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a group of people working together in a structured and coordinated fashion to achieve a set of goals
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managerial talent and labor
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MGMT 309 Exam 1
| Question | Answer |
|---|---|
| a group of people working together in a structured and coordinated fashion to achieve a set of goals | organization |
| managerial talent and labor | human resources |
| capital investments to support ongoing and long-term operations | financial resources |
| raw materials; office and production facilities and equipment, inventory, COGS | physical resources |
| usable data, information linkages | information resources |
| set of activities used for planning and decision making, organizing, leading, and controlling directed at an organization's resources (HR, Fin, phys, info) with the aim of achieving org goals in and efficient and effective manner | management |
| planning and decision making, organizing, leading, and controlling | basic management functions |
| resources -> 4 functions -> goals | management process |
| using resources wisely and in a cost-effective way | efficiently (basic purpose of mgmt) |
| making the right decisions and successfully implementing them | effectively (basic purpose of mgmt) |
| someone whose primary responsibility is to carry out the management process | manager |
| plans and makes decisions, organizes, leads, and controls human, financial, physical, and information resources | manager's responsibility |
| develop method to know how well employees are performing to determine what has been and what still must be done | control (managers) |
| determining goals and courses of action | planning and decision making (managers) |
| coordination activities and resources | organizing (managers) |
| motivating and managing people | leading (managers) |
| how to use POLC efficiently and effectively | controlling (managers) |
| small group of execs who manage overall organization. create goals, stategies, policies | top managers |
| responsible for implementing the policies and plans of top managers | middle managers |
| work in areas related to getting consumers and clients to buy the organizations products or services | marketing managers |
| deal with orgs financial resources, accounting, cash mgmt, investments | financial managers |
| involved with system that create products and services | operations managers |
| involved in human resource activities | human resources managers |
| generalists familiar with all areas of management and are not associated with any specialty | administrative managers |
| face of organization, figurehead, leader, and liason dealing with other people | interpersonal roles (mintzberg) |
| monitor, disseminator, spokesperson roles. involve the processing of information | informational roles |
| entrepreneur, disturbance handler, resource allocator, negotiator. managerial roles primarily related to decision making | decisional roels |
| transmits information, must work with monitor | disseminator |
| efficiently using resources wisely and in a cost-effective way and effectively making the right decisions and successfully implementing them | basic purpose of management |
| technical, interpersonal, conceptual, diagnostic, communication, decision making, time management | managerial skills |
| to accomplish or understand the specific kind of work being done in an organization (farther you move up, farther removed from these skills you need to understand) | technical skills |
| to comm. with, understand, and motivate both individuals and groups | interpersonal skills |
| to think in the abstract. map vs directions, big vs small picture | conceptual skills |
| visualize appropriate response to situation | diagnostic |
| to convey ideas and info effectively to others and to receive the same effectively from others | comunication skills |
| to recognize and define problems and opportunities and then select an appropriate course of action to solve problems and capitalize on opportunities | decision-making skills |
| to prioritize work, work efficiently, delegate properly. story about job interview with PETA advocate, friend robin who couldn't manage his schedule | time management |
| assumes problems can be approached using rational, logical, objective, and systematic ways. uses tech, diagnostic, decision making skills to solve problems | science of mgmt |
| abstract | art of mgmt |
| methodical | science of mgmt |
| making decisions and solving problems using a blend of intuition, experience, instinct, and personal insights | art of mgmt |
| uses conceptual, communication, interpersonal, and time mgmt skills to accomplish tasks associated with managerial activities | art of mgmt |
| people benefit from profit, stockholders make money. firms, banks, insurae, retailers, transport, utilities | for profit orgs |
| profit company generates goes back into the company. ex: tamu, gov agencies, healthcare, community groups | non profit orgs |
| consists of scientific mgmt and adminstrative mgmt. searching for the efficient, most effective process. | classical management perspective |
| concerned with improving the performance of individual workers. grew out of the industrial revolution's labor shortage at the beginning of the 20th century | scientific management |
| theory that focuses on managing the total organization | administrative management |
| eliminated soldiering, time motion studies, people synonymous with tools, all about individual performance and maximizing potential. piece work pay to motivate employees | Taylor's scientific management (classical) |
| reduced the number of movements in bricklaying, increased output by 200% | frank and lillian gilbreth (18 to 5 steps) CM - SM |
| developed a chart to improve working efficiency through scheduling and planning | henry gantt (gantt chart) CM - SM |
| advocated job specialization in both managerial and operating jobs | harrington emerson (tasks into substeps) CM -SM |
| management functions came from this, all about organizational efficiency | adminstrative mgmt theory CM-AM |
