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StudyGuide_for_management_Ch._1,2,14,16[1]
Course: MAN 3025, Spring 2009School: UCF
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thattheiractivitiesarecompletedefficientandeffectively. ManagementNotes Chapter1. WhatisManagement?involvescoordinatingandoverseeingtheworkactivitiesofothersso ManagerSomoneonewhocoordinatesandoverseestheworkofotherpeople. FirstLineMangersthelowestlevelofmanagement,managetheworkofnonmanagerial employeeswhotypicallyareinvolvedwithproducingtheorganizationsproductsorservings. ALSOHAVETHETITLESUPERVISOR....
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thattheiractivitiesarecompletedefficientandeffectively. ManagementNotes
Chapter1.
WhatisManagement?involvescoordinatingandoverseeingtheworkactivitiesofothersso ManagerSomoneonewhocoordinatesandoverseestheworkofotherpeople. FirstLineMangersthelowestlevelofmanagement,managetheworkofnonmanagerial employeeswhotypicallyareinvolvedwithproducingtheorganizationsproductsorservings. ALSOHAVETHETITLESUPERVISOR. MiddleMangerincludealllevelsofmanagementbetweenthefirstlevelandthetoplevelofthe organization.Theymanagetheworkofthefirstlinemanagersandmayhavetitlessuchas REGIONALMANAGERorDIVISIONmanager. TopManagerswhoareresponsibleformakingorganizationwidedecisionsandestablishing theplansandgoalsthataffecttheentireorganization.PRESIDENTORVP. WHATDOMANAGERSDO???? ManagementfunctionsconsistofPlanning,Organizing,Commanding,Coordinatingand Controlling. MANAGEMENTROLES???? Mangementrolesrefertospecificcategoriesofmanagerialbehavior.(HENRYMINTZBERG) Mintzbergs10mangementrolesaregroupedaroundinterpersonalbehaviors. Interpersonalrolesarerolesthatinvolvepeopleandotherdutiesthatareceremonialand symbolicinnature. MintzbergmanagementRoles InterpersonalrolesincludeFIGUREHEAD,LEADER,ANDLIASON. InformationalMonitor,Disseminator,Spokesperson. DecisionalEntrepreneur,DisturbanceHandler,ResourceAllocator.
MANAGEMENTSKILLS?? TechnicalSkillsarethejobspecificknowledgeandtechniquesneededtoproficientlyperform specifictasks.(MoreimportantforLowermanagers) HumanSkillsinvolvetheabilitytoworkwellwithotherpeople. ConceptualSkillsskillsthemanagersusetothinkandtoconceptualizeaboutabstractand complexsituations. CHANGESINTHEMANAGERSJOBS ChanginginTechnology,IncreasedSecuritythreats,IncreasedEmphasisonorganizationaland managerialethics,IncreasedCompetitiveness. Innovationdoingthingsdifferently,exploringnewterritoryandtakingrisks. WHATISANORGANIZATION??? Organizationanorganizationisdeliberatearrangementofpeopletoaccomplishsomespecific purpose. Eachorganizationhasadistinctpurpose.Thispurposeistypicallyexpressedintermsofagoal orasetofgoalsthattheorganizationhopestoaccomplish.Secondeachorganizationis composedofpeople,onepersonworkingaloneisnotanorganization.Third,allorganizations developsomedeliberatestructuresothatheirmemberscandotheirwork. Whyareorg..changing?Becausetheworldaroundthemhaschangedandcontinuesto change.
CHAPTER2.
