Management Flashcards
Power Culture (Handy)
Peoples activities are strongly influenced by a dominant figure
Power is held by the few and from the centre
Role Culture (Handy)
Influenced by clear and detailed job descriptions in a well defined structure
Power derives from a person position
Task Culture (Handy)
Teams are used to solve the problem
Power derives from expertise
Matrix so no single source of power
Person Culture (Handy)
Activities are influenced by the wishes of the individuals who are part of the organisation
Integration (Martin) Perspective
Culture values should be shared across the organisation, a unified culture
Differentiation (Martin) Perspective
Conflicting demands from individuals
Cultural pluralism
Fragmentation (Martin) Perspective
Constant changing of events, organisation as complex and unpredictable
Cultural Pluralism
When smaller groups within a larger society maintain their unique cultural identities
HRM
Strategies for managing people in order to achieve business objectives.
Soft HRM
An approach to HRM based on treating employees as the most important resource in a business.
Porters 5 Forces
Intensity of Rivalry
Bargaining Suppliers/Sellers
Threat of substitutes/new entrants
Hard HRM
An approach to HRM based on treating employees as a resource that needs to be managed.
Project Culture
A set of beliefs, attitudes and behaviours that exist independently of the individuals in the project.
Culture (GR Mills)
Abstract, long-term and socially determined
Often associated with psychological traits and beliefs
Not emergent, dynamic and incentive-driven interactions
Group Decision Making Positive (4)
- Complete information/knowledge
- Increased diversity of views and higher creativity
- Wider acceptance/adoption of a solution
- Group decisions accurate than decisions of individuals,
Group Decision Making Negative (5)
- Time consuming because solutions take longer
- Individuals are quicker
- Conformity pressures in groups
- Group discussions may dominated by one/few members
- Ambiguous responsibility
Barriers to Team Motivation (6)
Unclear objectives/direction
Insufficient resources
Power struggles/conflicts not confronted/resolved
Poor job security
Shifting goals/priorities (wrong prioritisation)
Barriers tackled directly by dealing with cause or indirectly
Belbins 9 Team Roles Idea
Groups need the right mix / balance of people (skills and behaviour) to be effective.
May build productive working relationships
People, action and problem solving oritentated
Intrinsic Motivation
Performing well in order to gain an internal reward, coming from INside the individual
Extrinsic Motivation
Performing well in order to earn a reward
Hygiene Factors (5)
Factors causing job satisfaction Salary and benefits Working conditions Company policy Job security Supervision and autonomy
Theory X
Managers take a pessimistic assume they’re unmotivated and dislike work. Team members need to be prompted, rewarded or punished constantly to complete their tasks.
Theory Y
Optimistic view and use a decentralized, participative style. Encourages more collaboration and trust-based relationship between managers and their team members.
Greater responsibility and try to develop employee skills
Expectancy Theory (Vroom)
Increased effort leads to increased performance i.e. if I work harder then this will be better.
Expectancy Theory (Vroom) 3 Points
Valence (bothered about outcome)
Instrumentality (the outcome will affect something)
Expectancy (expectation how good outcome will be)
Expectancy Theory (Vroom) Process (4)
Individual effort
Individual Performance
Organisational Reward
Personal Goals
Herzberg 2 Factor Theory
Hygiene factors and Motivators -
Herzberg Dis/Satisfaction Idea
Sources of dissatis.. when removed, don’t produce satisfaction, but rather no dissatisfaction.
Satis… from factors like job challenge/personal growth/etc
Maslow Hierarchy of Needs (5)
Psychological - Warmth/shelter Safety - Security/no fear Social - Interactions Asteem - Regard/appreciation Self actualisation
Values (4)
MP GPaB
Guiding principles and beliefs / Motivations / Priorities
Personal/moral frames that influence behaviours/beliefs
Attitude (4)
EJ OPE
ABC I R
Evaluation or judgment concerning objects/people/events
Form affective/behavioural/cognitive intention response
Result of direct experience/observation learning from env.
Satisfaction or dissatisfaction
Behaviour (4)
AAV
Actions that accord with values
Ways of conducting ourselves (good and bad)
Balanced between personal/collective ways to act (e.g. Trustworthy, successful, polite behaviour)
Personal Benefit of Values (4)
Provide consistency and self-awareness
Help relationships with others
Inform conflict or difference resolution
Promote compassionate communication
Business Benefit of Values (4)
Informed strategy formation
The basis for bottom up vision and missions
Strengthen identity
Build between collaborators & wider stakeholders
Values Based Management
All levels find ways to encourage organisation’s values.
Allow for bottom up growth encouraging individuals
Encourages addressing unavoidable dilemmas, all agree
Bottom Up Growth
Training, supporting, advising and mentoring individuals from all areas of the organisation.
Values Based Recruitment (3)
Deliberately employing people that align with current organisational values.
Individuals implicitly attracted to places w/ similar values
More committed to strategic goals
Values and Performance
Strong values can drive high/low performance
Depends on ability to align with its market/adapt strategy practices
How Organisations Continue
Must gain/maintain a minimum level of approval from society to function. Necessary to recruit, obtain resources and find markets
Values Definition
Values are a series of Personal/moral frames that influence behaviours/beliefs, but also need to be motivating concepts that people care passionately about
Organisational Structure Definition (Mintzberg, 1979)
The sum total of the ways in which it divides its labour into distinct tasks and then achieves co-ordination among them
Vertical Specialisation
The extent to which responsibilities at different levels are defined
Horizontal Specialisation
The degree to which tasks are divided among separate people or departments
Responsibility
A person’s duty to meet the expectations others have of him/her in his/her role
Delegation
Occurs when one person gives another the authority to undertake specific activities or decisions
Span of Control
The number of subordinates reporting directly to the person above them in a hierarchy
Tall Structure
Narrow spans of supervision
Flat Structure
Wide spans of supervision
Empowerment
Giving employees greater control over their working lives, by determining how, what, when they complete a task
Job Enlargement
The process of increasing the number of tasks and responsibilities an employee has.
