collections of people who work together and coordinate their actions to achieve a wide varitey of goals or desired future outcomes Show
the planning, organizing, leading and controlling of human and other resources to achieve organizational goals efficiently and effectively Organizational A measure of how efficiently and effectively manager uses resources to satisfy customers and achieve organizational goals A measure of how productively resources are used to achieve goal People responsible for supervising making the most of novelizations human and other resources to achieve this goal Assets such as people and their skills and know-how, experience, machinery, materials, computers and IT, employees, and customers To ensure that an organization and its members before as efficiently as possible Efficiency and effectiveness chart A measure of the appropriateness of the goals an organization is pursuing and of the degree to which the organization achieve those goals Four tasks of management pg 7 Planning organizing leading control 1.Deciding which goals the organization will pursue
2.deciding what strategies to adopt to attain those goals 3. implement deciding how to allocate org. rsrcs to pursue the strategies to attain these goals. Planning strategy is difficult and complex because planning is done under uncertainty when the result is unknown( determine the organ. mission and goals, formulate strategy, implement strategy) 1) discover where organ. is present time 2) determine its desired state 3)decide how to move forward A cluster of decisions about what goes to pursue what actions to take and how to use resources to achieve goals Establish task and authority relationships that allow people to work together to achieve organizational goals Motivate Coordinate and energize individuals and groups to work together to achieve organizational goals Establish accurate measuring and monitoring systems to evaluate how well the organization has achieved its goals General and Industrial Management a book about managerial activities wrote it turn of the 20th century. originator of the model of management said effective plans should have unity(one control to minimize confusion),continuity(planning is ongoing process all levels of
business participate), accuracy(managers use all available info) and flexibility(plans can be altered if situation changes) structuring working relationships so organizational members interact and cooperate to achieve organizational goals. Organizing people into depts. according to job specific tasks lays out the lines of authority and resp among diff. indiv. and groups. organizational structure pg 9 the outcome of organizing. system of task and reporting relationships that coordinates and motivates members so that they work together to achieve goals. short succint and inspiring statement of what the orgainzation intends to become and the goals it is seeking to achieve its desired furture
state. managers articulate the vision for the members to accomplish and they energize the employees so they understand they part in the goal achievement. leadership involves managers using their power personality influence persuasion and communication skills to coordinate people and groups so that their efforts are in harmony. outcome is highly motivated and committed workforce group of managers and employees who possess similar skills and experience such as marketing, accounting, etc. three levels of management within each department you have first-line managers, middle managers, and top managers supervisors. daily supervision of
non-managerial employees who produce goods and services. ex. head nurse in obstetrics, chief mechanic overseeing crew of mechanics, supervisor of customer service rep. supervise first line managers responsible for finding the best way to organize human and other resources to achieve organizational goals responsible for training motivating and rewarding salespeople responsible
for the performance of all departments. cross-departmental responsibility. establish organizational goals such as how many products should be produced and how different departments should interact also monitor how middle managers in each dept. utilize resources to achieve goal. resp. for success and failure of organ. performance watched by those inside and outside organ,(employees and investors) chief executive officer. senior most
manager. all top managers report to ceo. coo is understudy. both resp. for developing good working relationships among the top managers of various depart. usually top managers called vp. ceo, coo, president, and the depart. heads most resp. for helping achieve the organiz. goals. analyze and diagnose a situation and to distinguish between cause and
effect. need formal education. need to be able to see big picture. ability to understand, alter, lead, and control the behavior of others. ability to create a cohesive team. skills can be developed thru education and training. direct feedback helps mangers develop human skills. job specific skills required to perform a particular type of work. managers need a
range of technical skills to be effective.. ex manager of rest. may need acctg, cooking, administrative skills. managers typically grouped in area with employees who have same skills ex accounting manager refers to specific skills knowledge and experience that allows one organ. to outperform its competitors. depart. skills that create core competency give an organ. a competitive advantage ex trader joes has developed
