MGMT 100 Final
Chapter 1 An overview of Management
Management—a set of activities designed to achieve an organization’s objectives by using its resources effectively in a changing environment
Organizations groups of individuals who work together to achieve the goals or objectives that are important to individuals.
Resources– People equipment, finances, and data used by an organization to reach its objectives
Stakeholders– A person or group that can affect or is affected by an organization’s actions goals or the means to achieve those goals
Major Functions of Managers: Planning, Organizing, Leading and Controlling
MGMT Roles
Interpersonal: figurehead, liaison, leadership (deals with internal and external matters)
Informational: monitor, disseminator, spokesperson (focuses on data)
Decimal: Entrepreneur, disturbance handler, resource allocator (deals with allocating resources)
MGMT Skills
Interpersonal skills: communicating, listening, conflict resolution ex. oral composition, negotiation, and assertiveness
Technical skills: knowledge and ability to accomplish specialized activities
Conceptual skills: intellectual abilities to process information and make accurate decisions about workgroups
Functional Areas of MGMT
HR managers, Marketing managers
Finance Managers, Production/operations managers
Information and technology managers, Sale managers administrative managers, Legal Managers, Ethics Managers
and CSR Managers
Article: Building Partnerships with College Campuses
Community Assets, Deficits, and Needs
Assets-anything benefits the communities
Deficits- make the communication works
Needs- citizens, agencies, organizations
Structural Factors vs Individual Behaviors
Structural factors-recourse divestment, policies or other unfair tangible things that damage a community
Structural factors should be looked at when helping a community not individual behaviors
MGMT Issues in Campus/Community Relationships
Power, racism, classicism, oppression, privilege, assumptions these issues should be addressed by an effective relationship.
Chapter 4 Business Ethics/Social Responsibility
The Role of Ethics in Business: Refers to principles values and code of conduct that are deemed acceptable behavior in business
Main Ethnic Issues in business: Misuses of company time, abusive behavior, misuse of company resources, manipulation, conflicts of interests, dishonesty, unfairness, lying to stakeholders, sexual harassment/misconduct, discrimination/prejudice, bribes, business communication, and business relationships
What Affects Ethical Behavior
Individual Factors a person values/ moral philosophies that determine they the right way to behave is.
Organizational Factors pressure to compromise to standards, exposure to unethical behavior. Power over employees by upper-level managers
Opportunities; The conditions that limit unfavorable and reward favorable one ex reprimanding unethical employees decision
Effective Ethics/Compliance programs
Reward ethical behavior and condemn unethical behavior that requires employees to lean to older to specific types of conduct. Lays out rules and consequences for non-compliance. Reduces the number of guesswork employees make on ethical behavior
Compliance Programs
Standards/procedures
High-level personnel
No authority to unethical employees
Communication of Standards/programs
System to monitor/report misconduct
Consistent enforcement
Continuous improvement
Corporate Responsibility Issues: economic, legal, ethical and voluntary philanthropy
Social Responsibility Issues: relationships with stakeholders, owner, workers, environment and the community.
Chapter 6 Planning and Strategic MGMT
Nature/Steps of Planning
Create a mission statement a formal written declaration of the organization’s purpose, that contains all of the following, firms philosophy, rigmar products/markets, geographic scope, nature of relationships, stakeholder, society.
Assess the current situation
State Goal
Evaluate Gap between current positions goals
Specific Assumptions about the future
Make a plan
Implement plan
Evaluate results
Types of Goals and Setting Them
Strategic Goals: goals set by higher managers that deal with such general topics as the firm’s growth, new markets, or new goods/service.
Long Term goals:
Tactical goals: intermediate goals, not long term. Designed to stimulate actions necessary for achieving strategic goals
Operational goals: most specific address activities that must be performed before racial goals are fulfilled
Implementations: affected by stakeholders, the environment, rewards,
Strategic Management Process
a more encompassing term that refers to all the processes an organization’s owners to develop and implement a plant
Strategy: A course of action for implementing a strategic plan and achieving strategic goals. A general statement of actions on org that to take based on the fit of the organizations with the environment
SWOT analysis:a study undertaken by an organization to identify its internal strengths and weaknesses, as well as its external opportunities and threats.
Chapter 8 Designing Jobs, Department and the Overall Organization
Organizational Culture: the Shared beliefs, values, norms, rules and behaviors adopted by a company consisted of formal and informal expressions
Organizational Structure: How a company groups task into jobs groups job into the department and determining channels of communications
Span of Control
Span of Control: the actual number of subordinates over which a position has authority over
Delegation: aka empowerment is the assignment of work activated an authority to a subordinate
Decentralization when authority is dispersed to several positions at various levels in the organization
Centralization” the pattern of concentrating authority in relatively high-level positions
Formalizations: standardizing behavior through rules, procedures, and training.
