Test 1 Flashcards
Management (concept and application)
-Getting work done through others
-Key to an organizations success
-Efficiency and effectiveness
Four functions of management
-Planning
-Organizing
-Leading
-Controlling
Levels of management
-top manager
-middle manager
-first line manager
-team leader
top manager
-Executives responsible for the overall direction of the organization
-Responsible for creating change, employee buy-in, good culture
middle manager
-Setting objectives consistent with top management goals
-Planning/allocating resources
-Linking/coordinating divisions within a firm
-Monitoring/managing subunits and individual managers
-Implementing strategies developed by top managers
first line manager
-Responsible for managing the performance of entry level employees
-Responsible for monitoring, teaching, short term planning
-Encourage/reward workers
team leader
-Responsible for facilitating team activities toward goal accomplishment
-Help team members plan, learn, work effectively
-Foster internal/external relationships
manager roles
-interpersonal
-informational
-decisional
interpersonal managers
-Figurehead (ceremonial duties)
-Leader (motivate/encourage workers to accomplish objectives)
-Liaison (deal with people outside their units)
informational managers
-Monitor (scan environment for info, contact others for info, and receive unsolicited info)
-Disseminator (share collected info with their subordinates/others in the company)
-Spokesperson (share info with people outside their department/company)
decisional managers
-Entrepreneur (adapts everyone to change)
-Disturbance handler (responds to pressures/problems that demand immediate attention/action)
-Resource allocator (decide who gets what resources/what amounts)
-Negotiator (negotiate schedules, projects, resources, goals, outcomes, and employee raises)
Manager skills
-technical
-human
-conceptual
-motivation
technical (skill)
-Specialized procedures, techniques, and knowledge required to get the job done
-Essential for team leaders/lower level managers
human (skill)
-Ability to work well with others
-Essential at all levels of management
conceptual (skill)
-See organization as a whole
-Understanding how different parts effect each other
-Recognize how the company fits into or is affected by its external environment
motivation (skill)
-Assessment of how enthusiastic employees are about managing the work of others
scientific management
-Thorough study/testing of different work methods to identify the most efficient way to complete a job
-Frederick W. Taylor considered the father of scientific management
-Soldiering (workers slow pace)
-Rate buster (workers work is significantly faster)
-Time study (how long it takes good workers to complete their job)
Gilbreth
-Husband/wife who used motion study to simplify work/improve productivity
-Motion study used to eliminate unnecessary/repetitive things
-Motion picture was a relatively new technology
-Lillian was an early contributor to industrial psychology
bureaucratic organization characteristics
-Max Weber
-Exercise of control on the basis of knowledge, expertise, or experience
-Purpose to achieve organizations goal efficiently as possible
-7 qualities
7 qualities of bureaucratic organization
-Qualification based hiring
-Merit based promotion
-Chain of command
-Division of labor
-impartial application of rules/procedures
-Recorded in writing
-Managers separate from owners
fayol 14 principles
-Division of work
-Authority/responsibility
-Discipline
-Unity of command
-Unity of direction
-Subordination of individual interests to the general interest
-Remuneration
-Centralization
-Scalar chain
-Order
-Equity
-Stability of tenure of personnel
-Initiative
-Esprit de corps
Hawthorne effect
-Factors related to work found to be more important than the physical conditions/design of the work
Environmental change
-Rate at which a company’s general/specific environments change
-Stable (change is slow)
-Dynamic (change is fast)
-Punctuated equilibrium (long periods of stability with small change)
environmental complexity
-Number/intensity of external factors in the environment that affect organizations
-Simple (few environmental factors)
-Complex (many environmental factors)
resource scarcity
-Abundance/ shortage of critical organizational resources in an organizations external environment
-Uncertainty
(Managers can understand/predict which environmental changes and trends will affect their businesses)
General environment components and indices
-Economy
Business confidence indices (managers level of confidence about future growth)
-Technological trends
-Sociocultural trends
(demographic characteristics, general behavior, attitudes, and beliefs of people in society)
-Political/legal trends that indirectly affect all organizations
(Legislation, regulations, and court decisions that govern and regulate business behavior)
Different advocacy groups
-public communication
-product boycott
-media advocacy
public communication (advocacy group)
-Voluntary participation by the news media/advertising industry to get the advocacy group’s message out
media advocacy
-Framing issues as public issues, exposing unethical practices, and forcing media to cover by buying media time or creating controversy
product boycott
-Protesting a company’s actions by persuading consumers not to purchase its product/services
organizational culture
-Values, beliefs, and attitudes shared by organizational members
-Internal environment
(Events/trends inside an organization that affect management, employees, and organizational culture)
-Consistent organizational culture
(Company actively defines/teaches organizational values, beliefs, and attitudes)
company mission
-Company’s purpose or reason for existing
workplace deviance
-Unethical behavior that violates organizational norms about right/wrong
property deviance
-Unethical behavior aimed at the organization’s property or products
political deviance
-Using one’s influence to harm others in the company
Production deviance
-Unethical behavior that hurts the quality and quantity of work produced
ethical intensity 6 factors
-Degree of concern people have about an ethical issue
1.)Magnitude of consequences
2.)Social consensus
3.)Probability of effect
4.)Temporal immediacy
5.)Proximity of effect
6.)Concentration of effect
Magnitude of consequences (ethical intensity)
Harm/benefit derived from decision
Social consensus (ethical intensity)
Agreement/disagreement on behavior
probability of effect (ethical intensity)
Chance something will happen that harms others
temporal immediacy (ethical intensity)
Time between act and consequences act produces
proximity of effect (ethical intensity)
Distance between decision maker and those affected
concentration of effect (ethical intensity)
Harm/benefit an act produces on the avg person
selecting/hiring test
-Overt integrity test
(Written test that estimates job applicant’s honesty by thoughts on unethical behaviors)
-Personality-based integrity test
(Written test that estimates job applicant’s honesty by measuring psychological traits, such as dependability and conscientiousness)
ethical decision making
-Managers can encourage by careful hiring, establishing ethics, training ethics, and creating an ethical environment
whistle blower
-Reporting others ethics violations to management or legal authorities
stakeholders
-Person/group with a stake/legitimate interest in a company’s actions
-Achieved by satisfying the interest of multiple corporate stakeholders
primary stakeholder
-Group on which an organization relies for its long term survival
secondary stakeholder
-Group that can influence/be influenced by a company and can affect public perceptions about the company
social responsibility
-take actions that benefit society
economic (social responsibility)
-Social responsibility to make a profit by producing a valued product/service
Legal (social responsibility)
-Social responsibility to obey society’s laws/regulations
discretionary (social responsibility)
-Social roles a company fulfills beyond its economic, legal, and ethical responsibilities
reactivity (response to social responsibility)
-does less than society expects
defensive (response to social responsibility)
-admits responsibility for a problem
-does the least required to meet societal expectations
accommodative (response to social responsibility)
-accepts responsibility
-does all that society expects to solve that problem
proactive (response to social responsibility)
-anticipates a problem before it occurs
-does more than society expects to take responsibility for and address the problem
