Management

"getting work done through others... concerned with efficiency and effectiveness in the work process.

Top Managers
Middle managers
First -line managers
Team leaders

Useful simplification of reality

1. Planning- Set goals ,Create rules
2. Organize- Find jobs that need to be done, hiring people to do them
3. Leading- Influence people to get the job done, maintain moral
4. Controlling- Setting standards, comparing performance with standards and corrective action

1. Conceptual skills- How the company works
2.Human Skills- talking and communicating to people
3. Technical skills- knowing how to do a specific task

source of learning: Reading, reflection, relationships, real exp.
Skills are gained by combining multiple sources of learning and self management

Responsible for for facilitating team activities toward accomplishing a goal.

1.interpersonal- figurehead, leader, liasion
2. informational- monitor, disseminator,spokesperson
3. decisional roles- entrepreneur, disturbance handler, negotiator, resource allocator

1. insensitive to others; abrasive, intimidating, bully style
2.cold, aloof, arrogant,
3. betray trust
4. overly ambitious: thinking of the next hob playing politics
5. specific performance problems with business
6. overmanaging: unable to delegate or build a team
7. unable to staff effectively
8. unable to think strategically
9.unable to adopt to boss with different style
10. overdependent on advocate or mentor

1. Self-assessment & planning: tips- who am I now, what do I want to be , what are my strengths what do I want them to be. Mistakes- not having any standards, ignoring important parts of our identities
2. Goal setting: tips- what I need to do in order to get where I want to go, set SMART goals. Mistakes- failing to set goals, setting vague goals, failing to follow through.
3. Self-Control: tips- what is important, what is urgent. Mistakes- allowing negative emotions or habits to derail us.
4. Evaluating and rewarding: tips- Determine what you've accomplished and reward accordingly. Mistakes- Rewarding to early or late or too much, punishing yourself if you fail.

Assign to-do list tasks to a home in your schedule.
Delete, delay, diminish, delegate

1. Doing something above and beyond your job description. 2. Helping other people. 3. Risk taking 4. seeing an activity through completion
1. Before taking on anything new make sure you are doing your own job well. 2. Social initiatives don't count for much 3.Type of initiatives that matter are those that relate to companies critical path
Always on the lookout to add people to their network. Use networks to multiply productivity

Actual Production= Potential production + Process gains - process losses

Info exchange
Load balancing
Social faciliation

Group maintenance
Social loafing
Production blocking

Informal standards that regulate team behavior

Team norms, Cohesiveness, size, conflict, development

Setting goals
Managing how members are selected, trained and compensated

Task role: I have another idea, check for understanding, listen, devils advocate
Social Role: Bring team together, team building exercise

Task Conflict: good, beneficial, bring up alt points
Relationship conflict: Bad, not helpful, "I don't like your ideas"

Have clear ground rules for decision making, include time for debate and questions
Equal participation, have summary

Get to know each others background, create time for questions, assume best intentions

Any team that manages and pays close attention to work will do well

Ethics is the principles that defines what is right or wrong
Ethical behavior is the behavior that is accepted principles of Right vs wrong

1. Avoid punishment 2. Maintain exchange relationships 3. Earn approval of others 4. Follow rules and laws 5. Protect individual rights 6.Follow universal principles

Long term self interest, Personal virtue, religious injunctions, government requirements, utilitarian benefits individual rights, distributive justice

hire ethical people; establish code of ethics; provide training; ethical climate

Production deviance: Unethical behavior that hurts the quality and quantity of work load
Property deviance: Unethical behavior aimed at the org. property or products
Political deviance: Using ones influence to harm others in the company.
Workplace deviance: unethical behavior that violates org. norms about right or wrong

1. Magnitude of consequences
2. Social consensus
3. Probability of effect
4. Temporal immediacy
5. Proximity of effect
6. concentration of effect

1. Punishment and obedience 2.Instrumental exchange 3. good boy nice girl 4. Law and order 5. social contract 6. universal principle

1. Long term self interest 2. religious injunctions 3. government requirements 4. Individual rights 5. personal rights 6. distributive justice 7. utilitarian benefits

