Mgmt Final

The systematic process through which managers regulate organizational activities to make them consistent with expectations established in plans, targets and standards of performance.

a comprehensive management-control system that balances traditional financial measures of customer service, internal business processes and the organization's capacity for learning and growth

• 1. Establish standards of performance
• 2. Measure actual performance
• 3. Compare performance to standards
• 4. Take corrective action

the use of rules, policies, hiearchy of authority, reward systems, and other formal devices to influence employee behavior and assess performance

the use of organizational culture, group norms, and a focus on goals rather than a focus on goals rather than on rules and procedures to foster compliance with organizational goals

sharing financial information and results with all employees in the organization

Allows for employees to see for themselves - through charts, computer printouts, meetings, and so forth - the financial condition of the company

an organization-wide commitment to infusing quality into every activity through continuous improvement

a group of 6 to 12 volunteer employees who meet regularly to discuss and solve problems that affect the quality of their work

the continuous process of the measuring products, services, and practices against major competitors or industry leaders

a quality control approach that emphasizes a relentless pursuit of higher quality and lower costs

the steps taken to complete a company process

the implementation of a large number of small incremental improvements in all areas of the organization on an ongoing basis

a control system that measures performance in terms of after-tax profits minus the cost of capital inversted in tangibile assets

a set of standards as outlined by the international organization for standardization that represent and international consensus of what constitutes effective quality management

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

• Communicate legitimacy to external audiences such as investor’s customers and suppliers
• A source of motivation and guidance for internal audiences
• - Helps employees identify with the organization
• - reduce uncertainty and clarify what employees should accomplish
• - help minimize wasted resources

• Most general purposes, goals and plans
• Long run vision values
• What distinguishes it from other organizations
• focus on items such as market and customers
• product quality
• location on facilities
• attitude towards employees

Top management

• Organization
• plan for several years

Middle management

• major units of the organization
• plan for up to 2 years

Lower Management

• departments, individuals
• plan mostly for under a year

• Specific
• Measureable
• Attainable (and challenging)
• Relevant (key result Ares)
• Time-based
• Rewards

• Setting goals
• developing action plans (can be used to decentralize planning)
• reviewing progress
• Appraising overall performance

• Clarity (people know what to do)
• Commitment (are motivated and self-managed)
• Coordination (work towards something)
• Fairness

• difficulty choosing relevant measurable goals
• rigidity
• people skills required
• time required
• paperwork
• frequently sold as a cure all

Aim at achieving a specific non-recurring goal

Program to achieve an important one time organizational goal

Project similar to a program but generally smaller in scope and complexity

Provide guidance for recurring activities

Policy in a general guide to action and provides direction for people

Rules describe hos a specific action is to be preformed

Procedures define a series of steps to be used in achieving a specific job

Define a company responses to be taken in case the plan implemented does not work as expected

could also be used for unexpected positive results

• Internal
• - Strengths
• - Weaknesses
• External
• - Opportunities
• - Threats

the organization aggressively seeks efficient facilities , pursues cost reductions, and uses tight controls to produce products more efficiently than competitors

• Strong central authority
• maintains standard operating procedures
• easy to use manufacturing technologies
• highly efficient procurement and distribution systems
• close supervision, finite employee empowerment

the organization concentrates on a specific regional market or buyer group

• frequent, detailed control reports
• may use combination of above policies directed at a specific strategic target
• values and rewards flexibility and customer intimacy
• measures cost of providing service and maintaining customer loyalty
• pushes empowerment to employees with customer contact

• Innovation from within
• - dynamic capabilities - managers focus on leveraging and developing more front he firms assets, capabilities, and core competencies in a way that will provide a sustained competitive advantage

Strategic partnership

is the visual representation of an organizations structure

Vertical structure - coordination from top to bottom

Horizontal structure - departmentalization - who works together

• degree to which tasks are subdivided into individual jobs
• a highly specialized job is narrow in scope
• increases efficiency up to a point
• with extreme specialization workers tend to become bored and alienated

the like of authority, shown in the organizational chart, that links all persons and shows who reports to whom

• Managers have authority because of the positions the hold - not who they are
• to be effective, it must be accepted but subordinates

