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Chapter 1: Introduction to Principles of Management
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- Section 1: Case in Point: Doing Good as a Core Business Strategy
- Section 2: Who Are Managers?
- Section 3: Leadership, Entrepreneurship, and Strategy
- Section 4: Planning, Organizing, Leading, and Controlling
- Section 5: Economic, Social, and Environmental Performance
- Section 6: Performance of Individuals and Groups
- Section 7: Your Principles of Management Survivor’s Guide
Chapter 1: Introduction to Principles of Management
- management
- The art of getting things done through the efforts of other people.
- principles of management
- The means by which you actually manage, that is, get things done through others.
- empowerment
- The process of enabling or authorizing an individual to think, behave, take action, and control work and decision making in autonomous ways.
- leadership
- The act of influencing others toward a goal.
- entrepreneurship
- The recognition of opportunities (needs, wants, problems, and challenges) and the use or creation of resources to implement innovative ideas for new, thoughtfully planned ventures.
- entrepreneur
- A person who engages in the process of entrepreneurship.
- strategy
- The central, integrated, externally-oriented concept of how an organization will achieve its objectives.
- strategic management
- What an organization does to achieve its mission and vision.
- environmental scanning
- The act of analyzing the critical external contingencies facing an organization in terms of economic conditions, competitors, and customers.
- strategic planning
- The process of analyzing competitive opportunities and threats, as well as the strengths and weaknesses of the organization, and then determining how to position the organization to compete effectively in its environment.
- tactical planning
- Intermediate-range planning that is designed to develop relatively concrete and specific means to implement the strategic plan.
- operational planning
- Assumes the existence of goals and objectives and specifies ways to achieve them.
- organizational design
- The matching of organizational form, such as structure, reporting relationships, and information technology, with the organization’s strategy.
- job design
- The process of putting together various elements to form a job, bearing in mind organizational and individual worker requirements.
- job enrichment
- A job redesign technique that allows workers more control over how they perform their own tasks.
- teamwork
- Cooperative effort by the members of a group or team to achieve a common goal.
- stakeholders
- Individuals and organizations who are actively involved in the organization or whose interests may be positively or negatively affected as a result of what the organization does.
- triple bottom line
- The measurement of business performance along social, environmental, and economic dimensions.
- accounting profit
- The difference between an organization’s revenues and its costs in a given period of time.
- corporate social responsibility (CSR)
- When organizations consider the interests of society by taking responsibility for the effect of their activities on customers, suppliers, employees, shareholders, communities, and the environment in all aspects of their operations.
- in-role performance
- The things that you have to do as part of your job and its job description.
- organizational citizenship behaviors (OCBs)
- Voluntary behaviors employees perform to help others and benefit the organization.
- group
- A collection of individuals who interact with each other such that one person’s actions have an impact on the other informal groups.
- process loss
- Any aspect of group interaction that inhibits group functioning.
- team
- A cohesive coalition of people working together to achieve mutual goals.
Chapter 2: Personality, Attitudes, and Work Behaviors
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Chapter 2: Personality, Attitudes, and Work Behaviors
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Chapter 2: Personality, Attitudes, and Work Behaviors
- personality
- The relatively stable feelings, thoughts, and behavioral patterns a person has.
- openness
- The degree to which a person is curious, original, intellectual, creative, and open to new ideas.
- conscientiousness
- The degree to which a person is organized, systematic, punctual, achievement-oriented, and dependable.
- extraversion
- The degree to which a person is outgoing, talkative, sociable, and enjoys being in social situations.
- agreeableness
- The degree to which a person is nice, tolerant, sensitive, trusting, kind, and warm.
- neuroticism
- The degree to which a person is anxious, irritable, aggressive, temperamental, and moody.
- self-monitoring
- The extent to which a person is capable of monitoring one’s actions and appearance in social situations.
- proactive personality
- A person’s inclination to fix what is wrong, change things, and use initiative to solve problems.
- self-esteem
- The degree to which a person has overall positive feelings about oneself.
- self-efficacy
- A belief that one can perform a specific task successfully.
- faking
- Answering questions in a way they think the company is looking for.
- values
- Stable life goals people have, reflecting what is most important to them.
- perception
- The process by which individuals detect and interpret environmental stimuli.
- self-enhancement bias
- The tendency to overestimate our performance and capabilities and to see ourselves in a more positive light than others see us.
- self-effacement bias
- The tendency to underestimate our performance, capabilities, and see events in a way that puts ourselves in a more negative light.
- false consensus error
- How we as human beings overestimate how similar we are to other people.
- stereotypes
- Generalizations based on a group characteristic.
- self-fulfilling prophecy
- When an established stereotype causes one to behave in a certain way, which leads the other party to behave in a way that makes the stereotype come true.
- selective perception
- When we pay selective attention to parts of the environment while ignoring other parts.
- first impressions
- Initial thoughts and perceptions we form about people that tend to be stable and resilient to contrary information.
- attitude
- Our opinions, beliefs, and feelings about aspects of our environment.
- job satisfaction
- The feelings people have toward their job.
- organizational commitment
- The emotional attachment people have toward the company they work for.
- psychological contract
- The unspoken, informal understanding that an employee will contribute certain things to the organization and will receive certain things in return.
- attitude surveys
- Surveys that are given to employees tracking their work attitudes.
- exit interview
- A meeting with the departing employee.
- person-organization fit
- The degree to which a person’s values, personality, goals, and other characteristics match those of the organization.
- person-job fit
- The degree to which a person’s skill, knowledge, abilities, and other characteristics match the job demands.
- job performance
- The performance level on factors included in the job description.
- general mental ability
- Our reasoning abilities, verbal and numerical skills, analytical skills, or overall intelligence level.
- organizational citizenship behaviors (OCB)
- Voluntary behaviors employees perform to help others and benefit the organization.
- absenteeism
- Failure to appear at work.
- turnover
- An employee’s leaving an organization.