| prescribed universal procedures, works in simple orgs, saw people as tools | downsides to classical mgmt |
| emphasized individual attitudes, behaviors, and group processes. recognized importance of behavioral processes in the workplace. 20s-40s. viewed people as resources, not tools. | behavioral mgmt |
| considered the father of industrial psychology | hugo munsterberg (behavioral mgmt) |
| found that attention to individuals increased production, peer pressure affected production | hawthorne studies (behavioral mgmt) |
| proposed that workers respond primarily to the social context of work, including social conditioning, group norms, and interpersonal dynamics. mgrs concern for workers would lead to increased worker satisfaction and improved performance. | human relations movement (behavioral mgmt) |
| employees are motivated by hierarchy of needs | maslow (behavioral mgmt) |
| harsh and controlling | x manager (behavioral mgmt) |
| work is a natural part of lives | y manager (behavioral mgmt) |
| provided insights into motivation, groups dynamics, and interpersonal processes. furthered belief that employees are valuable resources | contributions of behavioral management |
| hard to predict what people will do, research finidngs are hard to communicate | limitations of behavioral management |
| focuses on decision making, economic effectiveness, math models, and the use of computers to solve quantitative problems | quantitative management |
| focuses on development of representative math models to assist with decisions. the actual model. | management science (QM) |
| application of math models in business | operations management (QM) |
| quantitative techniques can assist mgrs in decision making, creates best alternatives list. useful in planning and controlling processes. | contributions of quantitative mgmt |
| math may come at expense of other managerial skills, can't create/predict human behavior, can't just focus on the model | limitations of quantitative mgmt |
| interrelated set of elements functioning as a whole | system |
| org that interacts with external environment | open system |
| important due to their interdependence on each other within the organization | subsystems |
| subsystems are more successful working together in a cooperative and coordinated fashion than working alone. whole system is more productive and efficient than the sum of its parts | synergy |
| process in which an organizational system declines due to its failing to adjust to change in its environment | entropy |
| attempted to identify the one best way to manage organizations (classical mgmt) | universal perspective |
| sugests each org is unique, behavior for managing org depends on current situation in organization. | contingency perspective |
| complementary way of thinking about theories of mgmt. involves recognition of current system and subsystem interdependencies, environmental influences, and the situational nature of management. uses 3 perspectives and systems & contingency to integrate | integrative framework (used today) |
| general environment, task environment | external environment |
| conditions and forces present and at work within an organization | internal environment |
| overall health and vitality of the economic system in which the org operates. bad economy: more dollar menu items | economic dimension (general - external) |
| refers to the methods available for converting resources into products or services. mcdonalds cup machine reduces drive through time | technological dimension (general - external) |
| includes customs, morals, values, and demographic characteristics of the society in which the organization functions. "healthy eating" mcdonalds offers fries and apples, calories on menu | sociocultural dimension (general - external) |
| extent of gov regulation of business and the general relationship between business and government | political-legal dimension (general - external) |
| extent to which org is affected by business in other countries | international dimension (general - external) |
| broad dimensions and forces in an organizations surroundings that create its overall context | general environment - external |
| specific groups affecting the org | task environment |
| competitors, customers, suppliers, regulators, strategic partners | members of task environment - external |
| persons with legal property rights to a business | owners (internal) |
| elected by stockholders and charged with overseeing the general mgmt of the firm to ensure that it is run in a way that best serves the stockholder's interest | board of directors (internal) |
| vested interest in organization's continued operation and existence | employees (internal) |
| physical environment of the org and the work that people do | physical work environment |
| degree to which change in environment is occurring, degree of homogeneity or complexity of the environment | environmental change |
| unexpected changes and upheavals in the environment of an organization. crisis most common form | environmental turbulence |
| change and complexity create __________ | uncertainty |
| threat of new entrants, competitive rivalry, threat of substitute products, power of buyers, power of suppliers | porter's five competitive forces |
| employee who accumulates info through contacts outside the organization | boundary spanner |
| summarize and deliver information in a form pertinent to manager's needs | information systems |
| maintaining the status quo, altering the current strategy, adopting a new strategy | strategic response |
| info mgmt in orgs, strategic response, mergers | how orgs respond to environments |
| individual person's beliefs regarding what is wrong/right and good/bad | ethics |
| family, values and morals, individual experiences, peers | determinants of individual ethics |
| michael douglas talked charlie sheen into being unethical in wall street | company influenced employee (managerial ethics) |
| office space computer smashing scene | employees influence company (managerial ethics) |
| customers, suppliers, competition, stockholders, dealers, unions | firm to other economic agents (managerial ethics) |
