CHAPTER 1 – THE WORLD OF INNOVATIVE MANAGEMENT1.The attainment of organizational goals through planning, organizing, leading and
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2.Where the organization wants to be in the future and how to get there defines
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3.Leading is the use of influence to motivate employees to achieve organizational
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4.An organization is a social entity that is goal directed and deliberately structured.
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5.Efficiency can be calculated as the amount of resources used to produce a
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6.The individual performer is a generalist and coordinates a broad range of
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a new method, idea, product, etc.
____ in products, services, management systems, production processes, corporate values, and other aspects of the organization are what keep co. growing, changing, and thriving
attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources
Core Management Functions:
Planning, organizing, leading, controlling
setting goals and deciding activities
assigning tasks, grouping tasks in to departments, delegating authority, and allocating resources across the organization
motivating, communicating with, and developing people
establish targets and measuring performance
the use of influence to motivate employees to achieve org. goals
Cognitive ability to see the organization as a whole system and the relationships among its parts
the ability to think strategically
the manager's ability to work with and through other people and to work effectively as a group member
demonstrated in the way a manager relates to others
the understanding of and proficiency in the performance of specific tasks
managers that are strategic and long term oriented
managers that are short term oriented
managers that are concerned about the day to day
responsible for the entire organization
responsible for business units and major departments
set goals and define strategies
responsible for the production of goods and services
application of rules and procedures
responsible for the department that performs a single functional task and have employees with similar training and skills
responsible for several departments that perform different functions
responsible for the manufacturing and marketing departments that make or sell the product or service
in charge of departments such as finance and human resources that support line departments
monitor, disseminator, and spokesperson
seek and receive information, scan periodicals and reports and maintain personal contacts
forward information to other organization members; send memos and reports, make phone calls
transmit information to outsiders through speeches, reports, and memos
Figurehead, leader, and liaison
perform ceremonial and symbolic duties such as greeting visitors, signing legal documents
direct and motivate subordinates; train counsel, and communicate with subordinates
maintain information links both inside and outside organization; use e-mail, phone calls, meetings
entrepreneur, disturbance handler, resource allocator, negotiator
initiate improvement projects; identify new ideas, delegate idea responsibility to others
take corrective action during disputes or crisis; resolve conflicts among subordinates; adapt to environmental crises
decide who gets resources; schedule, budget, set priorities
represent department during negotiation of union contracts, sales, purchases, budgets; represent departmental interests
believing in having power over people
workers must be coerced, controlled, directed, or threatened to get them to put forth adequate effort
a person will exercise self-direction and self-control in the service of objectives to which he/she has already committed
believe there is one best way
Father of Scientific Management
father of scientific management
emphasizes scientifically determined jobs and management practices as the way to improve efficiency and labor productivity
looks at the organization as a whole
bureaucratic organization
managed on an impersonal, rational basis
bureaucratic organization
each subordinate receives orders from one and only one supervisor
managerial work and technical work are amenable to specialization to produce more and better work with the same amount of effort
similar activities in an organization should be grouped together under one manager
a chain of authority extends from the top to the bottom of the organization and should include every employee
unity of command, division of work, unity of direction, and scalar chain
administrative principles
emphasizes the importance of understanding human behaviors, needs, and attitudes in the workplace as well as social interactions and group processes
stressed the importance of people rather than engineering techniques
power come from the bottom up
created the idea of informal organizations
truly effective control comes from within the individual worker rather than from strict authoritarian control
maintained an interst in worker participation and considerate leadership but shifted the emphasis to consider the daily tasks that people perform
human resources perspective
Who developed theory X & Y
uses scientific methods and draws from sociology, anthropology, and other disciplines to develop theories about human interaction in an organizational setting
behavioral sciences approach
a management perspective that emerged after ww2 and applies mathematics, statistical techniques, and other computer technology to facilitate management decision making, particularly for massive and complex problems
quantitative perspective/management science
the whole is greater than the sum of the parts
affects organization indirectly
factors that influence all organizations about equally
closer to the organization and includes the sectors that conduct day to day transactions with the organization and directly influence its basic operations and performance
events originating in foreign countries as well as opportunities for U.S. companies in other countries
scientific and technological advancements in a specific industry as well as in society at large
demographic characteristics as well as the norms, customs. and values of the general population
general economic health of the country or region in which the organization operates
government regulations at the local, state, and federal laws, as well as political activities designed to influence company behavior
company takes over another company
reduce boundaries and increase collaboration with other organizations
interorganizational partnerships
2 or more organizations combine to become one
an object, art, or event that conveys meaning to others
a narrative based on true events and is repeated frequently and shared among organizational employees
a figure who exemplifies the deeds, character, and attributes of a strong culture
a phrase or sentence that succinctly expresses a key corporate value
emerges in an environment that requires fast response and high-risk decision making
managers encourage values that support the companies ability to rapidly detect, interpret, and translate signals from the environment into new behavior responses
suited to organizations concerned with serving specific customers in the external environment but without the intense need for flexibility and rapid change
an emphasis on winning and achieving specific ambitious goals
emphasizes an internal focus on the involvement and participation of employees to adopt rapidly to changing needs from the encironment
meet the needs of the employees
following the rules and being thrifty are valued and the culture supports and rewards a methodical, rational, orderly way of doing things
the extent to which trade and investments, information, social and cultural ideas, and political cooperation flow between countries
the company maintains its production facilities within the home nation and transfers its products for sale in foreign countries
engaging in the international division of labor so that work activities can be done in countries with the cheapest sources of labor and supplies
global outsourcing (offshoring)
a corporation in one country makes certain resources available to companies in other countries
a franchisee buys a complete package of materials and services, including equipment, products....
over which the company has complete control
wholly owned foreign affiliate
management of business operations conducted in more than one country
criterion used to classify countries as developed or developing is
physical facilities such as highways, airports, utilities, and telephone lines that support economic activities
_____ gauges the countries competitiveness
the risk of loss assets, earning power, or managerial control due to political based events or actions by host government
reflects a value for a loosely knit social framework in which individuals are expected to take care of themselves
a preference for a tightly knit social framework in which individuals look after one another and organization protect their members interests
a natural tendency of people to regard their own culture as superior and to downgrade or dismiss other cultural values
combining social and cultural factors