Term
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Definition
Establishes standards to determine whether or not an organization is progressing
+ Reward / Punishment
Measure whether organization is moving towards goals |
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Term
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Definition
| Alternative courses of action in case primary plans don't work. |
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Term
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Definition
Manager pictures organization as a whole
Inter-related |
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Term
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Definition
As many solutions as possible
(no censoring) |
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Term
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Definition
Making managerial decisions without consulting others.
Best in: emergencies and when absolute fellowship is needed |
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Term
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Definition
Managers and employees working together to make decisions
Employees meet to resolve management issues |
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Term
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Definition
Goals are given and must be met, does not matter how the employee gets there
Google, Doctors, engineers |
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Term
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Definition
| giving workers the education and tools they need to make decisions |
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Term
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Definition
| includes dealers, who buy products to sell to others, and ultimate customers |
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Term
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Definition
| individuals and units within the firm that receive services from other individuals or units. |
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Term
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Definition
| The broad, long-term accomplishments an organization wishes to attain |
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Term
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Definition
communication and motivation
Coaching, morale building, delegating, training and development |
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Term
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Definition
| ability to perform tasks in a specific discipline |
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Term
| What does management look like today? |
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Definition
Used to be "telling what to do"
Now: Teams and team building...guide, train, support |
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Term
| Reasons that account for changes in management? |
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Definition
Leaders are younger,
More females
Fewer educated at elite Universities
Know that employees know more about tech than they do
More emphasis on motivation, teamwork, cooperation |
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Term
| Primary functions of management? |
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Definition
Planning: Anticipating trends and determining the best strategies
Organizing: designing the structure of the organization and creating conditions and systems
Leading: creating a vision for the organization and communication, guiding, training employees
Controlling: measuring whether or not you are reaching goals |
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Term
| Difference between goals and objectives? |
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Definition
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Term
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Definition
Strengths
Weaknesses
Opportunities
Threats |
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Term
| What are the four types of planning? |
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Definition
Strategic: broad, long-range
Tactical: specific, short-term
Operational: part of tactical (specific time tables and standards)
Contingency: developing alternative set of plans in case original does not work |
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Term
| What are the steps of decision making? |
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Definition
1.Define the situation
2.describe and collect information
3.develop alternatives
4.develop agreement among those involved
5.decide which alternative is best
6.do what is indicated
7.follow up |
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Term
| What is an organization chart? |
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Definition
| visual device that shows relationships among people and divides the organizations work |
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Term
| Three levels of management? |
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Definition
Top (Presidents, executives)
Middle (general managers)
Suprvisory (shift managers) |
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Term
| What skills do managers need? |
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Definition
Different levels require different skills
Top: Human relations
Supervisory: Technical and conceptual skills
Middle: balanced |
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Term
| Difference between managers and leaders? |
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Definition
Managers: plan, organize, control function
Leader: has vision and inspires others to grasp that vision. establishes corporate values, emphasizes corporate ethics |
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Term
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Definition
Autocratic
Participative
Free-reign |
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Term
| Five steps of the control function |
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Definition
setting clear standards
monitoring and recording performance
comparing performance with plans and standards
communication results and deviations to employees
providing positive feedback for jobs well done and providing corrective action if necessary |
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Term
| what qualities must standards possess to measure performance results |
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Definition
standards must be:
specific
attainable
measurable |
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Term
| What is happening to business in america today? |
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Definition
| They are adjusting to changing markets. |
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Term
| Principles of organization management |
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Definition
devising a division of labor
setting up teams or departments
assigning responsibility and authority
allocating resources
assigning specific tasks
establishing procedures for completing tasks |
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Term
| Fayol's basic principles? |
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Definition
Unity of command
Hierarchy of authority
Division of labor
subordination of individual interests to the general interest
authority
clear communication channels
order and equity |
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Term
| What principles did weber add? |
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Definition
bureaucracy such as job descriptions,
written rules and decision guidelines,
consistent procedures,
and staffing and promotions based on qualifications |
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Term
| Four major choices in structuring organizations? |
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Definition
centralization vs decentralization
breadth of span of control
tall versus flat organizational structures
type of departmentalization |
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Term
| Latest trends in structuring? |
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Definition
departments replaced by matrix organizations and cross-functional teams that decentralize authority
Span of control becomes larger as employees become self-directed
Eliminate managers and flatten organizations |
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Term
| Two major organizational models? |
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Definition
Line organizations: each worker has only one supervisor, easy to understand
Line-and-staff organizations: expert advice of staff assistants included |
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Term
| Key alternatives to the major organizational models? |
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Definition
| matrix organizations assign people to projects temporarily and encourage inter organizational cooperation and teamwork. |
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Term
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Definition
Employees at top
Managers are at the bottom to train and assist |
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Term
| Formal vs informal organization of firms |
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Definition
Formal: details lines of responsibility, authority, and position
Informal: system that develops spontaneously as employees meet and form cliques, etc. |
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Term
| What is happening to business in america today? |
|
Definition
| They are adjusting to changing markets. |
|
|
Term
| Principles of organization management |
|
Definition
devising a division of labor
setting up teams or departments
assigning responsibility and authority
allocating resources
assigning specific tasks
establishing procedures for completing tasks |
|
|
Term