• duty to perform the task and employee has been assigned
• Authority should be commensurate with responsibility

• Process to transfer authority and responsibility to positions below
• delegation does not reduce responsibility
• benefits both the organization and the individual employee

means that people in management positions have formal authority to direct and control immediate subordinates

is narrower and includes the right to advise, recommend, and counsel in the staff specialists' area of expertise

a communication relationship

• number of employees reporting to a supervisor
• tradition has recommended a span of management of four to seven subordinates
• what is best depends on the situation

• Factors
• Work performed but subordinates is stable and routine
• subordinates perform similar work tasks
• concentrated in a single location
• highly trained and need little direction in performing tasks
• rules and procedures defining task activities are available
• support systems and personnel re available for the manager
• little time is required in nonsupervisory activities such as coordination with other departments or planning
• managers personal preferences and styles favor a large span

Authority at the top - little delegation

Authority is pushed down to the lower levels, much delegation

departments based on similar activities, skills and resource use

Advantages: efficient use of resources, Economies of scale, in depth skill specialization

Disadvantages: poor communication, among departments, slow response to external changes, loyalty more to function than customer of the whole organization

• departments are grouped together based on organizational outputs( product, geography, customer)
• functions (eg. marketing) are split between the divisions
• its advantages and disadvantages tend to be the opposite of those of the functional approach

advantages: quicker changes in unstable environment, more in touch with customers

disadvantages: duplication (competition for resources among divisions), less professional specialization

• functional and divisional chains of command simultaneously
• violates the unity of command concept

advantages: sophisticated technology, fast-changing environment, to get the advantages of both functional and divisional structures, diverse products and geographical areas

disadvantages: many meetings to coordinate activities, high conflict between two sides of matrix, need for extensive human relations training

• cross functional teams (clusters) consist of employees from various functional departments
• teams typically have more decision making power than previously held by workers at their levels

advantages: quicker response time, better morale, reduced administrative overhead

disadvantages: conflict, time and resources spent on meetings

• virtual
• organization divides major functions among separate companies brokered by a small headquarters organization
• somewhat like a functional organization

advantages: increases competitiveness, especially of small firms, flexibility, reduced costs

disadvantages: no hands- on control, loyalty weakened

Attract, Develop, and maintain an effective work force

An Evaluation either positive or negative that predisposes a person to act in a certain way

• Affect - feelings for an object
• Behavioral Intentions - potential behavior towards an object
• Cognition - beliefs about an object

• Persuasion - cognition -> behavior : if you change your beliefs then your behavior will change
• Conditioning - affect -> Cognition -> behavior : change feelings, then change beliefs, then change behavior
• Cognitive Dissonance Production - behavior -> cognition : change beliefs in order to justify behavior

the cognitive process people use to make sense out of the environment by selecting, organizing, and interpreting information from the environment

"the link between the person and the environment"

includes social perception - impressions of people

perceiving only part of environment or attending to some parts more than others

• external factors - similarity, size, nearness, motion
• internal factors - experience, motivation

Adding to your perception

• stereotyping
• halo effects
• attribution - judging the causes of someone’s behavior

perceive a whole when only parts are there

We perceive others behaviors as more internally caused than they are

we perceive our own

• success as internal
• failure as external

Is the set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment

• Internal state - can't observe personality
• Uniqueness - all different than everyone else
• consistency
• stability - consistency across time

Managers who appreciate the ways their employees personalities differ have insight into what kinds of leadership behavior will be most influential

• 1. knowing one's own emotions
• 2. controlling one's emotions
• 3. recognizing other's emotions - empathy
• 4. Social Skill - controlling others emotions

Incompetence in management occurs more often from lack of EQ than lack of IQ

Essential in managing conflict

People who believe that individuals are in control of their own lives have an internal locus of control

people that think that forces beyond their control dictate what happens to them have an external locus of control

• Highly competitive
• impatient
• high job involvement
• aggressiveness

• more stress related illnesses
• high energy
• seek positions of power and responsibility

• determinants
• - sensitive nervous system
• - demanding parents (love contingent upon achievement)