Chapter 3: History, Globalization, and Values-Based Leadership
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Chapter 3: History, Globalization, and Values-Based Leadership
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- Section 1: Case in Point: Hanna Andersson Corporation Changes for Good
- Section 2: Ancient History: Management Through the 1990s
- Section 3: Contemporary Principles of Management
- Section 4: Global Trends
- Section 5: Globalization and Principles of Management
- Section 6: Developing Your Values-Based Leadership Skills
Chapter 3: History, Globalization, and Values-Based Leadership
- Henri Fayol,
- Fayol was one of the most influential contributors to modern concepts of management, having proposed that there are five primary functions of management: (1) planning, (2) organizing, (3) commanding, (4) coordinating, and (5) controlling.
- Frederick Winslow Taylor
- Developer of scientific management, which deals with the efficient organization of production in the context of a competitive enterprise that has to control its production costs.
- Frank and Lillian Moller Gilbreth
- Associates of Taylor who were likewise interested in standardization of work to improve productivity.
- Upton Sinclair
- Writer who raised awareness about the awful conditions of the meatpacking industry in his 1906 book The Jungle.
- Peter Drucker
- The first scholar to write about how to manage knowledge workers.
- Tom Peters and Robert Waterman
- Wrote In Search of Excellence, which described the way leaders viewed their relationships with employees and customers.
- Warren Bennis
- Pioneered a new theory of leadership that addressed the need for leaders to have vision and to communicate that vision.
- social movement
- A type of group action that is focused on specific political or social issues.
- social networking
- Systems that allow members of a specific site to learn about other members’ skills, talents, knowledge, or preferences.
- learning organization
- An organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights.
- virtual organizations
- Organizations with members who are geographically apart and who usually work by computer e-mail and groupware while appearing to others to be a single, unified organization with a real physical location.
- wiki
- An Internet-based method for many people to collaborate and contribute to a document or discussion.
- uncertainty avoidance
- The extent to which members of a society attempt to cope with anxiety by minimizing uncertainty.
- power distance
- The extent to which the less powerful members of institutions and organizations expect and accept that power is distributed unequally.
- institutional collectivism
- The extent to which people act predominantly as a member of a lifelong group or organization.
- future orientation
- One’s expectations and the degree to which one is thoughtful about his or her future. It is a multidimensional concept that includes such dimensions as planning, realism, and control.
- Sarbanes-Oxley Act
- Government act that sought to reform corporate governance practices in large U.S. public companies.
Chapter 4: Developing Mission, Vision, and Values
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Chapter 4: Developing Mission, Vision, and Values
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- Section 1: Case in Point: Xerox Motivates Employees for Success
- Section 2: The Roles of Mission, Vision, and Values
- Section 3: Mission and Vision in the P-O-L-C Framework
- Section 4: Creativity and Passion
- Section 5: Stakeholders
- Section 6: Crafting Mission and Vision Statements
- Section 7: Developing Your Personal Mission and Vision
Chapter 4: Developing Mission, Vision, and Values
- mission statement
- A statement of purpose, describing who the company is and what it does.
- values
- Shared principles, standards, and goals.
- vision statement
- A future-oriented declaration of the organization’s purpose and aspirations.
- values statement
- A written statement that reaffirms or states outright the organization’s values that might not be evident in the mission or vision statements.
- organizing
- The function of management that involves developing an organizational structure and allocating human resources to ensure the accomplishment of objectives.
- organizational design
- A formal, guided process for integrating the people, information, and technology of an organization.
- organizational culture
- A system of shared assumptions, values, and beliefs showing people what is appropriate and inappropriate behavior.
- social network
- Individuals or organizations tied to one another by one or more specific types of interdependency.
- leading
- Involves influencing others toward the attainment of organizational objectives.
- controlling
- Ensuring that performance does not deviate from standards. Controlling consists of three steps, which include (1) establishing performance standards, (2) comparing actual performance against standards, and (3) taking corrective action when necessary.
- leading indicator
- A measure of performance that serves to predict where the firm is going, in terms of performance.
- pacing indicator
- A measure of performance that tells you in real-time that the organization is on track.
- lagging indicator
- A measure of performance that shows how well the firm has done historically.
- strategic human resources management (SHRM)
- Management strategy that reflects the aim of tying the organization’s human capital, its people, into the mission and vision.
- creativity
- The generation of new ideas.
- passion
- An intense, driving, or overmastering feeling or conviction. Passion is also associated with intense emotion compelling action.
- programmed thinking
- Thinking that relies on logical or structured ways of creating a new product or service (often called left-brained thinking).
- lateral thinking
- A thinking process that is about changing patterns and perceptions (often called right-brained thinking).
- SCAMPER
- SCAMPER is a checklist tool that helps you to think of changes you can make to an existing marketplace to create a new one: a new product, a new service, or both.
- Nominal Group Technique (NGT)
- A widely used small group process technique whose purpose is to produce a large number of ideas in a relatively short period of time.
- employee engagement
- A concept, related to passion, that is generally viewed as managing discretionary effort; that is, when employees have choices, they will act in a way that furthers their organization’s interests.
- stakeholders
- Individuals and organizations who are actively involved in the organization, or whose interests may be positively or negatively affected as a result of what the organization does.
- influence
- A stakeholder’s relative power over and within an organization.
- importance
- The degree to which the organization cannot be considered successful if a stakeholder’s needs, expectations, and issues are not addressed.
- stakeholder analysis
- The range of techniques or tools used to identify and to understand the needs and expectations of major interests inside and outside the organization environment.
- BHAG
- A big, hairy, audacious goal.
- BHAG,
- A big, hairy, audacious goal.
Chapter 5: Strategizing
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Chapter 5: Strategizing
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- Section 1: Case in Point: Flat World Knowledge Transforms Textbook Industry
- Section 2: Strategic Management in the P-O-L-C Framework
- Section 3: How Do Strategies Emerge?
- Section 4: Strategy as Trade-Offs, Discipline, and Focus
- Section 5: Developing Strategy Through Internal Analysis
- Section 6: Developing Strategy Through External Analysis
- Section 7: Formulating Organizational and Personal Strategy With the Strategy Diamond
Chapter 5: Strategizing
- strategic management
- What an organization does to achieve its mission and vision.
