the process of deciding the best way to use an organization's resources to produce goods or provide services - resources include its employees, equipment, and money
management
establishes the goals, or objectives of the organization, it decides which actions are necessary to meet those goals, decides how to use the organization's resources - shairperson of the board, CEO, COO, Senior VP
senior management
responsible for meeting the goals that senior management sets- sets goals for specific areas of the organization and decides what the employees in each area must do to meet those goals - department head - sales manager
Middle Management
make sure that the day to day operations of the organization run smoothly - front line level - foreman- crew leader - store manager
supervisory management
Management Tasks(5)
Planning
Organizing
Staffing
Leading
Controlling
a manager decides on goals and the actions the organization must take to meet them (management task)
planning
a manager groups related activities together and assigns employees to perform them (management task)
Organizing
A manager decides how many and what kinds of people an organization needs to meet its goals (management task)
Staffing
A manager provides the guidance employees need to perform their tasks (management task)
Leading
A manager measures how the organization performs to ensure that financial goals are being met - requires a manager to analyze accouting records and to make changes if financial standards are not being met (management task)
Controlling
Relative amount of emphasis Placed on Each Function of Management
Senior Management -
Middle Management -
Supervisory Management -
Senior - equally among five tasks
Middle - spend most of their time leading and controlling
Supervisory - little time planning and a lot of time controlling
Liason - develops and maintains networks outside org
2. Monitor - collects info relevant to the org
Disseminator - gives people info they need to make decisions
spokesperson - transmits info to outside
3. entreprenuer - initiates controlled change
disturbance handeler - deals with unexpected changes
resource allocator - makes decisions on use of resources
negotiator - deals with other individuals and orgs
Management Skills (3)
Conceptual, Human Relations, Technical
Which level of management uses which skills the most?
Conceptual?
HR?
Technical?
Conceptual - Senior Management
HR - All Levels
Technical - Supervisory
a management skill - help managers understand how different parts of a company relate to one another and to the company as a whole
conceptual
a management skill - those that managers need to understand and work well with people
human relations
management skill - the specific abilities that people use to perform their jobs
technical
managers are expected to set the standard for their department and to model behavior they expect from subordinates - cannot play favorites, put self before employees, lose temper
Management Agreement
including people of different genders, races, religions, nationalities, ethnic groups, age groups, and physical abilities - represents major social change
diversity
invisible barrier that prevents women and minorities from moving up in ther organizational hierarchy - usually due to life circumstances
glass ceiling
the application of standards of moral behavior to business situations - SOX - worthless if not enforced
Business ethics
Many of today's managerial problems began?
During the early manaement movement
T/F Some forms of management have existed since the beginning of time
True
Government Regulation for buisiness - prevented monopolies - no restriction on competition (not natural monopolies)
Sherman Antitrust Act
Philosophy of Frederick W Taylor that sought to increase productivity and make the work easier by scientifically studying work methods and establishing standards
1. time and motion studies
2. not everyone is right for certain jobs and training
3. explain to workers why things are done
4. workers focus on one aspect of a complete job
Scientific Management
the actions of employees who intentionally restrict output
soldiering
Henry Gantt
production control - Gantt Chart
Frank Gilbreth
Study of motion with with Frederick Taylor
Lillian Gilbreth
Psychology - the first lady of management
Henri Fayol
first to outline the functions of management - 14 principles - acknowledged equity
production increase with no obcious relationship to environment - employees racted to condititions of attention
Hawthorn Studies
gave railway workers the right to form unions and engage in collective bargaining, established a corresponding obligation for employers to recognize and collectively bargain with the union
railway labor act
severely restricted the use of injunctions to limit union activity
norris -La Guardia Act of 1932
Resulted in full, enforceable rights of employees to join unions and to engage in collective bargaining with their employer who ws legally obligated to do so
National Labor Relations Act of 1935
Established minimum wages and required that time and a half be paid for hours worked over 40 in one week
Fair Labor Standards Act
a organization can be viewed as one of the following systems - open or closed - a set of connected elements that function as a whole
Systems approach
organization interacts with its external environment - part of systems approach
open system
organization has no interaction with its external environment - part of systems apprach
close system
The controlling/authorative manager believes that most employees don't like to work and will only work at the required level of productivity if they are forced to do so under the threat of punishment - people are lazy and uncreative
Theory X
The democratic/participative manager believes that employees can be trusted to meet production targets without being threatened and that they will often seek additional responsibilities because they enjoy the satiffaction of being creative and increasing their own skills - workers want to be creative
Theory Y
