Management Note Cards

Pregunta	Respuesta
Scientific Management 1. What approach? 2. Who created it? 3. What is it?	1. Classical 2. Fredrick Taylor 3. The relationship betweeen people & tasks to redesign work processes to increase efficiency
Bureaucratic Control Systems 1. Who? 2. Approach? 3. What? 4. When?	1. Max Weber 2. Classical 3. Established rules, standards, & operating procedures to increase organizational efficency -focused on roles rather than individual 4. Early 1900s
Planning	Choose appropriate organisational goals and courses of action to best achieve those goals
Organizing	Establish task and authority relationships that allow people to work together to achieve organisational goals
Leading	Motivate, coordinate, and energize individuals and groups to work together to achieve organisational goals
Mary Parker Fullett 1. Approach? 2. What?	1. Behavioral 2. Believed that the best people to solve problems are those closest to them -"power with" rather than "power over people"
Controlling	Establish accurate measuring and monitoring systems to evaluate how well the organisation has achieved its goals
The Hawthorne Studies 1. Who? 2. What? 3. Approach? 4. When?	1. Elton Mayo 2. When workers perceived management cared, moral and productivity increased 3. Behavioral 4. 1920
Leader	A person out in front influencing and inspiring people to follow
Manager	An individual who makes plans; organizes and controls people, production and services; and who regulates or deploys resources
THEORY X & THEORY Y 1. Who? 2. When? 3. What?	1. Douglas McGregor 2. 1960s Theory X: Workers hate work, need to be controlled, prefer little responsibilty, and like to be dictated Thoery Y: Workers are ambitious and self-motivated, self-directed, commitment to obj. is a function of rewards assoicated w/ acheviement
Statistical Process Controls	Walter Shewhart – 1920s Monitor a process to make as much profit with as little waste as possible -Quantitative approach
TQM	- Total Quality Management -Achieve long term success through constant improvement with focus on the customer
Just in Time Management	Process that strives to increase ROI by reducing inventory & carrying costs
Business Process Re-engineering	Change processes to increase efficency & focus on customer needs -Differs from TQM b/c its radical improvement
Activity Based Costing	Costs are assigned to specific products/services -products that are under performing can be eliminated
Balance Scorecard	Measures: 1. Financial performance 2. Customers 3. Learning & growth 4. Business Processes -employee performance can be linked to organizational goals
Are managers always leaders and are leaders always managers?	NO!
Six Sigma	Remove causes of defects to reduce variability
Negative Affectivity	Negative/Nervous, Tends to feel unpleasant emotions I.E Depressed or vulnerability.
Emotional Stability	Secure/Confident. Happy emotions, is the opposite of negative affectivity
Agreeableness	Friendly and compassionate. Gets along well with others.
What is Culture?	set of values, norms, & assumptions that guide peoples behavior to achieve organizational goals
Antagonism	Cold and unkind. Managers who are antagonistic may be distrustful, unsympathetic, and uncooperative.
Conscientiousness	Careful, scrupulous, and preserving. Managers high on this trait are organised and self disciplined. Managers low on this trait lack direction.
Internal locus of control	Helps insure ethical decisions in a firm. The determinants of an outcome are the fault of the individual. Ex. This is my fault, i am sorry.
Schein’s Iceberg of culture	Visible: Dress code, language, workspace, relationships, ceremonies, rites, & rewards Invisible: Values, norms, founders hire employees w/ similar interests
External Lotus of Control	Tendency to locate responsibilities to outside forces. People with this trait believe that their own actions have little to do with the outcomes. Ex. I failed this test because the room was too hot.
Ceremonies & Rites	Events that recoginize important events to the organization & to specific employees
Rite of Passage	Determine how employees enter (socialization), advance within, or leave the organization
Values	Describe what managers try to acheive through work and how they think they should behave.
Rites of Integration	Build & reinforce bonds among organizational members
Rites of Enhancement	Publically recognize employees contributions to strength commitment to organization
Terminal Value	Life long goals or objectives that an individual seeks to achieve. Tends to create norms and causes behaviour to be like an unwritten perscription. They just become natural.
Instrumental Value	Mode of conduct that an individual seeks to follow
Stories & Language	Reveal behaviors that are valued by the organization & ones that are frowend upon
Types of Cultures	Innovative, Diverse, Ethical, Customer Service Orientated, Sustainable & Responsible, Holistic
Attitudes	A collection of feelings and beliefs
High Job satisfaction	managers like their jobs Feel as if they are being treated fairly *Find their jobs have desireable features
Cultural Change	1. Understand old culture 2. Support employees who have ideas 3. Lead vision guide change 4. Recongize it will take time 5. Live the culture 6. Communication!