- strategic management process
- A comprehensive and ongoing management process aimed at formulating and implementing effective strategies; it is a way of approaching business opportunities and challenges such that the firm achieves its vision and mission.
- strategy formulation
- Synonymous with business planning and strategic planning. The set of processes involved in creating or determining the strategies of the organization; it focuses on the content of strategies.
- strategy implementation
- The methods by which strategies are operationalized or executed within the organization; it focuses on the processes through which strategies are achieved.
- corporate strategy
- The set of strategic alternatives that an organization chooses from as it manages its operations simultaneously across several industries and several markets.
- synergy
- The interaction of two or more activities, creating a combined effect greater than the sum of their individual efforts.
- diversification
- The number of different businesses that an organization is engaged in and the extent to which these businesses are related to one another.
- business strategy
- The set of strategic alternatives that an organization chooses from as it conducts business in a particular industry or market.
- SWOT analysis
- An assessment of strengths, weaknesses, opportunities, and threats.
- sustainable competitive advantage
- A competitive advantage that will exist after all attempts at strategic imitation have ceased.
- intended strategy
- The strategy conceived of by managers and the impetus for initial attempts at strategy implementation.
- realized strategy
- The actual strategy that is implemented and comes to fruition as a consequence of implementation and other internal and external factors.
- emergent strategy
- A pattern of action that develops over time in an organization in the absence of vision, mission, and goals, or despite missions and goals, or in addition to what was conceived of in the intended and deliberate strategies.
- deliberate strategy
- A plan of action, flowing from the intended strategy, that an organization chooses and implements to support its vision, mission, and goals.
- strategic focus
- When an organization is clear about its mission and vision and has a coherent, well-articulated strategy for achieving those.
- overall cost-leadership strategy
- A strategy in which an organization attempts to gain a competitive advantage by reducing its costs below the costs of competing firms.
- differentiation
- The strategy where competitive advantage is based on superior products or service.
- differentiation strategy
- A strategy in which an organization seeks to distinguish itself from competitors through the perceived quality of its products or services.
- focus strategy
- A strategy in which an organization concentrates on a specific regional market, product line, or group of buyers in combination with its pursuit of either an overall cost leadership or differentiation strategy.
- operational excellence strategy
- Where the strategy emphasizes superb operations and execution.
- product leadership strategy
- Where the strategy emphasizes innovation and brand-based marketing.
- customer intimacy strategy
- Where the strategy emphasizes customer attention and customer service.
- core competency
- A particular bundle of resources and capabilities that provides unique competitive advantages to the firm.
- value chain
- The primary and support activities that an organization uses to create value in the form of products or services.
- VRIO
- Stands for valuable, rare, inimitable, and organization.
- PESTEL
- Stands for the political, economic, social, technological, environmental, and legal dimensions of an organization’s external environment.
- industry
- A group of firms producing products that are close substitutes.
- industry microenvironment
- Consists of stakeholder groups that a firm has regular dealings with.
- strategy diamond
- A framework comprising five facets for understanding the content of a strategy; the facets are arenas, differentiators, vehicles, staging and pacing, and economic logic.
- tangible asset
- An asset that has a value and physically exists.
- intangible asset
- An asset that cannot be physically touched, or is not physical in nature.
Chapter 6: Goals and Objectives
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Chapter 6: Goals and Objectives
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- Section 1: Case in Point: Nucor Aligns Company Goals With Employee Goals
- Section 2: The Nature of Goals and Objectives
- Section 3: From Management by Objectives to the Balanced Scorecard
- Section 4: Characteristics of Effective Goals and Objectives
- Section 5: Using Goals and Objectives in Employee Performance Evaluation
- Section 6: Integrating Goals and Objectives with Corporate Social Responsibility
- Section 7: Your Personal Balanced Scorecard
Chapter 6: Goals and Objectives
- goals
- Outcome statements that define what an organization is trying to accomplish, both programmatically and organizationally.
- objectives
- Very precise, time-based, and measurable actions that support the completion of a goal.
- measures
- The actual metrics used to gauge performance on objectives.
- management by objectives (MBO)
- A systematic and organized approach that allows management to focus on achievable goals and to attain the best possible results from available resources.
- Balanced Scorecard
- A framework designed to translate an organization’s vision and mission statements and overall business strategy into specific, quantifiable goals and objectives and to monitor the organization’s performance in terms of achieving these goals.
- performance management system
- The process through which companies ensure that employees are working toward organizational goals.
- performance evaluation
- The constructive process to acknowledge an employee’s performance.
- corporate social responsibility (CSR)
- How companies manage the business processes to produce an overall positive impact on society.
- LOHAS
- An acronym for Lifestyles of Health and Sustainability, a market segment focused on health and fitness, the environment, personal development, sustainable living, and social justice.
- triple bottom line
- Captures an expanded spectrum of values and criteria for measuring organizational (and societal) success; economic, environmental, and social.
- SMART
- A goal that is specific, measurable, achievable, realistic, and timely.
- PDAD Cycle
- The plan-do-act-dare cycle is one strategy for undertaking the implementation of personal improvement activities in a personal Balanced Scorecard.
Chapter 7: Organizational Structure and Change
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Chapter 7: Organizational Structure and Change
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- Section 1: Case in Point: Toyota Struggles With Organizational Structure
- Section 2: Organizational Structure
- Section 3: Contemporary Forms of Organizational Structures
- Section 4: Organizational Change
- Section 5: Planning and Executing Change Effectively
- Section 6: Building Your Change Management Skills
Chapter 7: Organizational Structure and Change
- organizational structure
- How individual and team work within an organization are coordinated.
- centralization
- The degree to which decision-making authority is concentrated at higher levels in an organization.
- formalization
- The extent to which policies, procedures, job descriptions, and rules are written and explicitly articulated.
- tall structures
- Organizations with several layers of management between frontline employees and the top level.
- flat structures
- Organizations with few layers, often with large numbers of employees reporting to a single manager.
