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Business > Management perspectives & organisational behavior. > Flashcards

Management perspectives & organisational behavior. Flashcards

1
Q

Define management

A

The attainment of organisational goals in an effective and efficient manner through planning, organising, leading and controlling organisational resources (Daft and Benson, 2016, p.6.)

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2
Q

Define process management?

A

The process of achieving desired results through other people.

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3
Q

What are the 3 steps of process management?

A

1) Inputs - info, raw material, labour, assets, services etc.

2) Managing inputs into outputs

3) Outputs - finished products, profit, reputation, info etc.

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4
Q

What is social construction management?

A

Thinking about what people do in an organisation (what roles mean).

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5
Q

What are the reasons for management theory?

A
  • Growth of large organisations.
  • Growth of new tech.
  • Control complexity.
  • No other theory.
  • Practical experience valued.
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6
Q

What did Henri Fayol do?

A

Invented management as a separate activity.
- Administrative theory

A founding father of modern management techniques:
– System approach

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7
Q

What is meant by division of work (Fayol)?

A

Efficiency from task specialisation.

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8
Q

What is meant by authority (Fayol)?

A

Managers right to command

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9
Q

What is meant by discipline (Fayol)?

A

Ensuring obedience

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10
Q

What is meant by unity of command (Fayol)?

A

Single line manager

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11
Q

What is meant by scalar principle (Fayol)?

A

Authority runs from top of hierarchy to bottom

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12
Q

What is meant by unity of direction (Fayol)?

A

Each objective has one manager and one plan

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13
Q

What is meant by interest subordination (Fayol)?

A

Organisational interests/ goals over individual interests.

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14
Q

What is meant by remuneration(Fayol)?

A

Fair pay to motivate but not unreasonably high.

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15
Q

What is meant by centralisation (Fayol)?

A

sufficient to ensure accountability

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16
Q

What is meant by order(Fayol)?

A

People and materials in right place at right time.

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17
Q

What is meant by equality of treatment (Fayol)?

A

Managers should be fair and kind to subordinates

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18
Q

What is meant by stability of employment (Fayol)?

A

Avoidance of inefficient employee turnover

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19
Q

What is meant by opportunity for initiative (Fayol)?

A

freedom to originate and execute a plan

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20
Q

What is meant by espirit de corps (Fayol)?

A

Promoting team spirit to build unity.

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21
Q

What is the criticism for administrative management (Fayol)?

A
  • Not research based
  • Assumes stable environment
  • Assumes managers right to manage
  • Underestimates conflict
  • Assumes universality
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22
Q

How relevant is Fayol today?

A

Laid down the foundation.

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23
Q

What are the 2 fancy definitions for bureaucracy? (Weber)

A

“A system of admin based upon organisation into bureaus, division of labour, hierarchy of authority”

“Any administration in which action is impeded by unnecessary official procedures”

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24
Q

What is the simple def of bureaucracy? (Weber)

A

An organisation being managed on a rational basis.

-Appointed officials, formal structures, with records.

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25
Q

What are the 6 points to an ideal bureaucracy?

A
  • Division of labour
  • Hierarchy position
  • Management rules and procedures
  • Separate owners and managers
  • Records kept
  • Personnel selected and promoted by qualifications
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26
Q

What are the 3 key concepts of bureaucracy? (Weber)

A

Formalisation:
- Written rules and procedures (direct and regulate)
- Organisational chart

Instrumentalism:
- Organisation as machine to achieve purpose
- Means to an end (done only to get something out of it)

Rational legal authority:
- Legitimate authority based on position, no person

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27
Q

Advantages of bureaucracy?

A
  • Accountability for actions
  • Consistency of operations
  • Transparency (good for governmental organisations)
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28
Q

Disadvantages of bureaucracy?

A
  • Rules, paperwork
  • Initiative stifled and lack of flexibility
  • Tech experts may abuse power
  • Impersonality = inhuman
  • Bureaucracy + holocaust
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29
Q

What are the common Objections to Bureaucracy?