Organisational commitment	Managers have a high degree of loyalty to their firm and believe in what the firm is doing and are proud of what the firm stands for.
Emotional Intelligence	Understanding and managing ones own emotions and being able to do the same for others emotions also.
Hosted's Dimmensions of Culture	1. Power Distance 2. Uncertainty Avoidance 3. Individualism 4. Masculinity 5. Long-Term Orientation
What are the five elements of Emotional intelligence	Self awarness, self-management, Self-motavation, empathy, and social skills
Benefits of having managers as leaders	Leaders are good at getting people to follow a vision. A mnager who is a leader can guide people to the firms goals better.
Policy Deployment	Intend to intergrate organization's strategic & business plan with its mission, vision, value proposition, core complentancies, & annual work plans
Organizational Malice	-"if it aint broke, dont fix it" -Strategies & business plans are not linked to KPIS -Vision & Mission are on inspirations posters and are not implemented
What does emotional intelligence do for a manager.	Motivate their subordinates to commit to their vision. Develop a significant identity for their organization and instill high levels of trust and cooperation throughout the organization. Respond appropriately when they realize they have made a mistake
Vision Statement	-15-20 years -Describe in broad terms the aspirations of the company -OFten accompanied by values, principles, & beliefs that teh company is based
Mission Statement	-3-5 years -Identifies 1. What the organization does 2. Who primary customers are 3. How organization does waht it does
Legitimate Power	The ability to influence others by their right in ones position. Ex. the CEO or CFO.
Reward Power	The ability to influence others by giving or retaining rewards such as pay, promotions, paid time off, or learning experiences.
Value Proposition	Explain why the customer should purchase from you instead of competitors
Coercive Power	Influence through punishment or threats of punishment.
Expert Power	The ability to influence people because of a combination of special skills and knowledge.
Strategic Differenation Corporate Level	-Strategic direction of the overall company -Growth, Renewal, Stability, international
Referent Power	Power that comes from personal characteristics. People respect and admire this person and want to listen to them.
Strategic Differentiation Business Level	-Strategic direction of each business unit -Best Total Cost, Product/Service, Total Solution
Empowerment	Trusting employees to make declensions and take responsibilities for actions.
Strategic Differentiation Functional Level	At the department level -Finance, Marketing, Etc.
SWOT	A companies Strengths, Weaknesses, Opportunies, & Threats
Trait models	Assumed that leaders were born not made. Results were inconclusive. Ex of traits needed to be a leader "Self-Confidence, intelligence, and tolerance for stress"
Vertical Integration	Expand Downsteam: buy a supplier Expand Upstream: Open a retail store to distribute products
Horizontal Integration	Merging Companies
Behavior Models and their two dimensions. (Ohio State)	Consideration and Initiating structure. Basically says that managers need to be consderate and concerned with employee well being (Consideration) and that they need to be task driven and can give clear instruction (initiating).
Stability & Renewal	Stability: Kaizen (constant improvement) -Less risky no new $, in time of economic uncertainty Renewal: When a company is in trouble
Behavior models and their two dimensions (Michigan)	Job centered behavior states that managers focus on the jobs their subordinates are doing and that they are employee centered. Meaning they are concerned with thier employees.
Global Strategy	Selling the same product using the same marketing approach in each nation -significant cost savings
Multi-Domestic Strategy	Customizing products/strategies to specific national markets
Contingency Models	Models propose that the effectivness of a leader with certain traits is contingent on the situation.
Wife	Is beautiful
Business Level Stragies	1. Operational Excellence -Best Total Cost 2. Product Leadership -Best product 3. Customer Intramcy -Best Total Solution
Fiedler's Model two styles	Two basic leadership styles: Relationship oriented and task oriented. Relationship managers are concerned with building rapport with subordinates and want to be likes whereas task managers primary concern is to make sure subordinates are performing at high levels.
Construct Analysis	The process of quantifying constructs/themees in the vision, mission. value proposition into CPMS
Fielder's Model (situational leadership)	States that a leader cannot be changed and only performs well in certain situations, I.E if they are not performing then change the leader of the situation.
