Term
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Definition
-structural
-Meinstberggouping options
-major weakness
-self optimazation |
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Term
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Definition
-symbolic frame
-embrace organizational culture |
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Term
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Definition
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Term
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Definition
| -temporary alliance among managers over a specific issue |
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Term
| 4 proposition supporting a political frame |
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Definition
1.Organizations are coalitions of various individuals and groups
2. there are enduring differences between coalition members
3. Most important decisions involve allocation of scarce resources
4.Scarce resources and enduring differences give conflict a central role and power a resource |
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Term
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Definition
| the ability to get things done |
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Term
| 2 major players in power process |
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Definition
1. the authorities
2. the partisans |
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Term
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Definition
| determined the 5 sources of managerial power |
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Term
5 sources of Managerial Power:
Position or Legitimate Power |
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Definition
| -certain organizational position are afforded certain amounts of power |
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Term
5 sources of managerial power:
Informational or Expertise Power |
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Definition
| -power flows to those who have knowledge |
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Term
5 Sources of Managerial Power:
Reward power |
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Definition
| -the ability to give somebody something |
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Term
5 Sources of Managerial Power
Coercive Power |
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Definition
| -the ability to block constrain or punish |
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Term
| personal or Referant power |
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Definition
-persons charisma, character, energy level, etc
-something that draws people to them |
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Term
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Definition
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Term
| personal or Referant power |
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Definition
-persons charisma, character, energy level, etc
-something that draws people to them |
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Term
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Definition
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Term
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Definition
| -proposed overbounded and underbounded systems |
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Term
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Definition
-power highly concentrated
-everything is tightly regulated |
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Term
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Definition
-power is diffused
-system is loosely concentrated |
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Term
| 4th Frame of Management human resources frame |
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Definition
| regards people as an investment rather than a cost |
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Term
| 4 core assumptions of Human Resources Frame |
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Definition
1. orgs exist to serve humans
2. people and orgs need eachother
3. when fit is poor both suffer
4.good fit benefits both |
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Term
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Definition
| -found basic conflict between human personality and the manor in which orgs are typicaly structured and managed. This worsens as one moves down hierarchy b/c jobs more routine. |
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Term
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Definition
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Term
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Definition
| -the degree to chich an organization achieves its goals |
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Term
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Definition
| -the organizations ability to attain its goal by using resources in an efficient and effective manner |
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Term
| The ultimate responsibility of managers is to achieve |
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Definition
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Term
Categories of managerial skills
Conceptual Skills |
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Definition
| -ability to see organization as a whole and the inner relationships among its parts |
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Term
Categories of managerial skills
Human Skills |
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Definition
| -ability to work with and through other people and to work effectively as a group member |
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Term
Categories of managerial skills
Techinical Skills |
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Definition
| -the understanding of and profiency in the performance of specific skills |
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Term
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Definition
| -responsible for whole organizations or major parts of it |
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Term
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Definition
| -responsible for implementing the overall stratiges and policies given to them by top management |
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Term
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Definition
| -responsible for actual production of goods or services |
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Term
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Definition
| -responsible for a department that performs a single task and generally has employees with similar skills |
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Term
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Definition
| -responsible for manufacturing or marketing that actually make or sell product or services |
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Term
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Definition
| -responsible for a department that supports the line departments |
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Term
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Definition
| -planned elimination of jobs |
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Term
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Definition
| -responsible for several functions departments |
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Term
Managerial Roles
Information Category |
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Definition
-a.Monitor Role -seeking and receiving information
b. Disseminator Role -forwarding info to other organizational membmers
3. Spokesperson Role - transmit info to outsiders |
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Term
Managerial Roles
Interpersonal Category |
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Definition
-a.Figure head Role -commercial and symbolic duties
b. Leader Role -direct and motivate subordinates
c.Liason Role -maintaining info links inside and outside org |
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Term
Managerial Roles
Decision Category
Entreprenur Role |
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Definition
| -initiating improvements and identifying new ideas |
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Term
Managerial Roles
Decision Category
Disturbance Handler Role |
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Definition
| -when taking corrective action and resoliving conflicts among subordinates |
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Term
Managerial Roles
Decision Category
Resource Allocator |
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Definition
| -deciding who gets what resources |
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Term
Managerial Roles
Decision Category
Negotiator Role |