A

Popular: impersonal, regimented, form filling, expensive

Ethical: Denies emotions, passion, morality, dehumanisation.

Economic: uncompetitive, unflexible

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30
Q

What was Frederik W Taylor’s theory?

A

Scientific management: systematic method of determining best way to do job and specifying skills needed -> precise procedures

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31
Q

What are the 5 different aspects to the scientific management method (Taylor)?

A
  • Standard method
  • Standard method training
  • Workers selected on measured ability
  • Work planned
  • Wage incentives for increased output
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32
Q

Advantages of scientific management theory? (Taylor)

A
  • Earn more money (potentially)
  • Safe and effective work method
  • Training
  • Increase efficiency
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33
Q

Disadvantages of scientific management theory? (Taylor)

A
  • Not everyone motivated by money
  • Leads to quantity over quality
  • Treats workers as resources
  • Measured society
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34
Q

Why do organisations exist?

A
  • Enlarge scale of industrial activity.
  • Satisfy needs of individuals.
  • Increase efficiency.
  • Achieve economies of scale (savings in cost gained by increase level of production)
  • Pool and conserve knowledge.
  • To provide ind. security within a thriving economy.
  • Get things done
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35
Q

Define organisation

A

A group of people working together to achieve a common objective, with a formal agreement in place.

  • Hierarchy with an opportunity to move up.
  • A normative order controlled via management.
  • Controlled performance?
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36
Q

Define anthropomorphism?

A

Giving human traits to non human entities e.g. Kellogg’s tiger.

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37
Q

Define sole trader?

A

1 exclusive owner of a business

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38
Q

What are the advantages of a sole trader?

A
  • Low cost and easy to set up.
  • Full control retained.
  • Very little financial reporting.
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39
Q

What are the disadvantages of a sole trader?

A
  • Full liability for debt.
  • If sued may go bankrupt.
  • Pay more in tax.
  • Lacks credibility in market.
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40
Q

What is a partnership?

A

Formal agreement made by 2+ parties

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41
Q

What are the advantages of a partnership?

A
  • Same as sole trader, but with more heads.
  • Greater potential to raise finance.
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42
Q

What are the disadvantages of a partnership?

A
  • Same as sole trader, but affects all partners.
  • Risk of disagreements between partners.
  • Can be messy to wind up.
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43
Q

What are the advantages of a limited liability partnership?

A
  • Flexibility.
  • Adv of partnerships + limited company.
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44
Q

What are the disadvantages of a limited liability partnership?

A
  • Profit taxed as income.
  • Partners must disclose income.
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45
Q

What is a limited liability partnership?

A

People only liable for money they invest.

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46
Q

What is a limited liability company (LLC/LTD)

A

Liability linked to investment in company.

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47
Q

What are the advantages of a limited liability company?

A
  • Less personal financial exposure.
  • Favourable tax regime.
  • Lends credibility to business -> opportunity to work for corporate clients.
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48
Q

What are the disadvantages of a limited liability company?

A
  • Administration and regulatory demands heavier.
  • Limited access to capital.
  • Annual accounts and financial reports public domain.
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49
Q

What is a public limited company?

A

Liability limited to share face value?

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50
Q

What are the advantages of a public liability company?

A
  • Raise more finance
  • More media attention
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51
Q

What are the disadvantages of a public liability company?

A
  • No restrictions on share ownership.
  • Increased regulation.
  • Share prices may fluctuate.
  • Managers may lose control of business.
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52
Q

What is a multinational corporation?

A

e.g. Apple

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53
Q

Define SME

A

Small/medium sized enterprise.

<250 people
turnover <5 millions euros

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54
Q

Define cooperative

A

Owned and controlled by members, equality.

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55
Q

Define staff ownership

A

Employees own majority stakes.

