MGT291Exam1 - Chapter 1 Management: process of working with...

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Chapter 1 Management : process of working with and through others to achieve organizational objectives efficiently an ethically Organizational Behavior (OB): interdisciplinary field dedicated to better understanding and managing people at work - Both research and application oriented - Analysis: individual, group, and organizational - Horizontal discipline that cuts across virtually every job category, business function, and professional speciality - Draws heavily on field of psychology Pfeffer Article Employment: - Costs o (Re)Training o Recruiting o Administrative/Orientation o Productivity o Customer Satisfaction Revenues - Attraction Drivers o Compensation o Future Opportunities o Organizational Stability - Commitment Drivers o Respect o Manager quality o Development Opportunities - 13 practices Excellent Management Competitive Advantage o Employment Security o Selectivity in Recruiting o High Wages o Incentive Pay o Employee Ownership o Self-Managed Teams o Cross-Utilization/Training, etc. Measuring Employee Treatment - Productivity/Profitability - Ask employees o Employee Satisfaction surveys o Exit interviews o Roundtables - Retention
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- Number of applications The Hawthorne Legacy - Western Electric Company: studied changes in environment’s effect on productivity - Every change increased productivity at first - Hawthorne Effect= people act differently when being watching o Generally disproved by critics - Credited with beginning of Human Relations Movement McGregor’s Theory Y - Theory X assumptions: pessimistic and negative; typical of how managers traditionally perceived employees - Theory Y: McGregor’s modern and positive assumptions about employees being responsible and creative Total Quality Management - An organizational culture dedicated to training, continuous improvement, and customer satisfaction - 3 TQM Principles: o Customer/Stakeholder Focus o Participation and Teamwork o Process focus supported by continuous improvement and learning - Supported by Infrastructure Practices Tools o Infrastructure: refers to the basic management systems necessary to function effectively and carry out the principles of TQ. o Practices: are those activities that occur within each element of the infrastructure to achieve high performance objectives. o Tools: include a wide variety of graphical and statistical methods to plan work activities, collect data, analyze results, monitor progress, and solve problems. Six Sigma - Sigma= standard deviation - Achieving Six Sigma= only 3.4 defects per 1 million opportunities - Very difficult to achieve - Saves money and reduces costs while increasing revenue Frederick Taylor - Efficiency (Bethlehem Steel) - 4 Principles: o Hire best person for the job o One best way to perform job o Provide money to ensure work gets completed o Differentiate between managers and employees Max Weber - Civilization = changing to seek technically optimal results at the expense of emotional or
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humanistic content - “Administrative Principles”
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This document was uploaded on 11/02/2011 for the course MGT 291 at Miami University.

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MGT291Exam1 - Chapter 1 Management: process of working with...

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