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| someone who coordinates and oversees the work of other people so that organizational goals can be accomplished |
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| (often called supervisors) are located on the lowest level of management, managing the work of nonmanagerial employees. Typically directly or indirectly involved with producing the organization’s products or services |
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| include all managemers between the first level and the top level of the organization who manage the work of first-line managers |
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| managers at or near the top of the organization who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization |
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| Efficiency + effectiveness |
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| getting the most output from the least amount of inputs in order to minimize resource costs. Efficiency is often referred to as “doing things right” |
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| completing activities so that organizational goals are attained and is often described as “doing the right things” |
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| Henri Fayol, a French industrialist in the early 1900s, proposed that managers perform five management functions |
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| involves defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities |
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| involves arranging and structuring work to accomplish the organization’s goals |
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| involves working with and through people to accomplish organizational goals |
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| involves monitoring, comparing, and correcting work performance |
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| Henry Mintzberg, a management researcher, conducted a precise study of managers at work. He concluded that managers perform 10 different roles, which are highly interrelated |
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| include figurehead, leadership, and liaison activities |
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| include monitor, disseminator, and spokesperson |
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| include entrepreneur, disturbance handler, resource allocator, and negotiator |
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| Robert L. Katz found through his research that managers need three essential skills |
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| are job-specific knowledge and techniques needed to proficiently perform specific tasks |
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| involve the ability to work well with other people individually and in a group |
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| involve the ability to think and to conceptualize about abstract and complex situations |
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| Luthans identified where successful (quickly promoted) and effective (highly productive) managers focus their time |
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| Decision making, planning, organizing, controlling |
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| Exchanging information, processing paperwork |
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| Motivating, disciplining, managing conflict, staffing, training |
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| Socializing, politicking, interacting with others |
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| a deliberate arrangement of people to accomplish some specific purpose |
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| Universality of management |
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Definition
| management is needed in all types and sizes of organizations, at all organizational levels, and in all organizational work areas throughout the world |
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| Omnipotent view of management |
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Definition
| Managers are directly responsible for an organization’s success or failure |
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| Symbolic view of management |
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Definition
| Much of an organization’s success or failure is due to external forces outside manager’s control |
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Definition
| Shared values, principles, traditions, and ways of doing things that influence the way organizational members act |
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| Expresses core values shared by a majority |
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| Smaller parts of the organization with definable cultural aspects such as departments, geographic areas, or groups of employees who share common problems, situations, professions, experiences |
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Definition
• Innovation and risk taking (are employees en¬couraged to be innovative and take risks)
• Attention to detail (are employees are expected to exhibit precision, analysis, and attention to detail)
• Outcome orientation (are managers focused on results or outcomes rather than on the techniques and processes used to achieve those outcomes)
• People orientation (do management decisions take into consideration the effect on people within the organization)
• Team orientation (are work activities organized around teams rather than individuals)
• Aggressiveness (are employees are aggressive and com¬petitive rather than cooperative)
• Stability (do organizational activities emphasize maintaining the status quo in contrast to growth) |
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| Process that helps employees adapt to the organization’s culture |
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| Occurs before you join the firm |
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| You see what firm really like (reality vs. expectations) |
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| you change, adjust to job, work, group, organization → productivity, commitment, turnover |
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| Organizational cultures where the key values are intensely held, widely shared, and heavily influence/shape employee behavior |
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Definition
Two Conflicting Goals
• Employees accept organization’s dominant values
• Encourage acceptance of differences, get benefit of alternative strengths
Diversity hard to accomplish in strong cultures |
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Definition
– High in risk tolerance
– Low to moderate aggressiveness
– Focus on means as well as outcomes (low outcome orientation) |
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– Challenge and involvement
– Trust and openness
– Idea time, Playfulness/humor
– Conflict resolution, Debates,
– Freedom, Risk-taking |
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| Customer responsive cultures |
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Definition
– The right type of employees are hired (conscientious, caring, good listening skills, initiative)
– Few rigid rules, procedures, regulations
– Widespread empowerment of employees
– Role clarity (reduce ambiguity/conflict, increase job satisfaction) |
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| Those factors and forces outside the organization that affect its performance |
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| Any constituencies in the organization’s environment that are affected by an organization’s decisions and actions |
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| What managers do to develop an organization’s strategies |
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| Plans for how an organization will do what it’s in business to do, how it will compete successfully, and how it will attract and satisfy its customers in order to achieve its goals |
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| Design for how a company is going to make money |
