Efficiency - -measure of how well resources are used to achieve a goal -Effectiveness - -A measure of the appropriateness of the goals an organization is pursuing and the degree to which the organization achieves those goals. -What are the 4 Essential M

Efficiency - -measure of how well resources are used to achieve a goal -Effectiveness - -A measure of the appropriateness of the goals an organization is pursuing and the degree to which the organization achieves those goals. -What are the 4 Essential Managerial Tasks? - --Planning -Organizing -Leading -Controlling -Planning - -sets up goals and courses of actions ro best achieve the goals -Organizing - -establish task and authority relationships that allow people to work together to achieve organization goals -Leading - -inspiring and motivating workers to work hard to achieve organizational goals -Controlling - -measuring and monitoring systems to evaluate how well the organization has achieved its goals. -Organizational performance - -a measure of how efficiently and effectively a manager uses resources to satisfy customers and achieve organizational goals. -Organizational structure - -a formal system of task and reporting relationships that coordinates and motivates organizational members so they work together to achieve organizational goals. -What are the 3 Managerial Roles Identified by Mintzberg? - --Decisional -Interpersonal -Informational -What are the 3 Levels of Management? - --Top or Executive Managers -Middle Managers -First Line Supervisors -Top Managers - -responsible for conceptual thinking -Middle Managers - -functional managers who supervises first line supervisors -First Line Supervisors - -supervisors responsible for the daily supervision of others -What are the 3 key skills required by Managers? - --Conceptual skills -Human skills -Technical skills -Conceptual Skills - -the ability to analyze and diagnose a situation and to distinguish between cause and effect -Human Skills - -The ability to understand, alter, lead, and control the behavior of other individuals and groups. -Technical Skills - -The job-specific knowledge and techniques required to perform an organizational role. -Recent Changes in Management Practice - --Restructuring -Outsourcing -Diversity -Restructuring - -downsizing an organization by eliminating employees -Outsourcing - -contracting with another company to have them perform a job in a quicker or less expensive manner -Empowerment - -expansion of employees knowledge, tasks, and decision making responsibilities -Competitive advantage - -what one company can do better than anyone else -Who was the founder of scientific management? - -Frederick Taylor -Frederick Taylor created the idea of? - -Job specialization to improve efficiency and effectiveness -administrative management - -study of how to create an organizational structure and control system that leads to high efficiency and effectiveness -bureaucracy - -formal system of organization designed to ensure efficiency and effectiveness. -Max Weber believed that ___ - -bureaucracy was not bad and would improve efficiency and effectiveness -unity of command - -employee receives order from and reports to only one person -line authority - -the chain of command extending from the top to bottom of an organization -centralization - -decisions and policies come from the top of the the managerial hierarchy -Behavior management concept - -study of how managers should behave to motivate and encourage employees -Who is the mother of modern management? - -Mary Parker Follett -Theory X - -A set of negative assumptions about workers that leads to the conclusion that a manager's task is to supervise workers closely and control their behavior. -Theory Y - -A set of positive assumptions about workers that leads to the conclusion that a manager's task is to create a work setting that encourages commitment to organizational goals and provides opportunities for workers to be imaginative and to exercise initiative and self-direction. -Who named the 2 contrasting set of assumptions known as Theory X and Theory Y? - -Douglas McGregor -Management Science Theory - -Quantitative approach to help managers make maximum use of organizational resources. -Contingency Theory - -there is no one best way to organize -Mechanistic Structure - -all key authority is centralized -Organic Structure - -authority is decentralized and management relies on others -Ethics - -A system of moral principles. -Stakeholders - -supply a company with its productive resources -What are the 4 Rules for Ethical Decision Making? (MJPU) - --Utilitarian Rule -Justice Rule -Practical Rule -Moral Rights -Moral Rights Rule - -maintain and protect the fundamental rights and privileges of people affected by it -Justice Rule - -decisions that distributes benefits and harms among people and groups in a fair, equitable, or impartial way. -Practical Rule - -manager doesn't hesitate to communicate ; being transparent -Utilitarian Rule - -Decision that produces the greatest good for the greatest number of people -Occupational Ethics - -Standards that govern how members of a profession, trade, or craft should conduct themselves when performing work-related activities -Defensive approach - -companies and their managers behave