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The definition of management

The pursuit of organization goals efficiently and effectively by integrating the work of people though planning, organizing, leading, and controlling resources

The four key management responsibilities

Planning, organizing, controlling, leading

The concept of organizational performance including efficiency and effectiveness and the difference between the two

-Efficiency: use of minimal resources to produce the desired volume output

-Effectiveness: Degree to which organization achieves a stated goal

The seven challenges to being an exceptional manager

competitive advantage, diversity, globalization, information technology, ethical standards, sustainability, own happiness and life goals

The difference in managerial requirements at different levels within the organizational hierarchy

-First line managers: production, sales, accounting supervisor (functional head)

-Middle managers: product line of service manager, info services manager (department manager)

-Middle managers: general manager, admin (business unit head)

-Top managers: corporate or group head, vice pres. Of admin, CEO

The concept of transition management for the manager and the three critical dimensions that a person must manage effectively to be successful at a given level of the organizational hierarchy

change in role concept, change in skills possessed, change the individuals psychology

The three categories of leadership roles and the roles within each category and their meaning

-Interpersonal: interact with people outside their work units

-Informational: receive and communicate info

-Decisional: use info to make decisions to solve problems or take advantage of opportunities

The four levels of skills plus transition management skills that managers must develop over their careers in order to be effective from the bottom to the top levels of the organization

Core management, operational management (day to day), organizational management (multilevel), organizational development.... Plus one for every level: transition management

The transition in management skill emphasis as one progresses upwards in management

knowing how to transition to the next step in managing

The concept of evidence based management (Pfeffer and Sutton)

Evidence based management: translating principles based on best evidence into organizational practice, bringing rationality to the decision making process

The two overarching perspectives about management

-Historical: classical, behavioral, quantitative

-Contemporary: systems, contingency, quality-management

The classical viewpoint

Emphasis on ways to manage work more efficiently

The definition of Scientific Management, its underlying principles, Taylor & Gilbreths

-Scientific management: emphasized scientific study of work methods to improve productivity of individual workers

-Principles: study each part of task, carefully select workers with the right abilities, give workers the training and incentives to do the task, use scientific principles to plan the work methods

The definition of Administrative Management, Henry Fayol

-Concerned with managing the total organization

-Fayol: French engineer and industrialist, first to identify major functions of management

The concept of Bureaucracy and Max Weber

Bureaucracy: Max Weber believed: rational, efficient, ideal organization based on the principles of logic

The Classical viewpoint and the problem with it and why it is important

-Problem: mechanistic, tends to view humans as cogs within a machine

-Important: work activity was amenable to a rational approach, boost productivity

The Behavioral viewpoint and its progression (three phases): Early behaviorism, the human relations movement and behavioral science

-Behavioral viewpoint: emphasized the importance of understanding human behavior and motivating employees toward achievement

-Three phases: 1. Early behaviorism 2. Human relations movement 3. Behavioral science

Early behaviorism, Hugo Munsterberg and the concepts underlying Industrial Psychology

-Munsterberg: father of industrial psychology

-Study jobs and determine which people are best suited to specific jobs, identify psychological conditions under which employees do their best work, devise management strategies to influence employees to follow management interests

Early behaviorism, Mary Parker Follett and her primary philosophies

-Follett: social worker and social philosopher

-Organizations should operate as communities

-conflicts should be resolved by having managers and workers talk over differences and find solutions that satisfy both, work process should be under control of workers with relevant knowledge

Early behaviorism, Elton Mayo, and the principles derived from the Hawthorne effect

-Hawthorne effect: employees work harder if they receive added attention, believe that managers care

-Mayo: Hawthorne effect

The Human Relationship Movement and the significance of the findings of Maslow (his hierarchy of needs) and McGregor (Theory X versus Theory Y)

-Human relations movement: proposed that better human relations could increase worker productivity

-Maslow's hierarchy of needs: physiological, safelty, social, esteem, self-actualization

-McGregor: theory X: pessimistic view of workers, theory Y: optimistic view of workers

The Quantitative Management theory and its underlying principles

Quantitative management: application to management of quantitative techniques, such as statistic and computer stimulations.....management science, operations management

The Management Science theory and its underlying principles

Stresses the use of rational, science based techniques to improve decision making and strategic planning....scheduling, planning

The Operations Management theory and its underlying principles

Managing the production and delivery of an organizations products or services more effectively

The Systems Viewpoint including the concept of open and closed systems

-Organization as a system of interrelated parts, subsystems, part of the larger environment

-Open system: continually interacts with its environment

-Closed system: little interaction with environment

Quality Control & Quality Assurance

-Quality control: strategy for minimizing errors by managing each stage of production

-Quality assurance: performance of workers, urging employees to strive for zero defects

TQM, Deming and Juran

-TQM: comprehensive approach-led by top management and supported throughout the organization-dedicated to continuous quality improvement, training, and customer satisfaction

