First-line Managers - Individuals who manage the work of non-managerial employees.
Middle Managers - Individuals who manage the work of first-line managers.
Top ManagersIndividuals whoresponsible formaking org-wide decisions&establishing plans&goals that affect the entire org.
Organization - A deliberate arrangement of people assembled to accomplish some specific purpose (that individuals independently could not accomplish alone).
Effectiveness “Doing the right things” Attaining organizational goals
Efficiency “Doing things right” Getting the most output for the least inputs Interpersonal roles Figurehead, leader, liaison
Informational roles Monitor, disseminator, spokesperson
Decisional roles Entrepreneur, disturbance handler, resource allocator, negotiator Technical skills Knowledge and proficiency in a specific field Human skills The ability to work well with other people
ConceptualskillsTheabilitytothink&conceptualize about abstract&complex situations concerning the organization Innovation
Doing things differently, exploring new territory, and taking risks.
Sustainability -a company’s ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies. The theory of scientific management
Using scientific methods to define the “one best way” for a job to be done: Putting the right person on the job with the correct tools and equipment Having a standardized method of doing the job Providing an economic incentive to the worker
Henri Fayol
Believed that the practice of management was distinct from other organizational functions Developed principles of management that applied to all organizational situations Max Weber
Developed a theory of authority based on an ideal type of organization (bureaucracy)
Emphasized rationality, predictability, impersonality, technical competence, and authoritarianism
Organizational Behavior (OB) study of actions of people at work; p r the most important asset of an org System - a set of interrelated and interdependent parts arranged in a manner that produces a unified whole. Closed systems
Are not influenced by and do not interact with their environment (all system input and output is internal) Open systems
Dynamically interact to their environments by taking in inputs and transforming them into outputs that are distributed into their environments
Environmental Uncertainty - the degree of change and complexity in an organization’s environment.
Environmental Complexity - the number of components in an organization’s environment and the extent of the organization’s knowledge about those components.
Stakeholders - any constituencies in the organization’s environment that are affected by an organization’s decisions and actions.
Organizational Culture - The shared values, principles, traditions, and ways of doing things that influence the way organizational members act.
Strong Cultures - Organizational cultures in which key values are intensely held and widely shared.
做决定八步骤①确定问题所在。问题是指事物当前状态与理想状态间的差异。②确定决策标准。决策标准是指在制定决策时什
么因素是相关的。③给标准分配权重。衡量标准的分量以确定它们在决策中要考虑的先后顺序。④提出备选方案。列出可以解决问题的可行备选方案。⑤分析备选方案。根据标准评价每个备选方案。⑥选择备选方案。从备选方案中选择最好的一个方案⑦实施决策方案。将决策方案付诸实施。⑧评价决策效果。判断问题是否被解决
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Decision criteria are factors that are important (relevant) to resolving the problem
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Rational Decision-Making - describes choices that are logical and consistent while maximizing value.
Bounded Rationality - decision making that’s rational, but limited (bounded) by an individual’s ability to process information.
• Satisfice - accepting solutions that are “good enough.” 决策分析技术-乐观准则,悲观准则,后悔准则
最大最大(max-max)准则 找出每种行动的最好结果，再从最好结果中找一个更好的做为选择: 最大最小(max-min)准则 找出每种行动的最坏结果, 再从最坏结果中找一个最好的做为它的选择:
最小机会损失准则( min-max)也称最小最大后悔准则，它利用机会成本的概念来进行决策。决策首先要计算机会损失 (后悔值) 矩阵; 机会损失的概念是，当一个事件发生时，由于你没有选择最优决策 而带来的收入损失
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Intuitive decision- makingMaking decisions on the basis of experience, feelings, and accumulated judgment. Programmed Decision - a repetitive decision that can be handled by a routine approach.
Non-programmed Decisions - unique and nonrecurring decisions that require a custom-made solution. Structured Problems - straightforward, familiar, and easily defined problems.
Unstructured Problemsproblems that are new or unusual and for which information is ambiguous or incomplete. Linear Thinking Style - a person’s tendency to use external data/facts; the habit of processing information through rational, logical thinking.
Nonlinear Thinking Style - a person’s preference for internal sources of information; a method of processing this information with internal insights, feelings, and hunches. Heuristics - using “rules of thumb” to simplify decision making.
Overconfidence Bias - holding unrealistically positive views of oneself and one’s performance.
Immediate Gratification Bias - choosing alternatives that offer immediate rewards and avoid immediate costs. Anchoring Effect - fixating on initial information and ignoring subsequent information.
Selective Perception Biasselecting, orging&interpreting events based on the decision maker’s biased perceptions. Confirmation Biasseeking out information that reaffirms past choices while discounting contradictory information. Framing Bias - selecting and highlighting certain aspects of a situation while ignoring other aspects. Availability Bias - losing decision-making objectivity by focusing on the most recent events. Representation Bias - drawing analogies and seeing identical situations when none exist. Randomness Bias - creating unfounded meaning out of random events.
Sunk Costs Errorsforgetting that current actions cant influence past events&relate only to future consequences. Self-Serving Bias - taking quick credit for successes and blaming outside factors for failures.
Hindsight Biasmistakenly believing that an event could have been predicted once the actual outcome is known Formal planning Specific goals covering a specific time period Written and shared with organizational members Planning Defining the organization’s goals Establishing an overall strategy for achieving those goals Developing plans for organizational work activities
Strategic Plans Establish the organization’s overall goals Seek to position the organization in terms of its environment Cover extended periods of time
Operational Plans Specify the details of how the overall goals are to be achieved Cover a short time period
MBO-management by objective a process of setting mutually agreed-upon goals&using those goals to evaluate employee performance Specific performance goals are jointly determined by employees and managers.
