Study Guide - Unit 3 Flashcards
Define process management. (U3, M3, L5)
Process management (or business process management - BPM), refers to management’s initiative to design work processes so they align with the organization’s strategic goals. This involves analyzing, optimizing, and monitoring business process to improce business performance. Often involves automating work processes through the use of technology tools. Can also help outline ethical standards by standardizing decision-making and workflow procedures.
Define relationship management. (U3, M3, L5)
Involves strategies that govern how an organization maintains relationships, with an audience. Initiatives may be aimed at maintaining relationships, between the business and its customers (B to C) or between the business and other businesses (B to B). Also applies to managing relationships within the organization, as as among different departments and between individual employees and departments.
Why is the difference between process and relationship management important? (U3, M3, L5)
Process verses relationships - change in process may result in a change in relationships and vice-versa.
What job titles are typically held by employees in a top management role? (U3, M3, L6)
President, CEO, Executive Vice President
What job titles are typically held by employees in a middle management role? (U3, M3, L6)
Plant Managers, Division Managers, Department Managers.
What job titles are typically held by employees in a first-line management role? (U3, M3, L6)
Foreman, Supervisors, Office Managers
What does an individual contributer use to contribute to a team? (U3, M3, L6)
Personal skills
What is a manager responsible for? (U3, M3, L6)
Variety of functions in an organization including planning, organizing, implementing strategies, and motivating and evaluating employees.
What are the three categories of skills a manager must possess? (U3, M3, L6)
Technical, Communication, and Analysis
What is an example of technical skills in the context of a manager? (U3, M3, L6)
For managers to understand everyday challenges, propose a solution, represent the team, and redesign procedures they must have a firm grasp of the tools, procedures, and techniques imperative to their department.
What is an example of communication skills in the context of a manager? (U3, M3, L6)
These skills entail listening and understanding employee’s issues, motivational factors, and their team’s group dynamics. They also involve establishing cordial working relationships with people. A major part of a manager’s role is to convey meaning, negotiate, mediate, and handle conflicts. To accmplish these tasks, the manager must have the ability to develop inter and intradepartmental relations.
What is an example of analysis/analytical skills in the context of a manager? (U3, M3, L6)
These skills involved the ability to comprhend, visualize, and analyze abstract knowledge and concepts; change direction; and improve organizational performance. Managers have to rely on the ability to see the organization as a whole and understand how various functions in an organization relate.
Which level of management needs the most conceptual skills? (U3, M3, L6)
Executive Managers
Which level of management needs the most human skills? (U3, M3, L6)
First-Line Managers
Define the term organizational culture.
U3, M4, L7
The shared values, beliefs, and norms of an organization that affect the strategies and operating procedures of the business
What is the purpose of the CVF model?(U3, M4, L7)
The CVF model is used for measuring an organization’s cultural effectiveness. It consists of four quadrants: clan, adhocracy, hierarchy, and market.
What is cultural diversity? (U3, M4, L7)
The existence of a variety of cultural or ethnic groups within a workplace. One of the most imporatnt measures of the effectiveness of an organization.
What are the 4 concepts that comprise the CVF model? (U3, M4, L7)
Clan, Hierarchy, Market, Adhocracy
What are the two axes of the CVF model?
(U3, M4, L7)
X-axis indicates whether the organization’s culture is externally or interally focused. Y-axis indicates whether a culture functions better in a stable, controlled environmentr or in a flexible, changing environment.
Describe a clan culture. (U3, M4, L7)
It tends to be more family oriented and flexible and less structured and has a more extensive hierarchy (e.g., small start-up business). Key values: Family, Mentoring, Nurturing, Participation
Describe a hierarchy culture. (U3, M4, L7)
It tends to be internally focused on internal processes and procedures and less flexible (e.g., government agencies). Key values: Structure, Control, Coordination, Efficiency
Describe a market culture. (U3, M4, L7)
It tends to be externally focused on competition and profits and less flexible (e.g., security companies). Key values: Results oriented, Competition, Achievement, Gets the job done
Describe an adhocracy culture. (U3, M4, L7)
It tends to be more flexible and responsive to external forces and is characterized as a dynamic, entrepreneurial, and creative workplace (e.g., technology businesses). Key Values: Dynamix, Entrepreneurial, risk-taking, Values innovation
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What are the two types of organizational structures? (U3, M4, L7)
Mechanist and Organic
Describe a organic organizational structure? (U3, M4, L7)
Organicorganizational structures are characterized by fluidity and a wider span of control. They work best in unstable, complex, changing environments such as high-tech industries.3
Describe a mechanistic organizational structure?
(U3, M4, L7)
Mechanistic organizational structures utilize traditional top-down hierarchy and rigid departmentalization and are best suited to stable environments that contain low uncertainty, such as government agencies.
What is the McKinsey 7s Model? (U3, M4, L7)
McKinsey 7Smodel. In this model, organizations are a combination ofstrategy, structure, systems, skills, staff, andstyle, which all revolve around—and are interconnected with—the shared values (or culture) in that organization.2
What are three interrelated dynamic processes that cause employees to join and leave organizations?
(U3, M4, L8)
Attraction-selection-attrition (ASA) is a theory that oulines how employees join and leave organizations based on three interrelated dynamix processes: attraction, selection, and attrition.
What attracts an employee to join an organization? (U3, M4, L8)
Individuals are attracted to organization that ate like themselves in terms of personality and values. If employees join organization out of attraction to their cultures, they are more likely to perform well. An employee who values competition may prefer to work for an organization in which indifiual and interdepartmental compeition is the norm. Those who value interpersonal relationships may prefer to work in a team-oriented culture. Consider the type of organizational values you are attracted to.