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Definition
| -representing department or org with contracts agreements, etc. |
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Term
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Definition
| -mindset that represent a fundamental way of thinking about processing and understanding the world. shifts in the way we understand the world and in turn shifts the way we view orgs |
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Term
| In the new Paradigm Organizations will be based on 4 criteria: |
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Definition
-1.Teamwork
2.Frequent Innovations
3. Continous Learning
4. Improvement |
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Term
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Definition
-reveals the existence of randomness and disorder written large patterns of order
-forces managers away from belief that they can predict and control future events |
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Term
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Definition
| -one in which all employees realize the need for continous learning |
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Term
| In the new paradigm a primary responsiblily of managers wil lbe to create ___________ through out the org |
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Definition
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Term
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Definition
| -what works one time in one place will work every time in every place |
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Term
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Definition
| -focused on increasing the productivity of the individual worker |
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Term
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Definition
-Father of scientific management
-engineer who believed that increasing worker productivity first began with improving management
-insisted improvements be based on scientific research
pioneered time and motion studies |
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Term
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Definition
| -observing how people work and how to improve that |
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Term
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Definition
-associate of Taylor who used Time and Motion Studies
-the development of the Gantt Chart |
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Term
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Definition
-managerial tool that plots anticipated and completed projects by time
-forerunner of todays electronic spreadsheets |
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Term
| Frank and Lillian Gilbert |
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Definition
-also pioneered T + M studies independently
-known for his classical work with brick layers
-insisted that medical surgery developed protocols |
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Term
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Definition
| -German economist and sociologist who insisted that managemnet be based on rational and inpersonal approach to authority |
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Term
| Six Elements to the Beurecratic Organization |
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Definition
| -1. Labor is divided 2. Position are organized in a hierarchy of authority 3. all persons are selected and promoted based on tech qualitifcations 4. Admin decisions are recorded in writing 5. Management is seperate from ownership 6. Managers are subject to rules and regs ensure predictable behavior |
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Term
| The Administrative Principles |
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Definition
| -focused on the total organization |
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Term
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Definition
-French minig engineer who wrote a book called General and Industrial Management
-14 principles |
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Term
| 5 Functions of Management |
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Definition
1. Planning
2. Organizing
3. Controlling
4. Commanding
5. Coordinating |
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Term
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Definition
| -one of first theorist to focus on pwer thics and leadership in organizations |
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Term
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Definition
-one of first to study the informal organization
-developed the acceptance theory of Authority |
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Term
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Definition
-naturally forming social cliques we find in formal organizations
-these groups can either hinder or help org perfromance |
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Term
| Acceptance Theory of Authoriyt |
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Definition
| -states that people have free will and choose whether or not to follow managements. People typically choose to follow become they perceive postive benefits for doing so. |
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Term
| The Human Relations Movement |
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Definition
-based on Hawthorne studies or experiments
-revealed that the social aspects of work are as important to motivate workers |
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Term
Human Resource perspective
Abraham Maslow |
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Definition
-one of most important need theorist of 20th century
proposed that needs motivate people
once a need is met it no longer exists and person moves on to next higher level |
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Term
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Definition
1) Physiological Category (human body needs)
2. Saftey needs (safe from harm)
3. Belongingness and Love Category (social needs)
4. Esteem Needs (feel important)
5. Self Acutalization (challenge ourselfves) |
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Term
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Definition
| -MIT Professor who developed theory x and theory y |
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Term
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Definition
1. Avg human has inherent dislike of work and will try to avoid
2. Avg worker must be coerced, controlled, or threatend with punishment to get them to put forth adequate effort |
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Term
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Definition
1. Expenditures of physical and mental effort in work is as natural as play or rest
2. Avg. human does not inherently dislike work
3. Under proper circumstance the avg human wil not only accept responsibilty but will seek it out |
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Term
| Behavioral Sciences Approach |
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Definition
-applies social science measurements and theories to an org context by using econ, psych, sociology, and anthropology
-qualitative tests |
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Term
Management Sciences Perspective
Operations Research |
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Definition
| -uses mathematical and statistical models to research management and business issues |
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Term
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Definition
| -field of management that specializes in physical prodcution of goods and services and uses quantitative techniques to solve manufacturing problems |
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Term
| Management Information Systems (MIS) |
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Definition
| -provides relevant info to managers in a timely and cost effective manner |
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Term
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Definition
| -describes org as open systems that are charactierzed by entropy synergy and subsystem interdependance |
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Term
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Definition
| -the potential for system to run down and die |
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Term
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Definition
| -concept that the reaction of the parts together is greater than the mere sum of the individual parts |
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Term
| Subsystem Interdependence |
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Definition
| -parts of a system depend on one another for their functioning and survival |
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Term