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| Strategic management process |
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Definition
| A six step process that encompasses strategic planning, implementation, and evaluation |
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| A state3ment of the purpose of an organization |
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Definition
| Remote external environment analysis tool: Social, Technological, Ecological, Economic, and Political |
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Definition
| Industry-level external environment analysis tool: Power of buyers; Power of suppliers; New Entrants; Substitutions; Intensity of competition |
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| Positive trends in external environmental factors |
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| Negative trends in external environmental factors |
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Definition
| Organization’s assets that are used to develop, manufacture, and deliver products to its customers |
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| Organization’s skills and abilities in doing the work activities needed in its business |
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| Organization’s major value-creating capabilities that determine its competitive weapons |
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Definition
| Internal analysis tool: Resource-Based View of the firm (tangible assets; intangible assets; organizational capabilities) |
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| Any activities an organization does well or any unique resources it has |
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Definition
| Any activities an organization does not do well or resources it needs but does not possess |
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Definition
| Factor that sets an organization apart, its distinctive edge |
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Term
| Sustainable Competitive Advantage |
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Definition
| Competitive advantage that provides the company with above average returns for at 3-5 years or longer. Requires a core competency that is produces value, is rare, is imperfectly imitable, and exploitable. |
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| Analysis of organization’s strengths, weaknesses, opportunities, and threats |
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| Specifies what businesses a company is in or wants to be in and what it wants to do with those businesses |
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| An organization chooses to expand the number of markets served or products offered, either through its current business(es) or through new business(es) |
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Definition
| An organization chooses to continue to do what it is currently doing |
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Definition
| An organization chooses to address declining performance with major change to structure, organization, services/products, and /or leadership |
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| Strategy too that guides resource allocation decisions on the basis of market share and expected growth rate of strategic business units (stars, question marks, cash cows, and dogs) |
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Definition
| How an organization will compete in its business |
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| Strategic business unit (SBU) |
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Definition
| Single business of an organization that are independent and formulate their own competitive strategies |
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Definition
| SBU-level strategies: low cost; differentiation; focus/niche. SBUs succeed when they choose one. |
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| Used by an organization’s various functional departments to support the organization’s competitive strategy |
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Definition
| Ability to recognize major external changes to quickly commit resources, and to recognize when a strategic decision was a mistake |
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| An organization that’s first to bring a product innovation to market or to use a new process innovation |
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Definition
| Ability to anticipate, envision, maintain flexibility, think strategically and work with others in the organization to initiate changes that will create a viable future for the organization |
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Definition
| Two or more interacting and interdependent individuals who come together to achieve specific goals |
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| First stage of group development where people join the group and then define the group’s purpose, structure, and leadership (honeymoon period) |
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| Second stage of group development, characterized by intragroup conflict |
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| Third stage of group development, characterized by close relationships and cohesiveness |
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| Fourth stage of group development, when the group is fully functional and works on the group task |
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| Final stage of group development for temporary groups, where group focuses on wrapping up activities rather than task performance |
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| Behavior patterns expected of someone occupying a given position in a social unit |
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| Standards or expectations that are accepted and shared by group members |
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| Prestige grading, position, or rank within a group |
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| Phenomenon where a group exerts extensive pressure on an individual to align his/her opinion with others’ opinions |
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Definition
| Form of groupthink resulting from a failure to manage agreement. Team members go along with the perceived group consensus without asserting their true opinion/belief. |
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Definition
| Tendency for individuals to expend less effort when working collectively than when working individually |
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| Degree to which group members like one another and share the group’s goals |
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| Interactionist view of conflict |
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Definition
| View that some conflict is necessary for a group to perform effectively, but dysfunctional conflict should be actively managed |
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Definition
| Conflict that supports a group’s goals and improves it’s performance (self critical, innovative) |
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| Conflict that prevents a group from achieving its goals (disruptive, uncooperative, chaotic) |
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Definition
| Conflicts over content and goals of work |
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| Conflict based on interpersonal relationships |
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| Conflict over how work gets done |
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| Groups whose members work intensely on a specific, common goal, using their positive synergy, individual and mutual accountability, and complementary skills |
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Definition
| Team from same department or functional area that’s involved in efforts to improve work activities or to solve specific problems |
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Definition
| Operates without a manager and is responsible for a complete work process or segment |
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| Composed of individuals from various specialties or departments |