- functional structures
- Structures in which jobs are grouped based on similarity in functions.
- divisional structures
- When departments represent the unique products, services, customers, or geographic locations the company is serving.
- mechanistic structures
- Those structures that resemble a bureaucracy and are highly formalized and centralized.
- organic structures
- Those structures that are flexible and decentralized with low levels of formalization where communication lines are more fluid and flexible.
- matrix organizations
- Organizations that cross a traditional functional structure with a product structure. Specifically, employees reporting to department managers are also pooled together to form project or product teams.
- boundaryless organization
- An organization that eliminates traditional barriers between departments as well as barriers between the organization and the external environment.
- modular organization
- An organization where all the nonessential functions are outsourced.
- strategic alliances
- A form of boundaryless design where two or more companies find an area of collaboration and combine their efforts to create a partnership that is beneficial for all parties.
- learning organization
- One where acquiring knowledge and changing behavior as a result of the newly acquired knowledge is part of an organization’s design.
- organizational change
- The movement of an organization from one state of affairs to another.
- active resistance
- The most negative reaction to a proposed change attempt.
- passive resistance
- Being disturbed by changes without necessarily voicing these opinions.
- compliance
- Going along with proposed changes with little enthusiasm.
- enthusiastic support
- Defenders of the new way and those who actually encourage others to give support to the change effort.
- unfreezing
- Making sure that organizational members are ready for and receptive to change.
- change
- Executing the planned changes.
- refreezing
- Ensuring that change becomes permanent and the new habits, rules, or procedures become the norm.
Chapter 8: Organizational Culture
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Chapter 8: Organizational Culture
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- Section 1: Case in Point: Google Creates Unique Culture
- Section 2: Understanding Organizational Culture
- Section 3: Measuring Organizational Culture
- Section 4: Creating and Maintaining Organizational Culture
- Section 5: Creating Culture Change
- Section 6: Developing Your Personal Skills: Learning to Fit In
Chapter 8: Organizational Culture
- organizational culture
- A system of shared assumptions, values, and beliefs showing people what is appropriate and inappropriate behavior.
- assumptions
- Beliefs about human nature and reality that are taken for granted.
- values
- Shared principles, standards, and goals.
- artifacts
- The visible and tangible elements of culture.
- innovative cultures
- Cultures that are flexible, adaptable, and experiment with new ideas.
- aggressive cultures
- Cultures that value competitiveness and outperforming competitors.
- outcome-oriented cultures
- Cultures that emphasize achievement, results, and action.
- stable cultures
- Predictable, rule-oriented, and bureaucratic.
- people-oriented cultures
- Cultures that value fairness, supportiveness, and respecting individual rights.
- team-oriented cultures
- Cultures that are collaborative and emphasize cooperation among employees.
- detail-oriented cultures
- Cultures that emphasize precision and paying attention to details.
- strong culture
- A culture that is shared by organizational members.
- subculture
- A set of values unique to a limited cross section of the organization.
- counterculture
- Shared values and beliefs that are in direct opposition to the values of the broader organizational culture.
- onboarding
- The process through which new employees learn the attitudes, knowledge, skills, and behaviors required to function effectively within an organization.
- formal orientation program
- A program used to indoctrinate new employees to the company culture, as well as introducing them to their new jobs and colleagues.
- mentor
- A trusted person who provides an employee with advice and support regarding career-related matters.
- mission statement
- A statement of purpose, describing who the company is and what it does.
- rituals
- Repetitive activities within an organization that have symbolic meaning.
Chapter 9: Social Networks
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Chapter 9: Social Networks
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- Section 1: Case in Point: Networking Powers Relationships
- Section 2: An Introduction to the Lexicon of Social Networks
- Section 3: How Managers Can Use Social Networks to Create Value
- Section 4: Ethical Considerations With Social Network Analysis
- Section 5: Personal, Operational, and Strategic Networks
- Section 6: Mapping and Your Own Social Network
Chapter 9: Social Networks
- social network
- A patterned set of relationships between two or more people.
- actors
- The individuals, groups, organizations, or supraorganizations that comprise the network.
- sociogram
- A diagram of points and lines used to represent relations among network actors.
- social capital
- The resources available in and through personal and business networks.
- social network analysis
- Mapping and measuring of relationships and flows among network actors.
- network tie
- The connection between actors.
- node
- The point, often another individual or actor, where two other actors are connected.
- direct ties
- Ties where a single link spans actors.
- indirect ties
- Where connections exist between actors, but where the connection spans more than one link.
- network size
- The number of actors in the network.
- centrality
- The degree to which an actor has the most unique links to other actors in the network.
- density
- The degree to which there are overlapping linkages among the actors in a network.
- communication network
- The informal structure of an organization as represented in ongoing patterns of interaction, either in general or with respect to a given issue.
- information network
- Shows who goes to whom for advice on work-related matters.
- problem-solving network
- Indicates who goes to whom to engage in dialogue that helps people solve problems at work.
- knowledge network
- Captures who is aware of whose knowledge and expertise.
- access network
- Shows who has access to whose knowledge and expertise.
- activity
- Gauges how active an actor is in a network.
- control
- Gauges how much control an actor has over the flow of information in a network.
- access
- Tells you how easily a person in the network can get the resources that he or she needs to be successful in the organization.
- influence
- A stakeholder’s relative power over and within an organization.
- power
- A stakeholder’s ability to get things done.
- principle of reciprocity
- The principle that actors in a network are more likely to reciprocate favors.
- principle of exchange
- The principle that network exchange is more likely when you have access to unique resources.
- principle of similarity
- The principle that network ties are more likely to form among similar, rather than dissimilar, actors.
- strong tie
- A tie that exists among actors who know each other well and engage in regular exchange.
- weak tie
- A tie that exists among actors who do not know one another well and engage in infrequent exchange.
- bridging tie
- A tie that provides nonredundant information and resources.
- Dunbar’s number
- Named after anthropologist Robin Dunbar, Dunbar’s number is the conceptual upper limit of 150 ties in a network if ties are to be effectively maintained.