-Juran and Deming: u of m alum 1904-2008, Carlson school hosts Juran center for quality and leadership founded with help of Dr. Juran

The concept of the Learning Organization and its importance

-Organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge

-Importance: rise of virtual organizations, rise of boundaryless organizations, speed and innovation

The significance about learning about international management

Many places are multinational, may deal with foreign customers or partners

Globalization, the global village and e-commerce

-Globalization: trend of the world economy toward becoming a more interdependent system

-Global Village: shrinking of time and space as air travel and the electronic media have made it much easier for the people of the globe to communicate with one another

-E-commerce: buying and selling of products and services through computer networks over long distances

International management types

-Ethnocentrism: belief that their own nation or country is best

-Parochial: narrow view in which people see things solely through their own views

-Polycentric: native managers best understand native personnel and practices, so the home office should leave them alone

-Geocentric: accepts differences and similarities between home and foreign personnel and practices

Why companies expand internationally

Availability of supplies, new markets, lower labor costs, access to finance capital, avoid tariffs and import quotas

Five ways of expanding internationally

Global outsourcing, importing and exporting and counter trading, licensing and franchising, joint ventures, wholly owned subsidiaries

Barriers to international trade (tariffs, import quotas and embargoes)

-Tariffs: duty or tax mainly on imports

-Import quotas: limits on the numbers of a product that can be imported

-Embargoes: ban on import and export of certain products

Organizations promoting international trade (and what they do)

-World Trade Organization (WTO): monitor and enforce trade agreements, agreements based on the general agreement on tariffs and trade (GATT), 153 countries

-World bank: provide low interest loans to developing nations for improving transportation, education, health, and telecommunications

-International Money Fund (IMF): assist in smoothing the flow of money between nations

Trading blocs

trading bloc: group of nations within a geographic region that have agreed to remove trade barriers with one another, also known as economic community

The concept of culture

Shared set of beliefs, values, knowledge, patters of behavior common to a group of people

Low-context versus high context cultures

-Low context culture: shared meanings are primarily derived from written and spoken words

-High context culture: people rely heavily on situational cues for meaning when communicating with others

Hosfstedeís model of four cultural dimensions

-1. Individualism/collectivism 2. Power distance-how much do people accept inequality in power 3. Uncertainty avoidance-how strongly do people desire certainty 4. Masculinity/femininity-how much do people embrace stereotypical male or female traits

The Globe Projects nine cultural dimensions

-Power distance, uncertainty avoidance, institutional collectivism, in group collectivism, gender egalitarianism, assertiveness, future orientation, performance orientation, and human orientation

The definition of culture: Values, beliefs and norms

-Culture: values, beliefs, and norms that a set of people shares

-Values: things that organizations hold most dear

-Beliefs: assumptions that individuals hold about themselves, their customers and organization

-Norms: rules of behavior that address such issues as how employees dress and interact, usually found in employee handbook

The four function of organization culture

-Organizational identity, collective commitment, social system stability, sense making device

The two levels of organizational culture

-Level 1: observable artifacts (enacted culture)

-Level 2: basic assumptions (espoused culture)

Ways cultures become embedded in organizations

-Slogans, sayings, titles, stories, physical design, structure

Cultural perspectives (strong versus weak, functional versus dysfunctional and nominal versus real)

-Strong vs weak culture: do people have a clear sense of what culture is

-Functional vs dysfunctional: does the culture enhance organizational productivity and performance

-Espoused vs enacted: do the actions of employees reflect what is stated

Definition of the organization and organizing

-Organization: system of consciously coordinated activities or forces of two of more people

-Organizing: development of resources to achieve strategic goals

The concept of work specialization

-Division of labor, tasks are subdivided into jobs, employees perform specialized tasks, jobs are small but efficient

The chain of command, unity of command and the scalar principle

-Chain of command: line of authority that links all persons in an organization, shows who reports to whom

-Unity of command: each employee accountable to one supervisor

-Scalar principle: clearly defined line of authority in the organization that included all employees

Authority, responsibility, accountability and delegation

-Authority: formal and legitimate right of a manager to make decisions, issues orders, and allocate resources

-Responsibility: duty to perform the task or activity the employee has been assigned

-Accountability: mechanism through which authority and responsibility are brought into alignment

-Delegation: process managers use to transfer authority to the lowest possible level

Tall versus flat structures

-Tall structure: narrow span and more levels

-Flat structure: wide span and fewer levels

Centralization versus decentralization

-Centralization: decision authority is located near the top of the organization

-Decentralization: decision authority is pushed downward to lower organizational levels

The organization chart

-Visual representation, set of formal tasks, framework for vertical control, formal reporting relationships

Organization structures: Simple, functional, divisional

Organization structures: how tasks are divided, resources are deployed, and departments are coordinated

-Simple: authority in centralized in a single person with few rules and low work specialization