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Chapter 17: Controlling, Information, and Technology

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Chapter 17: Controlling, Information, and Technology

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Chapter 17 defines controlling and the controlling process: measuring performance, comparing measured performance to standards, and taking corrective action. Certain standards managers can establish include profitability standards, market position standards, productivity standards, product leadership standards, personnel development standards, employee attitudes standards, social responsibility standards, and standards reflecting the balance between short term and long term goals. Taking corrective action involves recognizing the problem and recognizing symptoms. Total power of a manager is made up of both position power and personal power. To make controlling successful, specific organization activities should be focused on, there should be different organizational goals, there needs to be timely action, and there should always be communication of the mechanics of the control process.Some essentials of information are information appropriateness, information timeliness, and information quantity. Technology, information technology, and information systems are discussed.

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Chapter 16: Managing Organization Culture

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Chapter 16: Managing Organization Culture

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Chapter 16 discusses organization culture and the organization subcultures, one being the dominant organization culture. A code of conduct is a document that explains the core values and how a person should act in relation to those the workplace. Different organization cultures include clan culture, adhocracy culture, hierarchy culture, and market culture. The different steps in building a high-performance organization culture is to lead as a champion, link work to organizational mission, discuss the performance, build a hierarchy of objectives and goals, invest in talent, recognize achievement and reward it, hold managers accountable for their actions, and build organizational commitment. To keep an organization culture thriving and successful, it is important to establish a vision of organization culture; management will decide which dimension the company can best enhance organization. Organizational culture can be healthy or unhealthy. The different dimensions of organizational culture include quality, ethics, innovation, spirituality, diversity, and customer. Cultural artifacts helps with the core beliefs and values behind choosing a dimension and organizational culture. Cultural artifacts include values, organizational myths, sagas, organizational language, symbols, organizational ceremonies, and rewards. Organizational socialization is integrating a new employee into the workplace.

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Chapter 15 discusses different groups in organizations: formal and informal groups. Examples of formal groups are command groups, task groups, and a committee. Committees have several uses: improve decision-making, increase participation within organization, and ensuring representation of groups for the decision-making process. The different stages of formal group development are the acceptance stage, the communication and decision-making stage, the group solidarity stage, and the group control stage. Examples of informal groups include interest groups and friendship groups. Sociometry (using a sociogram) helps managers determine who the groups' members are and which informal groups are established within those groups. There are differences between groups and teams, and the stages of development that teams go through and what constitutes a working team is discussed in detail. The different stages of team development are forming, storming, norming, performing, adjourning, team effectiveness, and trust.

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Chapter 14 discusses motivation and the four theories of how motivation occurs: needs-goal theory, Vroom expectancy theory, Equity theory, and Porter-Lawler theory. To better help managers understand the differences between human needs, there are four categories: Maslow's hierarchy of needs, Alderfer's ERG theory, Argyris's maturity-immaturity continuum, McClelland's acquired needs theory. Motivating organizational members of a company is important and certain strategies for motivating includes managerial communication, theory x-theory y, job deigns, behavioral modification, Likert's management systems, monetary incentives, and nonmonetary incentives.

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Chapter 13 defines leadership and discusses the differences between being a leader and being a manager. The different approaches to leadership are the trait approach and the behavioral approach. Within the behavioral approach are subcategories: structure behavior and consideration behavior. The life cycle theory is based on the relationships between the leaders and subordinates (also goes along with structural behavior and consideration behavior). Job centered behavior and employee centered behavior are both leader behavior, the employee-centered just focuses primarily on the subordinates versus the job the employee is doing. The more modern approach to leadership is the situational approach. According to Fiedler's contingency theory, the three main factors to keep in mind when moving managers into management positions is leader-member relations, task structure, and position power. The path-goal theory exhibits four functions of behavior: direct, supportive, participate, and achievement. The Tannenbaum and Schmidt leadership continuum is a "range of behavior available to managers when they are making decisions". The Vroom- Yetton- Jago model "focuses on how much participation to allow subordinates in the decision-making process". Servant leadership and authentic leadership is discussed in detail.

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Chapter 12: Influencing and Communication

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Chapter 12: Influencing and Communication

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Chapter 12 discusses the fundamentals of influencing, which is "the process of guiding the activities of organization members in appropriate directions". The process of the influencing subsystem involves leading, motivation, considering groups, communicating, encouraging creativity and innovation, and building corporate culture. The chapter discusses emotional intelligence and the process of communication within the workplace and how to be an interpersonal communicator. Macrobarriers and microbarriers are both hinder communication in certain situations; they are discussed more in detail. Nonverbal and verbal communications are both important when making important decisions. Formal and informal organizational communication are charts that show communication and the relationships among people.

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Chapter 11 defines changing organization and discusses the importance of changing things to be more effective. Some factors to consider when changing an organization is the change agent, determining what should be changed, the kind of change to make, the individuals affected by the change,and the evaluation. Wen determining what should be changed, management keeps in mind structural factors, technological factors, and structural factors. Changing organization can be stressful and the chapter discusses the importance of studying stress and how to manage it in organizations, such as workplace bullying and how to settle conflicts. Virtual organization branch out by using IT to help with organiza

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Chapter 10 defined human resource management and the appropriations and job specifications entailed. Training and the training needs (on-the-job training) are discussed in further detail. Recruitment is the initial step for finding the most valuable employees and assets to the company. Knowing the job is obviously important, but employees should be placed in the position they will thrive in. Job analysis helps people understand a job; it can be broken down into job descriptions and job specifications. Human resource inventory is discussed, and there are three “records” that are mentioned in detail: the management inventory card, the position replacement form, and the management manpower replacement chart. Competitors, employee agencies, readers of certain publications, and educational institutions are all able to help fill human resource positions if companies cannot find someone within the company. EEOC was passed to prohibit discrimination.