Job Enrichment
An increase in the level of responsibility that an employee has in order to increase motivation.
Matrix Structure
A form of organisation in which the staff are organised into teams that include all necessary specialists.
Maslow Concept
All humans have the same needs of which need to be met in order to move onto a new important need.
Motivation Definition
Forces acting on (extrinsic) or within (intrinsic) an individual to cause them to behave in a particular way.
Functional Structure
Grouping activities and employees according to their professional or functional specialisms
Divisional Structure
Divisional around the individual products
Network Structure
Organisations remain independant but join together for certain products or services
Huemann et al HRM
New project need for a new HR strategy
Need for assigning personnel for projects, dispersement from projects, and linking project assignments to careers
HRM Cycle
Normal - Selection, employment, release
Project - Selection, Employment, assignment, employment on project release from project, back to employment
Three HRM Objectives
Attract effective workforce - Recruitment/HRM Planning
Develop effective workforce - Training/Appraisal
Maintain effective workforce - Salary/benefit/relations
Mechanical HRM
Planning, Organising, Controlling, Monitoring, Reviewing
Control, systems, accepts status quo
Dynamic HRM
Leading, Liaising, Delegating, Coaching, Motivating
Innovation, challenges status quo
Employer gives to workforce HRM
Opportunity
Safe working environment
Employee gives to employer HRM (3)
Loyalty/commitment
Willing to develop skills
Ideas and opinions
Limit/damage engagement HRM (5)
Job insecurity and fear Repetitive jobs with short cycle times Jobs causing high stress–little autonomy/Inflexibility Unfairness in pay and rewards Little career progression
Human Resource Planning
A framework and approach that evolves and aligns human resource management and strategy to support long-term business goals. Matching resources to need
Operations Management Definition Stack et al.
Operations management is the activity of managing the resources that produce and deliver products and services
Ops Man Supply chain management
The operations managers needs to procure supplies to integrate and deliver client requirements on time
Ops Man Inventory management
To develop a sound inventory management system to retrieve the raw materials as and when required
Ops Man Quality management
Need to be in touch with the quality assurance personnel so that the quality of the deliverables fulfil the agreed quality criteria / compliance standards
Operation Managers Objectives (4)
Budget - OM depart budget/overheads, salaries, income and other benefits / costs, PM has project budgets
Schedule - OM day busines/schedule, PM project delivery
Staff Management -OM recruit/assign people to projects
Skill Development - OM skills/career development
Process Management
Aim to continually improve processes, driving change and use business process to align with expectation
Supply Chain Management
The process of getting materials/services from
the supplier, to the contractor and then to the client
Goods/services cost for projects
External businesses goods/services in construction industry account for 80% of total project cost
Systems SCM is made of
Engineering, marketing, manufacturing, Logistics, and management
5 Principles of SCM
Know the customer Adopt Lean Philosophy Information infrastructure Integrate business processes Unite decision support systems
SCM Benefits (3)
Focus core skills, outsource to partners in supply chain
Establish relationships w/ firms in supply chain
Customer satisfaction enhance economic value. Through improved asset utilisation, cost/profit margins.
Barriers for SCM (5)
Lack of integration/Fragmentation/trust Conflict contractu relati.. between client/contractor/supplier Nature of project Culture at the workplace Inappropriate organisation structure,
Resolve Barriers of SCM (2)
Sub-contractors/suppliers should integrate into coms and reporting structures within their organisational structures
Closer relationships to personnel working on projects.
Performance Management
Setting and achieving organisational goals that produce desirable business results where efforts must align with overall goals/strategy understood by everyone
Performance Management Cycle (3)
Planning/Defining - Responsibilities/Skills/Behaviour
Ongoing Feedback/Facilitation/Encouragement
Review - Continuous improvement
Power and Control Simons 1995 - Belief System
How value / excellence is created through strong relations
Core Values
Power and Control Simons 1995 - Boundary System
Defines minimum standards and makes clear what negative activities are off-limits/unacceptable
Risks to be Avoided
Power and Control Simons 1995 - Interactive
Sharing information, ideas and encourage creativity and sense new patterns of change
Strategic Uncertainties
Power and Control Simons 1995 - Diagnostic Control
Monitor performance / output progress towards targets
Critical Performance Variables
Key Performance Indicators
HRM - Retention rate, overtime, training
Production - Efficiency rates, costs
Marketing and Sales - Growth, brand value
Personal Development Plan
Creating an action plan based on awareness, values, reflection, goal-setting and for personal development
Organisational Behaviour 3 Part
Individuals in organisations micro/personality system
Work Groups (meso-level / cultural system)
How organisations behave (macro-level / social system)
Organisational Behaviour Definition (OB)
Human behaviour in orgs, the interface between human behaviour-orgs, and orgs itself
What OB Covers (6)
Organisational values and behaviour Motivation Relationships Communications Organisational behaviour Attitudes/Personality Counterproductive work behaviour (Dark side of work)
OB Iceberg
Visible organisational interactions
Stress, emotions, feelings, loyalties ect.
SMART
Specific Measurable Attainable Relevant Timely