HistoricalbackgroundofManagement
In1776,AdamSmithpublishedTHEWEALTHOFNATIONS,wherehearguedthe economicadvantagesthatorganizationsandsocietywouldgainfromthedivisionof labor. Industrialrevolutionduringthistimemachinepowerwassubstitutedforhuman powermakingitmoreeconomicaltomanufacturegoodsinfactoriesratherthanat home. SCIENTIFICMANGEMENT Theyearmodernmanagementwasbornin1911,whereFredericWindlowTaylors PRINCIPLESOFSCIENTICMANAGEMENT,waspublished.Itdescribedthetheoryof scientificmanagement. Scientificmanagementtheuseofscientificmethodstodefinetheonebestwayfora jobtobedone. Fredericw.TaylorhisbestexperimentwasthePIGIRON.Weights FrankandLillianGilbrethmotion,bestexampleisbricklayingattheendoftheday workerswerelessfatigued.(HandandbodyMotions).Theyinventedadevicecalled microchronometerthatrecordedaworkersmotionsandtheamountoftimespentdoing eachmotion.THERBLIGSwasawaytolabel17basichandmotions. MANAGEMENTTHEORIESScientificManagement,GeneralAdminstrative Theorists,Quantitativeapproach,Organizationalbehavior,systemsapproach, contingencyapproach GENERALADMINISTRATIVETHEORY Itdescribedwhatmanagersdoandwhatconstitutesofgoodmanagementpractice. ImportantContributions HenriFayolintroducedthefivefunctionsofmanagement,hisattentionwasdirected towardstheactivitiesofallmanagers.Healsohadthe14principalsofmanagement.
MaxWeberdevelopedatheoryofauthoritystructuresandrelations.Describedasa bureaucracyaformoforganizationcharacterizedbydivisionoflabor,aclearlydefined hierarchy,detailedrulesandregulations,andimpersonalrelationships. QuantitativeApproach theuseofquantitativetechniquestoimprovedecisionmaking. Involvedapplicationofstatistics,optimizationmodels,informationmodelsandcomputer simulations.Stillusedtodayespeciallyinplanningandcontrol. SYSTEMSAPPROACH Systemasetofinterrelatedandinterdependentpartsarrangedinamannerthat producesaunifiedwhole. Opensystemsinteractwiththeirenvironmentandclosedsystemsarenotinfluenced byanddonointeractwiththeenvironment.
ContingencyApproach
managementapproachthatsaysthatorganizationsaredifferentfacedifferentsituations andrequiredifferentwaysofmanaging.
QUALITYMANGEMENT
1. Intensefocusonthecustomer,2convertofthecontinualimprovement.3,
Processfocused,4,Improvementinthequalityofeverythingtheorganization does.5,accurateMeasurement,and6Empowermentofemployees.
THEBEHAVIORALAPPROACHTOMANAGEMNT EarlyadvocateswereRobertOwenConcernedaboutdeplorableworkingconditions HugoMunsterbergpioneerfieldinindustrialpsychologypeopleatwork. MaryParkerFollettviewedorganizationsasindividualandgroupbehaviorand believedorg.shouldbebasedongroupethic,andproposedpeopleorientedstuff. Chesterbarnardbelievedthepeoplewerethemostimportantassetofthe organization.Believedorganizationsweresocialsystemsandbelievedmanagersjob wastocommunicateandstimulateemployees. Hawthornestudiesweremostimportantcontribution,aseriesofstudiesduringthe 1920sand1930sthatprovidednewinsightsintoindividualandgroupbehavior. HarvardProfessorEltonMayo. WHATARECURRENTTRENDSANDISSUESIMPACTINGTODAYSHISTORY Globalization,ethics,workforcediversity,entrepreneurship,ebusiness,knowledge management,learningorganizations,qualitymanagement. Ebusinessthewayafirmconductsabusinessusinginternet.Ecommerceisthe salesofinternetbuying. Knowledgeofmanagementinvolvescultivatingalearningculturewhere organizationalmemberssystematicallygatherknowledgeandshareitwithothersinthe QualityManagementaphilosophyofmanagementthatisdrivenbycontinual organizationsoastoachievebetterperformance. improvementandrespondingtocustomerneedsandexpectations.
CHAPTER14 WHYLOOKATINDIVIDUALBEHAVIOR??
