Documente Academic
Documente Profesional
Documente Cultură
Mid-term examination
Management can be defined in different ways, but essentially it involves the process of
reaching organizational goals by working with and through people and other organizational
resources in an effective and efficient way.
1. to forecast and plan – examining the future and drawing up a plan of action
2. to organize – building up structure, material and human, of the undertaking
3. to command – maintaining activity among personnel
4. to coordinate – binding together, unifying and harmonizing all activity and effort
5. to control – seeing that everything occurs in conformity with established rules and expressed
commands
The managerial efficiency is the proportion of total organizational resources that contribute to
productivity.
a. Inefficient – small proportion of total resources contribution
b. Efficient – large proportion of total resource contribution
Transformation of organizational resources into finished products through the process of combining
and using resources as well as designing and assigning activities.
- An appreciation for the work of Frederick W. Taylor, Frank and Lillian Gilbreth,
and Henri Fayol
A system is a number of interrelated and interdependent parts functioning as a whole for some
purpose
Types of systems:
a. closed: does not interact with its environment, nor it is influenced by them
b. open: constantly interact with their environments
The firm viewed as a system: open, complex, dynamic, goal-oriented, market-oriented,
partially autonomous, structured, communicative, productive, social
Systems must be viewed as a whole and modified only through changes in its parts
Management system approach (triangular management) = classical approach + behavioral
approach + management science
Biological feature used as a basis for thinking about complex things such as systems
What does it mean to draw analogies (biology – organizations)
a. you focus on the whole and what it does and the context of the environment in which it does
it and despite which it remains in balance (dynamic rather than static view)
b. you look at what is going on as a system or indeed as a series of systems; you are using
ideas about interrelationships, purpose, adaptation, influence, and environment to help you
construct mental models or aspects of the situation; you are instead seeing how helpful it is to
look at it as a system
c. you look for multiple causes rather than single causes for the things you observe, since
organizations seldom do interesting things for a single and simple reason
System: a set of parts that are interrelated to the extent that a part is changed by being part of
the systems and the system would change if that part were to be removed
Environment: those things outside the system that significantly affect it or are affected by it
Boundary: that which separates the system from its environment; rules for deciding whether
something is part of the system or not
Subsystem: a part of a system that can be seen as a system in its own right (notion of
hierarchies)
Goal: the desired outcome or state for the system whether ongoing/final; control is exercised
in order to achieve or maintain the goal state
- An understanding of the contingency approach to management
An organization that does well in creating, acquiring, and transferring knowledge, and in
modifying behavior to new knowledge
An ability to identify, discuss and apply the main driving forces for internationalization
and the different modes of market entry
An understanding of and the ability to explain and apply the dimensions of national
culture (Reading Hofstede)
- how society deals with the fact that people are unequal in physical/intellectual capabilities
- some let inequalities grow over time into inequalities in power and wealth
- others play down inequalities as much as possible
- no society has ever reached complete equality
- small to large power distance
- in organization: related to degree of centralization of authority and of autocratic leadership
rooted in the metal programming of the members of a society
- societies in which power is distributed unequally remain because the psychological need for
dependence of the people without power is satisfied
- autocracy exists as much in the members as in the leaders – the value system of the 2
groups are usually complementary
- how society deals with the fact time runs only one way: we are all caught in the reality of
past, present, and future, and we have to live with uncertainty because the future is unknown
and will always be
- some society socialize their members into accepting in and not being upset about it, accept
each day as it comes, take risks easily, don`t work as hard, tolerant of different opinions and
behavior because they do not feel threatened – weak uncertainty avoidance, feel relatively
secure
- other socialize their people to beat the future, high level of anxiety, greater nervousness and
aggressiveness – strong uncertainty avoidance, have institutions to create security and avoid
risk (technology vs. nature and war); ways of creating security: 1. laws – intolerance of
deviations, 2. Nominate experts, 3. Religion/ideologies – something bigger that transcends
personal reality
Unless companies are ethical, they cannot be competitive in national or international markets
Productivity: employees are a major stakeholder group, affected by management practices;
when management acts ethically towards them, then they are positively affected which
enhances productivity.