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56
Q

Define Mutual society

A

No external shareholders, owned by members

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57
Q

Define not for profit organisations

A

Owners don’t earn profit

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58
Q

Define franchise

A

Supplier allows operator to use their trademark and to distribute supplier’s goods (operator pays fee)

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59
Q

Define social enterprises

A

No shareholder, invests profits in services

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60
Q

What are the characteristics of a private sector company?

A
  • Owned and financed by individuals, partners or shareholders.
  • Main aims = profit, market standing
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61
Q

What are the characteristics of a public sector company?

A
  • Government created
  • Provide public services
  • Main goal is to be effective, not profit
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62
Q

What is a strategic orientation organisation?

A

What are they aiming to do?
Focuses on:
Product/service quality
Sales/profit
Relationship

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63
Q

What is a prime beneficiary organisation?

A

Who is first to benefit?
Focuses on:
Members
Owners
Customers
Society

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64
Q

What is organisational structure?

A

Defines how activities are directed toward the achievement of organisational aims:

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65
Q

What does organisational structure allow for?

A
  • Efficient performance
  • Activity monitoring
  • Accountability
  • Coordination & flexibility
  • Social satisfaction (please boss)
66
Q

What are the consequences of poorly designed organisational structures?

A
  • Low motivation/morale
  • Slow decision making
  • Conflict & coordination lack
  • Unnecessary costs + lack of cost control
67
Q

What the features of structure?

A
  • Not obvious
  • Possibly bureaucratic
  • Complex
  • Maybe inflexible
  • May enable or restrict self growth/self fulfillment
  • May detract for human personality
68
Q

What are the different management levels (going up the triangle)?

A

Operational (shop floor activity, what happens) -> Tactical (Coordination, how will you get there) -> Strategic (Goals/visions)

69
Q

What are the different organisational levels (going up the triangle)?

A

Technical -> Managerial -> Community/institutional

70
Q

How do the dif organisational and management levels compare?

A

Operational = technical
Tactical = managerial
Strategic = community/institutional

71
Q

What is the difference between structure and process?

A

Structure = fixed image

Process = moving image

72
Q

What are the 5 points of Galbraith’s star model?

A
  • Strategy
  • People
  • Rewards
  • Structure
  • Processes
73
Q

How can you segment an organisation?

A
  • Functional area (department group)
  • Product/service (e.g. types of wines)
  • Region
  • Nature of work (e.g. confidential projects etc…)
  • Customer type (e.g. low/high value)
74
Q

What are the adv of segmenting by region?

A

Local market focus, fewer cultural difficulties, quicker decision

75
Q

What are the dis of segmenting by region?

A

Territorialism, divergent cultures, diseconomies, time & distance from HQ

76
Q

Define chain of command

A

Dif hierarchal levels

77
Q

Define spans of control

A

no. of subordinates reporting directly to a superior

78
Q

Define line relationships

A

relationship of authority btwn superior and subordinates

79
Q

Define functional relationship

A

relationship with people in specialist/advisory positions

80
Q

Define staff relationship

A

Between employers and employees

81
Q

Define lateral relationship

A

Ind. in different sections (especially on same level)

82
Q

Define project authority

A

Sharing authority + influence between project and functional managers

83
Q

What is machine bureaucracy?

(Mintzberg’s 5 types)

A
  • Tight vertical structure (centralised control)
  • Like a machine
  • Routines + procedures
  • Consistent
  • Too conservative
    e.g. government
84
Q

What is professional bureaucracy?

(Mintzberg’s 5 types)

A
  • Rely on professional, skilled workers
  • Workers have control of work e.g. unis
  • Decentralised experts making decisions
85
Q

What is divisional organisation?

(Mintzberg’s 5 types)

A
  • Common in large corporations
  • Each division has spec mgmt style
  • Centralised control
86
Q

What is innovative organisation (adhocracy)?

(Mintzberg’s 5 types)

A
  • Decentralised decision making e.g. filmmaking
  • Common at companies operating with projects
  • Flexible
87
Q

What is entrepreneurial organisation?