Progress toward accomplishing goals is periodically reviewed. Rewards are allocated on the basis of progress towards the goals.
Strategic management - what managers do to develop the organization’s strategies.
Strategies - the plans for how the organization will do what it’s in business to do, how it will compete successfully, and how it will attract and satisfy its customers in order to achieve its goals. Business model - how a company is going to make money.
Strategic management process - a six-step process that encompasses strategic planning, implementation, and evaluation.
SWOT analysis - an analysis of the organization’s strengths, weaknesses, opportunities, and threats.
Core competencies - the organization’s major value-creating capabilities that determine its competitive weapons.
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Corporate strategy - an organizational strategy that determines what businesses a company is in or wants to be in, and what it wants to do with those businesses.
Stability strategy - a corporate strategy in which an organization continues to do what it is currently doing. Renewal strategy - a corporate strategy designed to address declining performance.
Strategic Business Unit(SBU)the single independent biz of a org that formulate their own competitive strategies. BCG matrix strategy tool that guides resource allocation decisions on the basis of market share & growth rate of SBUs. Competitive strategy - an organizational strategy for how an organization will compete in its business(es). Competitive advantage - what sets an organization apart; its distinctive edge.
Strategic flexibility - the ability to recognize major external changes, to quickly commit resources, and to recognize when a strategic decision was a mistake.
Organizational Structure - the formal arrangement of jobs within an organization.
Chain of Command - the continuous line of authority that extends from upper levels of an organization to the lowest levels of the organization—clarifies who reports to whom.
Span of Control - the number of employees who can be effectively and efficiently supervised by a manager. Centralization - the degree to which decision making is concentrated at upper levels in the organization.
Decentralization - when an organization relegates decision making to managers who are closest to the action.
Formalization - the degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures.275,
Matrix Structure - an organizational structure that assigns specialists from different functional departments to work on one or more projects
Boundaryless Organization - an organization whose design is not defined by, or limited to, the horizontal, vertical, or external boundaries imposed by a predefined structure
Virtual Organization - an organization that consists of a small core of full-time employees and outside specialists temporarily hired as needed to work on projects.
Motivation - the process by which a person’s efforts are energized, directed, and sustained toward attaining a goal. Two-factor theory (motivation-hygiene theory) - the motivation theory that claims that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction. Hygiene factors - factors that eliminate job dissatisfaction, but don’t motivate.
Motivators - factors that increase job satisfaction and motivation.
Need for achievement (nAch) - the drive to succeed and excel in relation to a set of standards.
Need for power (nPow) - the need to make others behave in a way that they would not have behaved otherwise. Need for affiliation (nAff) - the desire for friendly and close interpersonal relationships.
Goal-setting theory - the proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals.
Self-efficacy - an individual’s belief that he or she is capable of performing a task.
Job design - the way tasks are combined to form complete jobs.
Job scope - the number of different tasks required in a job and the frequency with which those tasks are repeated. Job enlargement - the horizontal expansion of a job that occurs as a result of increasing job scope.
Task significance - the degree to which a job has a substantial impact on the lives or work of other people.
Autonomy - the degree to which a job provides substantial freedom, independence, and discretion to the individual in scheduling work and determining the procedures to be used in carrying it out.
Feedback - the degree to which carrying out work activities required by a job results in the individual’s reception of direct and clear information about his or her performance effectiveness.
Relational perspective of work design - an approach to job design that focuses on how people’s tasks and jobs are increasingly based on social relationships.
Proactive perspective of work design - an approach to job design in which employees take the initiative to change how their work is performed.
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High-involvement work practices - work practices designed to elicit greater input or involvement from workers. Referents - the persons, systems, or selves against which individuals compare themselves to assess equity. Distributive justice - perceived fairness of the amount and allocation of rewards among individuals.
Leader - Someone who can influence others and who has managerial authority. Leadership - What leaders do; the process of influencing a group to achieve goals. • • • • •
Legitimate power The power a leader has as a result of his or her position. Coercive power The power a leader has to punish or control.
Reward power The power to give positive benefits or rewards.
Expert power The influence a leader can exert as a result of his or her expertise, skills, or knowledge. Referent power The power of a leader that arises because of a person’s desirable resources or admired
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personal traits.
Credibility (of a Leader)
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The assessment of a leader’s honesty, competence, and ability to inspire by his or her followers
Control process - a three-step process of measuring actual performance, comparing actual performance against a standard, and taking managerial action to correct deviations or inadequate standards.
Range of variation - the acceptable parameters of variance between actual performance and the standard.
Immediate corrective action - corrective action that corrects problems at once in order to get performance back on track.
Basic corrective action - corrective action that looks at how and why performance deviated before correcting the source of deviation.
Performance - the end result of an activity.
Organizational performance - the accumulated results of all the organization’s work activities.
Productivity - the amount of goods or services produced divided by the inputs needed to generate that output. Organizational effectiveness - a measure of how appropriate organizational goals are and how well those goals are being met.
Feed forward control - control that takes place before a work activity is done. Concurrent control - control that takes place while a work activity is in progress.
Balanced scorecard - a performance measurement tool that examines more than just the financial perspective. Management information system (MIS) - a system used to provide management with needed information on a regular basis.
Benchmarking - the search for the best practices among competitors or non-competitors that lead to their superior performance.
Benchmark - the standard of excellence to measure and compare against.
Employee theft - any unauthorized taking of company property by employees for their personal use.
Service profit chain - the service sequence from employees to customers to profit.
Corporate governance - the system used to govern a corporation so that the interests of corporate owners are protected.
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