CPMS	-Critical Performance Metrics -Metrics that indicate the overall health of business Made of KPIs & NFIs
House's Path-Goal Theory	Leaders are responsible for motivating employees to meet their goals. They help clarify meaningful clear and valued goals with subordinates.
Gap Analysis	Large gaps become Strategic items (20%) & Small Gaps become Tactical
The Leader Substitutes Model	Direct leadership may be unnecessary depending on the characteristics of the subordinates. If they find the work interesting and enjoyable and are working at high levels on their own, then there is no reason to try and guide them.
Transformational Leadership	Leaders have social and emotional intelligence and can inspire their subordinates. Subordinates work with direct feedback and are aware of the importantness of their job. They work for the good of the organisation and not themselves
Transformational Managers (2)	Are charismatic and intellectually stimulate their subordinates. The are developmentally considerate and tend to support growth for their subordinates.
Phases of Policy Deployment	Phase I: Strategic planning/policy deployment Phase II: Strategic Management Phase III: Daily Management
Transnational Leadership	Tends to be more traditional by giving rewards for good and punishments for bad behavior or low performance. Tends to have lower job satisfaction levels than transformational, but often times a transformational manager will use transnational methods.
Laws	Are the bare minimum for ethics. Some things can be unethical and legal. for example off shoring
Stakeholders	Any organisation, person or group who has a stake in the companies success or failure
Discrimination	Differences among people in age, gender, race, ethnicity, religion, sexual orientaDon, socioeconomic background, and capabiliDes/ disabilites
Disparent Treatment	Denied opportunity because of protecteed characteristic
Adverse Impact	-usually unintentionally -against a group of people w/ protected characteristic -result of employment policy/practice
Some points about stakeholders	Different stakeholders have different agendas. The managers want subordinates to work fast, Stockholders want the company to make good profits and so on. Customer are the most critical stakeholder.
Societal Ethics	The values and ethics embedded in the societies laws, norms, and practices.
Professional Ethics	The values and standards that groups of managers and workers use to decide how to behave appropriately.
Individual Ethics	Personal values and standards derived from family, peers, and upbringing with involvement of social issues.
Why is ethics important aside from "its the right thing to do"	Unethical decisions can be costly for the firm. Human resources, lawyers, loss in customer faith ext are very expensive outcomes of unethical decisions.
Utilitarian Rule	The decision should make the most number of people possible satisfied. The greatest good for the most people.
Title VII	-1964 Civil Rights Act -Prohibts discrimination on the basis of pay, race, religion, national origin, and sex -covers a wide range of employment decisions including hiring, firing, pay, promotion, and working conditions
Justice Rule	Should distribute benefits and harms evenly between all members.
Equal Pay Act (1963)	Requires men & woman are paid equally for equal work
Practical Rule	An ethical decision that should require zero hesitation. This is so because a practical person would agree with your decision.
Age Dsicrimination in Employment Act (1967)	Prohibits discrimination of workers over the age of 40 and prohibts mandatory retirement
Moral Rights Rule	A decision that should protect the fundamental rights and privileges of the people.
Pregnancy Discrimination Act (1978)	Prohibts discrimination against woman for pregnancy, childbirth, and related medical decisions
Intrinsic Motivation	behavior for its own sake. Satisfaction, learning and improving abilities.
Americans with Disabilities Act (1990)	Prohibts workers from discriminating against employees with disabilities and requires employers to make resonable accomidations for such employees
Extrinsic motivation	Rewards both tangible and social. Pay raises, certificates, PTO
Family and Medical Leave Act (1993)	Requires employers provide 12 weeks of unpaid leave for family/medical emergency
Civil Rights Act (1991)	Prohibts discrimination and awards punitive and compensatory damages in cases of intentional discrimination
Quid Pro Quo Sexual Harassment	Asking or forcing an employee to perform a sexual act in exchange for a reward or to avoid negative punishment
Maslow's Hierarchy of needs	Not everyone is motivated by the same thing and one the need is met motivation is gone.
Hostile Work Environment Sexual Harassment	Sexual incidents that make teh work environment unpleasant
Herzberg's Motivation hygiene theory.	Motivator- intrinsic and major source of job satisfaction. Hygiene- Extrinsic, Sources of job dissatifaction
McClelland’s Three Needs Theory	States that there are three major needs. Achievement- Desire to engage in challenging and stimulating work and enjoys setting and reaching goals. Need for affiliation- Desire for warm and fulfilling relationships. Need for Power- Desire for influence and control directly through social status.
