1
Q
the achievement of objectives through people and other resources
A
Management
2
Q
Supervise non-managerial employees
involved in production or creation.
A
First-line managers
3
Q
Manage departments or divisions within
an organization.
A
Middle managers
4
Q
Make strategic decisions and set goals for the
entire organization.
A
Top managers
5
Q
Setting goals and developing strategies to achieve them.
A
Planning
6
Q
Determining the resources and structure needed to accomplish tasks.
A
Organizing
7
Q
Motivating, training, and supervising employees to achieve goals.
A
Leading
8
Q
Monitoring progress and making adjustments to ensure goals are met
A
Controlling
9
Q
studied the activities of senior managers. He identified 10 different management roles.
A
Henry Mintzberg
10
Q
- Figurehead: Performs ceremonial duties.
- Leader: Supervises and motivates subordinates.
- Liaison: Acts as a communication link.
A
Interpersonal Roles:
11
Q
Performs ceremonial duties.
A
Figurehead
12
Q
Supervises and motivates subordinates
A
Leader
13
Q
Acts as a communication link.
A
Liaison
14
Q
- Monitor: Gathers and receives information.
- Disseminator: Shares information with others.
- Spokesperson: Represents the organization to outsiders.
A
Informational Roles:
15
Q
Gathers and receives information.
A
Monitor
16
Q
Shares information with others.
A
Disseminator
17
Q
Represents the organization to outsiders.
A
Spokesperson
18
Q
- Entrepreneur: Initiates change and innovation.
- Disturbance Handler: Resolves conflicts and crises.
- Resource Allocator: Assigns resources and sets priorities.
- Negotiator: Represents the organization in negotiations.
A
Decisional Roles:
19
Q
Initiates change and innovation
A
Entrepreneur
20
Q
Resolves conflicts and crises.
A
Disturbance Handler
21
Q
Assigns resources and sets priorities.
A
Resource Allocator
22
Q
Represents the organization in negotiations.
A
Negotiator
23
Q
The role of the manager – two theories
A
Omnipotent / Symbolic
24
Q
- Managers are solely responsible for an organization’s success or failure.
- The quality of management directly determines the quality of the organization.
- Failures are attributed to managerial incompetence.
A
Omnipotent View:
25
* External factors (e.g., economy, competition) significantly influence an organization's success.
* Managers have limited control over outcomes.
* The manager's role is primarily symbolic and ceremonial.
Symbolic View:
26
Frederick Winslow Taylor, Henry Ford, Henry Laurence Gantt, Lilian and Frank Gilbreth
Scientific Management
27
is often considered the father of scientific management. He developed the concept of "scientific task management," which involved breaking down tasks into their smallest components, timing each component, and standardizing work methods.
Frederick Winslow Taylor
28
applied Taylor's principles to mass production, creating the assembly line and revolutionizing manufacturing. His Model T was produced in record numbers using efficient assembly line techniques.
Henry Ford
29
developed the Gantt chart, a visual tool for planning and scheduling work, which is still widely used today. He also introduced the concept of task and bonus systems to motivate workers.
Henry Laurence Gantt
30
were husband and wife who studied work methods and motion analysis. They focused on improving efficiency through the elimination of unnecessary movements. Their work contributed to the development of time and motion studies.
Lilian and Frank Gilbreth
31
Henri Fayol, Max Weber
Administrative Management
32
considered one of the primary founders of administrative management. He identified fourteen principles of management, including division of labor, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interest to general interest, remuneration, centralization, scalar chain, order, equity, stability of tenure, initiative, and esprit de corps.
Henri Fayol
33
was a German sociologist who developed the concept of bureaucracy. He described bureaucracy as a rational and efficient form of organization characterized by hierarchy, rules, and procedures. Weber emphasized the importance of formal authority and impersonal decision-making in bureaucratic organizations.
Max Weber
34
A. Formalized organizational structure
B. Division of labor
C. Delegation of power
Max Weber
35
Elton Mayo, Abraham Maslow, Douglas McGregor
Human-Relation School of Management
36
conducted the famous Hawthorne experiments, which demonstrated that workers' productivity was influenced more by social factors and group dynamics than by physical conditions. These experiments highlighted the importance of employee morale, motivation, and communication in the workplace.
