Management 3310 Exam 1

management

the attainment of organizational goals in effective and efficient manner through planning, organizing, leading, and controlling organizational resources

4 functions of management

planning, organizing, leading, and controlling

planning

identifying goals for future organizational performance and deciding on the tasks and use resources needed to attain them

organizing

assigning tasks, grouping tasks into departments, delegating authority, and allocating resources across the organization

leading

use of influence to motivate employees to achieve organizational goals

controlling

monitoring employees' activities determining whether the company is moving towards its goals and making the necessary corrections

organization

social entity that is goal directed and deliberately structured

organizational effectiveness

the degree to which the organization achieves a stated goal, or succeeds in accomplishing what it tries to do

organizational efficiency

amount of resources used to achieve a goal

3 managerial skills

conceptual, human-ability, and technical

conceptual managerial skill

ability to see the organization as a whole system and the relationships among its parts

human-ability managerial skill

ability to work with and through other people and to work effectively as a group member

technical managerial skill

understanding of proficiency in the performance of specific tasks

3 managerial roles

informational, interpersonal, and decisional

informational managerial role

activities used to maintain and develop an info network

interpersonal managerial role

relationships with other that are related to human skills

decisions managerial role

events about which the manager must make a choice and take action

3 forces that effect managing in the external environment

social, political, economic

social forces

aspects of a culture that guide and influence relationships among people

political forces

influence of political and legal institutions on people and organizations

economic forces

availability, production, and distribution of resources in a society

most current management perspective

humanistic perspective

classical perspective

takes a rational, scientific approach to management and seeks to turn organizations into efficient operating machines

scientific management

emphasizes scientifically determined jobs and management practices as the way to improve efficiency and labor productivity

frank gilbreth

pioneered time and motion study and arrived at many of his management techniques independent of frederick w. taylor

subfields of classical perspective

scientific management, bureaucratic organizations, and administrative principles

bureaucratic organizations

emphasizes management on an impersonal, rational basis through elements such as clearly defined authority and responsibility, formal record keeping, and separation of management and ownership

administrative principles

focuses on total organization rather than the individual worker and delineates the management functions of planning, organizing, commanding, coordinating, and controlling

frederick w. taylor

improving productivity meant management would have to change and that the manner of change could only be determined by scientific study

gantt chart

measures and plans work

criticisms of scientific management

(1) did not appreciate the social context of work and higher needs of workers
(2) did not acknowledge variance among individuals
(3) tended to regard workers as uniformed and ignored their ideas and suggestions

founder of bureaucratic organizations

max weber

factors of bureaucratic organizations

(1) manage organizations on impersonal, rational basis
(2) organization depends on rules and records

human relations movement

idea that truly effective control comes from within the individual worker rather than from strict, authoritarian control

mary p. follett

proposed humanistic approach to management: contrast to scientific management: importance of people rather than engineering techniques

chester bernard

adopted humanistic view on management with mary follett

theory x

people inherently dislike work so they must be coerced to work; the average worker wants to be directed, avoids responsibility, has little ambition, and wants security above all

Theory y

doesn't inherently dislike work, don't need to be coerced, seeks responsibility and excel in problem solving/creativity

benchmarking

comparing your product to that of the competition

open system

organization draws resources from the external environment and releases goods and servies

closed system

organization is self-sufficient and sends goods and sends goods to the external environment

internal environment

includes elements within the organization's boundaries

external environment

includes elements outside the organization's boundaries

dimensions of the general environment

international, technological, sociological, economic, legal-political, and natural

international dimension

includes events originating in foreign countries, as well as new opportunities for US companies in foreign countries

technological dimension

includes scientific and technological advances in a specific industry, as well as in society at large

sociological dimension

represents the demographic characteristics as well as the norms, customs, and values of the general population

economic dimension

represents the general economic health of the country or region in which the organization operates

legal-political dimension

includes government regulations at the local, state, and federal level, as well as political activities designed to influence company behaviors

natural dimension

all elements that occur naturally on earth, including plants, animals, and rocks as well as resources such as air, water, and climate

task environment

sectors that have a direct relationship with the organization

factors of task environment

customers, competitors, suppliers, and labor market

labor market factor of task environment

people in the environment that can be hired to work

boundary-spanning roles

link to and coordinate the organization to key elements in the external environment

culrure

set of key values, beliefs, understandings, and norms shared by members of an organization

factors of culture

symbols, stories, heroes, and slogans

symbols

an object, act, or event that conveys meaning to others

stories

narrative based on true events and is repeated frequently and shared among employees

heroes

figure who exemplifies the deeds, character, and attributes of a strong culture

slogan

a phrase that succinctly expresses a key corporate value

significance of corporate culture

embodies what it takes to succeed in corporate culture

values

an employees principles or standards of behavior: defines the corporate culture

major challenge in international/global environment is knowing the _____

culture

importance of global markets

bring economic benefits to the home country

4 stages of globalization

exporting, outsourcing (offshoring), licensing, and direct investment

exporting

companies maintain production facilities carried out in other countries

outsourcing (offshoring)

work activities carried out in other countries that have cheap labor

licensing

corporation (licencor) makes certain resource available to companies (licensee) in other countries

direct investment

high level of involvement and company manages and controls assets

international management

management of business operations conducted in more than one country

international environment factors

socioculture, economic, and political/legal

sociocluture factor

social values/beliefs, religion, education, time orientation

economic factor

eco-development, infrastructure, exchange rates, and per capita income

political/legal factor

political risk, tariffs, terrorism, and laws/regulations

elements of hofsteade, global projects

power distance, uncertainty avoidance, individualism/collectivism, and masculinity/feminism

power distance element

high power distance means people accept inequality in power among institutions, organizations, and people

uncertainty avoidance element

high uncertainty avoidance means people are uncomfortable with uncertainty

individualism/collectivism element

(1) individualism- individuals take care of themselves
(2) collectivism- individuals look after each other

european union

create powerful single market in europe with the creation of the euro

ehtnocentric

natural tendency of people to regard their own culture as superior

ethics

code of moral principles and values that governs the behavior of a person or group with respect to what is right and wrong

moral agent

someone capable of acting with reference to right and wrong

approaches of ethical decision making

utilitarian, individualism, moral rights, justice, and practical

individualism approach

contends that acts are moral when the individuals' best long-term interests

moral rights approach

human beings have fundamental rights and liberties that cannot be taken away

justice approach

(1) distributive- different treatment of people shouldn't be based on arbitrary characteristics
(2) procedural- rules should be administered fairly
(3) compensatory- compensated for wrongs done

practical approach

bases decisions on prevailing standards of the profession and the larger society, taking the interest of all stockholders into account

social responsibilities

economic, profit-maximizing, legal responsibility, ethical responsibility, and discretionary responsibility

economic responsibility

produce goods and services that society wants to maximize profits for its owners and shareholders

profit-maximizing view

corporation should be operated on a profit-orientation basis, with its sole goal to increase profits so long as it stays within the rules

legal responsibility

what society deems as important with respect to appropriate corporate behavior

ethical responsibility

behaviors that are not necessarily codified into law and may not serves the corporations

discretionary responsibility

voluntary and is guided by a company's desire to make social contributions not mandated by economics, laws, or ethics

stakeholders

any group or persons within or outside the organization that has some type of investment or interest in the organization's performance and is affected by the organization's actions (employees, customers, and stockholders)

whistle blowing

employee disclosure of illegal, unethical, or illegitimate practices on the employer's part