Synergy	Occurs when members work well together
Leadership Styles	1. Autocratic- Dictator, leader doesnt ask for inputs 2. Democratic-Leader facilates communication process 3. Laissez Faire-Hands off leadership style, lets members do their thing
Equity Theory (J. Stacey Adams)	Everyone perceives fairness differently. When someone feels they are treated unfairly they usually try to restore equity.
Expectancy Theory	1. If i put in the effort, can i actually accomplish this? 2. If i do accomplish this will it be recognized and will i receive some sort of reward? 3. Do i even want the rewards for doing this?
Tuckman's Stages of Group Development	1. Forming- rules are established, formatilities exisit, and members are treated like strangers 2. Storming- communicating feelings, but still viewed as individual & not as team 3. Norming- Feel apart of team and realize work can be achieved if they accept other viewpoints 4. Performing- Work in an open/trusting atmosphere where heiarchy is not important 5. Adjuring- Recognizing achievements and goes seperate ways
Expectancy	If people perceive their efforts to pay off then motivation is high. However if they don't think they can there is low expectancy
Instrumentality	If there is a perception that efforts will be rewarding or recognized then there is high instrumentality
Valence	Do i even want it? This is the step where people have identified that they can do something and that there is some reward for doing it. Now simply put, valence is high if the individual desires that outcome
Goal setting theory	The concept of a manager sitting with a subordinate and setting challenging goals with them rather than for them. It is important to SPECIFY what the goal is, make sure the goal is appropriately CHALLENGING, and GIVE FEEDBACK
What are SMART goals	Specific Measurable Achievable Results based Time specific
Operant Conditioning Learning Theory	People learn to behave based receiving something they want or avoiding something that they don't want. The idea is if you reinforce a good behavior it will continue. A bad behavior will cease if you ignore it or punish that behavior.
Social Learning Theory	People learn and motivate by observing others.
Pay and Motivation	Pay is linking with all of the major theories and is an important motivator.
Programmed Decision making	Routine decisions that generally follow rules and regulations
Non-Programmed decision making	Non routine decision that occurs in situations that are unusual or uncommon. These decisions can be made with intuition or reasoned judgment
Group Cohesiveness	Degree to which members are attracted to their group
The Classical Model for decision making	List all possible courses of action and their consequences. Rank order them from least preferred to most preferred and select the one with the most desired outcome.
Group Norms	Shared set of guidelines most group members follow
Administrative model to decision making	More used that the classical model. there are generally too many outcomes are time constraints to make a decision. This is model states that a manager can pick a satisfactory path rather than the best way.
Deviance	Failure to conform; when a member violates a group norm
Bounded Rationality	Too many alternatives and consequences to a certain decision. There is also too much information
Pareto Principal	80/20 rule. 80% of all disciplinary action comes from 20% of the work force. Where do you focus your energy and resources?
Steps in the decision making process	1. Recognize the need for a decision 2. Generate Alternatives 3.Asses alternatives 4. Choose among alternatives 5. Implement the chosen alternative 6, Learn from Feedback
6 Challenges of groups	1. Membership 2. Participation 3. Communication 4. Influence 5. Emotions 6. Social loafing
Group decision making	Is better than individual decision making because you combine different skills and perspectives to asses the situation. The choices made are generally going to be more effective and have any bias removed.
Group Think	When a group tends to agree with a chosen outcome even if their answer may be wrong. There is a lack of assessment
Devils Advocacy	Analyzing strengths and weaknesses of a decision before it is implemented
Strategic HRM	Designing of an HRM system to be consistent with organizational goals
Characteristics of Entrepreneurs	High Openness to experience High internal locus of control High levels of self esteem High need for achievement
Job Analysis	Created job descriptions for each position that entail the specifications and responsibilities of the job
Intraprenuership	Creative decision making within an organisation.
Reliability	CONSISTENCY The tool measures the same thing each time it is used
Skunkworkers	Entrepreneurs within and organisation.
Validity	ACCURACY There is a strong correlation that the tests accurately tests future job performance
Collective Bargaining	Negotiations between mangers and labor to resolve job related conflicts
Body Language	Most important less communicator needs to know is it adapt body language to those around him
Communication Likability	From our face, body, & voice

Siguiente

Descripción

Resumen del Recurso

Similar

	Creado por mmcclure557 hace casi 10 años