OrganizationalBehaviorisconcernedmorespecificallywithstudyinghowpeopleactatwork. FocusesonOrganizationbehaviorinvolveVisibleaspect(I.eStrategies,structure technology,chainofcommandetc.)andHiddenaspects(I.eattitudes,perceptionsgroup norms..)(ICEBERG) GOALSOFORGANIZATIONALBEHAVIOR ThegoalsofOBistopredictandexplainandinfluencebehavior.Weneedtoknowthisin ordertomanageouremployeesbehavior. 6importantonesinvolvedinexplainingbehavior,Employeeproductivity,absenteeism, turnover,organizationalcitizenshipbehavior,jobsatisfaction,andworkplacemisbehavior. OrganizationalBehaviorHowpeopleactatwork Turnoverthevoluntaryandinvoluntarypermanentwithdrawalfromanorganization. OrganizationalcitizenshipbehaviorDiscretionarybehaviorthatisnotpartofanemployees formaljobrequirements,butthatpromotestheeffectivefunctioningoftheorganization.
ATTITUDES
Anattitudeismadeupofthreecomponents,Cognition,Affect,andBehavior. Cognitivebehaviorbeliefs,opinions,knowledge,orinformationheldbyaperson. Affectivecomponentemotionalorfeeling BehavioralComponentintentionofbehavingacertainway. Cognitivedissonanceisanyincompatibilityorinconsistencybetweenattitudesorbetween behaviorandattitudes. PersonalityIsauniquecombinationofemotional,thoughtandbehavioralpatternsthataffect howapersonreactsandinteractswithothers.
MBTI
MBTIconsistsofmorethanahundredquestionsaskingpeoplehowtheyusuallyactorfeelin differentsituations.
1.SocialInteraction:ExtrovertorIntrovert(EX=outgoing,IN=shy) 2.Preferenceforgatheringdata:SensingorIntuitive(Sen=dislikesnewproblems) 3.Preferencefordecisionmaking:Feelingorthinking) 4.Styleofmakingdecisions:PerceptiveorJudgmental
THEBIGFIVEMODEL
Thefivepersonalitytraitsinthebigfiveare 1.ExtraversionThedegreetowhichsomeoneissociable,talkative,andassertive. 2.AgreeablenessThedegreetowhichsomeoneisagoodnatured,cooperative,and trusting. 3.ConscientiousnessThedegreetowhichsomeoneisresponsible 4.Emotionalstabilitythedegreetowhichsomeoneiscalm,enthusiastic,andsecureor depressed. 5.Opennesstoexperiencebeingimaginative,artistic,intellectual. ADDITIONALPERSONALITYINSIGHTS LocusofControlcontrolofyourownfate MachiavellianismnamedafterNiccoloMachiavelli,ifitworksuseit. Selfesteemlikingordislikingyourself Selfmonitoringhighadaptability Risktakingtakingornottakingchances EmotionalIntelligencetheabilitytomanageemotionalcuesandinformation. Attributiontheoryatheorythatexplainshowwejudgepeopledifferentlydependingonthe meaningweattributetoagivenbehavior.
Assumedsimilaritythebeliefthatothersarelikeoneself Fundamentalattributionerrorunderestimatingexternalfactors,overestimatinginternal factors. Haloeffectageneralimpressionofanindividualbasedonasinglecharacteristic Operantconditioningdesiredvoluntarybehaviorleadstoarewardorpreventsapunishment.
SOCIALLEARNING
Sociallearningtheorylearningthroughobservationanddirectexperience. THEAMOUNTOFINFLUENCETHATTHESEMODELSWILLHAVEONANINDIVIDUALIS DETERMINEDBYFOURPROCESSES 1. AttentionalProcessesPeopleonlylearnwhentheyrecognize 2. RetentionProcessDependsonhowmuchyouremember 3. MotorReproductionProcesseshastodowithbeingactive,actualinvolvement 4. ReinforcementProcessesBeinginfluencedbyreinforcement.
