Manager

   is a person who supports and is responsible for the work of others.

First Line Manager:

·      supervise people who perform non-managerial tasks.

Middle managers

·      oversee the work of large depts. / Divisions

Top managers: 

·      guide the performance of the org as a whole or of one of its major parts.

Board of Directors

·      members elected by stockholders to represent their ownership interests. (Board of Trustees for nfp’s)

Governance

is oversight of top management by a board of directors or trustees.

Accountability

·      is the requirement to show performance results to a supervisor.

Effective manager

·      successfully helps others achieve high performance and satisfaction in their work.

Quality of Worklife:

“QWL” is the overall quality of human experiences in the workplace.

Management Process

·      planning, organizing leading and controlling the use of resources to accomplish performance goals.

Planning

·    is the process of setting objectives and determining what should be done to accomplish them.

Organizing

·      the process of assigning tasks, allocating resources, and coordinating work activities.

Leading

·      is process of arousing enthusiasm and inspiring efforts to achieve goals.

Controlling

·      is the process of measuring performance and taking action to ensure desired results. Taking corrective action if needed.

Technical Skill:

·      is the ability to use expertise to perform a task with proficiency.

Human Skill:

·      is the ability to work well in cooperation with other people.

Emotional Intelligence:

·      is the ability to manage ourselves and our relationships effectively. Built on 5 foundations:

o   Self-awareness

o   Self-regulation

o   Motivation

o   Empathy

o   Social skills

Conceptual Skill:

·      is the ability to think analytically and solve complex problems.

Lifelong Learning

·   is continuous learning from daily experiences.

Globalization:

·      is the worldwide interdependence of resource flows, product markets, and business competition.

Global Outsourcing:

·      involves contracting for work that is performed by workers in other countries.

Job Migration

·      occurs when global outsourcing shifts from one country to another.

Ethics:

·      set moral standards of what is good and right behavior in organizations and in our personal lives.

Corporate Governance 

·      is oversight of a company’s management by a board of directors.

Workforce diversity:

·      describes differences among workers in gender, race, age, ethnicity, religion sexual orientation and able-bodiedness.

Glass Ceiling effect: 

·      is an invisible barrier limiting career advancement of women and minorities.

Prejudice:

·      is the display of negative, irrational attitudes toward women or minorities.

Discrimination

·      actively denies women or minorities the full benefits of organizational membership.

Intellectual capital:

·      collective brain power or shared knowledge of a workforce.

Knowledge Workers: 

·      use their minds and intellects as critical assets to employers.

Free agent economy:

·      people change jobs more often, and many work on independent contracts with a shifting mix of employers.

Shamrock org:

operates with a core group of full-time long-term workers supported by others who work on contracts part-time.

Self-management: 

·      is the ability to understand oneself exercise initiative, accept responsibility and learn from experience.

Scientific Management:

Taylor

emphasizes careful selection and training of workers and supervisory support. 

Bureaucracy:

Weber:

·      is a rational and efficient form of organization founded on logic, order and legitimate authority. Characteristics:

o   Clear division of labor

o   Clear hierarchy of Authority

o   Formal Rules and Procedures

o   Impersonality

o  

Careers based on merit.

administrative principles 

Fayol’s

describe managerial duties and practices

·      Documented and tried to explain the experiences of successful managers

·      Five Principal approach:

o   Foresight

o   Organization

o   Command

o   Coordination

o  

Control

Hawthorn Effect:

Need

·      is a physiological or psychological deficiency that a person wants to satisfy.

Maslow

·

Lower Needs:

o   Physiological

o   Safety

o   Social

·      Higher Level Needs

o   Esteem

o  

Self- Actualization

Theory X

McGregor·     

assumes people dislike work, lack ambition, are irresponsible and prefer to be led.

Theory Y:

McGregor: assumes people are willing to work, accept responsibility, are self-directed and are creative.

Self-Fulfilling Prophecy

McGregor: ·      occurs when a person acts in ways that confirm another’s expectations.

Argyris

suggests that workers treated as adults will be more productive

Management Science and Operations Research

·      apply mathematical techniques to solve management problems.

Operations Management:

·      is the study of how orgs produce goods and services efficiently and effectively.

Open Systems:

transforms resource inputs from the environment into product outputs.

Subsystems:

·      smaller component of a larger system.

Contingency Thinking:

·      tries to match management practices with situational demands.

Total Quality Management (TQM):

 ·      W. Edwards Demming

·      is managing with a organization-wide commitment to continuous improvement, product quality and customer needs

Continuous Improvement

involves always searching for new ways to improve work quality and performance

ISO Certificate:

·      indicates conformance with a rigorous set of international quality standards.

Knowledge Management:

·      is the process of using intellectual capital for competitive advantage.

Learning organization:

·      continuously changes and improves using the lessons of experience.

High-performance organization:

·      consistently achieves excellence while creating a high-quality work environment.

Evidence Based Management (EBM): 

involves making decisions based on hard facts about what really works.

Ethics

·      sets of standards of good or bad, or right or wrong, in our conduct.