different conditions require different management approaches - no one best way to manage; the best way depends on the specific circumstances
contingency approach to management
attempts to integrate American and Japanese management practices - encouraged more participation - deeper concern for employee's well being - emphasis on quality - management facilitator
Theory Z
increased attention to quality - shift from finding and correcting mistakes or rejects to preventing them - managing the entire organization so that it excels in all dimensions of products and services that are important to the customer
Total Quality Management (TQM)
Series of book focusing on top companies of the time- problem was they weren't top in future years - Built to Last - In Search for Excellence
Moving from Good to Great
managers focus on simple basic principles that allow the company to focus on performance rather than pursuing several strategic projects at the same time
hedgehog concept
the act of exchanging information - can be used to inform, command, instruct, assess, influence, and persuade other people
Communication
managers spend three quarters of their time communicating (listening 55%) - important because managers must give directions, motivate, convince, absorb ideas, persuade
communication as a mangement skill
how well someone can reproduce what you said effictive ness of mediums of communications (greatest to least )
Face to Face->Video Conferencing->Telephone->2 Way Radio->Written Addressed Documents->Unadressed documents
Media Richness
interactice process, transmit information, sender communicates verbally and nonverbally, factors can interfere and cause process to fail -
Interpersonal Communication
Assuming a receiver understands can create a misunderstanding - always seek verbal or nonverbal feedback - interpretation can be a problem - ensure sender and receiver see and understand in the same way
Interpersonal Communication Failure - conflicting or inappropriate assumptions
study of the meanings of words or symbols(only meaning in people's reactions
Semantics
Two problems with semantics
1.Multiple Interpretations
2.Group Technical Language
deals with the mental and sensory processes an individual uses in interpreting information she or he receives -different people do this differently with the same information- listen to only part of the message
perception
affect the communication process- setting is important - good communication is both this and physical - affect our disposition to send and receive communication
emotions
developing good listening skills (4 parts)
Identify purpose
Identify main ideas
Note speakers tone and body language
Respond to the Speaker
includes pitch, tempo, loudness, and hesitations in verbal communication(paralanguage)- can change the meaning of verbal communication - gestures - body posture and eye contact
importance of nonverbal communication
kinds of non verbal communication
paralanguage
gestures
body posture
eye contact
principles of good writing
write as simply and clearly as possible
content and tone are appropriate for the audiance
proofread the documents
developing oral communication skills
address by name
avoid monotone
avoid interupting
be courteous
avoid filler words
be enthusiastic
most appropriate for sensitive communications (reprimanding or dismissing an employee)
Situation where verbal communication is best
most appropriate for communicating routine information, such as changes in company policies or staff
Situation where written communication is best
informal channels of communication within an organization - often accurate - will always exist
grapevine
intelligence, design, and choice
decision process
the process of choosing from among various alternatives
decision making
the process of determining the appropriate responses or actions necessary to alleviate a problem
problem solving
approach used when managers make decisions based largely on hunches and intuition - problems occur when managers ignore available facts and rely only on feelings
suggestions : 1. become aware of biases and allow for them 2. seek independent opinions
intuitive approach
a rational approach to decision making -
1. recognize need for decision
2. establish weight and rank criteria
3. gather available info and data
4. identify possible alternatives
5. evaluate each alternative
6. select the best alternative
optimizing approach
assumes the economic person - 4 assumptions
1. clearly define criteria
2. people have knowledge
3. have the ability
4. have self discipline
most decision still involve some judgement
limitations of the optimizing approach
selecting the first alternative that meets the decision maker's minimum standard of satisfaction-human rationality has definite limits - bounded rationality
1. Knowledge of criteria is limited
2. acto on simplified concept of real world
3. take first alternative
4. level of aspiration fluctuates depending on value of recent alternatives
satificing
the level of performance a person expects to attain -impacted by the person's prior successes and failures
level of aspirations
knowing exactly what will happen - condition for decision making
certainty
certain reliable but incomplete information is available - precise probablities usually not know- can use expected calue analysis - desirability of getting the information is figured by weighing the costs of obtaining the inormaiton against the information's value
situation of risk
decision maker has no knowledge concerning the probabilities associated with different possible outcomes
situation of uncertainty
optimistic or gambling approach
maximax
pessimistic approach
maximin
choosing the alternative with the least variation among its possible outcomes
risk averting approach
better than single person
takes longer
less responsible
more polar
group decision making
barriers to effective decision making(3)
1. Complacency
2. Defensive Avoidance
3. Panic
Five Step Process
1. Preparation
2. Concentration
3. Incubation
4. Illumination
5. Verification