| Fayol's basic principles? |
|
Definition
Unity of command
Hierarchy of authority
Division of labor
subordination of individual interests to the general interest
authority
clear communication channels
order and equity |
|
|
Term
| What principles did weber add? |
|
Definition
bureaucracy such as job descriptions,
written rules and decision guidelines,
consistent procedures,
and staffing and promotions based on qualifications |
|
|
Term
| Four major choices in structuring organizations? |
|
Definition
centralization vs decentralization
breadth of span of control
tall versus flat organizational structures
type of departmentalization |
|
|
Term
| Latest trends in structuring? |
|
Definition
departments replaced by matrix organizations and cross-functional teams that decentralize authority
Span of control becomes larger as employees become self-directed
Eliminate managers and flatten organizations |
|
|
Term
| Two major organizational models? |
|
Definition
Line organizations: each worker has only one supervisor, easy to understand
Line-and-staff organizations: expert advice of staff assistants included |
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Term
| Key alternatives to the major organizational models? |
|
Definition
| matrix organizations assign people to projects temporarily and encourage inter organizational cooperation and teamwork. |
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Term
|
Definition
Employees at top
Managers are at the bottom to train and assist |
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Term
| Formal vs informal organization of firms |
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Definition
Formal: details lines of responsibility, authority, and position
Informal: system that develops spontaneously as employees meet and form cliques, etc. |
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Term
| National Labor Relations Act of 1935 |
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Definition
| Established collective bargaining |
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Term
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Definition
| Minimum wage and overtime |
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Term
| Manpower development and training act |
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Definition
| Provided for training and retraining of unemployed workers |
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Term
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Definition
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Term
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Definition
| 15 or more people: outlawed discrimination |
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Term
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Definition
| Can't discriminate against people above 40 |
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Term
| Occupational safety and health act |
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Definition
| Hazardous substance protection |
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Term
| Equal Employment opportunity act |
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Definition
| Let the EEOC set guidelines for human resources |
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Term
| Comprehensive employment and training act |
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Definition
| Provided funds for training unemployed workers |
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Term
| Employee retirement income security act |
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Definition
| Regulated and insured company retirement plans |
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Term
| Supreme court ruling against set-aside programs |
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Definition
| limits reverse discrimination |
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Term
| Older workers benefit protection act |
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Definition
| Protects old people from signing away pensions based on age discrimination |
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Term
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Definition
| Over 15 people: rights to a jury trial and punitive damages to victims of discrimination |
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Term
| Americans with disabilities act |
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Definition
| Protects from disability discrimination |
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Term
| Family and medical leave act |
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Definition
| Over 50 people: 12 weeks unpaid leave per year |
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Term
| Steps in human resource planning |
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Definition
1. preparing a human resource inventory of the organizations employees
2. preparing a job analysis
3. assessing future demand
4. assessing future supply
5. establishing a plan for hiring, recruiting, educating etc. |
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Term
| Why has recruitment become more difficult? |
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Definition
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Term
| Six steps in the selection process? |
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Definition
obtaining complete application forms
conducting initial and follow-up interviews
giving employment tests
conducting background investigations
obtaining results from exams
establishing a trial period of employment |
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Term
| How do managers evaluate performance? |
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Definition
establish performance standards
communicate those standards
compare performance to standards
discuss results
take corrective action when needed
use the results for decisions about promotions etc. |
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Term
| What are fringe benefits? |
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Definition
| Sick leave, vacation pay, company cars, pension plans, stock options, health plans |
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Term
| What scheduling plans can adjust work to employee flexibility? |
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Definition
| Job sharing, flextime, compressed workweeks, working at home |
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Term
| how can employees be moved within a compay? |
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Definition
Up [promotion]
Over [reassignment]
Out [termination or retirement] |
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Term
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Definition
| Ethics goes beyond obeying laws. Includes moral standards |
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Term
| How can you tell if your business is ethical? |
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Definition
Is it legal?
Is it balanced?
How will it make me feel? |
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Term
| Managements role in ethics? |
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Definition
| Send messages through their actions |
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Term
| Difference between compliance-based and integrity-based ethic codes? |
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Definition
Compliance: Avoid legal punishment
Integrity: define the organization's guiding values (creates an environment that supports ethically sound behavior) |
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Term
| How do business demonstrate corporate responsibility to stakeholders? |
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Definition
Must satisfy customers with goods and services of real value
must make money for its investors
must create jobs for employees, maintain job security, see that hard work and talent are fairly rewarded
must create wealth for society, promote social justice, contribute to making its own environment a better place |
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Term
| How are a company's social responsibility efforts measured |
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Definition
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Term
| How can U.S. companies influence ethical behavior and social responsibility in global markets? |
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Definition
| Making sure suppliers do not violate US human rights and environmental standards |
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Term
| What are the key methods SAS uses to keep employees and stay successful? |
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Definition
Their business model has three facets: unchanging business values; creating long term relationships with customers, suppliers and employees and attracting and retaining the best talent. SAS Institute’s employee model also has three facets: long-term commitment, investing in employee satisfaction and low turnover. They treat their employees like they treat their customer, which results in increased revenue growth. The company has a long and rigorous interview process to ensure that they hire the right person to fit their unique challenges and culture. SAS Institute’s three biggest investments at their corporate headquarters: on site day care, on site health care (saving over $1-million a year) and on site recreation and fitness for families and domestic partners. These perquisites have created a tremendous amount of loyalty. Voluntary turnover last year was 3%, which saves over $70 million in replacement costs alone. Their investment in R&D is huge and also plays a big part in loyalty as well. Technology employees have a strong desire to work with the latest technology. SAS demonstrates their commitment to clients and employees by a work/life balance infrastructure, which helps perpetuate long-term commitments software.
