CheatSheetExam1(revised)-1-1

CheatSheetExam1(revised)-1-1 - KEY THEMES How do we use...

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KEY THEMES 1-Management main role is taking the special gifts of each employee and pointing them in the direction of organizational goals 2.Management effectiveness is measured not just by productivity, also job satisfaction, absenteeism, turnover, and organizational citizenship behaviors 3.Manager’s succeed through the work of others 4.Respect/trust are foundations for all relationships You can’t expect your people to act better than you do (walk the talk) 6.Karma: what goes around comes around (long-term) 7.Focus on means/process as well as ends/outcomes 8.Encourage worker participation in decisions 9.Highly aggressive and outcome focused cultures hurt collaboration and learning 10.Cultures high in cooperation, communication, and team incentives support collaboration, learning, innovation 11.Diversity is important - improves organization’s problem solving, innovation, change management 12.The world is complex and unpredictable -Managers can’t control everything, don’t have to have all the answers -Creativity, ingenuity, flexibility are required for success -Learning requires exploration -Safe environment for risks, trial and error, “quick mistakes” Learning organization/knowledge management key tools for success in dynamic environments Classifying Managers 1 st line (superv’s)-middle (directors)-top (C-suite) Management - coord wk activities so are completed eff & effectively w/ & thru others Efficiency - not wasting resources; doing things right; get most output for least input (cut inventory levels, decr time to manufacture) Effectiveness - doing the right things; attaining org goals (cut costs, reduce equip installation) Effective Management High productivity, High job satisfaction Low absenteeism, Low turnover Organizational citizenship behaviors Functional Approach (Fayol) Plan: define goals, est strats, dev plans to coord Org: det tasks, who, how grouped, who reports Lead: motivate, influence, eff. Comm’n, conflict Controlling: monitor performance, take action Roles Approach (Mintzberg) 1. Interper: figurehead, leader (more imp for lower level managing), liason (symbolic) 2. Info: monitor, dissem, spokesperson 3. Decis: entrep, disturbance handler, resource allocator, negotiator (making choices) Skills Approach (Katz) Technical skills, Human skills, Conceptual skills Effectiveness vs. Successful (Luthans) Trad’l (decision making, plan, control) Comm (exch info, process paperwork) HR man (motivate, disc, man conflict, train) Networking (socialize, politicking, interact) Purpose of the firm Maximize Long-termShareholderWealth/value Characteristics of Organizations- ( deliberate arrangment of ppl to accomp spec purpose) Distinct purpose, deliberate structure, ppl CHAPTER 2-Man. Yesterday and Today Scientific Management (taylor) -theory: “one best way” for a job to be done- Right person on job w/ correct tools and equipment, Standardized method, provide economic incentives (concern w/ 1 st line) -pig iron exper; led to higher stand of living Scientific Management Gilbreth (early 1900s) Increasing productivity by reducing motion w/
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