Exam 1 - Study Guide Flashcards
Definition of a Manager
-o Responsible for achieving organizational objectives through efficient and effective utilization of resources
▪ Organizational performance matter
Manager Resources
- Human, financial, physical, informational
Human Resources
-people; the organization’s most valuable asset
Financial Resources
-money; everything needs money
Physical Resources
-making the products and services; keeping the systems working
Informational Resources
-how you are going to make decisions
Efficient
- working in a well-organized and competent way
Effective
- successful in producing a desired or intended result
Management Functions
- Planning, organizing, leading, controlling
Planning
- setting objectives and determining in advance exactly how the objectives will be met
Organizing
-delegating and coordinating tasks and allocating resources to achieve objectives
Leading
-influencing employees to work toward achieving objectives
Contolling
- establishing and implementing mechanisms to ensure that objectives are achieved
Levels of Managers
- Top, middle, first-line
Top Managers
-CEO, president, vice-president
Middle Managers
-sales manager, branch manager, department head
First-Line Managers
-crew leader, supervisor, head nurse, office manager
Situational Management Analysis
- Capability
- Management Styles
Ability
- knowledge, experience, education, skills, and training to do a job without direction
Motivation
- do they have the confidence and drive to do the task
Management Styles
- Autocratic, consultative, participative, empowering
Autocratic
-low ability, high direction and low support
● Employees are unable to perform the task without supervision or lack motivation
● Closely oversee employee performance
● Make decisions without employee input
Consultative
-moderate low ability, high direction and high support
● Employees have moderate ability and are motivated to do the task without supervision
● Manager allows employees to do that task but still oversees
● Manager gets input from the employee
Participative
-high high ability, low direction, high support
● Employees can do the task but need motivation
● Develops confidence
● Group meeting for input
Empowering
-outstanding high ability, low direction, low support
● Can preform the task without direction or support
● Others can make the decision for the group
Definition of a Theory
-o Theory: ideas and/or systems that explain, predict, and control
▪ Builds on what comes before
Classical Theory
- Communication Style
- Frederick Taylor
Communication Style of Classical Theory
-▪ Focus on the job and management functions to determine the best way to manage in all organizations
▪ Job efficiency through the development of technical skills
Fredrick Taylor: Scientific Management
-▪ The father of scientific management
▪ Scientific management principles
● 1. Develop a procedure for each element of a worker’s job
● 2. Promote job specialization
● 3. Select, train, and develop workers scientifically
● 4. Plan and schedule work
● 5. Establish standard methods and times for each task
● 6. Use wage incentives such as piece rates and bonuses
Administrative Theory
- Henri Fayol
- Max Weber
Henri Fayol: 5 Functions of Management
-▪ The father of modern management
▪ Five major functions of management: planning, coordinating, organizing, controlling, and commanding
Max Weber: Bureaucracy
-▪ Goal was to develop a set of rules and procedures to ensure that all employees were treated fairly
Behavioral Theory
- Elton Mayo
- Douglas McGregor
Elton Mayo: Human Relations Movement and the Hawthorne Effect
-▪ Wanted to get the best work environment possible
▪ A way that a manager treated his employees had a lot to do with their performance
▪ Hawthorne Effect: the theory that just studying people effects their performance
Douglas McGregor: Theory X / Theory Y
- Theory X: people do not like their work; managers must direct and control as much as possible
- Theory Y: people like to work and do not need as much supervision
Integrative Perspective
- Systems Theory
- Contingency Theory
Systems Theory
- ▪ Focus on viewing the organization as a whole and as the interrelationship of its parts
Contingency Theory
-▪ Focus on determining the best management approach for a given situation
Internal Environment
- Includes the factors that affects its performance within its boundaries
Mission
- Its purpose or reason for being
Structure
- The way in which an organization groups its resources to accomplish a mission
Management and Culture
- Definition of Organizational Culture
- Schein: Three Levels of Culture
Definition of Organizational Culture
-● Values, beliefs, actions, stories, artifacts, and assumptions about appropriate behavior that members of an organization share
Schein: Three Levels of Culture
- ● Artifacts/Behaviors: physical and social environment
● Values: operating principles that guide decisions
● Assumptions: deeply ingrained beliefs that are considered
Strong vs. Weak Cultures
-● How organizational cultural strength is characterized
● Strong: shared assumptions, know values and beliefs, behave as expected
● Weak: not shares assumptions, do not know values and beliefs, do not behave as expected
Business Ethics
- Standards of right and wrong that influence behavior
Factors Influencing Ability to Make Ethical Decisions
- Personality
- Moral Development
- Situation
- Faith
Personality
- Deals with integrity
Moral Development
- distinguishing right from wrong and determining the right choice
Situation
- Easier to be unethical in certain situations
Faith
- As Christians, make the right decisions
Organizational Code of Conduct and Whistleblowing
- ▪ Works with mission statement and includes specific policies
▪ Needs to be enforced from the top down
▪ Often includes whistleblower programs- Exposing content that could be considered illegal
Ethical Decision-Making Models
- Four-way Test
- “Glad you asked”
- Stakeholder Approach to Ethics
- Three Step Checklist
- Four Way Test
-● Is it the truth?