ethically to the degree that they stay within the law and strictly abide by legal requirements -Organization ethics - -the guiding practices and beliefs through which a particular company and its managers view their responsibility toward their stakeholders -Proactive approach - -Companies and their managers actively embrace socially responsible behavior, going out of their way to learn about the needs of different stakeholder groups and using organizational resources to promote the interests of all stakeholders. -Diversity - -differences among people due to their age, gender, race, ethnicity, religion, sexual orientation, etc -Distributive Justice - -fair distribution of pay, promotions, job titles, job assignments and other organizational resources among members of an organization -Procedural Justice - -fair procedures followed to make decisions -Perception - -The process through which people select, organize, and interpret what they see, hear, touch, smell, and taste to give meaning and order to the world around them -Schema - -abstract knowledge stored in memory that allows people to organize and interpret information about a person, event, or situation. -Stereotype - -inaccurate disbelief about the typical characteristics of particular groups of people -Overt Discrimination - -intentional actions of bias and discrimination -Quid Pro Qou Sexual Harassment - -asking or forcing an employee to perform sexual favors in exchange for receiving a reward or avoiding a negative consequence -Hostile Work Environment Sexual Harassment - -Telling lewd jokes, displaying pornography, making sexually oriented remarks about someone's personal appearance, and other sex-related actions that make the work environment unpleasant. -unwelcome behavior -Programmed Decision Making - -routine decision making that follows established rules or guidelines -Classical Model of Decision Making - -decision maker can identify and evaluate all possible alternatives and consequences and rationally choose the most appropriate choice of action. - prescriptive approach to decision making that specifies how it should be -Administrative Model of Decision Making - -approach that explains why decision making in uncertain and risky process and why managers usually make satisfactory decisions rather than optimum decisions -Bounded Rationality - -Cognitive limitations that constrain one's ability to interpret, process, and act on information. -Satisficing - -Searching for and choosing an acceptable, or satisfactory, response to problems and opportunities, rather than trying to make the best decision. -Prior Hypothesis Bias - -tendency to base decisions on strong prior beliefs even if evidence shows that those beliefs are wrong -illusion of control - -The tendency to overestimate one's own ability to control activities and events. -Groupthink - -A situation in which group members strive for agreement without accurately assessing information relevant to the decision -Dialectical inquiry - -critical analysis of two preferred alternatives in order to find an even better alternative for the organization to adopt -Learning Organization - -managers do everything possible to maximize the ability of individuals and groups to think and behave creatively and thus maximize the potential for organizational learning to take place -Nominal Group Technique - -A decision-making technique in which group members write down ideas and solutions, read their suggestions to the whole group, and discuss and then rank the alternatives. -Delphi Technique - -A decision-making technique in which group members do not meet face-to-face but respond in writing to questions posed by the group leader. -Mission Statement - -A broad declaration of an organization's overriding purpose and what it is seeking to achieve from its activities -Corporate level plan - -Top management's decisions pertaining to the organization's mission, overall strategy, and structure. -Business level plan - -Divisional managers' decisions pertaining to divisions' long-term goals, overall strategy, and structure. -Functional level plan - -Functional managers' decisions pertaining to the goals that they propose to pursue to help the division attain its business-level goals -Scenario planning - -multiple forecasts of future conditions followed by an analysis of how to respond effectively to each of those conditions -SWOT Analysis Components - -planning exercise in which managers identify -strengths -weaknesses -opportunities -threats -Low Cost Strategy - -Driving the organization's costs down below the costs of its rivals. -Differentiation Strategy - -Distinguishing an organization's products from the products of competitors on dimensions such as product design, quality, or after-sales service. -Vertical Integration - -expanding a company's operations either backward into an industry that produces inputs for its products or forward into an industry that uses, distributes, or sells its products -Joint Venture - -a strategic alliance among two or more companies that agree to jointly establish and share the ownership of a new business -Franchising - -selling to a foreign organization the rights to use a brand name and operating know-how in return for a lump-sum payment and a share of the profits -