Ethical Behavior:

·      is “right” or “good” in the context of a governing moral code

Values

·      are broad beliefs about what is appropriate behavior

Terminal Values:

Milton Rokeach

are preferences about desired end states.

o  

Ex: self-respect, family security, freedom

Instrumental Values:

Milton Rokeach

preferences regarding the means to the desired ends.

o  

Honesty, ambition, courage, imagination, self-discipline

Utilitarian View

·      ethical behavior delivers the greatest good to the most people

o   Founded by John Stuart Mill

o   Asses moral implications of actions based on consequences

Individualism View:

·      ethical behavior advances long-term self-interests.

Justice View:

·      ethical behavior treats people impartially and fairly.

Procedural Justice:

§  focuses on the fair application of policies and rules.

Distributive Justice:

§  focuses on treating people the same regardless of personal characteristics.

Interactional Justice

§  is the degree to which others are treated with dignity and respect.

Moral Rights View

·      ethical behavior respects and protects fundamental rights.

o   Based on teachings of John Locke and Thomas Jefferson

Cultural Relativism:

·      suggests there is no one right way to behave; cultural context determines ethical behavior

Universalism

·      suggests ethical standards apply absolutely across all cultures

Ethical Imperialism

an attempt to impose one’s ethical standards on other cultures

Ethical Dilemma

·      is a situation that although offering potential benefit or gain is also unethical

Ethical Frameworks:

·      well thought-out personal rules and strategies for ethical decision making

Lawrence Kohlberg: 

·      identified three levels of moral development

o   Preconventional: self-centered behavior (avoid harm/punishment then make deals for personal gain)

o   Conventional: Social-Centered behavior (act consistently with peers then follow rules, meet obligations)

Postconventional: Principle Centered behavior (live up to societal expectations then act according to internal 

Ethics Training:

·      seeks to help people understand the ethical aspects of decision making and to incorporate high ethical standards into their daily behavior.

Spotlight Questions:

·      highlight the risks from public disclosure of one’s actions

Whistleblowers:

·      expose misconduct of orgs and their members

·      Laws exist to protect them, but not fully (vary state to state)

Immoral Manager:

Archie Carroll

chooses to behave unethically

Amoral Manager:

Archie Carroll

·      fails to consider the ethics of his or her behavior

Moral manager:

Archie Carroll

makes ethical behavior a personal goal

Formal codes of ethics set standards for ethical conduct

Code of Ethics:

·      : is a formal statement of values and ethical standards

Stakeholders

·      are people and institutions most directly affected by an org’s performance.

Corporate social responsibility:

·      or “CSR” is the obligation of an org to serve its own interests and those of its stakeholders.

Triple Bottom Line:

of organizational performance includes financial, social, and environmental criteria.

Classical View of CSR:

·      is that business should focus on the pursuit of profits.

Milton Friedman 

Socioeconomic View of CSR

·      business should focus on contributions to society and not just making profits.

Paul Samuelson

Virtuous Circle:

is when CSR leads to improved financial performance that leads to more social responsibility.

Social Business: 

is one in which the underlying business model directly addresses a social problem.

Social Entrepreneurship

is risk taking by entrepreneurs striving to solve pressing social problems.

Corporate Governance

·      is the oversight of top managers by a board of directors.

Sarbanes-Oxley- Act

·      requires that top managers properly oversee the financial conduct of their orgs.

Diversity

·      describes race, gender age and other individual differences.

Inclusivity

·      is how open the org is to anyone who can perform a job

Multicultural Org.:

·      is based on pluralism and operates with inclusivity and respect for diversity

Organizational Subculture:

·      is the belief that ones membership group or subculture is superior to all others.

Ethnocentrism

·      is the belief that ones membership group or subculture is superior to all others.

Glass Ceiling

·      : is a hidden barrier to the advancement of women and minorites

Biculturalism

·      when a minority member adopts characteristics of majority cultures in order to succeed

R. Roosevelt Thomas 

·      developed the continuum of leadership approaches to diversity

Managing Diversity:

·      building an inclusive work environment that allows everyone to reach his or her potential

Culture Shock

·      is the confusion and discomfort that a person experiences when in an unfamiliar culture

Cultural Intelligence

·      ability to adapt to new cultures

Low-context cultures:

·      emphasize communication via spoken or written word.

High-context Cultures

·      rely on nonverbal and situational cues as well as spoken or written words in communication.

Monochronic Culture

·      people tend to do one thing at a time

Poly Chronic Culture

·      people accomplish many different things at once

Proxemics

·      is the study of how people use interpersonal space

Power Distance

is the degree to which a society accepts unequal distribution of power.

Uncertainty avoidance:

·      degree to which a society values assertiveness and materialism vs. feelings, relationships and quality of life.

Time Orientation

is the degree to which a a society emphasizes short-term or long-term goals.

Ecological Fallacy:

o   assumes that a generalized cultural value applies equally well to all members of the culture.

·      Global Leadership and Organizational Behavioral Effectiveness

·      Led by Robert House gathered to study leadership, org practices, and diversity among world cultures.