1. Identify the problem 2. identify the constituents 3. diagnose the situation 4. analyze your options 5. make your choice 6. Act

Shareholders - Purpose of business is to maximize profits

Stakeholders- Purpose of business is to create value for society

Responsive

Proactive

social, environmental (or ecological) and financial.

a business's obligation to pursue policies, make decisions, and take actions that benefit society

Economics
legal
ethical
discretionary

to earn profits in an ethical manner

Reactive- do less the society expects you to do
Defensive- companies that do the bare min to be socially responsible
Accommodative- A social responsive strategy in which a company accepts resonbility for problem and does all that society expects to solve problem
Proactive- to do and anticipate the most social responsibility

Systematically searching the environment for events that or issues that might affect the org.

Economy, technology, sociocultural, political/legal

Customers, competitors, suppliers, industry specific laws, advocacy groups

Surface level- symbolic behaviors seen
Expressed values- What people say how decisions are made herd
Unconsciously held assumptions- beliefs and assumptions rarely discussed believed

-once you have an idea you tend to only pay attention to evidence that supports it
-People using same evidence o support two completely contradictory ideas

Modern communication technology
Air travel
Corporate globalism

Stage 1: Exporting
Stage 2: Cooperative contracts
Stage 3: Strategic alliances
Stage 4: Wholly owned affiliates

created org. in their own images and imprinted their own beliefs
organizational stories
stories told by organizational members to make sense of organizational events and changes and to emphasize culturally consistent assumptions, decisions, and actions
organizational heroes
people celebrated for their qualities and achievements within an organization

briefly define an org. purpose for stakeholders in a way thats enduring, inspirational, clear, consistant, and clear with company values

Licensing- A business arrangement in which one company gives another company permission to manufacture its product for a specified payment

Franchising-A continuing relationship in which a franchisor provides a licensed privilege to the franchisee to do business and offers assistance in organizing, training, merchandising, marketing and managing in return for a monetary consideration.

-family owned
- starting new
- buy existing
-buy franchise

- Propretorship/ Partnership: No seperateation between business income and personal income
-Corporation: can act like people sued etc.
-Subchapter s-corporation:
-LLC: Only taxed once and still have legal protection

work on your company itself then just writing the plan

More likely to get investors by showing action rather than just talking and writing about it.

free trade gives consumers more choices and purchasing

the right to advise but not command others who are not subordinates in the chain of command

the assignment of direct authority and responsibility to a subordinate to complete task for which the manager is normally responsible for

responsibility, authority, and accountability

the location of a significant amount of authority in the lower levels of the organization

the location of most authority at the upper levels of the organization

Human capital: Potential of workforce, captured in their knowledge/skill/motivation

Human Resource Management: Process of attracting, developing, and keeping a qualified workforce

Recruitment and selection
Desired performance
Training and development
Compensation and rewards

impart information and knowledge;develop analytical and problem solving skills;practice, learn, or change job behavoirs

-Skill variety
-Task Identity
-Task significance
-Autonomy
-Feedback

When expediencies are strong employees believe that their hard work and efforts will result in good performance, so they work harder and when expediencies are low people don't believe that so they don't work hard at all

-They are difficult and specific
-Person is committed to pursuit
-Person has confidence in attainment
-Feedback is provided
-Task is fairly well learned

That when truck drivers were given a specific and difficult goal to meet they worked extra hard to meet the goal. Their performance rose and stayed at that level for 7 years.

Motivating with basics
Motivating with equity theory
Motivating with Expectancy theory
Motivating with reinforcement theory
Motivating with goal setting theory
Motivating with integrated model

The theory that behavior is a function of its consequences that behaviors followed by positive consequences will occur more frequently

People are motivated by physiological, safety, belongs , esteem, and self actualization

People will be motivated when they compare what they put into work and what they got out relative to others is equal.

Ratios that are equal means people will be motivated

People are motivated to be treated fairly

Distributive
Procedural
Interactive

Managers that are perceived as fair will avoid a lot of issues

When employees feel that they are not being treated fair they will steal form you

People will be more accepting of unfair outcomes if they feel like there is lot of procedural fairness

Trait theory
Behavioral theory
situational theory
transformation theory