• a leader with a combination of personal humanity and resolve
• more ambitious for their companies than for themselves

a leader who is concerns with consensus building, is open and inclusive, and encourages participation

seems to be more prevalent among females

• Concern for production measured from 1 to 9
• concern for people measured on a scale of 1 to 9
• team management (9,9) is often considered the most effective style for all managers

this is the traditional view of leadership that the new approaches are contrasted with

A leader who clarifies subordinates' role and task requirements, initiates structure, provides rewards, and displays consideration for subordinates

a leader whose personality motivates subordinates to transcend their expected performance

a leader who is able to imagine how the future could be and inspire others to work toward creating that future

A leader distinguished by a special ability to bring about innovation and change

A leader who works to fulfill subordinates' needs and goals - as a means to achieve the organizations larger mission

accomplish by other means what leaders do

prevent leader from leading - lack of power to control rewards, physical separation

an interdisciplinary field dedicated to the study of human attitudes, behavior and performance in organizations

refers to the tendency of people to help one another and put in extra effort that goes beyond job requirements to contribute to the organizations success

being helpful to coworkers and customers, doing extra work when necessary, looking for ways to improve products and procedures

include the beliefs, opinions and information the person has about the object of the attitude

the persons emotions about the object of the attitude

the persons intention to behave toward the object of the attitude in a certain way

is the process by which individuals subconsciously screen and select the various objects and stimuli that vie for their attention

the tendency to assign an individual to a group or broad category and then to attribute widely held generalizations about the group to the individual

occurs when the perceiver develops an overall impression of a person or situation based on one characteristic either favorable or unfavorable

the tendency of perceivers to see their own personal traits in other people, project their own needs, feelings, values and attitudes into their own judgment of others

the tendency of perceivers to protect themselves against objects, ideas or people that are threatening

judgments about what caused a person’s behavior

• internal - says characteristic of person lead to behavior
• external - says something about the situation caused the persons behavior

whether the behavior is unusual for that person

whether the person being observed has a history of behaving in the same way

whether other people tend to respond to similar situations in the same way

the belief that power and status differences should exist in the organization

is characterized u the acquisition of power and the manipulation of other people for purely personal gain

Less of Type A

experience less conflict with other people and a more balanced relaxed lifestyle

and individuals physiological and emotional response to external stimuli that place physical or physiological demands on the individual and create uncertainty and lack of personal control when important outcomes are at stake

- peoples responses to stress vary according to their personalities

the ability to influence people toward the attainment of goals

being unpretentious and modest rather than arrogant and prideful

manager - promotes stability, order, and problem solving within the existing organizational structure

leader - promotes vision, creativity, and change. questioning the status quo so that outdated, unproductive or socially irresponsible norms can be replaced to meet new challenges - move organization into the future

people oriented behavior, the extent to which leadership is mindful of subordinates, respects their ideas and feelings, and establishes mutual trust

degree of task behavior, the extent to which the leader is task oriented and directs subordinate work activities toward goal attainment

an interesting extension of the behavioral theories summarized in the leadership grid

- subordinates vary in readiness level

highly favorable/ unfavorable situation - task oriented is best

moderate favorability - relationship oriented is best

potential ability to influence the behavior of others

the effect a person’s actions have on the attitudes values and beliefs or behavior of others

• emphasizes details facts certainty
• is a decisive applied thinker
• focuses on short term realistic goals
• develops rules and regulations for judging performance

• prefers dealing with theoretical or technical problems
• is creative, progressive, perceptive thinker
• focuses on possibilities using impersonal analysis
• is able to consider a number of options and problems simultaneously

• shows concern for current, real-life human problems
• is pragmatic, analytical, methodical and conscientious
• emphasizes detailed facts about people rather than tasks
• focuses on structuring organizations for the benefit of people