Elton Mayo
37
developed the hierarchy of needs theory, which proposes that human needs are arranged in a hierarchical order, with lower-level needs (such as physiological and safety needs) needing to be satisfied before higher-level needs (such as esteem and self-actualization) can be addressed. This theory has been widely used to understand employee motivation
Abraham Maslow
38
developed Theory X and Theory Y, two contrasting views of human nature in the workplace. Theory X assumes that employees are lazy, avoid work, and need to be coerced and controlled. Theory Y, on the other hand, assumes that employees are motivated, creative, and seek responsibility. McGregor argued that managers should adopt a Theory Y approach to maximize employee motivation and productivity.
Douglas McGregor
39
Developed during World War II. Uses quantitative techniques (like statistics, models, and simulations)
to improve decision-making.
Quantitative School of Management
40
is the tendency of systems to deteriorate or break down over time.
Entropy
41
is the ability of the whole system to equal more than the sum of its parts.
Synergy
42
“it all depends” approach. Actions and approaches depend on the situation. Managers should draw on various theories and experiences to solve problems effectively.
Contingency School of Management
43
Organization - social unit (or human grouping) deliberately constructed and reconstructed to seek specific goals.
[Etzioni, 1964]
44
Organization - social invention for accomplishing goals through group effort.
[Johns, 1992]
45
Organization - collections of people (two or more) who work together to achieve a wide variety of goals.
George and Jones, 2005]
46
* Key consideration: Skill sets and
attitudes significantly influence the
success of change.
People
47
* Purpose: The mission or reason for the
organization's existence.
* Identification: Routine and key tasks.
Task
48
* Arrangement: Basic organization of
people.
Structure
49
* Processes: Intellectual and mechanical methods for transforming inputs into outputs.
* Identification: Key equipment and processes.
Technology
50
Broad factors affecting the entire industry
General (Mega) Environment
51
Specific factors directly influencing the organization's operations.
Task Environment
52
Outside the organization's control.
Task Environment AND General (Mega) Environment
53
A framework to assess the external factors impacting an organization.
PEST Analysis
54
Government policies, regulations, and stability.
o Examples: Tax laws, trade restrictions, political stability.
Political
55
Economic conditions and trends.
o Examples: Interest rates, inflation, GDP, unemployment.
Economic
56
Social and cultural factors influencing consumer behavior and preferences.
o Examples: Demographics, cultural trends, attitudes, values.
Sociocultural
57
Technological advancements and innovations.
o Examples: New technologies, automation, research and development.
Technological
58
Natural resources, environmental regulations, and sustainability.
o Examples: Climate change, natural disasters, environmental policies.
Environmental
59
Similar to PEST, but focuses on Social, Technological, Economic, and Political factors.
STEP
60
Includes Legal factors, such as laws and regulations.
PESTEL
61
Includes International and Demographic factors.
PESTLIED
62
Includes Educational factors, such as educational levels and trends.
STEEPLED
63
Definition: The specific factors and forces that directly affect an organization's operations and performance.
Task Environment
64
A framework to assess the competitive intensity of an industry.
Porter's Five Forces Analysis
65
The number and strength of competitors in an industry.
Competitive Rivalry
66
The ease or difficulty of new firms entering the industry.
Threat of New Entry
67
The power of suppliers to negotiate favorable terms
Bargaining Power of Suppliers
68
The power of customers to negotiate favorable terms.
Bargaining Power of Buyers
69
The availability and attractiveness of alternative products or services.
Threat of Substitute Products
70
is a set of shared assumptions, values, and behaviors that influence how people think and act within a company.
Organizational culture
71
Organizational culture
* artifacts (visible elements),
* espoused values (stated philosophies),
* assumptions (underlying beliefs).
72
artifacts
visible elements
73
espoused values
stated philosophies
74
assumptions
underlying beliefs
75
The Competing Values Framework categorizes cultures into four types
* Clan (family-like),
* Adhocracy (innovative),
* Hierarchy (structured),
* Market (results-oriented).
76
Clan
family-like
77
Adhocracy
innovative
78
Hierarchy
structured
79
Market
results-oriented
80
Google's culture is considered to be a mix of Clan and Adhocracy cultures, with an emphasis on teamwork, empowerment, and innovation.
81
This means cleverly avoiding a task or responsibility by redirecting it to someone else without seeming like you're shirking work
To work judo
82
This refers to unhealthy, processed snacks, often from vending machines, that are convenient for busy workers, particularly software developers working long hours
Flat food
83
This means using your own product or service to test it and improve it. For example, a software company might use its own software internally to identify bugs and usability issues
Eating your own dog food
84
This is a humorous term for a face-to-face conversation, often used to contrast with email communication.