competency in customer service. need all three skills conceptual, human and technical. cross-departmental point of view global competition and advances in IT allow managers to look beyond the goals of their own departments and take a cross departmental view to find new opport. to improve
the organizations performance. Contracting with another company, usually abroad, to have it perform an activity the organization previously performed itself increases efficiency simplifying, shrinking, downsizing an organizations operations to lower costs and increase productivity. can be accomplished by eliminating departments and reducing levels in the
hierarchy. can reduce moral Giving frontline workers the responsibility, authority, freedom, training, & equipment they need to respond quickly to customer requests. IT facilitates empowerment because it expands employees job knowledge and increases the scope of their job responsibilities. group of employees who assume collective responsibility for organizing
controlling and supervising their own work activities. sometimes assuming job of first line manager so managers can provide advice and guidance and help teams find better ways to perform their job Organizations that operate and compete in more than one country building blocks of compet. advtg. EFFICIENCY(reduce quantity of resources- people and materials), new vision for a struggling company use new planning and organizing to make better use of resources to allow co. to survive and eventually prosper. great uncertainty. risk of failure. use all four skills to achieve competitive advantage. skills(efficiency, quality, innovation, and responsiveness to customer) ethical and social responsibility Obligations a company has toward the people and groups affected by its activities such as employees customers and the community in which it operates diverse workforce -people are organizations most important resource 7 Challenges to Being an Exceptional Manager 1) Managing for Competitive Advantage 2) Managing for Diversity 3) Managing for Globalization 4) Managing for Information Technology 5) Managing for Ethical Standards 6) Managing for Sustainability 7) Managing for Your Own Happiness and Life Goals big five personality traits extraversion tendency to experience negative emotions and moods, feel distressed and be critical of oneself and others. low negativity managers do not tend to experience many negative
emotions and moods and are less pessimistic and critical of themselves and others low can improve performance. The tendency to be to be careful scrupulous and perservering The tendency to be original, have broad interests, be open to a wide range of stimuli, be daring, and take risks internal locus of control the perception that one controls one's own fate external locus of control the perception that chances or outside forces beyond one's personal control determine one's fate The degree to which individuals feel good about themselves and their capabilities The extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence. The extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him or her get along with each other. values, attitudes, moods, and emotions of managers values describe what managers are trying to achieve and
how they think they should behave. attitudes re their thoughts and feelings about their work. Moods and emotions encompass how managers actually feel when they manage All of these coralate to how managers behave, how they treat and respond to others and how they contribute to organ. effectiveness thru planning, leading, organizing and controlling personal conviction about lifelong goals or objectives A desired mode or type of behavior that people seek to follow termal values lead to norms or unwritten informal codes of conduct that prescribe how people should act researcher in area of human values Resulting from Personal Value Systems when their personal values are in conflict with their professional values, or, more specifically, when they are faced with a professional situation that has some elements that are not in keeping with the nurse's personal moral code or values. A collection of feelings and beliefs The collection of feelings and beliefs that managers have about their current jobs Organizational Citizenship Behaviors (OCBs) Behaviors that are not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and competitive advantage managers who are satisfied with their jobs are more likely to perform these above and beyond the call of
duty Organizational Commitment The collection of feelings and beliefs that managers have about their organization as a whole More secure employee is more committed A feeling or state of mind. Intense feelings that are
directed at someone or something. more intense than moods, short-lived, and directed at what caused mood the ability to perceive, understand,manage, and use emotions helps managers perform and relate well with others The shared beliefs and behaviors within a social group; often used interchangeably with corporate culture. ex how customer treated from beg. to end of
experience. when members have commitment to cultural beliefs, strong culture exists. Formal company culture vs. playful company culture organizational culture is maintained and transmitted to organizational members thru the values of the founder, the process of socialization, ceremonies and rites and stories and language. Attraction-Selection-Attrition (ASA) Framework A model that explains how personality may influence organizational culture (Created by Benjamin Schneider) people tend to hire people like them the typical dominant personality profile of organizational members determines and shapes organizational culture both terminal and instrumental values of managers play a role in determining organizational culture also managers values, attitudes moods, and emotions, and emotional intelligence