The SAS culture is based on trust, flexibility and values. The company has been recognized for this culture, which encourages creativity and innovation while helping employees balance work and life. SAS believes happy, healthy employees are productive employees. The company offers a wide range of benefits to reduce stress and distraction, and let employees focus on their work. This approach creates an environment that integrates company values with employee needs.
Trust in employees
At SAS, employee-manager relationships are built on trust. This trust empowers employees – in all levels and divisions – to feel worthy and exceed expectations. These relationships can be found throughout the company, from landscaping and food service to research and development. |
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Term
| Who was Frederick Taylor? |
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Definition
| Human efficiency engineer who has been called the father of scientific management. Creator of time-motion studies. |
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Term
| What led to the more human-based managerial styles? |
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Definition
| The Hawthorne studies: Elton Mayo found that human factors such as feelings of involvement and participation led to greater productivity gains that did physical changes in the workplace |
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Term
| What did Maslow find to be the basis for human motivation? |
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Definition
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Term
| What levels of need did Maslow identify? |
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Definition
From least to most important to us:
Physiological
Safety
Social
Esteem
Self-actualization |
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Term
| How can managers use Maslow's theory? |
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Definition
| to recognize what unmet needs a person has and design work so that it satisfies the need. |
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Term
Difference between Herzberg's motivator and hygiene factors?
What are motivation factors?
What are the hygiene(maintenance) factors? |
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Definition
While some factors motivate workers, others cause job dissatisfaction if missing but are not motivators if present. (hygiene or maintenance factors)
Motivators: The work itself, achievement, recognition, responsibility, growth, and advancement
Hygiene factors: Company policies, supervision, working conditions, interpersonal relationships, and salary |
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Term
| Who developed theory X,Y, and Z and what are they? |
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Definition
Douglas McGregor held that managers have one of two opposing attitudes towards employees. (X and Y)
X: assumes person dislike work and will avoid it if possible. People must be forced, controlled, and threatened with punishment.
Y: People like working and will accept responsibility for achieving goals if rewarded for doing so.
Z: (William Ouchi) Based on Japanese management styles: Stresses long-term employment; collective decision-making' individual responsibility; slow evaluation and promotion; implicit, informal control with explicit, formalized control; moderately specialized career paths; and a holistic concern for employees (including family) |
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Term
| What is goal-setting theory? |
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Definition
| Setting ambitious but attainable goals will lead to high levels of motivation and performance if the goals are accepted and accompanied by feedback. |
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Term
| What is the Hawthorne effect? |
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Definition
| People's tendency to behave differently when they know they're being studied |
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Term
| What is management by objectives? |
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Definition
| system of goal setting and implementation: cycle of discussion, review, and evaluation of objectives among top and middle-level managers, supervisors, and employees. |
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Term
What is the basis if expectancy theory?
What are the key elements? |
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Definition
Victor Vroom: employee expectations can affect an individual's motivations
Can I accomplish the task?
What is my reward?
Is the reward worth the effort? |
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Term
| What are the variables in reinforcement theory? |
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Definition
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Term
| What should a company's mission statement outline? |
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Definition
The organization's self-concept
Its philosophy
Long-term survival goals
Customer needs
Social Responsibility
Nature of the product or service |
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Term
| What are 6 steps that can be taken to improve US business ethics? |
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Definition
1. Top management must adopt and support a code of conduct
2. Employees must understand senior management expects all employees to act ethically
3. People need to be trained to consider ethical implications of situations
4. Ethics office needs to present to handle anonymous communication
5. Involve or inform outsiders/suppliers/sub-contractors/distributors/customers
6. Enforce |
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Term
| Types of corporate social responsibility |
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Definition
Philanthropy - Charitable donations
Social Initiatives - Utilize the firms core competencies, or products, in donations
Responsibility - emphasize diversity, environment, society, etc.
Policy - Position that firm takes on social or political issues
- CSR can be important to pleasing customers by providing them sense of value
- Attracts new customers who admire efforts of CSR
- Likely to be viewed favorably, increasing business
- Ethical Behavior may contribute to bottom line
- Unethical behavior leads to risk for investors and image |
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Term
| Three types of ethical dilemas |
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Definition
Individual -
Values
work background
family
personality
Environmental-
Competition
Economic conditions
social/cultural institutions
Organizational-
top level management
philosophy
firm reward system
job dimensions |
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