Facemail
85
This is a slang term used to describe a project's final intense phase, where everyone is working long hours to meet a tight deadline. It implies a stressful and exhausting period.
Death march
86
* A system that outlines how tasks, communication, and authority relationships are arranged within a company.
* It determines how employees coordinate and work together to achieve goals.
* Often visualized using an organigram or organization chart.
organizational structure
87
Factors that influence organizational structure
* Mission
* Nature of the business
* Size and age
* Strategy
* Technology
* Environment
* Leadership
* Culture
88
Key elements of organizational structure
Job specialization
Departmentalization
Reporting relationships
Distribution of authority
89
Breaking down tasks into smaller units.
Job specialization
90
Alternatives Job specialization
Rotation
Enlargement
Enrichment
91
Systematically moving employees from one job to another.
Rotation
92
Increasing the number of tasks an employee performs
Enlargement
93
Increasing both the number of tasks and the level of responsibility and control an employee has over their job
Enrichment
94
Grouping jobs by function, product, customer, or location
Departmentalization
95
Establishing a clear chain(UNITY) of command and span of control (number of subordinates
Reporting relationships
96
Delegation and decentralization of decision-making power.
o Centralized vs. Decentralized structures
Distribution of authority
97
Types of organizational structures
* Flat vs. Tall
* Line
* Functional
* Line-staff
* Flexible
o Matrix
o Organic
* Formal vs. Informal.
98
Based on the number of management levels
* Flat vs. Tall
99
Clear chain of command, simple and transparent.
* Line
100
Specialized departments based on function (e.g., marketing, finance).
* Functional
101
Line managers with staff specialists for advice.
* Line-staff
102
Task-oriented, matrix, organic structures for adaptability.
* Flexible
103
Dual reporting lines for project teams.
o Matrix
104
Decentralized, flexible jobs, and teamwork.
o Organic
105
Official structure vs. unofficial networks of relationships.
* Formal vs. Informal
106
International structures
* Parent-branch
* International operations branch
* Global structure
107
Centralized control over foreign operations.
* Parent-branch
108
Separate branch for international sales
* International operations branch
109
Decentralized structure with regional units.
* Global structure
110
Hiring external parties for services or goods traditionally done in-house.
Outsourcing (Outside-resource-using)
111
Organizational structure and design
6 key elements to taken care of
1. Job specialization
2. Departmentalization
3. Reporting relationships
4. Distribution of authority
5. Coordination
112
suggests that jobs should be diagnosed and
improved along five core dimensions, taking into account both the work
system and employee preferences.
Job characteristics approach:
113
Five core dimensions:
1. Skill variety: the number of things a person does in a job
2. Task identity: the extent to which the worker does a complete or
identifiable portion of the total job
3. Task significance: the perceived importance of the task
4. Autonomy: the degree of control the worker has over how the work is
performed
5. Feedback: the extent to which the worker knows how well the job is being
performed
114
a clear and distinct
line of authority among the positions
in an organization
Chain of command
115
the number of
people who report to a particular manager
Span of management/control:
116
the process by which a manager
assigns a portion of his or her total workload to others.
Delegation
117
the process of systematically
delegating power and authority throughout the
organization to middle- and lower level managers.
Decentralization
118
the process of systematically retaining power and authority in the hands of higher-level
managers.
Centralization
119
a hierarchy decisionmaking structure where all decisions and processes
are handled strictly at the top or the executive level.
* Centralized organization
120
one in which most
decisions are made by mid-level or lower-level
managers, rather than being made centrally by the
head of the company.
Decentralized organization
121
Structure FLAT TALL
Span of control
Wide span of control (each manager has
to manage many subordinates)
Narrow span of control (each manager
has to manage only few subordinates)
Control of
subordinates
Loose control Close control
Cost Less costly because it has fewer
managers
Costly because it has many managers
Communication
Communication will not be distorted and
delayed because there are few layers of
management
Communication may be distorted and
delayed because there are many layers of
management
Decision-making Decision-making is quick because there
are few levels of management
Extra levels of management slow down
decision-making
Promotional
opportunities
Fewer promotions More promotional opportunities
122
large corporation with different product lines or geographic regions. Each division operates independently, like separate businesses.
Divisional Structure
123
is a large corporation that owns and operates several smaller companies, often in unrelated industries.
* Conglomerate
124
the number of subordinates that a manager or supervisor can directly control.
Span of control
125
provides that an employee is responsible to only one supervisor, who in turn is responsible to only one supervisor, and so on up the organizational hierarchy.