terminal and instrumental values terminal values signify what an organization and its employees are trying to accomplish and instrumental values guide the ways in which the organization and its members achieve organizational goals. values and norms of managers also shape organizational culture - have profound and lasting effects - founders set the scene for the way culture values and norms develop because their own values guide the building of the company - hire managers with similar values who then passes those values onto the employees the process by which people learn the characteristics of their group- the knowledge, skills attitudes, values, norms, and actions thought appropriate for them Organizational Socialization the process by which newcomers learn an organization's values and norms and acquire the work behaviors necessary to perform jobs effectively "training programs" The special events in organizations that recognize individuals and the ways they are
treated. a public ceremony or ritual recognizing and making a transition from one group or status to another (learn and internalize norms and values)
stories- about org heroes or villains and their actions provide important clues about values/norms. Language- slang/jargon that is org specific. how people dress, offices they occupy, cars they drive, and degree of formality used while addressing. planning in different cultures conservative culture top down planning, formal reviews, slow decision making innovative culture lower level participation, flexible approach, risk takers. organizing in different cultures innovative cultures would have flat, few levels in hierachy decentralized
authority employess work together to solve problems in conservative culture well defined heirarchy of authority, clear reporting relationships leading in different cultures innovative - lead by example, encourage risks supportive look long term conservative - management by objectives constantly monitoring
establish rules and goals pg 71 quandry when you must decide to act in a way that might help another person or group and is the right thing even tho doing so might go against their own self-interest or choosing lesser of two evils when deciding a course of action to pursue. The moral principles and values that govern the actions and the decisions of an individual or group
any group within or outside the organization that has a stake in the organization's performance. An ethical decision is a decision that produces the greatest good for the greatest number of people. ethical decision should distribute benefits & harm among people in a fair, equitable, and impartial manner An ethical decision that a manager has no reluctance about communicating to people outside the company because the typical persona in a society would think it acceptable. An ethical decision that best maintains and protects the fundamental, inalienable rights and privileges of the people affected by it rules for making ethical decisions Utilitarian rule, justice rule, moral rights rule, practical
rule Standards that govern how members of a society should deal with each other on issues such as fairness, justice, poverty, and the rights of the individual come from society's laws, customs, practices and from unwritten attitudes, values and norms that influence how people interact may vary by societies control self interest either by individuals or organizations standards
that govern how members of a profession are to make decisions when the way they should behave is not clear-cut example of not following prof. ethics would be when scientists fabricate data to disguise harmful effects of products. Personal values and attitudes that govern how individuals interact with other people influenced by family, peers, and upbringing in general
an ethics officer who monitors an organization's practices and procedures to be sure they are ethical Differences among people in age, gender, race, ethnicity, religion, sexual orientation, socioeconomic background, and capabilities/disabilities, education,experience,physical appearance, other characteristics an invisible barrier that blocks the promotion of a qualified individual in a work environment because of the individual's gender, race, or ethnicity managerial roles and the effective management of diversity interpersonal- leader, role model and enabler forms of sexual harassement quid pro quo - asking or forcing an employee to perform sexual favors in exchange for reward The set of global forces and conditions that operate beyond an organization's boundaries
but affect a manager's ability to acquire and utilize resources Forces in the Global Environment
the set of forces and conditions that originate with suppliers, distributors, customers, and competitors and
affect an organization's ability to obtain inputs and dispose of its outputs because they influence managers on a daily basis. These forces have the most direct and immediate effect on managers because they pressure and influence managers on a daily basis The wide-ranging, global, economic, technological, sociocultural, demographic, political, and legal forces that affect an organization and its task environment. threats