- social network analysis
- Mapping and measuring of relationships and flows among network actors.
- personal network
- One’s circle of casual acquaintances.
- operational network
- The portion of an actor’s network that is geared toward doing assigned tasks more effectively.
- strategic network
- The portion of an actor’s network that provides the ability to marshal information, support, and resources from one sector of a network to achieve results in another.
- social networking
- Systems that allow members of a specific site to learn about other members’ skills, talents, knowledge, or preferences.
- career network
- Shows who helps an actor progress in their career.
Chapter 10: Leading People and Organizations
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Chapter 10: Leading People and Organizations
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- Section 1: Case in Point: Indra Nooyi Draws on Vision and Values to Lead
- Section 2: Who Is a Leader? Trait Approaches to Leadership
- Section 3: What Do Leaders Do? Behavioral Approaches to Leadership
- Section 4: What Is the Role of the Context? Contingency Approaches to Leadership
- Section 5: Contemporary Approaches to Leadership
- Section 6: Developing Your Leadership Skills
Chapter 10: Leading People and Organizations
- leadership
- The act of influencing others toward a goal.
- formal leaders
- Those who hold a position of authority and may utilize the power that comes from their position, as well as their personal power to influence others.
- informal leaders
- Those without a formal position of authority within the organization but demonstrate leadership by influencing those around them through personal forms of power.
- task-oriented leader behaviors
- Behaviors involving structuring the roles of subordinates, providing them with instructions and behaving in ways that will increase the performance of the group. (Also called initiating structure.)
- people-oriented leader behaviors
- Behaviors that include showing concern for employee feelings and treating employees with respect. (Also called consideration.)
- authoritarian decision making
- When leaders make the decision alone without necessarily involving employees in the decision-making process.
- democratic decision making
- Making choices among alternative courses of action, including inaction.
- laissez-faire decision making
- When leaders leave employees alone to make the decision. The leader provides minimum guidance and involvement in the decision.
- path-goal theory of leadership
- Theory stating that a leader’s main job is to motivate employees with the beliefs that (1) their effort will lead to high performance, (2) their high performance will be rewarded, and (3) the rewards they will receive are valuable to them.
- directive leaders
- Those leaders who provide specific directions to their employees.
- supportive leaders
- Those leaders who provide emotional support to employees.
- participative leaders
- Those leaders who make sure that employees are involved in making important decisions.
- achievement-oriented leaders
- Those leaders who set goals for employees and encourage them to reach their goals.
- transformational leaders
- Those leaders who lead employees by aligning employee goals with the leader’s goals.
- transactional leaders
- Those leaders who ensure that employees demonstrate the right behaviors because the leader provides resources in exchange.
- charisma
- Behaviors leaders demonstrate that create confidence, commitment, and admiration to the leader.
- inspirational motivation
- When leaders come up with a vision that is inspiring to others.
- intellectual stimulation
- When leaders challenge organizational norms and status quo and encourage employees to think creatively and work harder.
- individualized consideration
- When leaders show personal care and concern for the well-being of their followers.
- contingent rewards
- Rewarding employees for their accomplishments.
- active management by exception
- Leaving employees alone but at the same time proactively predicting potential problems and preventing them from occurring.
- passive management by exception
- Leaving employees alone but then coming to the rescue if anything goes wrong.
- trust
- The belief that the other party will show integrity, fairness, and predictability in one’s actions toward the other.
- high-quality LMX relationship
- A high-quality, trust-based relationship between a leader and a follower.
- low-quality LMX relationship
- A situation where the leader and the employee have lower levels of trust, liking, and respect toward each other.
- servant leadership
- A leadership approach which defines the leader’s role as serving the needs of others.
- authentic leadership approach
- Effective leaders who stay true to themselves.
Chapter 11: Decision Making
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Chapter 11: Decision Making
- decision making
- Making choices among alternative courses of action, including inaction.
- programmed decisions
- Decisions that occur frequently enough that we develop an automated response to them.
- decision rules
- Automated responses used to make programmed decisions.
- nonprogrammed decisions
- Unique, nonroutine, and important decisions that require conscious thinking, information gathering, and careful consideration of alternatives.
- rational decision-making model
- A decision making model which describes the series of steps that decision makers should consider if their goal is to maximize their outcome.
- analysis paralysis
- A decision-making process where more and more time is spent on gathering information and thinking about it but no decisions actually get made.
- bounded rationality model
- A model that recognizes the limitations of decision-making processes. According to this model, individuals knowingly limit their options to a manageable set and choose the best alternative without conducting an exhaustive search for alternatives.
- satisficing
- Accepting the first alternative that meets minimum criteria.
- intuitive decision-making model
- Arriving at decisions without conscious reasoning. The model argues that in a given situation, experts making decisions scan the environment for cues to recognize patterns.
- creativity
- The generation of new ideas.
- problem identification
- The step in which the need for problem solving becomes apparent.
- immersion
- The step where the decision maker thinks about the problem consciously and gathers information.
- incubation
- The step when the decision maker sets the problem aside and does not think about it for a while.
- illumination
- The insight moment, when the solution to the problem becomes apparent.
- verification and application
- The stage when the decision maker consciously verifies the feasibility of the solution and implements the decision.
- fluency
- The number of ideas a person is able to generate.
- flexibility
- How different the ideas are from one another. If decision makers are able to generate several unique solutions to a problem, they are high on flexibility.
- originality
- How unique a person’s ideas are.
- brainstorming
- A process of generating ideas that follows a set of guidelines, which includes no criticism of ideas during the process, the idea that no suggestion is too crazy, and building on other ideas (piggybacking).
- idea quotas
- A set number of ideas a group must reach before they are done with brainstorming.
- wildstorming
- A variation of brainstorming where the group focuses on ideas that are impossible and then imagines what would need to happen to make them possible.
- overconfidence bias
- When individuals overestimate their ability to predict future events.
- hindsight bias
- The opposite of overconfidence bias as it occurs when a person, looking at the past, judges that a mistake that was made should have been recognized as a mistake at the time.