● Is it fair to all concerned?
● Will it build goodwill and better friendships?
● Will it be beneficial to all concerned?
- “Glad You Asked”
- Filter for sound business decisions
Stakeholder Approach to Ethics
-● Win-win situation for all stakeholders so everyone benefits from the decision
Three Step Checklist: Collect Relevant Information Regarding an Action
-● Does the action violate any laws?
● Does the action violate company or professional standards?
● Who is affected, and how, by the action?
Justifications of Unethical Behavior
- ▪ Displacement of responsibility ▪ Diffusion of responsibility ▪ Advantageous comparison ▪ Disregard or distortion of consequences ▪ Attribution of blame
Global Environment
- Global Attributes
- Global Classifications
- Global Approaches to Business
Three Global Attitudes
- Ethnocentrism
- Polycentric
- Geocentric
Ethnocentrism
-my way is right; apply my way everywhere
Polycentric
- we play the house rules; just fit in
Geocentric
-what’s the best way in this world of diversity?
Global Classifications
- International
- Multinational
- Transnational
International
- doing business abroad
● Import/export
● Strategic alliance
● Licensing
Multinational
-significant operations in more than one country
● Joint-ventures
● Direct investments
Transnational
- global integration; organize by industry or market, no geography or region
● Mixed-methods
Global Approaches to Business
- Import
- Export
- Licensing
- Franchising
- Contracting
- Strategic Alliances
- Joint Ventures
Import
- Buying goods from a foreign place and bringing them home
Export
- Giving goods to a foreign place
Licensing and Franchising
- Licensing: makes products or services in exchange for a royalty
- Franchising: licences the entire business to the franchisee for a fee and royalties
Contracting
- A foreign product that a company sells as its own
Strategic Alliances and Joint Ventures
- Strategic Alliance - an agreement to share resources that do not necessarily involve creating a new company
- Joint Venture - Created when two or more firms share ownership of a new company
Differentiate joint venture from strategic alliance
- Strategic alliances do not always create a new company
- Joint ventures create a new company
Five Accents or Themes in Faith and Work
- Personal Purpose or Calling in Work
- Stewardship or “Co-Regency”
- Radical Generosity
- Evangelism
- Economic Justice and Business Ethics
How did God design work?
- God designed work to be good
- It is a way that we can be productive in our lives and serve others
Impact of meaningful work
- Improves life, the world around us, and the lives of others
What are the limits of work according to God’s Word
- We all get tired after doing work
- Therefore, some rest is necessary
“Work as a necessary evil”: where does this idea come from?
- The thought that we just have to do work because its what we need to do to survive
- Modern thought
Why does work have dignity?
- It reflects God’s image in us
How are we called to fill and subdue the earth through our work?
- This is the first job that God gave man
What does “culture making” look like?”
- Rearranging what God has given us in a way that helps others and gives God glory
Definition of “calling”
- God has assigned each of us with a task to do and we should preform it to the best of our abilities
Martin Luther’s perspective on “vocation”
- Knew that everyone was called to do something
- Knew that no one would know what it was without something else: help from God
How should we view work?
- Act of love
- Ministry of competence
- Service
Ministry of Competence
- The best way to serve God is to do your job to the best of your ability