Unity of command
126
refers to the grouping of activities in organizational subunits
Departmentation
127
Departmentation
Functional structure
Divisional structure
Process-oriented structure
128
Groups activities based on similar functions or tasks, such as marketing, finance, and production. This structure is often used in smaller organizations.
Functional Structure
129
Groups activities based on products, services, or geographic regions. This structure is often used in larger organizations with diverse product lines or operations in multiple locations.
Divisional Structure
130
Groups activities based on the processes involved in delivering a product or service. This structure is often used in organizations that focus on efficiency and customer satisfaction.
Process-Oriented Structure
131
these apply to more than one of the departmentation principles simultaneously. The best known of which is the matrix structure
Hybrid structures
132
these provide a blueprint of an organizational structure that is often compared to a machine: all the parts are clearly aligned to work together in prescribed, predetermined and stable ways.
Mechanistic organizations
133
sometimes referred to as organismic organizations. Reflects an organizational form emerging in fluid and relatively unpredictable situations. It is typified by a high level of flexibility in job responsibilities, also incorporating high levels of technical expertise at the lower level of the organization and recognition of the value of individual contribution.
Organic organizations
134
5 sources of leader power:
Coercive: Based on fear of punishment
Connection: Based on relationships with important people
Expert: Based on knowledge and skills
Information: Based on access to information
Legitimate: Based on position of authority
Referent: Based on personal charisma and attractiveness
Reward: Based on ability to reward others
135
Based on position of authority; formal position in the
company
Legitimate power
136
Based on fear of punishment
Coercive power
137
Based on ability to reward others
Reward power
138
Based on knowledge and skills
Expert power
139
Based on personal charisma and attractiveness
Referent power
140
Seven Traits Associated with Leadership
Drive, Desire to lead, Honesty and integrity, Self-confidence, Intelligence, Job-relevant knowledge, Extraversion
141
Leaders exhibit a high effort level. They have a relatively high
desire for achievement; they are ambitious; they have a lot of energy;
they are tirelessly persistent in their activities; and they show initiative
Drive
142
Leaders have a strong desire to influence and lead
others. They demonstrate the willingness to take responsibility.
Desire to lead
143
Leaders build trusting relationships between
themselves and followers by being truthful or nondeceitful and by
showing high consistency and by showing high consistency between
word and deed.
Honesty and integrity
144
Followers look to leaders for an absence of selfdoubt. Leaders, therefore, need to show self-confidence in order to
convince followers of the rightness of their goals and decisions.
Self-confidence
145
Leaders need to be intelligent enough to
gather, synthesize, and interpret large amount of
information, and they need to be able to create vision, solve
problems and make correct decisions.
Intelligence
146
Effective leaders have a high
degree of knowledge about the company, industry, and
technical matters. In-depth knowledge allows leaders to
make well-informed decisions and to understand the
implications of those decisions.
Job-relevant knowledge
147
Leaders are energetic, lively people. They
are sociable, assertive, and rarely silent or withdrawn.
Extraversion
148
the degree of
confidence, trust, and respect employees had for
their leader (good/poor)
Leader-member relations
149
the degree to which job
assignments were formalized and procedurized
(high/low)
Task structure
150
the degree of influence a leader
had over power-based activities such as hiring,
firing, discipline, promotions (strong/weak)
Position power
151
The Fiedler Model - evaluation of
the situation
3 contingency dimensions:
Leader-member relations: the degree of
confidence, trust, and respect employees had for
their leader (good/poor)
n Task structure: the degree to which job
assignments were formalized and procedurized
(high/low)
n Position power: the degree of influence a leader
had over power-based activities such as hiring,
firing, discipline, promotions (strong/weak)
152
Path-Goal Method
Directive leader: lets subordinates know what’s
expected of them, schedules work to be done, and
gives specific guidance on how to accomplish tasks.
n Supportive leader: is friendly and shows concern
for the needs of followers.
n Participative leader: consults with group members
and uses their suggestions before making a
decision.
n Achievement-oriented leader: sets challenging
goals and expects followers to perform at their
highest level.
153
lets subordinates know what’s
expected of them, schedules work to be done, and
gives specific guidance on how to accomplish tasks.
Directive leader
154
is friendly and shows concern
for the needs of followers.
Supportive leader
155
consults with group members
and uses their suggestions before making a
decision.
Participative leader
156
sets challenging
goals and expects followers to perform at their
highest level.
