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· The planning, organizing, leading and controlling of human and other resources to achieve organizational goals effectively and efficiently |
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| The people responsible for supervising the use of an organizations resources to meet its goals |
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| Organizational Performance |
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· A measure of how efficiently and effectively managers are using organizational resources to satisfy customers and achieve goals |
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| A measure of how well or productively resources are used to achieve a goal |
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o A measure of the appropriateness of the goals an organization is pursuing and the degree to which they are achieved |
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| Responsible for day-to-day operations |
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| Supervise first-line managers |
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| Responsible for the performance of all departments and have cross-developmental responsibility |
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| Decisional, Informational, and Interpersonal |
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| Deceides which new projects company should take on |
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| Manages Unexpected Crisies |
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| Assigns Resources begtween functions and divisions |
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| Reaches agreements between other managers |
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| Every worker does every step of process |
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| Each worker specilized in one step |
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| Scientific Manegment: The study of relationships between people and tasks for higher effeciency |
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| Defines scientific manegment... wanted to minimize time by optimizing how tasks were done |
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| Frank and Lillian Gilbreth |
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| Studied fatigue caused by lighting, heating, and design of tools |
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| Adminisstrative Manegment Theory |
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| Study of how to create orgizational structure that leads to high effeciency |
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| Devoloped the concept of buraucracy as a formal system |
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| Standard Operating Procedures (SOP) |
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| Set of written instruction on how to preform a task |
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| Fayol's Princepals of Manegment |
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| Wanted division of labor, order, and "we rather than I" |
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| Behavioral Managment Theory |
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| Study of how managers should behave to motivate employees |
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| Concerned that Taylor ignored the human side of orginization |
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| Found that workers responded to attention |
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| Assumes that average worker is lazy |
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| Assumes that workers want to do a good job |
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| An apporach that uses rigorous quantitatve techniques to maximize orginizational resources |
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| Orginizational Enviornment Theory |
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| Set of forces that affect a nanager's ability to aquire and utilize resources |
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| System that takes resources for its external enviornment and converts them into goods and services tthat are sent back into enviornment and purchased by customers |
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| System that is self contained and not affected by its surrounding enviornment |
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| There is no one best way to organize |
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| The people and groups that supply a company with its productive resources |
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| Decision a manager has no hesitation about communication to people outside the company (because it is acceptable) |
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Companies choose not to behave in a social responsible way and behave unethically and illegality |
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| Companies act etheicly enough to stay within the boundries of the law |
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| Companies behave legally and ethically to attract different stakeholders |
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| Companies are active to embrae socially responsible behavior |
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| Anything a peron contributes to his or her job or orginization |
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| Anything a person gets from a job or orginization |
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| Motivation will be high when workers belive high levels of effort will lead to high preformance |
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| Preformance Leads to outcomes |
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| How desirable an outcome is to a person |
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| Maslow's Hierarchy of Needs |
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| Lower levels must be satisfied before hight leveles.. |
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| Existance (low), Relatedness (mid), Growth (high).... Counters Alderfer's |
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| Herzberg's Motivation-Hygeine Theory |
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| Comfortable Clean work enviornments lead to more motivation |
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| Achivement, Affiliation, and Power |
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| Focuses on people's perceptions of fairness |
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| Focuses on identyfying three types of goals that are effective in producing |
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| Focus on motiivation by linking outcomes to performance and attainment of goals |
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| Operant Conditioning Theory |
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| Links behaviors to the atainment of goals |
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| Orginizational Behavior Modification |
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| The systematic application of conditioning workers and discouraginng dysfunctinal behaviors |
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| The authority a manager has in their position |
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| the ability of a manger to give or withhold tangible and intangible awards |
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| The ability of managers to punish others |
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| Power that is based on special knowledge |
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| Power that comes from respect |
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| Model to identify personal traits that create effective leadership |
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| Identifies the two basic types of behavior that many leaders engaged in to influece their subordanates (consideratin and initiating structure) |
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| Effective leadership depends on both the traits of leader and the situation |
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| Effective Leaders can motivate subordinates by... identfying outcomes, rewards for high prefformance, and confidence |
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| Acts in place of leader and makes leadership unnecessary |
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| Two or more people who interact with each other to accomplish a goal |
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| A group whose members work intensly with each other... all teams are groups but not all groups are teams |
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| group members get to know each other |
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| group members disagree... managers need to keep group focused |
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| close ties and consensus begin to develop between group members |
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| Degree to which members are attracted to their group |
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