• Helps managers know whether organizational goals are being met, and if not, why.
• provides information and feedback on employee performance and minimizes the chance of potential problems protects the organization and its assets

• Measuring: deciding how to measure performance and what to measure
• Comparing: looking at the variation between performance and the standard/goal
• Taking action: doing nothing, correcting performance, or revising the standards

• Productivity: output of goods or services produced devided by the inputs needed to generate that output
• Effectiveness: a measure of the appropriateness of organizational goals and how well those goals are being met
• Industry and company rankings: compiled by various business publications

• financial controls
• information controls

• financial rations (liquidity, leaverage, activity, profitability)
• budgets

• Management information system: provides managers with needed info on a regular basis
• comprehensive and secure controls: data encryption, system firewalls, data backups, etc. to protect an organization's information

• any unauthorized taking of company items by employees for personal use
• Feedforward: careful prehiring screening, establish specific policies and discipline procedures, educate and train employees about policies, have a professional review, internal security controls
• Concurrent: treat employees with respect and dignity, openly communicate costs of stealing, let employees know about successes preventing fraud/theft, use video surveillance, set a good example
• Feedback: make sure employees know when theft or fraud has occurred, and let them know it is not acceptable, redisign control measures, evaluate organization's culture and relationships between managers and employees

• Acts of violence against fellow employees or managers
• Feedforward: ensure management commitment, provide employee assistance, enforce organizational policy, use careful screening, never ignore threats, clearly communicate policies to employees
• Concurrent: observe how employees treat and interact with each other, be a good role model, intervene quickly and decisively, get expert professional assistance
• Feedback: communicate openly, investigate incidences, take appropriate action, review company policies and change if necessary

• Employee service productivity and service quality influence customer perceptions of service value
• Organizations want long-term and mutually beneficial relationships among their employees and cultures

• Can improve the management process overall
• Institute training on the job, institute leadership, drive out fear, break down barriers between departments, eliminate slogans exhortations and targets for the work force, eliminate quotas/work standards, remove barriers to pride of workmanship, institute a vigorous program of education and self-improvement, everyone must undergo transformation continuously and indefinitely, create constancy of purpose toward improvement, adopt the new philosophy, cease dependence on inspection to achieve quality, end the practice of awarding business based on price tag, improve constantly and forever the system of production and service

• The ability to notice and to manage emotional cues and information
• In favor: shown to be positively related to job performance at all levels
• Against: is vague, can't be measured, and has questionable validity

• Internal: people believe they control their own fate
• External: people believe they are pawns, and what happens to them in their lives is due to luck or chance

• People respond differently to identical emotion-provoking stimuli
• Jobs make different demands in terms of what types and how much emotion needs to be displayed

• Sender -> message -> medium -> receiver -> message
• Noise in all directions

• Sender [idea/perception] -> encode -> medium -> decode -> receiver [understanding/perception] -> feedback
• Noise in all directions

• Forming: joining the group and defining the groups purpose, structure, and leadership
• Storming: intragroup conflict over who will control the group and what the group will be doing
• Norming: close relationships and cohesiveness develop as norms are determined
• Performing: group members begin to work on group's task
• Adjourning: group prepares to disband

• External conditions: availability of resources and organizational goals
• Group member resources: resources affect what members can do and how effectively they perform in a group
• Group structure: defines roles, norms, conformity, status systems, group size, group cohesiveness, and leadership
• Group processes: communication, decision making, conflict management
• Group tasks: tasks a group is doing modify the impact that group process have on group performance and member satisfaction

• P: group members are held to standards by their peers
• N: being part of a group can increase an individual's antisocial actions

• if goals are desirable a cohesive group is more productive than a less cohesive group
• if cohesiveness is high and attitudes are unfavorable, productivity decreases
• if cohesiveness is low but goals are supported, productivity increases
• if cohesiveness is low and goals are no supported, productivity is not greatly affected

• A: individual is faster and more effecient, groups have greater accuracy, more creativity and more acceptance
• D: individual has less input and individual stance, groups have more time

• Managing global teams: resources, structure, processes, manager's role in making it all work
• Understanding social networks: a group's informal social relationships can help or hinder its effectiveness

• identify the organzation's current mission, goals, and strategies
• External analysis: opportunities, threats; internal analysis: strengths and weaknesses
• Formulate strategies
• Implement strategies
• Evaluate results

• threat of new entrants
• threat of new substitutes
• bargaining power of buyers
• bargaining power of suppliers
• current rivalry

• provides direction to managers and non managers
• reduces uncertainty by forcing managers to look ahead
• minimizes waste and redundancy
• establishes the goals or standards used in controlling

• Defenders: protect organization
• prospectors: search for opportunity
• Analyzers: quantify situation
• Reactors: react immediately

• written in terms of outcomes
• measurable and quantifiable
•  clear as to time frame
• challenging but attainable
• written down
• communicated to all organization members who need to know them

• Lower cost + broad target: cost leadership
• Lower cost + narrow target: cost focus
• Differentiation + broad target: differentiation
• Differentiation + narrow target: focused differentiation

1: Formulate plans

2: carry out plans

3: compare preliminary and final results with plans

4: take corrective action (improve future plans: back to 1; correct deviation in plans being carried out: back to 2)

• theory that there is a hierarchy of five human needs: physiological, safety, social, esteem, and self-actualization
•  Individuals move up the hierarchy as needs are substantially satisfied, a need that's satisfied no longer motivates

• Three needs:
• Existence - material and physiological
• Relatedness - relationships
• Growth - fully use and develop new capacities

• X: negative view of employees, use negative reinforcement
• Y: positive view of employees, use positive reinforcement

• Opposite of satisfaction is no satisfaction
• opposite of dissatisfaction is no dissastisfaction

• Specific
• Measurable
• Achievable
• Results-based
• Time specific

• focuses on how employees comparte their inputs to outputs ratios to relevant others' ratios
• perception of inequity will cause an employee to do something about it

• expectancy: individuals act in a certain way based on expecation that the act will be followed by a desired outcome
• Instrumentality: performance-reward linkage
• Valence: Attractiveness of the reward

• diverse workforce is looking for flexibility
• professionals want job challenge and support,
• motivated by work itself
• contingent workers want opportunity to become permanent, or skills training

• University of Iowa: only conclusion was that group members were more stisfied under a democratic leader than autocratic one
• Ohio State: two diminesions of leader behavior identified (initiating structure and consideration), leader high in both dimensions at times achieved high group task performance and satisfact, but not always
• University of Michigan: leaders who are employee-oriented could get high group productivity and high member satisfaction
• Managerial grid: suggested that a leader who was high in concern for production and people was best, but there was no substantive evidence

• Impoverished management: minimal exertion of effort to get required work done
• Task management: effieciency in operations resulting from minimal interference of human elements
• Middle-of-the-road managemtn: adequate performance is possible through balancing necessity to get out work with maintaining satisfactory morale
• Country club management: throughful attention to needs of people for satifying relationships leads to comfortable and friendly organzation atmosphere
• Team management: commited people accomplish work, interdependence leads to trust and respect

• manage the team's external boundary and facilitate the team process
• Liaison with external constituencies, troubleshooter, conflict manager, coach