Exam 1 - Study Guide Flashcards
(86 cards)
1
Q
Definition of a Manager
A
-o Responsible for achieving organizational objectives through efficient and effective utilization of resources
▪ Organizational performance matter
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Manager Resources
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- Human, financial, physical, informational
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Human Resources
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-people; the organization’s most valuable asset
4
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Financial Resources
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-money; everything needs money
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Physical Resources
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-making the products and services; keeping the systems working
6
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Informational Resources
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-how you are going to make decisions
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Efficient
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- working in a well-organized and competent way
8
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Effective
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- successful in producing a desired or intended result
9
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Management Functions
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- Planning, organizing, leading, controlling
10
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Planning
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- setting objectives and determining in advance exactly how the objectives will be met
11
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Organizing
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-delegating and coordinating tasks and allocating resources to achieve objectives
12
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Leading
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-influencing employees to work toward achieving objectives
13
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Contolling
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- establishing and implementing mechanisms to ensure that objectives are achieved
14
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Levels of Managers
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- Top, middle, first-line
15
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Top Managers
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-CEO, president, vice-president
16
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Middle Managers
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-sales manager, branch manager, department head
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First-Line Managers
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-crew leader, supervisor, head nurse, office manager
18
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Situational Management Analysis
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- Capability
- Management Styles
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Ability
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- knowledge, experience, education, skills, and training to do a job without direction
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Motivation
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- do they have the confidence and drive to do the task
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Management Styles
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- Autocratic, consultative, participative, empowering
22
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Autocratic
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-low ability, high direction and low support
● Employees are unable to perform the task without supervision or lack motivation
● Closely oversee employee performance
● Make decisions without employee input
23
Q
Consultative
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-moderate low ability, high direction and high support
● Employees have moderate ability and are motivated to do the task without supervision
● Manager allows employees to do that task but still oversees
● Manager gets input from the employee
24
Q
Participative
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-high high ability, low direction, high support
● Employees can do the task but need motivation
● Develops confidence
● Group meeting for input
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Empowering
-outstanding high ability, low direction, low support
● Can preform the task without direction or support
● Others can make the decision for the group
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Definition of a Theory
-o Theory: ideas and/or systems that explain, predict, and control
▪ Builds on what comes before
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Classical Theory
- Communication Style
| - Frederick Taylor
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Communication Style of Classical Theory
-▪ Focus on the job and management functions to determine the best way to manage in all organizations
▪ Job efficiency through the development of technical skills
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Fredrick Taylor: Scientific Management
-▪ The father of scientific management
▪ Scientific management principles
● 1. Develop a procedure for each element of a worker’s job
● 2. Promote job specialization
● 3. Select, train, and develop workers scientifically
● 4. Plan and schedule work
● 5. Establish standard methods and times for each task
● 6. Use wage incentives such as piece rates and bonuses
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Administrative Theory
- Henri Fayol
| - Max Weber
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Henri Fayol: 5 Functions of Management
-▪ The father of modern management
| ▪ Five major functions of management: planning, coordinating, organizing, controlling, and commanding
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Max Weber: Bureaucracy
-▪ Goal was to develop a set of rules and procedures to ensure that all employees were treated fairly
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Behavioral Theory
- Elton Mayo
| - Douglas McGregor
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Elton Mayo: Human Relations Movement and the Hawthorne Effect
-▪ Wanted to get the best work environment possible
▪ A way that a manager treated his employees had a lot to do with their performance
▪ Hawthorne Effect: the theory that just studying people effects their performance
35
Douglas McGregor: Theory X / Theory Y
- Theory X: people do not like their work; managers must direct and control as much as possible
- Theory Y: people like to work and do not need as much supervision
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Integrative Perspective
- Systems Theory
| - Contingency Theory
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Systems Theory
- ▪ Focus on viewing the organization as a whole and as the interrelationship of its parts
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Contingency Theory
-▪ Focus on determining the best management approach for a given situation
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Internal Environment
- Includes the factors that affects its performance within its boundaries
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Mission
- Its purpose or reason for being
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Structure
- The way in which an organization groups its resources to accomplish a mission
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Management and Culture
- Definition of Organizational Culture
| - Schein: Three Levels of Culture
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Definition of Organizational Culture
-● Values, beliefs, actions, stories, artifacts, and assumptions about appropriate behavior that members of an organization share
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Schein: Three Levels of Culture
- ● Artifacts/Behaviors: physical and social environment
● Values: operating principles that guide decisions
● Assumptions: deeply ingrained beliefs that are considered
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Strong vs. Weak Cultures
-● How organizational cultural strength is characterized
● Strong: shared assumptions, know values and beliefs, behave as expected
● Weak: not shares assumptions, do not know values and beliefs, do not behave as expected
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Business Ethics
- Standards of right and wrong that influence behavior
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Factors Influencing Ability to Make Ethical Decisions
- Personality
- Moral Development
- Situation
- Faith
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Personality
- Deals with integrity
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Moral Development
- distinguishing right from wrong and determining the right choice
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Situation
- Easier to be unethical in certain situations
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Faith
- As Christians, make the right decisions
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Organizational Code of Conduct and Whistleblowing
- ▪ Works with mission statement and includes specific policies
▪ Needs to be enforced from the top down
▪ Often includes whistleblower programs
- Exposing content that could be considered illegal
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Ethical Decision-Making Models
- Four-way Test
- "Glad you asked"
- Stakeholder Approach to Ethics
- Three Step Checklist
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- Four Way Test
-● Is it the truth?