resulting from the change in general environment are harder to identify but can have major impact. Individuals and organizations that provide an organization with the input resources it needs to produce goods and services The purchasing or production of inputs or final products from overseas suppliers to lower costs and improve product quality organizations that help other organizations sell their goods or services to customers. sometimes distributors can threaten suppliers to reduce prices. alternatively, power of a distributor may be weakened if there are many options. ex increased television stations has weakened the major networks. it is illegal for distributors to collude to keep prices high and thus maintain their power over buyers. The purchasers of organizations' products; the focal point of all marketing elements. can be individuals or groups Organizations that produce goods and services that are similar to a particular organization's goods and services rivalry between competitors is the most threatening force that managers must deal with also potential competitors are a major threat to
profitability. the potential for new competitors to enter the task environment is a function of barrier to entry. factors making it difficult or costly to enter the task environment or industry more difficult the higher the barrier three sources to barrier to entry: economies of scale(costs newcomers would face are too high), brand loyalty(huge costs to build customer awareness), government regulations(opposite of
deregulation, Japan restricts entry into its markets) Interest rates, inflation, unemployment, economic growth, and other factors that affect the general health and well-being of a nation or the regional economy of an organization Outcomes of changes in the technology managers use to design, produce, or distribute goods and services technology - the combination of skills and
equipment that managers use in the design, production, and distribution of goods and services. can make established products obsolete ex encyclopedias, typewriters. Also can create opportunities Pressures emanating from the social structure of a country or society or from the national culture The way in which a society is organized into predictable relationships.
the arrangement of relationships between individuals and groups in a society The set of values that a society considers important and the norms of behavior that are approved or sanctioned in that society current social change in US americans interested in their personal health and fitness. Managers must recognize trends early to benefit Outcomes of changes in, or
changing attitudes toward, the characteristics of a population, such as age, gender, ethnic origin, race, sexual orientation, and social class ex. most industrialized nations are experiencing the aging of their populations as a consequence of falling birth and death rates and the aging baby-boom generation. Political and Legal Forces Outcomes
of changes in laws and regulations, such as deregulation of industries, privatization of organizations, and increased emphasis on environmental protection example the growth of the EU and international agreements to abolish laws to restrict trade between countries. The set of specific and general forces that work together to integrate and connect economic, political, and social systems across countries, cultures, or
geographical regions so that nations become increasingly interdependent and similar the world is becoming a global village with same desire for goods and services. Globalization shaped by flow of capital There are 4 forms of capital flow btwn countries - human capital, financial capital, resource capital, political capital - flow of power and influence tax on imports and exports to reduce tariff would be a way to
remove a barrier to trade countries that accepted this doctrine set a goal to remove barriers. did this thru international treaty known as GATT - general agreements on tariffs and trade eight versions last one in 1993 replaced by WTO world trade organization tariffs have decreased from 40% in 1948 to 3% in 2000 ideas about what a society believes to be good right desirable or
beautiful values are changing as society changes Informal rules that guide how members of a culture act, as well as how they think and feel. two types of norms: folkways (routine social conventions of everyday life) and mores (norms that are considered to be central to the functioning of society and to social life) Hofstede's model of national culture 1. individualism vs. collectivism 2. low power distance vs. high power distance (treat everyone as equal vs. respect people that are older/higher status) A worldview that values individual freedom and self-expression and adherence to the principle that people should be judged by their individual achievements rather than by their social background
(Western countries) a worldview that values subordination of the individual to the goals of the group and adherence to the principle that people should be judged by their contribution to the group (Japan) degree to which a society accepts unequal distribution of power when inequalities are allowed to persist over time it results in high power distance. distance
between rich and poor large. low power distance inequalities are not allowed to develop, govt uses taxation and social welfare programs to lower power distance. A world view that values assertiveness, performance, success, and competition. nurturing orientation value the quality of life, warm personal relationships, and services and care for the weak. Japan and US tend to be achievement oriented. Sweden, Denmark
are nuture-oriented degree to which a society tolerates risk and uncertainty US is low on uncetainty avoidance US is easygoing, value diversity, and tolerate differences in personal beliefs and actions. orientation - long term vs short term orientation toward life
