaborative relationships
- team building skills
The external environment
environment encompasses all elements outside the organization
general environment
outer layer that directly affects organization
task environment
sectors that conduct transactions with the organization
internal environment
elements within the organization boundaries
4 task environments
- customers
- competitors
- suppliers
- labor market
6 general environments
technological, natural, sociocultural, economics, legal/political, international
International (general environment)
new competitors, customers, suppliers and economic power has shifted to china and india
technological (general environment)
has become the tool for doing business
Sociocultural (general environment)
demographic characteristics, norms, customs, values
Economic (general environment)
economic health of the country/region
Legal-political (general environment)
government regulation, state, local, and federal
Natural (general environment)
organizations must be sensitive to the earths diminishing resources
Corporate culture
set of key values, beliefs, understandings, and norms that members of an organization share
four types of corporate cultures
adaptability, achievement, involvement, and consistency
Cultural leadership
articulate a vision for the organizational culture that employees can believe in
Managerial ethics
code of moral principles and values that govern the behaviors of right or wrong
Three domains of human action
domain of codified law, domain of ethics, and domain of free choice
Utilitarian approach
moral behavior produces the greatest good for the greatest number
individualism approach
acts are moral if they promote the individuals long term interest
moral-rights approach
humans have fundamental rights and liberties that cannot be taken by an individuals decision
justice approach
moral decisions must be based on standards of equity, fairness and impartiality
virtue ethics approach
says that moral behavior stems from personal virtues
practical approach
decisions based on prevailing standards of the profession, larger society and stakeholder interests
corporate social responsibility
- distinguishing right from wrong
- make choices that contribute to society as well as the organization
Organizational stakeholders
any group that has a stake in the organizations performance
Sustainability
economic development that generates wealth and meets the needs of current population while preserving the environment for the needs of future generations
Whistle blowing
employee disclosure of illegal, immoral, or illegitimate practices
Goal
is a desired future state that the organization attempts to realize
Plan
is a blueprint for goal achievement and specifies the necessary resource allocations, schedules, tasks
organizational mission
organizations reason for existence
strategic goals
official goals, broad statements describing the organizations future
tactical goals
apply to middle management; the intent of major divisions and departments
operational goals
precise and measurable expectations from work groups and individuals