● Is it fair to all concerned?
● Will it build goodwill and better friendships?
● Will it be beneficial to all concerned?
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- "Glad You Asked"
- Filter for sound business decisions
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Stakeholder Approach to Ethics
-● Win-win situation for all stakeholders so everyone benefits from the decision
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Three Step Checklist: Collect Relevant Information Regarding an Action
-● Does the action violate any laws?
● Does the action violate company or professional standards?
● Who is affected, and how, by the action?
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Justifications of Unethical Behavior
```
- ▪ Displacement of responsibility
▪ Diffusion of responsibility
▪ Advantageous comparison
▪ Disregard or distortion of consequences
▪ Attribution of blame
```
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Global Environment
- Global Attributes
- Global Classifications
- Global Approaches to Business
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Three Global Attitudes
- Ethnocentrism
- Polycentric
- Geocentric
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Ethnocentrism
-my way is right; apply my way everywhere
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Polycentric
- we play the house rules; just fit in
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Geocentric
-what’s the best way in this world of diversity?
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Global Classifications
- International
- Multinational
- Transnational
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International
- doing business abroad
● Import/export
● Strategic alliance
● Licensing
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Multinational
-significant operations in more than one country
● Joint-ventures
● Direct investments
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Transnational
- global integration; organize by industry or market, no geography or region
● Mixed-methods
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Global Approaches to Business
- Import
- Export
- Licensing
- Franchising
- Contracting
- Strategic Alliances
- Joint Ventures
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Import
- Buying goods from a foreign place and bringing them home
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Export
- Giving goods to a foreign place
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Licensing and Franchising
- Licensing: makes products or services in exchange for a royalty
- Franchising: licences the entire business to the franchisee for a fee and royalties
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Contracting
- A foreign product that a company sells as its own
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Strategic Alliances and Joint Ventures
- Strategic Alliance - an agreement to share resources that do not necessarily involve creating a new company
- Joint Venture - Created when two or more firms share ownership of a new company
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Differentiate joint venture from strategic alliance
- Strategic alliances do not always create a new company
| - Joint ventures create a new company
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Five Accents or Themes in Faith and Work
1. Personal Purpose or Calling in Work
2. Stewardship or "Co-Regency"
3. Radical Generosity
4. Evangelism
5. Economic Justice and Business Ethics
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How did God design work?
- God designed work to be good
| - It is a way that we can be productive in our lives and serve others
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Impact of meaningful work
- Improves life, the world around us, and the lives of others
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What are the limits of work according to God's Word
- We all get tired after doing work
| - Therefore, some rest is necessary
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"Work as a necessary evil": where does this idea come from?
- The thought that we just have to do work because its what we need to do to survive
- Modern thought
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Why does work have dignity?
- It reflects God's image in us
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How are we called to fill and subdue the earth through our work?
- This is the first job that God gave man
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What does "culture making" look like?"
- Rearranging what God has given us in a way that helps others and gives God glory
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Definition of "calling"
- God has assigned each of us with a task to do and we should preform it to the best of our abilities
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Martin Luther's perspective on "vocation"
- Knew that everyone was called to do something
| - Knew that no one would know what it was without something else: help from God
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How should we view work?
- Act of love
- Ministry of competence
- Service
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Ministry of Competence
- The best way to serve God is to do your job to the best of your ability