• avoid specifics
• is charismatic, participative, people oriented and helpful
• focuses on general views, broad themes and feelings
• decentralizes decision making, develops few rules and regulations

a person who is an independent, critical thinker but is passive in the organization

a follower who participates actively in the organization but does not use critical thinking skills

a person who exhibits neither critical independent thinking nor active participation

a critical, independent thinker who actively participates in the organization

power that stems from a formal management position in an organization and the authority granted to it

power that results from the authority to bestow rewards on other people

power that stems from special knowledge of or skill in the tasks performed by subordinates

power that results from characteristics that command subordinates' identification with respect and admiration for and desire to emulate the leader

distinguish right from wrong and choosing to do right in the practice of leadership

refers to the forces either within or external to a person that arouse enthusiasm and persistence to peruse a certain course of action

are the satisfactions a person receive in the process of performing a particular action

are given by another person typically a manager, and include promotions, pay increases and bonuses

a group of theories that emphasize the needs that motivate people

A content theory that proposes that people are motivated by 5 categories of needs that exist in a hierarchal order

low order needs take priority over high level needs

• Physiological needs
• safety needs
• esteem needs
• belongingness needs
• self-actualization needs

these most basic human physical needs include food water and oxygen

these needs include a safe and secure physical and emotional environment

reflect the desire for a positive self-image and to receive attention, recognition, and appreciation from others

relate to the desire to be accepted by one’s peers, have friendships, be a part of a group, and be loved

these needs include the need for self-fulfillment, which is the highest need category

concern for developing ones full potential , increasing ones competence and becoming a better person

identifies only three categories of needs

• Existence needs - the needs for physical well being
• Relatedness needs - the need for satisfactory relationships with others
• Growth needs - the needs that focus on the development of human potential and the desire for personal growth and increased competence

movement up the hierarchy is more complex

the idea that failure to need a high order need may cause a regression to an already satisfies lower need

used in ERG theory

work characteristics associated with dissatisfaction were quite different from those pertaining to satisfaction

• Hygiene factors
• motivators

involve the presence or absence of job satisfiers include working conditions, pay, company policies, and interpersonal relationships

factors that influence job satisfaction based on fulfillment of highest level needs such as achievement, recognition, responsibility and opportunity for growth

proposes that certain types of needs are acquired during the individuals lifetime

• 1. need for achievement - the desire to accomplish something difficult, attain a high standard of success, master complex tasks and surpass others
• 2. need for affiliation - the desire to germ close personal relationships, avoid conflict and establish warm friendships
• 3. needs for power - the desire to influence or control others, be responsible for others, and have authority over others

a group of theories that explain how employees select behaviors with which to meet their needs and determine whether their choices were successful.

a motivation theory in which specific challenging goals increase motivation and performance, when the goals are accepted by subordinates and these subordinates receive feedback to indicate their progress toward goal achievement

A situation that exists when the ratio of one person's outcomes to inputs equals that of others

A Process theory that focuses on individuals' perceptions of how fairly they are treated relative to others

• change work effort - a person may choose to increase or decrease his/her inputs to the organization
• change outcomes
• change perceptions - research suggests that people are able to change perceptions of equity if they are unable to change inputs or outcomes
• leave the job - people who feel inequitably treated may decide to leave their jobs rather than suffer the inequity of being under/over paid

a process theory that proposes that motivation depend on individuals expectations about their ability to perform tasks and receive desired awards

expectancy that putting effort into a given task will lead to high performance

expectancy that successful performance of a task will lead to a desired outcome.

the value or attraction an individual has for an outcome

a motivation theory based on the relationship between a given behavior and its consequences

the set of techniques by which reinforcement theory is used to modify human behavior

the administration of pleasant and rewarding consequence following a desired behavior

negative reinforcement

the removal of unpleasant consequence when an undesirable behavior is corrected

the withdrawal of a positive reward

the imposition of an unpleasant outcome following undesirable behavior

a job design that systematically moves employees from one job to another to provide them with variety and stimulation

a job design that Comines a series of tasks into one new broader job to give employees variety and challenge

a job design that incorporated achievement, recognition, and other high-level motivators into the work

Determine a jobs motivation potential

• Skill variety
• task identity
• task significance
• Autonomy
• Feedback

- the number of diverse activities that compose a job and the number of skills used to perform it

- the degree to which an employee performs a total job with a recognizable beginning and ending

the degree to which the job is perceived as important and having an impact on the company or customers

The degree to which the worker has freedom, discretion, and self-determination in planning and carrying out tasks

the extent to which doing the job provides information back to the employee about his/her performance

Is power sharing, the delegation of power or authority to subordinates in an organization?