Professional Documents
Culture Documents
I.
MANAGERS TERRAIN
RC: 1-6
MANAGERS
Who?
org members who tells others what to do and how to do it
coordinates & oversees the work of other people so goals can be met
Why are they important?
organizations need their skills/abilities in uncertain, complex, & chaotic times
they get things done
they matter bc the relationship bet. employees ang managers influence productivity
Structured Org way of classifying managers?
First Line:
manage work of nonmanagerial employees, typically in production; supervisors,
shift/district/department/office managers
Middle:
manage work of first line managers, regional manager, project leader, store/division
manager
Top:
makes org-wide decisions, establishes plans/goals of entire org, executive VP, President,
Managing director, chief operating officer, CEO
What is an ORGANIZATION?
Has a distinct purpose, expressed thru goals
Is composed of people
Has deliberate structure (may be open/flexible or traditional) where mems do their work
MANAGEMENT
coordinating & overseeing the work of others so the activities are done
efficiently & effectively
EFFICIENCY/means:
MAX output from MIN input; doing things right- not wasting resources
EFFECTIVENESS/end:
completing activities so goals are met
FUNCTIONS (not always in order) by
Henri Fayol
PLANNING:
set goals, establish strategies, develop plans for activities
ORGANIZING:
determine what tasks, who will do them, decisions
LEADING:
motivate mems, resolve conflicts, deal w/ behaviors, choose communication
channel
CONTROLLING:
evaluation whether things are going as planned, compare performance
with set goals
MGRL ROLES/CONTEMPORARY MODEL OF MANAGING by
Henry Mintzberg
involves
REFLECTION/THINKING
&
ACTION/DOING
INTERPERSONAL ROLES
:
figurehead, leader, liaison
INFORMATIONAL: monitor, disseminator, spokesperson
DECISIONAL: entrepreneur, disturbance handler, resource allocator, negotiator
managers can influence actions by: managing the 1 actions 2 people 3 info
SKILLS/level of importance by
Katz
TECHNICAL: job specific knowledge & techniques, First Line Managers
HUMAN: work well w people, individually/group, Middle Managers
CONCEPTUAL: conceptualize abstract/complex situations, Top Managers
WHY STUDY MGMT?
1) Universality of it 2) Reality of work 3) Rewards
SUSTAINABILITY:
firms ability to achieve goals and up SH value by integrating social/econ/envi
opportunities to its strategies
How much difference does a manager make in firm performance? (success/failure)
OMNIPOTENT VIEW:
directly responsible
SYMBOLIC VIEW:
influenced/constrained by external forces
EXTERNAL ENVIRONMENT (External Constraint)
outside forces/factors that affect performance;
Econ, Demographic, Pol/Legal, Sociocultural, Tech, Global
How it affects managers?
JOBS/EMPLOYMENT: availability, how jobs created and managed -> w/c affects POLC
ENVI UNCERTAINTY: degree of
change
(high: DYNAMIC; music industry vs low: STABLE;
no competitors & tech change) &
complexity
(complex: lots of compet, customers,
suppliers vs simple; acquiring compet) in orgs envi
STAKEHOLDER RELATIONSHIPS:
Stakeholders:
constituencies (internal/external) in orgs
envi that are affected by orgs actions, in turn can influence the org. SB: coffee farmers,
employees
STRONG CULTURE:
key values are deeply held and widely shared; high loyalty and performance; tho
this might prevent from trying new approaches
What is PAROCHIALISM
viewing the world solely thru own eyes/perspective; dont recognize that others have differenct ways
of living/working; ours is better than theirs, sign: Monolingualism (USA)
Types of Global Attitudes?
ETHNOCENTRIC ATTITUDE: best work practices are from
home
country; dont trust foreign
POLYCENTRIC: employees in
host
country knows best; let those employees figure it out
GEOCENTRIC: world oriented view, best approaces/people are from around the globe
What shapes the Global Trade?
REGIONAL TRADING ALLIANCES: european union, NAFTA, ASEAN, SAARC
GLOBAL TRADE MECHANISMS: world trade org, IMF, OECD
Different types of International Orgs?
MULTINATIONAL CORP: international firm that operates in many contries
GLOBAL COMPANY: ethnocentric att, home country manages
MULTIDOMESTIC CORP: polycentric attitude, leave decisions to local
TRANSITIONAL/BORDERLESS ORG: geocentric att
How do orgs go international?
GLOBAL (OUT)SOURCING: buy
cheapest
materials/labor from wherever; tho its risky
EXPORTING then IMPORTING: minimal risk, so small business often use this
LICENSING/FRANCHISING: former: manufacturers, latter: service
STRATEGIC ALLIANCE: partnership to share resources/knowledge to develop products
Joint Venture: partners form separate independent org for some purpose
FOREIGN SUBSIDIARY: invest in other country as separate independent office
Challenges in managing in a global environment?