Departmentalization
Functional: The groups of jobs according to similar economic activities such as finance, production, operations, and marketing
Multidivisional: The organization of the department together into larger groups called divisions
Divisional: multidivisional structure or hybrid, call a very large corporation that has organized its department into division productions geographical or customer
Matrix: a structure in which members of the different department are chosen to work together temporarily on a specific project outsourcing having another company or person do your shit for you
Chapter 9: Human Resource MGMT
Job analysis, KSA
Job analysis: the systematic process of gathering information about important work-related aspects of the job
Planning for HR Needs
HR Planning: Involve forecasting the organization’s future demand for employees and the supply of employees within the organizations and designing programs to correct the discrepancy between the two
HR planning use job analysis and job speculation
Recruiting the process of allocating potential employees to the organization is done internally and externally through applications interview testing and references
Selecting the process of collecting systematic information about the applicant and using that info to decide which applicant to hire
Legal issues in recruiting
Discrimination
Unreasonably restrictive
Invasive of price
Developing the workforce
Orientation: the process of inducting employees in their job inside and socializing them into the organization
Training
Professional development
Accessing Performance
Performance Appraisal: a formal measurement of the quantity and quality employees work within a specific period of time.
Objective Performance: measures tangible products and work performance
Subjective Performance: Judges how the employee is doing using 36-degree feedback
Compensating the Workforce
Compensation System: the basis on which an organization gives money or service to its employees in exchange for their work
Depends on
-wage/salary survey
-job evaluation methods
Arguments through
-benefit
-bonuses
Chapter 11 Leadership Vs Management
Management is a brand concept that encompasses activities such as planning organizing staffing as well as leading. Leadership focuses almost exclusively on the people aspect of getting the job done includes Autocratic Leaders, Democratic Leaders
And Free Rein leaders
Sources of Power
Organizational Power: legitimate power, coercive power, and reward power
Personal Power: charisma, referent power, informational power, expert power, and affiliated power
Transactional vs Transformational Leadership
Transactional focuses on supervision, organization and group performance
Transformational enhance motivation and engagement of followers by direct behavior towards a shared vision
Trait Approach to Leadership
-Drive
-Motivation
-Honesty/integrity
-self-confidence
Cognitive ability
Business knowledge
Chapter 12 Motivating People
Motivation-an inner drive that directs behavior towards goals
Morale- the same total amount of employees attitudes towards their jobs employer and colleagues
Intrinsic vs Extrinsic motivation and Rewards
Intrinsic is motivated by the individuals own sake and personal reads
Extrinsic Motivated by rewards and avoiding punishment
Categories of Motivation Theories
Context theories: A group of theories that assume that workers are driven by the desire to satisfy need and seek to what their needs are
Process theories A set of theories that determine how and why they are motivated to perform
Expectancy Theory: A theory stating that motivation depends not only on how much a person wants something but also on how like she is to get there
Theories
Maslow’s Hierarchy of Needs: The order in which people strive to satisfy their basic needs as theories by Maslow physiological→ security→ social→ esteem→ self-actualization
Learned Needs-Mcclelland Achievement Theory: pretty much the same a Maslow just achievement→ affiliation → power
Equity Theory: A theory stating that the extent to which people are willing to contribute to an organization depends on their assessment of the fairness of the rewards they are getting in return
Reinforcement theory: assumes that behavior may be reinforced by relating it to its consequences
Job characteristic model: is a theory that is based on the idea that a task in itself is the key to the employee’s motivation.
Strategies for Motivating Employees
Job sharing, teleworking or flexible time.
Fun Time
Groups vs Teams
Groups: two or more individuals who communicate with each other and have a common collective goal
Teams: A small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable
Conflict Management
Competing, Avoiding, Accommodating, Compromising and Collaborating. (Assertiveness and Cooperation)
Chapter 15 MGMT Control Systems
Management Control: all activities an organization undertakes to ensure that its actions lead to achievements of its objectives.
Control Process: Establishing performance standards, measuring performance, comparing performance against standards, and evaluation and corrective action
Forms of MGMT Control:
Organizational Control: A broad-based form of control that guides all organizational activities and oversees the overall functioning of the whole firm
Operational Control: regulate one or more individual operating systems in organizational
Strategic Control: Ensure that the org effectively understand and respond to the realities of its environment
Financial Control: the means by which an organization’s resources are directed, monitored and measured
Non-financial control: provide a company with a method to measure non-financial performance such as ethic and compliance activities as well as those related to sustainability
Overcoming Resistance to Control
Create Effective Control, Encourage employee participation, manage by objective, and use checks and balances.
Chapter 16 Operations and Increasing Productivity
Operations MGMT: The development and administration of the activities involved in transforming resources into good and services
Inputs: land, labor, capital, time, knowledge, raw materials, energy, information
Transformations/Conversion: Procedures, equipment, facilitates, and technology
Outputs: goods, services, ideas
Types of Products: Goods and services, Tangible and Intangible
Planning Operations: Plan the product, design operations product, planning capacity, plan facility, and technology
Supply Chain MGMT: Purchase→ inventory control→ outsourcing→ routing→ scheduling mgmt
Productivity: measures the relationship between outputs produced and the inputs used to produce them. Productivity= outputs/inputs