Management Chapts 1-4


WHAT IS MANAGEMENT?


pursuit of organizational goals, planning, organizing, leading and controlling


6 CHALLENGES TO BEING A STAR MANAGER


1. manage for competitive advantage2. diversity3. globalization4. information technology5. ethical standards6. own happiness/ life goals!


REWARDS FOR STUDYING MANAGEMENT


- financial- savvy- self awareness- upward mobility- interpersonal influence


4 PRINCIPAL FUNCTIONS OF MANAGEMENT


1. Planning2. Organizing3. Leading4. Controlling


LEVELS OF MANAGEMENT


Top Managers -> long term decisions +HC > 5yrs

Middle Managers -> implement policies THC 1-2yrs1st-Line Managers -> short- term THC < 1yr


FUNCTIONAL vs GENERAL


Functional Managers are responsible for 1 activity

General Managers are responsible for several


ROLES MANAGERS PLAY


Interpersonal ->interact w/ppl (figure head, leader, liason)

Information -> (monitor, disseminator, spokesperson)

Decisional -> solve problems (disturbance leader, resource allocator, negotiate)


ENTREPRENEUR vs INTRAPRENEUR


Entrepreneur -> sees an opportunity & acts upon it

Intrapreneur -> an individual who does things w/in an existing org


2 PERSPECTIVES ABOUT MANAGEMENT


1. History 3 View Points (classical, behavioral, quantitative)

2. Contemporary -> 3 View Points (systems, contingency, quality management)


CLASSICAL VIEW POINT


*looks for ways to be more efficient

2 ways: Scientific & Administrative scientific- improve productivity of job & workers administrative- managing entire org & function of bureacrecies


BEHAVIORAL VIEWPOINT


importance of human behavior; motivating employees

3 Branches -> behaviorism, human relation, behavioral science


QUANTATIVE VIEWPOINT


application to manage through quantative technique

2 Branches ->management science, operations management

*uses math to solve problems


CONTEMPORARY PERSPECTIVE


Is a system viewpoint


SYSTEM


Set of inter-related parts that work to achieve a common purpose


4 Parts of A System


1. Inputs -> req to produce2. Outputs -> produced3. Transformational Purpose -> converting inputs to outputs4. Feedback -> reaction


OPEN vs CLOSED SYSTEMS


Open -> continually interacts with environment

Closed -> little interaction, little feedback


CONTINGENCY VIEWPOINT


emphasize managers approach should be contingent


QUALITY CONTROL vs ASSURANCE


QC: strategy for minimizing errors

Assurance: performance of workers "zero defect" workers


TOTAL QUALITY MANAGEMENT


dedicated to continuous quality improvement, training, and customer satisfaction


STAKEHOLDER


interest affected by an organizations activities


INTERNAL STAKEHOLDERS


consist of employees, owners, and board of directors


EXTERNAL STAKEHOLDERS


affected by environment


ETHICS


Ethics: standards of right & wrong that influence behavior

ethical behavior: acceptable as rightethical dilemma: decide to pursue a course when its illegal


VALUES


permanent and deeply underlying beliefs that help determine a persons/organizations


4 APPROACHES TO DECIDING AN ETHICAL DILEMMA


1. Utilitarian Approach: greatest good for greatest # of ppl2. Individual Approach: individual's BEST long-term interest3. Moral-Rights Approach: fundamental rights of human being4. Justice Approach: standards of fairness and equity


SORBANES OXLEY


est. requirements for proper financial record keeping for public companies and penalties for non compliance.


HOW DO PPL USE ETHICS


Preconventional: follow rules to avoid consequences

Conventional: behaviors that adhere to expectations of others ij their lives

PostConventional: doing the right thing


SOCIAL RESPONSIBILITY


take actions that will benefit the interest of society along w/the organization

2 Views: 1 w/money 1 w/society welfare


4 APPROACHES TO SOCIAL RESPONSIBILITY


1. Obstructionist: economic gain is more important2. Defensive: obey the law3. Accomodate: do more than law requires4. Proactive: actively lead the way


SUSTAINABILITY


being green meets need of promising future


PHILANTHROPY


making charitable donations


DIVERSITY


the differences & similarities of ppl

Internal: no control over; visible & prominent

External: influence of control, element of choice


CLASS CEILING


barriers that prevent women or minorities from reaching management positions.