- anchoring
- The tendency for individuals to rely too heavily on a single piece of information.
- framing bias
- The tendency of decision makers to be influenced by the way that problems are framed.
- escalation of commitment
- When individuals continue on a failing course of action after information reveals this may be a poor path to follow.
- social loafing
- The tendency of individuals to put in less effort when working in a group context.
- groupthink
- A group pressure phenomenon that increases the risk of the group making flawed decisions by allowing reductions in mental efficiency, reality testing, and moral judgment.
- Nominal Group Technique
- A technique designed to help with group decision making by ensuring that all members participate fully.
- Delphi Technique
- A group process that uses written responses to a series of questionnaires instead of physically bringing individuals together to make a decision.
- majority rule
- A decision-making rule where each member of the group is given a single vote and the option that receives the greatest number of votes is selected.
- consensus
- A decision-making rule that groups may use when the goal is to gain support for an idea or plan of action. This decision-making rule is inclusive, participatory, cooperative, and democratic.
- group decision support systems
- Interactive computer-based systems that are able to combine communication and decision technologies to help groups make better decisions.
- knowledge management systems
- Systems for managing knowledge in organizations, supporting creation, capture, storage, and dissemination of information.
- decision trees
- Diagrams where answers to yes or no questions lead decision makers to address additional questions until they reach the end of the tree.
Chapter 12: Communication in Organizations
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Chapter 12: Communication in Organizations
- encoding
- The translation of ideas into words.
- medium
- The way that a Sender’s Message is conveyed.
- receiver
- The person who a Message is intended to reach.
- decoding
- The process of assigning meaning to a received Message.
- noise
- Anything that interferes with or distorts the Message being transformed.
- filtering
- The distortion or withholding of information to manage a person’s reactions.
- selective perception
- The personal filtering of what we see and hear to suit our own needs.
- information overload
- This occurs when the information processing demands on an individual’s time to perform interactions and internal calculations exceed the supply or capacity of time available for such processing.
- grapevine
- The informal gossip network within a given organization.
- semantics
- The meanings of words and the study of meaning in communication.
- jargon
- A specific set of acronyms or words unique to a specific group or profession.
- active listening
- Giving full attention to what other people are saying.
- crucial conversations
- Discussions where the stakes are high, opinions vary, and emotions run strong.
Chapter 13: Managing Groups and Teams
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Chapter 13: Managing Groups and Teams
- group
- A collection of individuals who interact with each other such that one person’s actions have an impact on the others.
- informal work groups
- Groups made up of two or more individuals who are associated with one another in ways not prescribed by the formal organization.
- formal work group
- A group made up of managers, subordinates, or both with close associations among group members that influence the behavior of individuals in the group.
- Forming-Storming-Norming- Performing Model
- A model proposed by Bruce Tuckman in 1965 involving a four-stage map of group evolution.
- adjourning
- The fifth and final stage of the Tuckman model.
- forming
- The stage in which the group comes together for the first time.
- storming
- Group members begin to explore their power and influence and they often stake out their territory by differentiating themselves from the other group members rather than seeking common ground.
- norming
- The stage in which participants find it easy to establish their own ground rules (or norms) and define their operating procedures and goals.
- performing
- The stage in which participants are not only getting the work done, but they also pay greater attention to how they are doing it.
- punctuated equilibrium
- The theory that change within groups occurs in rapid, radical spurts rather than gradually over time.
- cohesion
- The degree of camaraderie within the group.
- groupthink
- A group pressure phenomenon that increases the risk of the group making flawed decisions by allowing reductions in mental efficiency, reality testing, and moral judgment.
- social loafing
- The tendency of individuals to put in less effort when working in a group context.
- collective efficacy
- A group’s perception of its ability to successfully perform well.
- process loss
- Any aspect of group interaction that inhibits group functioning.
- team
- A cohesive coalition of people working together to achieve mutual goals.
- production tasks
- Tasks that include actually making something such as a building, product, or a marketing plan.
- idea generation tasks
- Creative tasks such as brainstorming a new direction or creating a new process.
- problem-solving tasks
- Tasks involving coming up with plans for actions and making decision.
- task interdependence
- The degree that team members depend on one another to get information, support, or materials from other team members to be effective.
- pooled interdependence
- This exists when team members may work independently and simply combine their efforts to create the team’s output.
- sequential interdependence
- Where one person’s output becomes another person’s input.
- reciprocal interdependence
- The point at which team members work on each task simultaneously.
- outcome interdependence
- A time when rewards that an individual receives depend on the performance of others.
- task force
- A temporary team that is asked to address a specific issue or problem until it is resolved.
- product development teams
- A type of team that may be either temporary or ongoing.
- cross-functional teams
- Teams that involve individuals from different parts of the organization staff.
- virtual teams
- Teams in which members are not located in the same physical place.
- trust
- The belief that the other party will show integrity, fairness, and predictability in one’s actions toward the other.
- wiki
- An Internet-based method for many people to collaborate and contribute to a document or discussion.
- top management teams
- Teams that are appointed by the chief executive officer (CEO) and, ideally, reflect the skills and areas that the CEO considers vital for the company.
- traditional or manager-led teams
- Teams where the manager serves as the team leader.
- self-managed teams
- Teams that manage themselves and do not report directly to a supervisor. Instead, team members select their own leader, and they may even take turns in the leadership role.
- empowered teams
- Teams that have the responsibility as well as the authority to achieve their goals.
- self-directed teams
- A special form of self-managed teams in which members determine who will lead them with no external oversight.
- norms
- Shared expectations about how things operate within a group or team.
- team contract
- A contract that includes agreements on established ground rules, goals, and roles.
Chapter 14: Motivating Employees
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Chapter 14: Motivating Employees
- motivation
- This is defined as “the intention of achieving a goal, leading to goal-directed behavior.”
- ability
- The characteristic of having the skills and knowledge required to perform the job.
- physiological needs
- The need for air, food, and water.
- safety needs
- The need to be safe from danger, pain, or an uncertain future.
- social needs
- The need to bond with other human beings, to be loved, and to form lasting attachments with them.
