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GMS200 Exam Review Ch1, 2, 4-10, 13

12 Pages
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Department
Global Management Studies
Course Code
GMS 200
Professor
Sui Sui

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GMS200 Exam Review Ch1, 2, 4-10, 13
Chapter 1 Dynamic New Workplace
Intellectual capital t collective brainpower/share knowledge of workforce
Knowledge worker t someone whose mind is critical asset to employers, add value to organization through intellect
Globalization t worldwide interdependence of resource flows, product markets & business competitions
Workforce diversity t differences in gender, race, age, ethnicity, able-bodiness, religious affiliation & sexual orientation
among workers
Prejudice t display of negative, irrational attitudes toward women & minorities
Discrimination t actively denying women & minorities full benefits of organizational membership
Glass ceiling effect t invisible barrier limiting career advancement of women & minorities
Ethics t u}ov}(ÁZ[^P}}_^]PZ_]v}v[ZÀ]}µ
Corporate governance t oversight }(}uvÇ[uvPuvÇBoD
BoD t inside (chosen from senior management), outside (from other organizations & positions external to organization)
Organization t collection of people working together in division of labour to achieve common purpose
Open system t organizations interact with their environment to transform resources into product outputs
Productivity t quantity & quality of work performance, with resource utilization
Performance effectiveness t output measure of task/goal accomplishment (quantity)
Performance efficiency t input measure of resource costs associated with goal accomplishment (quality)
Changing Nature of Organizations
- Belief in human capital
- u]}(^}uuv}v}o_
- Emphasis on teamwork
- Pre-eminence of technology
- Embrace of networking
- New workforce expectations
- Concern for work-life balance
- Focus on speed
Total quality management (TQM) (E. Deming) t manage with continuous improvement, product quality & customer
satisfaction
- Quality = conformance to
standards
- Quality saves money
- Quality as performance standard must be defect-free work
- Quality comes from defect prevention, not defect correction
ISO Certification t indicates conformance with exact set of international quality standards
Continuous Improvement t involves always searching for new ways to improve work quality & performance
Quality circle t members meet periodically to discuss ways of improving quality of products/services
Manager t person who supports & is responsible for work of others (long hours, intense pace, varied tasks)
Levels of Managers
Top Managers t guide performance of organization as whole or one of its major parts
Middle managers t oversee work of large departments/divisions
Project managers t coordinate complex projects with task deadlines
Team leaders (supervisors) t report to middle managers & directly supervise non-managerial workers
Types of Managers
Line managers t ]oÇ}v]µ}}µ]}v}(}Pv]}v[]P}}lervices
Staff managers t use special technical expertise to advice & support line workers
Functional managers t responsible for one area of activity
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General Managers t responsible for complex multi-functional units
Accountability t requirement to show perf}uvµo}}v[]uu]µÀ]}
Quality of work life t overall quality of human experiences in workplace
Management Process (Functions)
Management t process of planning, organizing, leading & controlling use of resources to accomplish performance goals
Planning t setting objectives & determining what should be done to achieve them
Organizing t assigning tasks, allocating resources & coordinating work activities to accomplish work
Leading t inspiring people to work hard to achieve high performance
Controlling t measuring performance & taking action to ensure desired results
Lifelong learning t continuous learning from daily experiences
Managerial Roles t Mintzberg
Informational t exchanging & process info Interpersonal t interacting with people inside & outside work unit
Decisional t using info to make decisions to solve problems or address opportunities
Essential Managerial Skills t Katz
Skill t ability to translate knowledge into action that results in desired performance
Technical skill t to use expertise to perform task with proficiency Human skill t to work well in co-operation with
others
Emotional intelligence t ability to manage self & relationships effectively
- Self-awareness
- Self-regulation
- Motivation
- Empathy
- Social skill
Conceptual skill t to think analytically & solve complex problems
Managerial competency t skill-based capability for high performance in management job (communication, teamwork, self-
management, leadership, critical thinking, professionalism)
Chapter 2 Management Past to Present
Classical Management Approaches