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| Uses technology to link physically dispersed members to achieve a common goal |
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| Patterns of informal connections among individuals within a group |
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| Organizational behavior (OB) |
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Definition
| Study of the actions of people at work. The goals of OB are to explain, predict, and influence behavior |
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Definition
| Failure to show up for work |
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Definition
| Performance measure: efficiency + effectiveness |
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Definition
| Voluntary or involuntary permanent withdrawal from an organization (quitting or being fired) |
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Definition
| Employee’s general attitude toward his or her job |
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| OCB-Organizational citizenship behavior |
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Definition
| Discretionary behavior that is not part of an employee’s formal job requirements but that promotes the effective functioning of the organization (going ‘above and beyond’ one’s job duties) |
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Definition
| Intentional employee behavior that is potentially damaging to the organization or to individuals within the organization |
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| Evaluative statements—favorable or unfavorable— concerning objects, people, or events |
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| Made up of the beliefs, opinions, knowledge, or information held by a person |
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| The emotional, or feeling, part of an attitude |
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Definition
| Refers to an intention to behave in a certain way |
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Definition
| The degree to which an employee identifies with his or her job, actively participates in it, and considers his or her job performance important to his or her self-worth |
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| Organizational commitment |
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Definition
| An employee’s orientation toward the organization in terms of his or her loyalty to, identification with, and involvement in the organization |
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| Perceived organizational support |
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Definition
| Employees’ general belief that their organization values their contribution and cares about their well-being |
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Definition
| Employees being connected to, satisfied with, and enthusiastic about their jobs |
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Definition
| Any incompatibility or inconsistency between attitudes or between behavior and attitudes. Theory states that attitudes will drive behavior; failure of behavior to match attitude will cause dissonance, which is uncomfortable, and people will seek to decrease dissonance by changing behavior. Tends to be true for strongly held attitudes |
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Definition
| States that behavior drives attitudes. When behavior and attitudes do not match, people will seek to decrease dissonance by changing attitudes. Tends to be true for weakly held attitudes |
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Definition
| The unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others |
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| Myers-Briggs Type Indicator (MBTI®) |
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Definition
A general (descriptive) personality assessment. The MBTI® measures four dimensions:
• Social interaction: extrovert (E) or introvert (I)
• Preference for gathering data: sensing (S) or intuitive (N)
• Preference for decision making: feeling (F) or thinking (T)
• Style of making decisions: perceptive (P) or judgmental (J) |
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Definition
A five-factor model of personality. Research has shown that these personality dimensions are predictive of job performance
• Extraversion
• Agreeableness
• Conscientiousness
• Emotional Stability
• Openness to Experience |
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Definition
| The degree to which people believe they control their own fate. Locus of control can be either external or internal. |
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Definition
| the degree to which people are pragmatic, maintain emotional distance, and believe that ends justify means |
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Definition
| an individual’s degree of like or dislike for himself or herself |
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Definition
| an individual’s ability to adjust his or her behavior to external situational factors |
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| refers to an individual’s willingness to take risks |
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Definition
| Someone who is continually and aggressively struggling to achieve more and more in less and less time |
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| People who identify opportunities, show initiative, take action, and persevere until meaningful change occurs |
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Definition
| An individual’s ability to overcome challenges and turn them into opportunities |
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| Intense feelings that are directed at someone or something |
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Definition
The ability to notice and to manage emotional cues and information. Emotional intelligence is composed of five dimensions:
• Self-awareness
• Self-management
• Self-motivation
• Empathy
• Social skills
Research has shown that emotional intelligence is positively related to job performance at all organizational levels |
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Definition
| Process by which we give meaning to our environment by organizing and interpreting sensory impressions |
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Definition
| Explains how we judge people differently, depending on whether we judge a given behavior to be internally or externally caused |
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Fundamental
attribution error |
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Definition
| Tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others |
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Definition
| Tendency for individuals to attribute their successes to internal factors while putting the blame for failures on external factors |
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Definition
| Assumption that others are like oneself |
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| Judging a person on the basis of one’s perception of a group to which he/she belongs |
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Definition
| A general impression of a person that is influenced by a single characteristic |
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Definition
| A relatively permanent change in behavior that occurs as a result of experience |
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| Theory of learning that says behavior is a function of its consequences |
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Definition
| Theory of learning that says people can learn through direct observation as well as direct experience |
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Definition
Process of guiding learning in graduated steps, using reinforcement
• Fixed schedule reinforcement (coke machine): quick learning and quick extinction
• Variable schedule reinforcement (slot machine): slower learning and slower extinction |
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Definition
Learning progresses through four stages:
• Unconscious incompetence
• Conscious incompetence
• Conscious competence
• Unconscious competence |
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