- esteem needs
- The desire to be respected by one’s peers, feeling important, and being appreciated.
- self-actualization
- The quality of “becoming all you are capable of becoming.”
- existence
- This need corresponds to Maslow’s physiological and safety needs.
- relatedness
- This need corresponds to social needs.
- growth
- This need refers to Maslow’s esteem and self-actualization.
- hygiene factors
- The factors that include company policies, supervision, working conditions, salary, safety, and security on the job.
- motivators
- The factors that are intrinsic to the job, such as achievement, recognition, interesting work, increased responsibilities, advancement, and growth opportunities.
- need for achievement
- Having a strong need to be successful.
- high need for affiliation
- The need to be liked and accepted by others.
- need for power
- The desire to influence others and control their environment.
- referent
- A person we compare ourselves to in equity theory.
- equity sensitivity
- A personality trait that explains different reactions to inequity.
- benevolents
- Individuals who give without waiting to receive much in return.
- entitleds
- Individuals who expect to receive a lot without giving much in return.
- distributive justice
- The degree to which the outcomes received from the organization are fair.
- procedural justice
- The degree to which fair decision-making procedures are used to arrive at a decision.
- interactional justice
- The degree to which people are treated with respect, kindness, and dignity in interpersonal interactions.
- expectancy
- The extent to which a person believes that high levels of effort will lead to outcomes of interest such as performance or success.
- instrumentality
- The degree to which the person believes that performance is related to secondary outcomes such as rewards.
- valence
- The value of the rewards awaiting the person as a result of performance.
- positive reinforcement
- Reinforcement that involves making sure that behavior is met with positive consequences.
- negative reinforcement
- Reinforcement that involves removal of unpleasant outcomes once desired behavior is demonstrated.
- extinction
- The removal of rewards following negative behavior.
- punishment
- The presentation of negative consequences following unwanted behaviors.
- continuous schedule
- A schedule in which reinforcers follow all instances of positive behavior.
- fixed ratio schedule
- A schedule in which reinforcers reward every nth time the right behavior is demonstrated.
- fixed interval schedule
- A schedule in which reinforcers reward after a specified period of time.
- variable ratio
- A schedule that involves providing the reinforcement on a random pattern.
- OB Mod
- A systematic application of reinforcement theory to modify employee behaviors in the workplace.
- job specialization
- Breaking down tasks to their simplest components and assigning them to employees so that each person would perform few tasks in a repetitive manner.
- job rotation
- Moving employees from job to job at regular intervals.
- job enlargement
- Expanding the tasks performed by employees to add more variety.
- job enrichment
- A job redesign technique that allows workers more control over how they perform their own tasks.
- job characteristics model
- A model that describes five core job dimensions leading to three critical psychological states, which lead to work-related outcomes.
- skill variety
- The extent to which the job requires the person to use multiple high-level skills.
- task identity
- The degree to which the person is in charge of completing an identifiable piece of work from start to finish.
- task significance
- The degree to which the person’s job substantially affects other people’s work, health, or well-being.
- autonomy
- The degree to which the person has the freedom to decide how to perform one’s tasks.
- feedback
- The degree to which the person learns how effective he or she is being at work.
- SMART
- A goal that is specific, measurable, achievable, realistic, and timely.
Chapter 15: The Essentials of Control
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Chapter 15: The Essentials of Control
- organizational control
- The process by which an organization influences its subunits and members to behave in ways that lead to the attainment of organizational goals and objectives.
- strategic control
- The process by which an organization tracks the strategy as it is being implemented, detecting any problem areas or potential problem areas that might suggest that the strategy is incorrect, and making any necessary adjustments.
- operational control
- A process concerned with executing the strategy.
- feedforward controls
- The active monitoring of problems in a way that provides their timely prevention, rather than after-the-fact reaction.
- concurrent controls
- Processes that entail monitoring and adjusting ongoing activities.
- feedback controls
- Processes that involve the gathering of information about a completed activity, evaluating that information, and taking steps to improve the similar activities in the future.
- outcome controls
- Processes that are generally preferable when just one or two performance measures (say, return on investment or return on assets) are good gauges of a business’s health.
- behavioral controls
- The direct evaluation of managerial and employee decision making, not of the results of managerial decisions.
- financial control
- The management of a firm’s costs and expenses to control them in relation to budgeted amounts.
- nonfinancial controls
- Processes that track aspects of the organization that aren’t immediately financial in nature but are expected to lead to positive financial performance outcomes.
- budgeting
- A listing of all planned expenses and revenues.
- current assets
- Assets that are cash or can be readily converted to cash in the short term, such as accounts receivable or inventory.
- fixed assets
- Assets that are not easily converted to cash in the short term; that is, they are assets that only change over the long term. Land, buildings, equipment, vehicles, furniture, and fixtures are some examples of fixed assets.
- intangible asset
- An asset that cannot be physically touched, or is not physical in nature.
- current liabilities
- Liabilities coming due in the short term, usually the coming year.
- long-term debt
- Liabilities may be bank notes or loans made to purchase the business's fixed asset structure. Long-term debt/liabilities come due in a time period of more than 1 year.
- lean
- A system of nonfinancial controls used to improve product and service quality and decrease waste.
- muda
- A Japanese term for activity that is wasteful and doesn’t add value.
- kaizen
- The Japanese term for continuous improvement.
- Balanced Scorecard
- A framework designed to translate an organization’s vision and mission statements and overall business strategy into specific, quantifiable goals and objectives and to monitor the organization’s performance in terms of achieving these goals.
Chapter 16: Strategic Human Resource Management
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- Section 1: Case in Point: Kronos Uses Science to Find the Ideal Employee
- Section 2: The Changing Role of Strategic Human Resource Management in Principles of Management
- Section 3: The War for Talent
- Section 4: Effective Selection and Placement Strategies
- Section 5: The Roles of Pay Structure and Pay for Performance
- Section 6: Designing a High-Performance Work System
- Section 7: Tying It All Together—Using the HR Balanced Scorecard to Gauge and Manage Human Capital, Including Your Own
Chapter 16: Strategic Human Resource Management
- strategic human resource management (SHRM)
- An organizational level approach to human resources management with a concern for the effects of HRM practices on firm performance.