WHATIMPORTANTOBISSUESAREFACINGMANAGERSToday??
Managinggenerationaldifferences,especiallygenerationY Managingnegativebehaviorintheworkplace
CHAPTER16
WHATISMOTIVATION?
Motivationreferstotheprocessbywhichapersonseffortsareenergizeddirectedand sustainedtowardattainingagoal.TheENERGYelementismeasureofintensityordrive.
EARLYTHEORIESOFMOTIVATION
MaslowsHierarchyofNeedsTheory BestknowntheoryofmotivationbyAbrahamMaslow,heproposedtheirwasahierarchyof5 needs. PhysicalNeeds,SafetyNeeds,Socialneeds,Esteemneeds,Selfactualization needs(Growth).
McGregorsTHEORYXANDTHEORYY. ByDouglasMcGregor,knownforproposing2setsofassumptionsabouthumannature. TheoryXisanegativeviewofpeoplethatassumesworkershavelittleambition,dislike work,wanttoavoidresponsibilityandneedtobecloselycontrolledtoworkeffectively. TheoryYisapositiveviewthatassumesworkerscanexerciseselfdirection,and acceptandactuallyseekoutresponsibility.
HERZBERGSTWOFACTORTHEORY
FrederickHerzbergstwofactotheory(alsocalledmotivationhygienetheory)Proposesthat intrinsicfactorsarerelatedtojobsatisfaction,whileextrinsicfactorsareassociatedwithjob dissatisfaction. TheextrinsicfactorsthatcreatejobdissatisfactionwerecalledHYGIENEFACTORS. Tomotivatepeopletodotheirjobs,Herzbergsuggestedemphasizingmotivators,the intrinsicfactorsthatincreasejobsatisfaction.
CONTEMPORARYTHEORIESOFMOTIVATION ThreeNeedsTheorywhichsaystherearethreeacquiredneedsthataremajormotivesin work.ByDAVIDMcClelland. NeedforachievementNeedforPowerneedforaffiliation.
JobEnlargementthehorizontalexpansionofajobbyincreasingjobscope.
JobScopethenumberofdifferenttasksrequiredinajobandthefrequencywithwhichthose tasksarerepeated.
Jobcharacteristicsmodelaframeworkforanalyzinganddesigningjobsthatidentifiesfive primaryjobcharacteristics,theirinterrelationships,andtheirimpactonoutcomes.
JCMMODELCANBEDESCRIBEDAS SkillVarietyTaskIdentityTaskSignificanceAutonomy(Freedom)feedback.
Equitytheorycomparingyourjobtoothers,andtryingtocorrectanyinequity.
DistributiveJusticeperceivedfairnessoftheamountandallocationofrewardsamong individuals.
ProceduralJusticeperceivedfairnessoftheprocessusedtodeterminethedistributionof rewards.
Referentscomparingthemselvestoassessequity.
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UCF - ACG - 3131
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UCF - ACG - 3131
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UCF - ACG - 3131
Tips on Inventory Gross Profit and Retail Methods Gross Profit Method TIP: Gross profit is synonymous with gross margin. TIP: The gross profit percentage (expressed as a percentage of selling price) and the cost of goods sold percentage(also expressed as
UCF - ACG - 3131
ACG3131Test4StudyGuide 1.LowerofCostorMarket:Bothconceptualandcomputational.Understanddifference betweenceiling,floorandmarket. 2.Purchasecommitmentshowtreatedforincomestatementvsbalancesheet 3.GrossProfitMethodcalculatedasboth%ofsalesand%ofsales.Understa
UCF - ACG - 3131
CHAPTER 9 INVENTORY QUESTIONS WITH SOLUTIONS 1. Tim McInnes requires an estimate of cost of goods sold lost by fire on April 2. Merchandise on hand January 1, was $ 38,000. Purchases since January 1 were $ 72,000; freight-in $ 3,400 and purchase returns a