POL/LEGAL ENVI: laws that affect their business; even if not risky, still know the differences
ECON ENVI: 1) Free Market (private sector owns resources) 2) Planned Econ (centralized govt);
inflation, exchange rates, tax policies
CULTURAL ENVI: mexican employees- fiesta
Org Culture vs National Culture
according to studies, national culture?
WAYS TO ASSESS CULTURE:
1) GLOBAL FRAMEWORK/ GLOBE
a) Power Distance: how unequally shared power is
b) Uncertainty Avoidance: reliance on social norms to alleviate unpredictable events
c) Assertiveness: be tough, assertive, competitive
d) Humane Orientation: be fair, altruistic, generous caring and kid
e) Future Orientation: rewards planning, investing in future, (future oriented behavior)
f) Institutional Collectivism:
g) Gender Differentiation:
h) In Group Collectivism
i) Performance Orientation
Strategic:
better understand marketplace, ^ sales, competitive adva, moral/ethical
TYPES:
Activist Approach:
looks for ways to protect earth
Factors that determine ethical and unethical behaviour
Individual Charac:
Values: basic convictions about what is right wrong
Ego Strength: measures strength of persons convictions;
Locus of Control: degree to which ppl believe they control their fate; internal or external
Structural Vars:
orgs structure can influence how emps behave
Org Culture:
Value-based judgment: orgs value guides emps in the way they do jobs
Issue Intensity:
Encouraging ethical behaviour
Code of Ethics:
formal statement of orgs value and ethical rule
Performance appraisal
Ethics training
Protective mechanisms
Whistleblowers:
those who raise ethical concerns even if risky
Social Entrepreneur:
person/org who tries to improve society using practical, innovative, sustainable
What are the two views on CHANGE PROCESS?
1. CALM WATERS METAPHOR:
Kurt Lewins 3-ste change process
a. unfreeze status quo, change to new state, refreeze to make change permanent
2. WHITE WATER RAPIDS METAPHOR:
What are the TYPES OF ORG CHANGE?
Org Changes:
things chaged in workplac
Change Agent:
someone sho assumes the managing of change process (manager/nonmgr)
II.
PLANING
RC: 7-9
What are the decisions that managers do?
TOP: about goals, where to locate facilities, new markets to get into
MIDDLE/FIRSTLINE: prod scheds, prod quality problems, pay raises, employee discipline
What are the steps in DECISION MAKING PROCESS?
1. Identify a problem
(
discrepancy bet. existing and desired condition)
: be careful to not confuse
problems with symptoms of the problem (decline sales symptom; poor marketing); SUBJECTIVE
2. Identify decision criteria:
eg Need new laptop;
memory, processor, display quality
3. Allocate weights to criteria:
10-1
4. Develop alternatives:
just list, dont evaluate yet
5. Analyze alternatives:
then evaluate using criteria in Step 2, then multiply the weights to get
weighted alternatives; skippable
6. Select alternative
7. Implement alternative:
*if long term decision, reassess envi for changes
8. Evaluate decision effectiveness
What are the 4 perspectives managers make decisions? (APPROACHES)
1. Rationality:
make logical & consistent choices to
maximize
value; rational decision: fully
objective/logical; problem: clear, has specific goal;
decisions are made in best interest of org
2. Bounded Rationality:
(more realistic than #1) make decisions rationally, but are bounded/limited by
their ability to process info. Rather than maximize, they
SATISFICE
(good enough); decision making
defining goals, establishing strategies to achieve those, and develop plans to integrate and
coordinate work activities;
Why plan? (PURPOSE)
provides direction; (know what to contribute)
reduces uncertainty; (anticipate change, develop appropriate responses)
minimizes waste and redundancy
establishes goals/standards used in controlling
What are the types of GOALS and PLANS they use?
GOALS (objectives):
desired outcomes/targets; guide mgts decisions
Financial:
increase net profit
Strategic:
be the best blah blah
Stated:
official statements; pero often vauge/ irrelevant to what actually goes on
Real:
goals that firm actually pursues
PLANS:
documents that outline how goals are to be met
BREADTH
Strategic
applies to entire org, overall goals
Operational
encompass particular operational area
TIME FRAME
Short Term
1 year or less
Long Term
SPECIFICITY
Specific
clearly defined/no room for interpretation
Directional
flexible, general guidelines
FREQUENCY OF USE
Single use
Standing
ongoing, for repeated activities; eg policies/rules
**Strategic Plans: LONG TERM, DIRECTIONAL, SINGLE USE
**Ops Plans: SHORT TERM, SPECIFIC, STANDING
What are the different approaches in GOAL SETTING?