(Mintzberg’s 5 types)

A
  • Simple, flat , loose structure
  • Driven by entrepreneurial minded leader
    e.g. start ups managed by founders
88
Q

Define a flat organisation structure

A

few levels of mgmt

89
Q

Define a network organisation structure

A

Use outsourcing

90
Q

Define a joint venture organisation structure

A

-temporary/virtual: companies coming together to exploit market gap

91
Q

Define a virtualised organisation structure

A

Alliance of sep ind. businesses with different strengths

92
Q

Define a platform organisation structure

A

Client centric and focused on flows

93
Q

What is meant by ‘activity school’

A

What managers do

94
Q

What is Henry Mintzberg’s activity school?

A

Nature of managerial work (1973) -> shifted focus on what managers should do to what they actually do

Observations of managers: short burst of activity, language/communication is key, adhoc thought

95
Q

What are the dif managerial roles? (Mintzberg)

A
  • Formal authority status
  • Interpersonal roles (Leader, liaison, figurehead)
  • Informational roles (Monitor, spokesperson, disseminator)
  • Decisional roles (entrepreneur, negotiator, resource allocator, disturbance handler)
96
Q

What did John P Kotter observe about managers?

A

Leaders…
- Spent most time with others.
- Lots of small talk.
- Ask lots of Q’s
- Long hours
- Rarely make big decisions in convos

97
Q

What are Fred Luthans 4 ‘real’ managerial activities?

A
  • Networking
  • Traditional mgmt
  • HR mgmt
  • Communication
98
Q

What are Rosemary Stewart’s 3 factors of managing

A

Demands: attend meeting, reports, get involved

Constraints (limiting managers): finance, legal, trade union, location

Choices: Can do but doesn’t need to

99
Q

What are the 6 bases of power?

A
  • Legitimacy (role)
  • Coercion (threat of punishment)
  • Rewards (bestow or withdrawal of rewards)
  • Expertise
  • Referent (earning respect)
  • Informatical
100
Q

What is Alasdair MacIntyre’s form of management?

A

Exert power via emotivism e.g. “I approve of…you should approve aswell…so do it”

101
Q

Define managerialism

A

The idea of how organisations should be organised.

Performance can be optimised by applying generic mgmt skills and theory

Driven by targets

102
Q

What are the ideological principles of managerialism

A

1) Efficiency via mgmt techniques and hierarchies solve all social problems
2) Efficiency -> produce profit maximisation
3) -> competitive adv in a free market -> perpetual growth

103
Q

What is Goodhart’s law?

A
  • When a measure becomes a target, it ceases to be a good measure
104
Q

What is Campbell’s law?

A
  • Highlight negative unintended effect of policies

e.g. schools aim to do well in exams, student don’t actually learn

105
Q

Define creaming

A

Target easy cases, ignore challenging ones

106
Q

Define Neoliberalism

A

Idea that social good will be maintained by bringing human action into market domain

107
Q

Define mcdonaldisation

A

Society adapts characteristics of a fast food restaurant:

Efficiency, predictability, calculability, non human tech

108
Q

Define isomorphic imitation

A

copying others e.g. all cars in 1980 look the same as each other and all cars in 2020 all have the same shape

109
Q

What was Robert Owen’s idea of paternal philanthropic mmgt?

A
  • 8 hours is enough.
  • proper arrangements to afford food, shelter and other necessities.
  • Every person has a right to education, recreation & sleep.
110
Q

What was Titus Salt’s idea of paternal philanthropic mmgt?

A
  • Model town for workers: houses, school & hospitals
  • Rules for his town
111
Q

What did Joseph Rowntree deal with?

A

Poverty issues

112
Q

What did William Lever realise?

A

Happy workers is an advantage

113
Q

What was Mary Parker Follett’s concern?

A

Concern for ethics & power

Replace orders with teachings (give reason and purpose)

114
Q

What are the 3 ways of conflict resolution?

A

Dominate <-> Compromise <-> Integrate

115
Q

What was Chester Irving Barnard’s theory of ‘Informal organisation’

A
  • there are naturally forming social group.
  • workers have free will
  • learn to manage informal relationships
116
Q

What was Mayo and Roethlisbeger’s illumination study?