| gather relevant factual information, determine most appropriate moral values, make a judgment | deciding whether or not an action is ethical |
| utility, rights, justice, caring (CRUJ) | ethical norms affecting actions |
| act is doing whats best for who/what is affected | utility (ethical norms) |
| at respects the rights of others involved | rights (ethical norms) |
| act is consistent with what is considered fair | justice (ethical norms) |
| consistent with people respect to each other | caring (ethical norms) |
| peoples perceptions of the fairness with which rewards are distributed within the organization | distributive justice (outcome) |
| individual perceptions of the fairness used to determine various outcomes. the process used to determine. outcome may not change, process might and can change the perspective of the outcome | procedural justice (process to determine) |
| degree of fairness people see in how they are treated by others in the organization | interpersonal justice |
| fairness of information used for decision making | informational justice |
| distributive vs procedural becomes important when _____ | deciding if people are more or less likely to sue the company |
| need for immediate gratification. ex: dvr/pausing for commercials | I want my MTV! (ethical challenges today) |
| few rewards for immense group of people. ex: everyone gets a trophy in kids soccer. not realistic because in life we keep score. Even on a successful team there is an MVP | winner take all (ethical challenges today) |
| whistleblowers and people not doing their jobs, clinton scandal, enron | When does it end? (ethical challenges today) |
| so much information that you don't know what to do | your disk is too full to complete function (ethical challenges today) |
| hard to think of people in society that are 'heroes'. seems everyone has been hurt by the media. ex: tiger woods, hannah montana | where have you gone, joe dimaggio? (ethical challenges today) |
| why you trust people | track record (ability, benevolence, integrity) |
| skills and competencies that enable an authority to be successful in some specific area | ability (track record) |
| belief that the authority wants to do good for the trustor. want what is best for the person that is putting their trust in you/the org | benevolence (track record) |
| perception that the authority adheres to a set of values and principles that the trustor finds acceptable. walk the talk. | integrity (track record) |
| set of obligations an organization has to protect and enhance the societal context in which it functions | social responsibility |
| stakeholders, natural environment, general social welfare | areas of social responsibility |
| obstructionist, defensive, accommodative, proactive | social responsibility approaches |
| do as little as possible | obstructionist stance |
| do what is legally required and nothing more | defensive stance |
| meet legal and ethical obligations. ex: big corporations "matching gifts" programs | accommodative stance |
| organization views itself as a citizen and actively seeks opportunities to contribute to society. ex: patagonia | proactive stance |
| most orgs fall between these two social responsibility approaches? | defensive and accommodative stance |
| everyone is a part of the village, orgs are affected by competition in the global economy, firms are reshaping themselves for international competition and new ways to exploit markets, failure to take global perspective HUGE mistake | globalization |
| acquires all of its resources and sells all products/services within a SINGLE country | domestic business |
| based in a single country yet acquires a meaningful share of its resources and/or revenues from other countries | international business |
| transcends national boundaries and buys raw materials, borrows money, and manufactures and sells its products in a word wide marketplaxe | multinational business |
| bringing a good, service, or capital into a home country from abroad. pros: small cash outlay, little risk, no adaptation of product/service. cons: tarriffs and taxes, transport costs, gov regulations | importing |
| age distributions, gender, ethnicity | dimensions of diversity and multiculturalism |
| broad issues associated with differences in values, beliefs, behaviors, customs, attitudes held by people in different cultures | multiculturalism |
| cost, resource acquisition, marketing, creativity, problem solving, systems flexibility | arguments for diversity - competitive advantage |
| higher levels of productivity due to diversity, lower levels of turnover and absenteeism | cost argument |
| firms who manage diversity effectively will become known as good places to work | resource acquisition |
| diverse workplaces better understand different market segments than those with less diversity | marketing argument |
| firms with diverse workforces will generally be more creative and innovative | creativity argument |
| diverse orgs have a better pool of information to make decisions from | problem solving argument |
| firms must become flexible as a way of managing a diverse workforce, causing the overall org to be more flexible | systems flexibility argument |
| understand nature and meaning of div/mult, develop empathy, develop tolerance of culture differences, willing to comm and discuss div/mult issues | individual strategies to managing diversity and multiculturalism |
| policies, practices, training, culture | organizational strategies to managing diversity and multiculturalism |
| pluralism, full structural integration, full integration of informal network, absence of prejudice and discrimination, no gap in organizational identification, low levels of intergroup conflict | 6 dimensions of multicultural organizations |
| every organizational group works to understand every other group | pluralism (6 dimensions of multicultural organizations) |
| the internal makeup of the organization reflects the external labor market | full structural integration (6 dimensions of multicultural organizations) |
| removes barriers to entry and participation in the org | full integration of the informal network (6 dimensions of multicultural organizations) |
Created by:
shannontevlin