1. Scientific Management (F. Taylor) t careful selection & training of workers, & supervisory support improving efficiency
a. Develop for every job a science t rules of motion, standardized work implements, proper working conditions
b. Carefully select workers with right abilities for job
c. Carefully train workers to do job & give them proper incentives to co-operate
d. Support workers by carefully planning their work
Motion study (Gilbreths) t science of reducing task to basic physical motions
2. Administrative Principles
Henri Fayol t duties: foresight, organization, command, coordination, control; & 14 principles:
1. Division of labour
2. Authority
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of individual interests
7. Remuneration
8. Centralization
9. Scalar chain (line of authority)
Scalar chain principle t clear, unbroken line of communication from top to bottom in organization
Command principle t each person receive orders from only ONE boss
Unity of Direction Principle t one person in charge of ALL activities that have same performance objective
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Mary Parker Follett t teamwork, collective responsibility
3. Bureaucracy (Weber) t rational & efficient form of organization founded on logic, order & legitimate authority
- Clear division of labour
- Clear hierarchy of
authority
- Formal rules &
procedures
- Impersonality
- Careers based on merit
Disadvantages: paperwork (red tape)
Behavioural Management Approaches
Hawthorne studies t psychological factors; study with light Mayo t made workers feel important
Hawthorne effect t tendency of persons singled out for special attention to perform as expected
Human relations movement t managers using good human relations will achieve productivity
Organizational behaviour t study of individuals & groups in organizations
Do}Á[ Theory of Human Needs t physiologicalW safety W socialW esteem W self-actualization
Needs t physiological/psychological deficiency that person wants to satisfy
Deficit principle t satisfy need not motivator for behaviour
Progression principle t need at any level only activated when previous level need is satisfied
D'P}[dZ}ÇydZ}Çz
Theory X t assumes people dislike work, lack ambition, irresponsible, prefer to be led (command & control managers)
Theory Y t assumes people willing to work, accept responsibility, self-directed & creative (participative managers)
Self-fulfilling prophecy t }µÁZv}v]vÁÇZ}v(]uv}Z[Æ]}v
Argyris t treat people positively & responsible like adults, highest productivity
Quantitative Management Approaches
Management science t use mathematical techniques to analyze & solve management problems
System t collection of interrelated parts working together for purpose
subsystem t smaller component of system
Contingency thinking t tries to match management practices with situational demands
Value chain t sequence of activities that transform raw materials into finished goods/services
Theory Z t describes management emphasizing long-term employment, consensus & teamwork
Learning organization t continuously changes & improves, using lessons of experience
21st century managers t global strategist, master of technology, inspiring leader, model of ethical behaviour
Chapter 4 Environment, Organizational Culture & Diversity
Competitive advantage t allows organization deal with market & environmental forces better than its competitors, hard to
copy
General environment t composed of cultural, economic, legal-political, & educational conditions (PEST)
Specific environment t people & groups with whom organization interacts
Stakeholders t persons, groups & institutions directly affected by organization
Value creation t creating value for & satisfying needs of, constituencies
Environmental uncertainty t lack of complete info about environment (complexity & rate of change)
External customers t purchase goods produced or utilize services provided
Internal customers t within organization, supply chain
Customers want: high quality, reasonable prices, on-time delivery & excellent service
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Description
GMS200 Exam Review Ch1, 2, 4-10, 13 Chapter 1 Dynamic New Workplace Intellectual capital J collective brainpowershare knowledge of workforce Knowledge worker J someone whose mind is critical asset to employers, add value to organization through intellect Globalization J worldwide interdependence of resource flows, product markets & business competitions Workforce diversity J differences in gender, race, age, ethnicity, able-bodiness, religious affiliation & sexual orientation among workers Prejudice J display of negative, irrational attitudes toward women & minorities Discrimination J actively denying women & minorities full benefits of organizational membership Glass ceiling effect J invisible barrier limiting career advancement of women & minorities Ethics J ZK}oZLZ}Z[Z^2}}_^]2Z_]L}L[ZZ]} Corporate governance J oversight } }KL[ZKL2KLBoD BoD J inside (chosen from senior