Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.

Individuals who manage the work of non-managerial employees.

Individuals who manage the work of first-line managers.

Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.

Getting the most output for the least inputs

Completing activities & Attaining organizational goals

Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.

Arranging and structuring work to accomplish organizational goals.

Working with and through people to accomplish goals.

Monitoring, comparing, and correcting work.

Figurehead, leader, liaison

Monitor, disseminator, spokesperson

Disturbance handler, resource allocator, negotiator

thoughtful thinking

practical doing

Knowledge and proficiency in a specific field

The ability to work well with other people

The ability to think and conceptualize about abstract and complex situations concerning the organization

Doing things differently, exploring new territory, and taking risks

A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone).

Set of Ongoing Decision And Work Activities

Advocated the division of labor (job specialization) to increase the productivity of workers "Published “The Wealth of Nations” in 1776

Substituted machine power for human labor

Created large organizations in need of management

The “father” of scientific management Published Principles of Scientific Management (1911) The theory of scientific management Using scientific methods to define the “one best way” for a job to be done:

Focused on increasing worker productivity through the reduction of wasted motion Developed the microchronometer to time worker motions and optimize work performance

Developed the microchronometer to time worker motions and optimize work performance

Believed that the practice of management was distinct from other organizational functions

Developed fourteen principles of management that applied to all organizational situations

Developed a theory of authority based on an ideal type of organization (bureaucracy)

Emphasized rationality, predictability, impersonality, technical competence, and authoritarianism

Also called operations research or management science

Evolved from mathematical and statistical methods developed to solve WWII military logistics and quality control problems

Focuses on improving managerial decision making by applying: Statistics, optimization models, information models, and computer simulations

The study of the actions of people at work; people are the most important asset of an organization

Productivity unexpectedly increased under imposed adverse working conditions.

The effect of incentive plans was less than expected.

A series of productivity experiments conducted at Western Electric from 1927 to 1932.

Social norms, group standards and attitudes more strongly influence individual output and work behavior than do monetary incentives.

A set of interrelated and interdependent parts arranged in a manner that produces a unified whole.

Are not influenced by and do not interact with their environment (all system input and output is internal).

Dynamically interact to their environments by taking in inputs and transforming them into outputs that are distributed into their environments.

Also sometimes called the situational approach.

There is no one universally applicable set of management principles (rules) by which to manage organizations.

Organizations are individually different, face different situations (contingency variables), and require different ways of managing.

As size increases, so do the problems of coordination.

Routine technologies require organizational structures, leadership styles, and control systems that differ from those required by customized or nonroutine technologies.

What works best in a stable and predictable environment may be totally inappropriate in a rapidly changing and unpredictable environment.

Individuals differ in terms of their desire for growth, autonomy, tolerance of ambiguity, and expectations.

Management in international organizations

Political and cultural challenges of operating in a global market Working with people from different cultures Coping with anticapitalist backlash Movement of jobs to countries with low-cost labor

Increased emphasis on ethics education in college curriculums

Increased creation and use of codes of ethics by businesses

Increasing heterogeneity in the workforce More gender, minority, ethnic, and other forms of diversity in employees

Older employees who work longer and do not retire The increased costs of public and private benefits for older workers An increasing demand for products and services related to aging.

The process of starting new businesses, generally in response to opportunities.

The work preformed by an organization using electronic linkages to its key constituencies

the sales and marketing aspect of an e-business

An organization that has developed the capacity to continuously learn, adapt, and change.

The cultivation of a learning culture where organizational members systematically gather and share knowledge with others in order to achieve better performance.

Inspired by the total quality management (TQM) ideas of Deming and Juran

Managers are directly responsible for an organization’s success or failure.

The quality of the organization is determined by the quality of its managers.

Managers are held accountable for an organization’s performance yet it is difficult to attribute good or poor performance directly to their influence on the organization.

Much of an organization’s success or failure is due to external forces outside of managers’ control.

The ability of managers to affect outcomes is influenced and constrained by external factors. The economy, customers, governmental policies, competitors, industry conditions, technology, and the actions of previous managers

A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other.

Are cultures in which key values are deeply held and widely held. Have a strong influence on organizational members.

Narratives of significant events or actions of people that convey the spirit of the organization

Repetitive sequences of activities that express and reinforce the values of the organization

Physical assets distinguishing the organization

Acronyms and jargon of terms, phrases, and word meanings specific to an organization

The overall strength or weakness of the organizational culture

The degree of risk that plans should contain Whether plans should be developed by individuals or teams The degree of environmental scanning in which management will engage

Whether to impose external controls or to allow employees to control their own actions What criteria should be emphasized in employee performance evaluations What repercussions will occur from exceeding one’s budget

How much autonomy should be designed into employees’ jobs Whether tasks should be done by individuals or in teams The degree to which department managers interact with each other

The degree to which managers are concerned with increasing employee job satisfaction What leadership styles are appropriate Whether all disagreements—even constructive ones—should be eliminated

The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.

Those factors and forces outside the organization that affect the organization’s performance.

external forces that have a direct and immediate impact on the organization.

broad economic, socio-cultural, political/legal, demographic, technological, and global conditions that may affect the organization.

the number of components in an organization’s external environment.

how dynamic or stable the external environment is.

Any constituencies in the organization’s environment that are affected by the organization’s decisions and actions