Traditional:
goals set by top managers flow down thru org as subgoals; hard to do in real life; goals
may be distorted as it goes down
Means-End Chain: lower levels (means) to reach upper levels goals (end)
Management by Objectives (MBO):
setting mutually agreed upon goals and using those to evaluate
employee performance; uses goals to
motivate
employees (thru rewards)
Goal Specificity
Participative Decision Making
Explicit Time Period
Performance Feedback
WELL WRITTEN GOALS are
written in terms of outcome not actions, measureable, clear time frame,
challenging yet attainable, written down, communicated to members
STEPS
1. Review orgs
mission/
purpose
2. Evaluate available resources; goals should be realistic
3. Determine goals individually/with others
4. Write down the goals and communicate them
5. Review results
1.
2.
3.
4.
5.
6.
Identify Mission/Goals/Strategies
a. Mission
: statement of purpose; identify what to do
Do External Analysis
a. Opportunities:
positive trends in exte envi
b. Threats:
negative trents
Do Internal Analysis
Resources:
assets (what)
Capabilities:
skills and abilities (how)
Core Competencies:
major value creating capabilities
a. Strengths:
what it
does well; unique resources
b. Weakness:
doesnt do well, resources needed but doesnt have
Formulate strategies
a. 3 Main types of strategies:
corporate, competitive, functional
Implement strategies
Evaluate results
III.
ORGANIZING
RC: 10-12 (13?)
What is ORGANIZING?
arranging and structuring work to accomplish goals
arrangement of jobs>
Organization Structure
when managers create/change the structure they engage in
Organizational Design
6 Key Elements of Org Design
i.
Work Specialization:
dividing activities into separate tasks
(division of labor);
high
productivity but too much can lead to boredom/fatigue> low productivity
ii.
Departmentalization:
how jobs are grouped together
FUNCTIONAL: ppl with similar skills/know; coordination, specialization;
poor communication, limited view of org goals
GEOGRAPHICAL: serve geographic needs better; duplication of functions,
isolation from other org areas
PRODUCT: specializations, managers can become experts, closer to
customers; duplication of fcns, limited view of org goals
PROCESS: efficient flow of activities; can only be used for certain products
CUSTOMER: customer needs are met; duplication of fcns, limited view of
org goals
Trend: Cross Functional Team:
consists of individuals from various
functional specialties (AdCore!!!)
iii.
Chain of Command:
line of authority from up to down, who reports to whom
Authority:
rights inherent in a managerial position
Acceptance theory of authority
:
authority comes from willingness
of subordinates to obey; they will obey if
they understand the order
order is consistent with mission
order doesnt conflict w personal beliefs
they are able to perform task
Line Authority: manager can direct work of an employee
Staff Authority: when org becomes too large for line authority
Responsibility:
oblig to perform
Unity of Command principle:
person should report to only 1 manager
iv.
Span of Control:
how many can you manage efficiently and effectively; determines
the # levels and managers in org
Traditional View: no more than 5 or 6
Contemporary: no magic number
the wider the span, the more cost efficient (less managers), but too
much-> reduce effectiveness
v.
Centralization and Decentralization:
which level are decisions made?
Centralized: upper levels
Decentralized: more lower levels
Employee Empowerment:
shift to decentralized
vi.
Formalization:
how standardized the jobs are and extent to w/c employee
behaviours is guided by rules/procedures
HIGH: emps have little discretion over whats/when/how its done
LOW: they have!
INTERNAL COLLAB
Cross Functional Teams
Task Forces (ad hoc committee):
temporary
team to tackle specific ST problem
Communities of Practice:
group who share a concern/problems/passions about a topic,
who deepens their know by interacting
EXTERNAL COLLAB
Open Innovation:
allows innovations to transfer in and out (like from customers)
Strategic Partnerships:
2/more firms combine resources/capabilities for purpose
Flexible Work Arrangements
Telecommuting:
work at home, linked to workplace by computer
Compressed Workweeks:
work longer hours per day, less day per week
Economy:
employment
Employee Labor Unions:
collective bargaining agreement
Govtal Laws/Regulations:
affirmative action
Demographic Trends
Selection Tools:
appforms,writtentests,performancesimtest,interviews,
backgroundinvestigation,physicalexam
b. RealisticJobPreview:includesbothpositiveandnegativeinfoaboutjob
METHODS:
Retaining Employees
Employee Performance Management:
establishes perf standards to evaluate performance
Appraisal Methods:
written essays, critical incident, BARS, MBO
Compensation and Benefits:
develop compensation that reflects the nature of work and workplace;
Who gets paid what?
Skill Based Pay: title doesnt matter, skills do; good for manufacturing than in service/tech
orgs
Variable Pay: pay is contingent on performance
Contemporary Issues in HRM
Downsizing:
layoffs; to remedy, communicate openly, follow laws, have plan for empty offices
Sexual Harassment:
workplace romances
Work-Life Balance:
offer family friendly benefits (on site child care)
Controlling HR Costs:
employee healthcare, pension plan