GMS 200 Study Guide - Final Guide: Southern African Development Community, Total Quality Management, Hawthorne Effect

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Chapter 1
Talent: Peoples talents are the ultimate foundation of organizational performance.
Intelectual Capital: Collective brainpower & knowledge of workforce used to create value. Knowledge workers mind is asset to
Diversity: Reflects differences with respect to gender, race, age. Business imperative. It can be bias because prejudice,
discrimination, glass ceiling effect.
Globalization: National boundaries of world bus disappeared. Its world wide interdependence of resource flows, product
markets & business competition, characterizes the economy.
Technology: Continuing transformation of modern workplace through internet, web, tech. Increasing demand for knowledge
workers w/ skills to fully use tech.
Ethics: Code of moral principles that set standards of conduct of whats good.
Careers: People must make sure skills are portable & of value in employment markets.
Organizations: Critical skills for success increasing new workplace-mastery, network, market. Collection of people working
together to achieve purpose, provides useful goods. Open sys composed of common related parts that function together,
transform res inputs into prod outputs. Environment supplies resource inputs, org creates work, environment consumes.
Org Performance: Value creation is imp notion, value created when Org's operations add value to original cost of inputs. Value
creation=profit, productivity, performance effectiveness, performance efficiency.
Workplace changes that provide context for studying management
-Priorities on sustainability, valuing human capital, demise of command/control, teamwork, tech, imp of networking, new
expectations, speed.
Org Environment: Economic (health of economy), legal(norms), tech(development), environment(conditions & nature)
Specific Environment: Actual organization w/ whom interacts & conducts bus. Stakeholders.
Consequences of Working in New Economy: competitive advantage, environment uncertainty, diversity & globalization.
Competitive Advantage: core competency sets org apart from competitors & gives adv. Achieves w/cost, high quality, delivery,
Environment Uncertainty: Lack of complete info w/what exists.
Dimensions: Degree of complexity & rate of change.
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Org Effectiveness: sustainable high performance in using resources to accomplish obj. System resources, internal process, good
approach, strategic constituencies.
Importance of Human Res & Managers: People aren't costs to be controlled, high performing organizations treat people as
valuable assets, managers ensure people treated as strategic assets
Manager: supports & activates work efforts & performance accomplish
Levels of Management: top managers, middle, team leaders
Responsibility of Team Leaders: Plan meetings, clarify goals, appraise performance, recommend pay raises, recruit
Types of Managers:
- Line: work activities that affect org's outputs
- Staff: technical expertise 2 advise & support efforts
- Functional: Single area of activity
- General: complex Units
Administrators: Public/Non profit org
Accountability: Requirement of one person to answer to higher authority
Quality of Work: indicator of Quality of human exp. QWL indicators: fair pay, working conditions, opportunity
Management Process: Managers achieve high performance 4 org by utilizing its human & mat res
4 Functions of Management: planning, org, leading, control
Mintzberg's Managerial 10 Role: Info(monitor, disseminatior, spokes person), interpersonal(figure head, lender, liaison) and
decisional(negotiator, disturbance handler, res allocator, entrep)
Charac of Managerial Work: Managers work long hours, intense pace, varied tasks w/ comm medic, interp relat
Agenda Setting: Develop of action priorities 4 ones job
Networking: Process of building & maintaining positive relationships
Essential Manag Skills: Skill, tech, interp, conceptual
Learning Model: Commitment to experience, inquiry & reflection, analysis & application
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Expectations 4 Modern Bus: Integrity, sustainable development, consumer protection, & human rights.
Org are Open Sys: composed of interrelated parts that function together, interact w/their environment, transfer res inputs into
prod outputs.
Chapter 2
Classical Approaches: Scientific(fredrick), admin princip(henn), bureaucratic org(max)
Scientific(Fredrick Taylor): Rules of motion, working conditions. Selects workers with right abilities for job, training workers,
& support workers.
- Motion Study: Reducing the job to basic physical motion. Eliminating wasted motions. Makes results-based compensation a
performance incentive. Design jobs with efficient work methods, selects workers with abilities to do jobs, train supervisors.
Administrative Principles(Henri Fayol): Groups & human cooperation, forward-looking management insights. Division of
labour, authority, disciple.. Rules include
-Foresight: To complete plan of action for future.
-Org: To provide & mobilize resources to implement plan.
-Command: To lead, select, evaluate workers to get best work.
-Coordination: To fit diverse efforts together & ensure information is shared.
-Control: To make things happen according to plan & take necessary action.
* Principle Scalar Chain: Clear & unbroken line of communication from top to bottom org.
-Unity of Comand: Each person should receive orders from 1 boss.
-Unity of Direction: 1 person should be in charge of all activities.
Bureaucratic Org(Max Weber): Bureaucracy defined as ideal, intentionally rational & efficient form of org based on principles
of logic, order & authority.
-Characteristics: Clear division of labour, hierarchy, rules, impersonality, careers.
-Disadvantages: Paperwork, slowness, rigidity, resistance to change, employer apathy.
Human Resources Approaches: Organizations as community, theory x & y, personality & org, theory of human needs,
hawthorne studies.
Hawthorne: Initial study examined how economic incentives & physical conditions affected worker output.
-Relay assembly test-room studies: Manipulated physical work conditions to assess impact & designed to minimize psych
factors, factors that accounted for increased productivity.
-Employee attitudes, interpersonal relations & group processes.
-Social & human concerns key to productivity, hawthorne effect (people singled out for special attention).
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