mgmt 320

The attainment of organizational goals in an effective and effiecient manner through planning, organizing, leading and controlling organizational resources

• planning - select golas and ways to obtain them
• organizing - assign responsibility for tasks
• leading - use influence to motivate
• controlling - monitor activites and make corrections

A formally structured collection of individuals working toward common/shared goals

the use of minimal resources(input) to produce a desired volume of profit

the degree to which the organization acheives a stated goal

cognitive ability to see the organization as a wwhole and the relationship among its parts

top managers need this the most

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

all managers need this skill

understanding of and proficiency in the performance of specific tasks

• lower managers -> Most
• medium managers -> More
• Top Managers -> least

Informational roles: develop and maintain information network (monitor, spokesperson)

Interpersonal roles: pertain to relationships with others (figurehead, leader)

Decisional Roles: to make choices requiring conceptual and human skills (entrepenuer, negotiator)

• Stay Calm
• Be visible
• put people before business
• tell the truth
• know when to get back to business

• Continuously improves based on the lessons of experience manages knowledge,
• workers must possess and use knowledge,
• knowledge needed is increasing,
• knowledge needs to be preserved and communicated continuous improvement through teams,
• open book management of information and empowered workers

rational, scientific, approach to study of management and sought to make workers and organizations like efficient machines

standard methods, careful selection, training, good working conditions, provide incentives

defined authority and responsibility, set procedures, goals of fairness and efficiency, seperation of management and owners

14 principles

• unity of comand
• division of work
• unity of direction
• scalar chain of command
• authority = responsibility

enlightened treatment of workers and powersharing between managers and employees, satisfaction of employees' social and physiological needs as key to increased worker productivity

Classical

• People dislike work and prefer to be directed
• must be coerced to work
• want to avoid responsibility
• have little ambition
• want security above everything

Human resources

• people will accept respnsibility
• have intellect that could be apploed to organizational goals
• only partially use their intellectual potential

emphasizes continuous improvement in all organizational processes, lead to the learning organization

• Rate of change in factors in environment
• number of factors in organization environment

1. adapt the organization to the changes in the environment

2. Influence the environment to make it more compatible with organizational needs

3. moving from one environment to another

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

• artifacts - physical structures, rituals, ceremonies, stories, language, symbols
• all the artifacts represent the culture underneath(beliefs, values, assumptions)

• Managets care about customers, stockholders and employees
• they value people and processes that can bring about useful change

• Managers care mainly about themselves, their immediate work group or some product or technology
• they value stability and risk reduction

general techniques include communicate, reward, set examples

All production and marketing facilities at home

International division is typically part of the the struture, but it is not dominant

marketing and production in many countries and 1/4 of sales from outside home country

Making sales and aquiring resources in whatever country offers the best deal

ownership, control and top management tend to be dispersed

To develop foreign markets

• global outsourcing
• exporting
• licensing
• franchising
• direct investing

means people accept inequality in power among institutions organizations and people

US has low power distance

Members of a society feel uncomfortable with uncertainty and ambiguity

Low for US

Reflects a value for a loosely knit social framework in which individuals are expected to take care of themselves

high for the US

a preference for a tightly knit social framework in which individuals look after one another

low for US

stress the importance of acheivement, heroism, assertiveness and material success

High for US

value relationships, modesty, caring for the weak and quality of life

Low for US

The degree that people value thirft, savings, and persistence versus quick profits, frequent promotions, and rapid feedback from decisions

short term for US

must be culturally flexible and easily adapt to new situations and ways of doing things

Motivating: must fit the incentives with the culture

Controlling: often unable to fire unproductive employees and must find productive ways of dealing with them

Belief in the inherent superiority of ones ethnic group or culture

The code of moral principles and vlues that govern the behavoirs of a person or group with respect to what is right or wrong

are unenforceable in a legal sense but are often powerful

behavior about which law has no say and for which an individual or organization enjoys complete freedom

values and standards that are written into the legal system

when all choices have been deemed undesireable because of potrntially negative etheicalconsequenses, making it difficult to distinguish right from wrong

the choices also have attractive attributes

moral behaviors produce the most good for the greatest number of people

Acts are moral when the promote the individuals best long term interests

the golden rule

human beings have fundemental rights

standards of equity fairness and impartiality

• Preconventional level: concernes with external rewards and punishments
• Conventional level: conform to the expectations of peers and society
• Postconventional level: (principled level) individuals develop a personal internal set of standards and values - about 20% of adults

An organization taking actions that contribute to a society, being a good coporate citizen

the belief that a business should be operated for the benefit of all who are concerned with it

oweners, investors, employees, suppliers, customers, government and society

economic responsibilities: the social responsibility = profit maximizing - anything for profit beavior

legal responsibility: social responsibility = obeying the law (as well as making profit) - defensive behavior

Ethical responsibility: the be ethical an organizarion should seek a higher standard than merely obeying the law - accommodation behavior

discretionary responsibilities: purely voluntary, not mandated by economics, law, or ethics. Goes beyond what society expects - this is true social responsibility - proaction behavior

• Self defense: if business is not proactive, the public or government will press for more regulation
• obligation: business exists due to being sanctioned by society - owes debt to society
• self interest - social responsibility is ood for business in long run

• Social expenditures amount to theft of business owners'd equity
• business lacks the ability to pursue social goals
• business would gain too much power id incolved in the social domain

a formal statement of the company's values concerning etics and social issues

Principle-based: designed to: enable the employee to make ethical decisions based on appropiate values

• Policy-based: outline how to act in specific ethical situations - reducing the need for thinking or shared values
• conflicts of interest
• Proprietary of information
• political gifts
• equal opportunities

• Ethics committee: groupappointed to monitor company ethics
• hotlines: employees can report questionable behavior, possible fraud, waste, or abuse
• ethics training programs

• definition: the disclosure by and employee of illegal immoral or illigitimate practices by the organization
• guidelines: be sure you are right, try to resolve the situation in-house first, consult an attorney before contacting the media, relize you could be fired, don't expect to profit financially

• digitization of business
• work is free flowing and flexible
• empowered employees are expected to seize opportunities and solve poblems as the emerge

based on the idea that truely effective control comes from within the individual worker rather than from strict authoritarian control

maintaned an interest in worker participation and considerate leadership but shifted the emphasis to consider the daily tasks that people perform

is the outer layer that is widely dispersed and affects organizations indirectly

includes social, economic, legal-political, international, natural and technological factors that influence all oganizations about equally

is closer to the organization and includes the sectors that conduct day to day transactions with the organization and directly influence its basic operations and performance

generally includes competitors, suppliers, customers, and the labor market

includes the elements within the organizations bounadries

includes current employees, management, and especially corporate culture

people are sensitive to circumstances surrounding social exchanges

people use communication primarily to build personal social relationships

meaning is derived frrom context(setting, status, and nonverbal behavoir)

people use communication primarily to exhange facts and information, maeaning is primarily derived primarily from words, business transactions are more important than bilding relationships and trust

permanent global institution that can monitor international trade and has legal authority arbitrate dispoutes on some 400 trade issues

151 countries

refers to economic development that generates wealth and meets the needs of the current generation while saving the environment to future generations can mee their needs as well