Stakeholder relations: a second area in which ethical management practices can enhance
corporate health by positively affecting “outside” stakeholders such as suppliers and
customers (a positive public image)
Government regulation: the third area in which ethical management practices can enhance
corporate health is in minimizing government regulation.
The ability to judge if an action is ethical
Managers can feel confident that a potential action will be considered ethical by the general public if it
is consistent with one or more of the following standards:
The golden rule: act in a way you`d expect others to act towards you
The utilitarian principle: act in a way that results in the greatest good for the greatest number
of people
Kant`s categorical imperative: act in a way that the action taken under circumstances can be a
universal law
The professional ethic: take actions that would be viewed as proper by a disinterested panel of
professional peers
The TV test: take actions you would be comfortable to explain on the TV
The legal test: take legal actions only
The four way-test: take truthful, fair to all, goodwill, and beneficial to all actions
Managers can take responsibility for creating and sustaining conditions in which people are
likely to behave ethically, and minimizing conditions in which people might be tempted to
behave unethically.
Six steps to effective implementation of a code of ethics:
1. distribute the code of ethics comprehensively to employees, subsidiaries, and associated
companies
2. assist employees in interpreting and understanding the application and intent of the code
3. specify management`s role in the implementation of the code
4. inform employees of their responsibility to understand the code, and provide them with the
overall objectives of the code
5. establish grievance procedures
6. provide a conclusion or closing statement
A stakeholder is any group or individual who can affect or is affected by the achievement of
the firm`s objectives
HILFE BITTE!!!
An ability to explain the factors used to identify and classify stakeholders (Reading
Mitchell et al.)
HILFE BITTE!!!
It is the process of determining exactly what the organization will do accomplished its
objectives
Purposes of planning
o Protective purpose: is to minimize risk by reducing the uncertainties surrounding
business conditions and clarifying the consequences of related management actions
o Affirmative purpose: is to increase the degree of organizational success
The fundamental purpose of planning is to help the organization reach its objectives.
According to Koontz and O’Donnel the primary purpose of planning is to facilitate the
accomplishment of enterprise and objectives. All other purposes of planning are spin-offs of
this fundamental purpose.
Insights into how the major steps of the planning process are related
1. The decision makers: These are the individuals or groups who actually make the
choice between the alternatives.
According to Ernest Dale there are 4 types of weak decision makers:
a. Receptive orientation: believe that the source of all good is outside
themselves, and therefore they rely heavily on suggestions from other
organization members. Basically they want others to make their decisions for
them
b. Exploitive orientation: also believe that the source of all good is outside
themselves, and they are willing to steal ideas as necessary to make good
decisions. They build their organizations on other’s ideas and typically hog all
the credit, extending little or none to the originators of the idea
c. Hoarding orientation: is characterized by the desire to preserve the status quo
as much as possible. Decision makers with this orientation accept little
outside help, isolate themselves from others, and are extremely self-reliant.
They are obsessed with maintaining their present position
d. Marketing oriented: decision makers look on themselves as commodities that
are only as valuable as the decisions they make. Thus they try to make
decision that will enhance their value, and they are highly conscious of what
others think of their decisions
2. Goals to be served: This involves goals that decision makers seek to attain. In case of
managers these goals are usual organizational objectives.
3. Relevant Alternatives: The decision situation is usually composed of at least two
relevant alternatives. A relevant alternative is one that is considered feasible for
implementation and also for solving an existing problem. Alternatives that will not
solve an existing problem or can not be implemented are irrelevant and should be
excluded from the decision-making process
4. Ordering of alternatives: This requires a process or mechanism that ranks alternatives
from most desirable to least desirable. This process can be objective, subjective, or a
combination of the two.
5. Choice of alternatives: This is the actual choice between the available alternatives.
This choice establishes the decision. Typically managers choose the alternative that
maximizes long-term return for the organization
An appreciation for the various situations in which decisions are made and the appropriate
strategies for those situations
An understanding of the idea of and the ability to discuss the concept of the learning
organization and its building blocks (Reading Garvin)