A

Hawthorne study:

Illumination study- changed lighting but ultimately concluded that people worked harder if they knew they were being studied.

117
Q

What was Mayo and Roethlisbeger’s Relay assembly test?

A

Relay assembly test- people felt special working in small team of friends.

118
Q

What was Mayo and Roethlisbeger’s bank wiring room?

A

Bank wiring room- promised higher pay for more productivity. Actually decreased as people feared job loss or lower basic rate. Formed cliques.

119
Q

What was Mayo and Roethlisbeger’s employee interviewing project?

A

Found productivity impacted by:
- worker concern
- willingness to listen to worker voice

120
Q

What were the conclusion of the hawthorne studies?

A
  • Human change when observed
  • Humans motivated by social norms (want to be cared for)
121
Q

What did Maslow think would help a business to thrve?

A

Hierarchy of need:
1) provide good facilities
2) antibullying, H&S
3) Nurture strong teams
4) Recognise good work
5) Support ind. development journey

122
Q

What was Douglas McGregor’s X and Y theory?

A

X - assumes workers try to do minimal work (observe)
Y- assumes workers want to do a good job (trust them to do their job)

123
Q

What was Frederick Herzberg’s 2 factor theory?

A

Job satisfaction and dissatisfaction are independent.

Depends on hygiene (pay, job security) and motivation (opportunities, recognition) factors

124
Q

What is a closed system?

A
  • Tightly controlled boundaries (inputs & outputs within them)
  • Closed off from outside environment (secretive, rules applied, under control)
125
Q

What is an open system?

A
  • Open to environment (unpredictable)
  • Permeable boundaries (info & resources flow around)
126
Q

What is the difference between the machine and systems approach?

A

Machine:
- Consistency design
- Assumes no change
- Goals: efficiency

Systems:
- Flexibility design
- Assumes change
- Goals: contingent

127
Q

What is the systems concept?

A
  • Micro & macro level
  • Understand connections
  • Decisions at strategic level has implications for operational level
  • Operational lvl issue = big repercussions

E.g. departments

128
Q

What is the ITOCO model?

A

Input->throughput->output->outcome

Feedback from throughput and output go to control then back to input.

129
Q

What are the features of a process?

A

-Structured, responds to spec events.
- Defined objectives.
- Measurable
- Accountable owner
- Define roles & responsibilities

130
Q

What is system entropy?

A

Without attention organisational systems will become.

Maintenance=essential

131
Q

What is the Deming cycle?

A

Act, plan, do, check (repeated)

132
Q

Define effective and efficient

A

Effective - right things
Efficient - done right

133
Q

What is the trait approach to leadership?

A

Stems from great man approach.

Suggests leaders have particular personality traits, different to the rest of the population. e.g. self confidence, drive , creativity

134
Q

What is the greatman approach to leadership?

A

“Born to lead”

e.g. boris johnson born into wealth

135
Q

What are the six personality sub sections of the trait approach?

A
  • Physical (energy)
  • Social background (education)
  • Social (Interpersonal skills)
  • Personality (Desire to lead)
  • Ability (Knowledge)
  • Work related (Desire to excel)

Missing transparency?

136
Q

What are the behavioural approaches to leadership?

A

Behaviours associated with leadership:
- Task orientated (directs workers towards goals)
- People orientated (respects ideas and feelings of workers)

137
Q

What work Fred E Fiedlers theory of leadership?

A

AKA contingency theory:
- Incorporates the situation and the group as key variables.
- Mgmt style depends on situation.

138
Q

What is the situational approach to leadership?

A

Leader assesses situ and chooses leadership style

Focus on tasks and peoples needs.

1) Directing style (detailed instructions & close monitoring)
2) Coaching style (Task instructions & support as needed)
3) Supporting style (Encouragement & support)
4) Entrusting style (Delegation & trust to do it)

139
Q

What is emergent leadership?