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Definition
-1.Inputs - resources system uses
2. Transformation Process -prod tech alters inputs
3. outputs -good or services produce
4. Feedback
5. Envioronment |
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Term
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Definition
| -asserts that there are certain variables or contingencies exist and a manager must recognize and identify these key contigencies in the org setting. Exact opposite of a universalist view |
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Term
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Definition
| -incoprates managemnet techniques from both Japaneses and North American Management practices |
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Term
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Definition
-1. Consentual Decision Making -everybody has to agree
2. Slow Evaluation and Promotion |
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Term
| North American Perspective |
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Definition
-1. Concept of Indiviual Responsibility
Explicit measures for control and evaluation |
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Term
| Total Quality Management (TQM) |
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Definition
-began in 1980's
-more than 75% have failed since
*-Reason for failure is that management viewed it as a quick fix rather than a pilosophical commitment |
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Term
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Definition
-1. Employee involvement
2. Focus on Customers
3. Benchmarking
4. Continuous Improvement |
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Term
External Environment
General Environment |
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Definition
| -the outer layer that is widely disperced and effects the org wither indirectly or eventually |
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Term
External Environment
Task Environment |
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Definition
| -closer to the org and includes the sectors tha tconduct day to day transactions with the org |
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Term
General Environment
Technological Dimension |
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Definition
| -includes scientific and tech advances in both a specific industry and society as a whole |
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Term
General Environment
Sociocultural Dimension |
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Definition
| -represents the demographic characters as well as the norms, customs and values of a pupulation |
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Term
General Environment
Economic Dimension |
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Definition
| -represents the overall economic health of the country or region in which the org operates |
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Term
General Environment
Legal/Political Dimension |
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Definition
| -includes govt regulation at local, state, and federal levels as well as politics |
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Term
| Sectors of the Task Environment |
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Definition
1.Customers
2. Suppliers
3. Competition
4. Labor Market |
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Term
| Factors Influencing Labor Market |
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Definition
a. Necessity for continous investment through education and training
b. effects of international trading blocks, automation, and shifting plant location that have created unused labor pools |
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Term
| Certain Environment (Static) |
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Definition
| -environment needs and changes can be predicted |
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Term
| Uncertain Environment (Dynamic) |
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Definition
-managers do not have sufficient info about factors to understand and predict change sand needs
decentralized, fluid, flat orgs work best |
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Term
| 2 Strategies Dealing with uncertain environments |
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Definition
1. Adapting to the enviroments
2. Influencing the Environment |
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Term
4 Methods of Adapting
Boundary Spanning |
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Definition
| -force people and departments to jobs other than those orginally assigned |
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Term
4 Methods of Adapting
Forecasting and Planning |
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Definition
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Term
4 Methods of Adapting
Employing Flexible Structure |
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Definition
| -incorporate flexible structures |
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Term
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Definition
| -free flowing with few rules and regulations |
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Term
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Definition
| -characterized by rigidly defined tasks, many rules and regulations, and little teamwork |
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Term
4 Methods of Adapting
Mergers and Joint Ventures |
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Definition
-merger- combo of two or more orgs into one
joint ventur- two companies work together on a single project |
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Term
| 3 Methods of Influencing the Environment |
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Definition
1. Public Relations and Advertising
2. Political Activity
3. Trade Association |
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Term
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Definition
| the attainment of organizational goals in an effective and efficent manner through planning, organizing, leading, and controlling organizational resources |
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Term
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Definition
| th emanagement function concerned with defining goals for future organizational performance and deciding on the tasks and resource use needed to attain them |
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Term
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Definition
| management function concerned with assigning tasks, grouping tasks into departments, and allocating resources to departments |
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Term
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Definition
| management function that involves the use of influence to motivate employees to achieve the organizations goal |
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Term
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Definition
| management function concerned with monitoring employees activities keeping the organization on track toward its goals, and making corrections as needed |
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Term
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Definition
| social entity that is goal directed and deliberately structured |
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Term
|
Definition
| degree to which the organization achieve a stated goal |
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Term
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Definition
| us of minimal resouces to produce a desired volume of output |
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Term
|
Definition
| the organizations ability to attain its goals by using resources in an efficient and effective manner |
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Term
|
Definition
| the cognitive ability to see the organization as a whole and the relationships among its parts |
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Term
|
Definition
| the ability to work with and through other people and to work effectively as a group member |
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Term
|
Definition
| the understanding of and prficiency in the performance of specific tasks |
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Term
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Definition
| a manager who is at the top of the organizational hierarch and is responsible for the entire organization |
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Term
| The Four Management Functions |
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Definition
| planning, organizing, leading, and controlling |
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