management), outside (from other organizations & positions external to organization) Organization J collection of people working together in division of labour to achieve common purpose Open system J organizations interact with their environment to transform resources into product outputs Productivity J quantity & quality of work performance, with resource utilization Performance effectiveness J output measure of taskgoal accomplishment (quantity) Performance efficiency J input measure of resource costs associated with goal accomplishment (quality) Changing Nature of Organizations - Belief in human capital - Embrace of networking - K]Z}^ }KKL }L}o_ - New workforce expectations - Emphasis on teamwork - Concern for work-life balance - Pre-eminence of technology - Focus on speed Total quality management (TQM) (E. Deming) J manage with continuous improvement, product quality & customer satisfaction - Quality = conformance to - Quality as performance standard must be defect-free work standards - Quality comes from defect prevention, not defect correction - Quality saves money ISO Certification J indicates conformance with exact set of international quality standards Continuous Improvement J involves always searching for new ways to improve work quality & performance Quality circle J members meet periodically to discuss ways of improving quality of productsservices Manager J person who supports & is responsible for work of others (long hours, intense pace, varied tasks) Levels of Managers Top Managers J guide performance of organization as whole or one of its major parts Middle managers J oversee work of large departmentsdivisions Project managers J coordinate complex projects with task deadlines Team leaders (supervisors) J report to middle managers & directly supervise non-managerial workers Types of Managers Line managers J ] o }L]}} ]}L}}2L]]}L[ZZ] 2}}ZlZervices Staff managers J use special technical expertise to advice & support line workers Functional managers J responsible for one area of activity www.notesolution.comGeneral Managers J responsible for complex multi-functional units Accountability J requirement to show perf}KL ZoZ}}L[Z]KK]Z]Z} Quality of work life J overall quality of human experiences in workplace Management Process (Functions) Management J process of planning, organizing, leading & controlling use of resources to accomplish performance goals Planning J setting objectives & determining what should be done to achieve them Organizing J assigning tasks, allocating resources & coordinating work activities to accomplish work Leading J inspiring people to work hard to achieve high performance Controlling J measuring performance & taking action to ensure desired results Lifelong learning J continuous learning from daily experiences Managerial Roles J Mintzberg Informational J exchanging & process info Interpersonal J interacting with people inside & outside work unit Decisional J using info to make decisions to solve problems or address opportunities Essential Managerial Skills J Katz Skill J ability to translate knowledge into action that results in desired performance Technical skill J to use expertise to perform task with proficiency Human skill J to work well in co-operation with others Emotional intelligence J ability to manage self & relationships effectively - Self-awareness - Motivation - Social skill - Self-regulation - Empathy Conceptual skill J to think analytically & solve complex problems Managerial competency J skill-based capability for high performance in management job (communication, teamwork, self- management, leadership, critical thinking, professionalism) Chapter 2 Management Past to Present Classical Management Approaches 1. Scientific Management (F. Taylor) J careful selection & training of workers, & supervisory support improving efficiency a. Develop for every job a science J rules of motion, standardized work implements, proper working conditions b. Carefully select workers with right abilities for job c. Carefully train workers to do job & give them proper incentives to co-operate d. Support workers by carefully planning their work Motion study (Gilbreths) J science of reducing task to basic physical motions 2. Administrative Principles Henri Fayol J duties: foresight, organization, command, coordination, control; & 14 principles: 1. Division of labour 6. Subordination of individual interests 10. Order 2. Authority 7. Remuneration 11. Equity 3. Discipline 8. Centralization 12. Personnel tenure 4. Unity of command 9. Scalar chain (line of authority) 13. Initiative 5. Unity of direction 14. Esprit de corps Scalar chain principle J clear, unbroken line of communication from top to bottom in organization Command principle J each person receive orders from only ONE boss Unity of Direction Principle J one person in charge of ALL activities that have same performance objective www.notesolution.com
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