Achievement-oriented leader
157
lead primarily by
using social exchanges (for transactions) =
motivate followers by exchanging rewards for
their productivity
Transactional leaders
158
stimulate and inspire
(transform) followers to achieve extraordinary
outcomes.
n Help followers look at old problems in new ways
n More than charisma - inspire people to question
not only the established views but the views of the
leader as well
n Impressive results
Transformational leaders
159
Charismatic leaders - 5 characteristics:
They have a vision
2. They are able to articulate that vision
3. They are willing to take risks to achieve that
vision
4. They are sensitive to both environmental
constraints and follower needs
5. They exhibit behaviors that are out of the
ordinary
160
Charismatic-visionary leadership – most
appropriate when:
The follower’s task has an ideological
purpose
2. The environment involves a high degree of
stress and uncertainty
= politics, wartime,
facing a survival crisis
161
Current leadership issues
Managing power
n Developing trust
n Providing ethical leadership
n Empowering employees
n Cross-cultural leadership
n Gender differences in leadership
n The demise of celebrity leadership
n Substitutes for leadership
162
– the ability to influence people toward
the attainment of organizational goals.
Leadership
163
Rational
* Consulting
* Persistent
* Problem solving
* Tough-minded
* Analytical
* Structured
* Deliberate
* Authoritative
* Stabilizing
* Position power
Manager qualities
164
Visionary
* Passionate
* Creative
* Flexible
* Inspiring
* Innovative
* Courageous
* Imaginative
* Experimental
* Initiates change
* Personal power
Leader qualities
165
COERCIVE POWER: Based on fear.
* CONNECTION POWER: Based on links with important
people.
* EXPERT POWER: Based on the leader’s skill and knowledge.
* INFORMATION POWER: Based on access to information.
* LEGITIMATE POWER: Based on position.
* REFERENT POWER: Based on personal traits.
* REWARD POWER: Based on rewards, pay, promotion, or
recogntion.
Types of
Leadership Power
166
Based on fear
COERCIVE POWER
167
Based on links with important
people.
CONNECTION POWER
168
Based on the leader’s skill and knowledge
EXPERT POWER:
169
Based on access to information.
INFORMATION POWER
170
Based on position.
LEGITIMATE POWER
171
Based on personal traits.
REFERENT POWER
172
Based on rewards, pay, promotion, or
recogntion.
REWARD POWER
173
this is the degree to which a
leader considers team members' needs, interests and
areas of personal development when deciding how
best to accomplish a task.
Concern for People
174
this is the degree
to which a leader emphasizes concrete objectives,
organizational efficiency and high productivity when
deciding how best to accomplish a task.
Concern for Results (Production):
175
The leadership Grid 1/2
Concern for People: this is the degree to which a
leader considers team members' needs, interests and
areas of personal development when deciding how
best to accomplish a task.
* Concern for Results (Production): this is the degree
to which a leader emphasizes concrete objectives,
organizational efficiency and high productivity when
deciding how best to accomplish a task.
176
a model of leadership
that describes the relationship between leadership
styles and specific organizational situations.
Contingency approach
177
The situational theory of Hersey & Blanchard
* The leadership model developed by Fiedler
Contingency approaches include:
178
a
contingency approach
to leadership that links
the leader’s behavioral
style with the task
readiness of
subordinates
Situational theory
179
Based on relationships with important people
Connection power
180
Based on access to information
Information power
181
* Grönroos' Definition: Marketing is about establishing and maintaining long-term customer relationships.
Marketing
182
Focused on product, selling, and profit maximization through sales.
* Traditional Marketing
183
Focused on customer needs, coordinated marketing efforts, and profit maximization through customer satisfaction.
* Modern Marketing
184
The one who sells
* Seller
185
The one who buys.
* Buyer
186
The one who uses the product.
* Consumer
187
The one who makes the purchase decision.
* Customer
188
A group of buyers for a particular product or service.
* Market
189
Meeting customer needs and wants.
* Customer Satisfaction
190
Creating a desire for the product.
* Increased Demand
191
Generating revenue that exceeds costs
* Profitable Sales Volume
192
Providing high-quality products
* Product Quality
193
Building a positive reputation.
* Goodwill
194
Moving products from production to consumption
* Transportation
195
Holding and preserving products.
* Storage
196
Gathering and analyzing market information
* Marketing Research
197
Communicating product value to customers.
* Promotion
198
Classifying products based on quality or other factors.
* Grading
PJATK
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Decks in class (28)
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