- human capital
- The collective sum of the attributes, life experience, knowledge, inventiveness, energy, and enthusiasm that its people choose to invest in their work.
- job design
- The process of putting together various elements to form a job, bearing in mind organizational and individual worker requirements.
- war for talent
- Competition between organizations to attract and retain the most able employees.
- talent management
- Anticipating the need for human capital and setting a plan to meet it.
- succession planning
- A process whereby an organization ensures that employees are recruited and developed to fill each key role within the company.
- at-will employment doctrine
- A doctrine of American law that defines an employment relationship in which either party can break the relationship with no liability, provided there was no express contract for a definite term governing the employment relationship and that the employer does not belong to a collective bargaining unit (i.e., a union).
- situational interview
- A job interview where candidates are asked in-depth questions about specific job situations in the past or future.
- bonus
- A form of variable pay where the employee earns additional compensation based on achieved objectives.
- job evaluation
- An evaluation of the positions in an organization to understand job design requirements and identify positions critical to strategy and firm performance.
- pay for performance
- When pay is tied directly to an individual’s performance in meeting specific business goals or objectives.
- gainsharing
- When an organization shares the financial gains with employees, such that employees receive a portion of the profit achieved from their efforts. (Sometimes called profit sharing.)
- Balanced Scorecard
- A framework designed to translate an organization’s vision and mission statements and overall business strategy into specific, quantifiable goals and objectives and to monitor the organization’s performance in terms of achieving these goals.
- Workforce Scorecard
- An application of the Balanced Scorecard concept to an organization’s human capital to identify and measure the behaviors, skills, mind-sets, and results required for the workforce to contribute to the company’s success.
- human capital
- The collective sum of the attributes, life experience, knowledge, inventiveness, energy, and enthusiasm that its people choose to invest in their work.
There are no key terms for this page.
Introduction to Principles of Management
Figure 1.1.
What’s in It for Me?
Reading this chapter will help you do the following:
-
Learn who managers are and about the nature of their work.
-
Know why you should care about leadership, entrepreneurship, and strategy.
-
Know the dimensions of the planning-organizing-leading-controlling (P-O-L-C) framework.
-
Learn how economic performance feeds social and environmental performance.
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Understand what performance means at the individual and group levels.
-
Create your survivor’s guide to learning and developing principles of management.
We’re betting that you already have a lot of experience with organizations, teams, and leadership. You’ve been through schools, in clubs, participated in social or religious groups, competed in sports or games, or taken on full- or part-time jobs. Some of your experience was probably pretty positive, but you were also likely wondering sometimes, “Isn’t there a better way to do this?”
After participating in this course, we hope that you find the answer to be “Yes!” While management is both art and science, with our help you can identify and develop the skills essential to better managing your and others’ behaviors where organizations are concerned.
Before getting ahead of ourselves, just what is management, let alone principles of management? A manager’s primary challenge is to solve problems creatively, and you should view managementmanagementThe art of getting things done through the efforts of other people. as “the art of getting things done through the efforts of other people.”[1] The principles of managementprinciples of managementThe means by which you actually manage, that is, get things done through others., then, are the means by which you actually manage, that is, get things done through others—individually, in groups, or in organizations. Formally defined, the principles of management are the activities that “plan, organize, and control the operations of the basic elements of [people], materials, machines, methods, money and markets, providing direction and coordination, and giving leadership to human efforts, so as to achieve the sought objectives of the enterprise.”[2] For this reason, principles of management are often discussed or learned using a framework called P-O-L-C, which stands for planning, organizing, leading, and controlling.
Managers are required in all the activities of organizations: budgeting, designing, selling, creating, financing, accounting, and artistic presentation; the larger the organization, the more managers are needed. Everyone employed in an organization is affected by management principles, processes, policies, and practices as they are either a manager or a subordinate to a manager, and usually they are both.
Managers do not spend all their time managing. When choreographers are dancing a part, they are not managing, nor are office managers managing when they personally check out a customer’s credit. Some employees perform only part of the functions described as managerial—and to that extent, they are mostly managers in limited areas. For example, those who are assigned the preparation of plans in an advisory capacity to a manager, to that extent, are making management decisions by deciding which of several alternatives to present to the management. However, they have no participation in the functions of organizing, staffing, and supervising and no control over the implementation of the plan selected from those recommended. Even independent consultants are managers, since they get most things done through others—those others just happen to be their clients! Of course, if advisers or consultants have their own staff of subordinates, they become a manager in the fullest sense of the definition. They must develop business plans; hire, train, organize, and motivate their staff members; establish internal policies that will facilitate the work and direct it; and represent the group and its work to those outside of the firm.
[1] We draw this definition from a biography of Mary Parker Follett (1868–1933) written by P. Graham, Mary Parker Follett: Prophet of Management (Boston: Harvard Business School Press, 1995). Follett was an American social worker, consultant, and author of books on democracy, human relations, and management. She worked as a management and political theorist, introducing such phrases as “conflict resolution,” “authority and power,” and “the task of leadership.”
[2] The fundamental notion of principles of management was developed by French management theorist Henri Fayol (1841–1925). He is credited with the original planning-organizing-leading-controlling framework (P-O-L-C), which, while undergoing very important changes in content, remains the dominant management framework in the world. See H. Fayol, General and Industrial Management (Paris: Institute of Electrical and Electronics Engineering, 1916).
Citation Information
APA Format:Erdogan, Berrin., Bauer, Talya., and Carpenter, Mason., Principles of Management V1.1. Retrieved Dec 6, 2011 from http://www.flatworldknowledge.com/node/127512 .
MLA Format:Erdogan, Berrin, Bauer, Talya, , and Mason Carpenter. Principles of Management V1.1. 1969 . Flat World Knowledge. 6 Dec, 2011. <http://www.flatworldknowledge.com/node/127512> .
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