and work long term rests on values such as thrift saving and persitence in achieving goals(Taiwan and Hong Kong). short term is concerned with maintaining personal stability or happiness and living for the present (US and France) The process by which managers respond to opportunities and threats by analyzing options and making determinations about specific organizational goals and courses of action. decision
making in response to opportunities - managers search for ways to improve organizational performance decision making in response to threats - occurs when events inside or outside the organization are adversely affecting organizational performance and managers are searching for ways to increase performance. programmed decision making routine virtually automatic process non-programmed decision making non routine decisions for unusual or novel opportunities. make these decisions using intuition(feelings, beliefs) or reasoned judgement(decisions that take time and effort) classical model for decision making specifies how decisions should be made assumed managers have access to all the information they need to make the optimum decision which is the most appropriate decision possible in light of what they believe to be the most desirable future consequences for the organization manager able to list preferences least to most preferred Administrative model of decision making James March and Herbert Simon - Bounded rationality: alternatives and information is vast so managers cant consider them all, instead they rely on cognitive abilities Incomplete information: managers make a decision based on incomplete info because they dont see all the alternatives satisficing
exploring a limited sample of all potential alternatives search for satisfactory solution rather than optimum Steps in decision making process
A pattern of faulty and biased decision making that occurs in groups whose members strive for agreement among themselves at the expense of accurately assessing information relevant to a decision. critical analysis of a preferred alternative made in response to challenges raised by a group member who the role of devils advocate, defend s unpopular or opposing alternatives for the sake of the argument The process through which managers seek to improve a employee's desire and ability to understand and manage the organization and its task environment so as to raise effectiveness; getting people to be better at non-programmed decisions Peter Senge's Five principles for creating a learning organization
a process in which group members generate as many ideas about a problem; criticism is withheld until all ideas have been proposed A loss of productivity in brainstorming sessions due to the unstructured nature of brainstorming A decision-making technique in which group members write down ideas and solutions, read their suggestions to the whole group, and discuss and then rank the alternatives. A decision-making technique in which group members do not meet face-to-face but respond in writing to questions posed by the group leader. The mobilization of resources to take advantage of an opportunity to provide customers with new or improved goods and services. Individuals who pursue
initiatives and opportunities to address social problems and needs in order to improve society and well-being through creative solutions A manager, scientist, or researcher who works inside an organization and notices opportunities to develop new or improved products and better ways to make them. The mobilization of resources to take advantage of an opportunity to provide customers with new or improved goods and services. A manager who takes "ownership" of a project and provides the leadership and vision that take a product from the idea stage to the final customer. A group of intrapreneurs who are deliberately separated from the normal operation of an organization to encourage them to devote all their attention to developing new products. A cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals. A broad declaration of an organization's purpose that identifies the organization's products and customers and distinguishes the organization from its competitors. Why is strategic planning important
What role do terminal and instrumental values play in organizational culture?Answer and Explanation: The terminal values represent the goals that people in the organization have set and instrumental values represent the proper behavioral patterns that will help the organization achieve these goals.
Which of the following is the best example of an instrumental value?Examples of instrumental values include being polite, obedient, and self-controlled. Examples of terminal values include family security, national security, and salvation.
Which of the following is true about managers in conservative cultures?Which of the following is true of managers in conservative cultures? They constantly monitor the progress of their employees. In what way do moods differ from emotions? Unlike moods, emotions are relatively short-lived.
When people belong to the same organization they tend to share certain beliefs and values that lead them to act in similar ways?When people belong to the same organization, they tend to shore certain beliefs and values that lead them to act in similar ways. This is known as _______. Organizational culture.
|
Do both terminal and instrumental values of managers play a role in determining organizational culture?
zusammenhängende Posts
Urheberrechte © © 2024 ketiadaan Inc.