A

Informal authority -> due to contextual situation

140
Q

What is transactional leadership?

A
  • Compliance via rewards and punishments
  • Effective in crisis situ
141
Q

What is transformational leadership?

A
  • Identify opportunities for change -> sees a future and drives towards it.
  • Goals
142
Q

What is the instructional discourse approach to leadership?

A
  • Do what leadership gurus do
143
Q

What are the 10 leaderships “to-dos”?

A
  • Find and manage top talent
  • Reinvent HR department
  • Destroy barriers
  • Build leadership centres
  • Pay where talent is, don’t cut costs
144
Q

What is the difference between management and leadership?

A

Mgmt: operational efficiency
Leadership: strategic

145
Q

What are the 2 factors leading to change?

A
  • Denial of need to change
  • Power to side with change
146
Q

What are the 3 stages of change?

A

Unfreezing, changing, freezing.

147
Q

What are the 8 stages of change process (John P.Kotter)?

A

1) Establish urgency
2) Create guiding coalition
3) Developing vision and strat
4) Communicate the change vision
5) Empower employees for action
6) Generating short term wins
7) Consolidating gains, produce more change
8) Anchoring into culture

148
Q

What is the first order of organisational change?

A

Small incremental & reversible change to processes

149
Q

What is the second order of organisational change?

A

Major irreversible change to business

150
Q

What is the third order of organisational change?

A

Complete change for survival

151
Q

Why does change management fail?

A
  • Methods not applied properly into steps
  • Cutting costs/corners
  • Conflict + resistance
  • Lack of attention of cultural issues
152
Q

What are Phil B Crosby’s 5 absolutes of quality management?

A

1) Quality = “conformance to requirements”
2) No such thing as a quality problem. Poor mgmt = poor quality.
3) Cheaper to do it right the first time.
4) Only performance measure = cost of quality.
5) Only performance standard is 0 defects.

153
Q

What is Deming’s 7 point action plan?

A

Senior management must:
1) Agree of meaning and direction of quality programme.
2) Accept and adopt the philosophy.
3) Communicate the plan and need for it.
4) Every activity -> step in process + customer
5) Adopt PDCA on each stage (plan, do, check, act).
6) Team work
7) Employ good staticians -> quality increase

154
Q

What are Armand V Feigenbaum’s 4 steps of quality control?

A

1) Set quality standards.
2) Appraise conformance to standards.
3) Act when standards are not met.
4) Plan to improve.

155
Q

What are Joseph M Juran’s 5 key beliefs of quality?

A
  • Mgmt responsible for quality
  • Quality improved through planning
  • Plans & objectives -> specific & measurable
  • Training essential, starts are top
  • 3 step process needed: planning, control, action
156
Q

What is Karl Marx’s theoretical perspective on alienation?

A

Separation of design of labour process is political. Alienates worker from themselves & confiscates freedom.

Actions are political.

157
Q

What are Robert Blarner’s 4 facets of alienation?

A
  • Powerlessness
  • Meaningless
  • Isolation
  • Self estrangement
158
Q

What is the panopticon analogy?

A

Force & violence -> total surveillance -> people discipline themselves

159
Q

What are the 3 categories of IT?

A

Function IT: assists with discrete tasks e.g. excel

Network IT: Facilitates interactions without specifying parameters e.g. email, WhatsApp

Enterprise IT: Specifies business processes e.g. customer resource management.

160
Q

What are Shoshana Zuboff’s 3 IT laws?

A
  • Everything that can be automated will be.
  • Everything that can be informated will be.
  • Every application that can be used for surveillance & control will be.
161
Q

What are the 4 distinct managerial control purposes

A
  • Prescribes labour process
  • Knowledge capture
  • Surveillance & performance measurement
  • Constraint of worker
162
Q

What are the 6 R’s of algorithmic control?

A

Direction:
- Recommending
- Restricting

Evaluation:
- Recording
- Rating

Discipline:
- Replacing
- Rewarding

Business (5 decks)

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