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Chapter 9: Responsibility, Authority, and Delegation

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Chapter 9: Responsibility, Authority, and Delegation

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Chapter 9 defined responsibility and discussed authority, delegation, and gave details of job descriptions. Managers mostly use the functional similarity method of diving job activities among employees. Overlapping responsibility and responsibility gap is discussed and how to avoid them, and how to delegate job activities and corresponding authority. Clarifying job opportunities of managers involves a responsibility guide and authority (broken down into line authority, staff authority, and functional authority). Obstacles to the delegation process of assigning job activities, also discussing how to eliminate them and whether they are viewed as centralized or decentralized on the delegation continuum.

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Chapter 8 defined and went into detail organization and the skills and structures for an organized and successful business. Division of labor has its advantages and disadvantages, and Follett’s guidelines on coordination “for achieving any and all organizational objectives”. Organization is broken down into formal and informal structure, which is then broken down into smaller categories and represented on the organization chart (examples of informal: a mechanistic structure and organic structure). Vertical dimensioning is in context to the concept of the scalar relationship (chain of command) and discussed more in detail, detailing a contingency viewpoint for helping design the span of management. On the other hand, horizontal dimensioning, for example, is when organizations establish departments. The different types of departmentalization are based on function, product/service, geography, the customer, and by the matrix structure.

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Chapter 7 defined the five steps involved in the strategic management process and the components of environmental analysis. The general environments include economic, social, political, legal, technology, and international components. The industry environment includes the Five Forces Model, and the internal environment includes marketing, finance, and accounting. The chapter discusses strategy formulation tools such as SWOT analysis and Porter’s Model. Strategy implementation, control, and tactical planning are final steps in the strategy decision- making process.

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Chapter 6 defined and went into details decision-making and the primary steps involved in programmed and non-programmed decisions. The responsibility for making organizational decisions and the elements of the situation are discussed in depth. The rational decision making process involves identifying, listing solutions, selecting alternatives, implementing, and gathering feedback. Some examples of decision-making tools are decision trees and using the probability theory.

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Chapter 5 defined planning and the planning tools needed for a successful organization. Policies, rules, and procedures are discussed in detail. Organizational objectives and purposes are described to help a company plan for a successful business. Scheduling is broken up into different charts (Gantt) and techniques (PERT). The different methods of sales forecasting are detailed: jury of executive opinion, salesforce estimation, and others.

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Chapter 4 defined the differences and similarities of domestic organizations and international organizations. Host-country national and third-country national was discussed into detail about people being hired in their own country versus working in another country. License agreements and international market agreements are described, such as The European Union and North American Free Trade Agreement. Organizations can hold different “attitudes” (ethnocentric, polycentric, and geocentric).

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Chapter 3 defined and went into detail diversity, discrimination, prejudice, and role conflicts and role overload. Some advantages of diversity include gaining market share, cost savings, increased productivity and innovation, and better quality management. The many different demographics of the work place are talked about, and prejudice and stereotypes (such as gender role stereotypes) are discussed and how managers can make sure it doesn’t happen. Diversity training is needed for a successful organization to thrive. Some advantages of diversity include gaining market share, cost savings, increased productivity and innovation, and better quality management.

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Chapter 2: Managers, Society, and Sustainability

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Chapter 2: Managers, Society, and Sustainability

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Chapter 2 defined social responsibility and responsiveness and described sustainability and what an organization has to do to succeed, also mentioning stakeholder's and their responsibilities. Sustainability will increase profit, productivity, and innovation. Code of ethics, The Utilitarian Standard, The Virtue Standard, and The Rights Standard are broken down into details and examples. Companies that choose to be philanthropic and why is explained in detail.

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Chapter 1: Introducing Modern Management 

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Chapter 1: Introducing Modern Management 

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Chapter 1 defined management and described its functions, resources, effectiveness, efficiency, and skills. It went into detail the multiple stages of career exploration and development: exploration, establishment, maintenance, and decline stages. Everyone has different human, technical, and conceptual skills and thrive in different work environments. It also discusses "special career issues", such as women managers and dual-career couples. Chapter 1 went into detail the multiple stages of career exploration and development: exploration, establishment, maintenance, and decline stages.

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Hey there! My name is Hannah and I am 26-years-old. I am currently working towards my Bachelors in Business Management, and it can be “ruff” sometimes. I recently got my LLC for a small business, so it’s keeping me very busy! Teachers are always hounding me to get to class on time, so I’m fast-walking or even running. I believe that for every good grade I receive in this online class, I should receive treats. Some homework assignments can so boring that I fall asleep and drool, but I’m excited for this interesting course! Once I receive an A (hoping!), I’ll deserve a pat on the head. :)

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Hannah E.