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Exam 1 Study Guide

by: Lauren Shane

Exam 1 Study Guide BA316

Marketplace > University of Oregon > Business > BA316 > Exam 1 Study Guide
Lauren Shane
Management: Value through People
Nicole Wilson

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Management: Value through People
Nicole Wilson
Study Guide
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This 3 page Study Guide was uploaded by Lauren Shane on Sunday December 6, 2015. The Study Guide belongs to BA316 at University of Oregon taught by Nicole Wilson in Fall 2015. Since its upload, it has received 55 views. For similar materials see Management: Value through People in Business at University of Oregon.

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Date Created: 12/06/15
BA316 Exam 1 Review Definitions of management The art of getting things done through people The pursuit of organizational goals efficiently and effectively by integrating the work of people through planning organizing leading and controlling the organization s resources Efficiency Means to use resources people money raw materials wisely and cost effectively Effectiveness Means to achieve results to make the right decisions and to successfully carry them out so that they achieve the organization s goals 4 functions of management Planning You set goals and decide how to achieve them Organizing You arrange tasks people and other resources to accomplish the work Leading You motivate direct and otherwise in uence people to work hard to achieve the organization s goals Controlling You monitor performance compare it with goals and take corrective action as needed Management pyramid J 9 if A 1 2 alternatives to pyramid Drucker s Orchestra model Holacracy Little to no management example is Amazon Entrepreneur Takes risks to create a new empire Sees a new opportunity for a product or service and launches a business to try to realize it Intrapreneur Someone who works in an existing organization and sees a new opportunity for a product or service and mobilizes the organization s resources to try to realize it 3 roles of a manager Interpersonal Interact with employees Informational Receive and communicate information Decisional Make decisions to solve problems BA316 Exam 1 Review Historical perspectives Classical Emphasizes nding ways to manage work more ef ciently Taylor s scienti c management Soldiering is deliberately working at less than full capacity Behavioral Emphasizes importance of human behavior and motivating employees Hawthorne studies Employees work harder if they receive added attention Quantitative Emphasizes the application of techniques like statistics computer simulations Contemporary perspectives Systems A set of interrelated parts that operate together to achieve a common purpose Four parts are inputs transformational processes outputs and feedback Contingency Emphasizes that a managers approach should vary according to the individual and environmental situation Example is fringe bene ts Quality management Quality control Strategy for minimizing errors by managing each stage of production Quality assurance Focuses on the performance of workers urging employees to strive for zero defects Total quality management Making continuous improvement a priority getting every employee involved listening to and learning from employees and customers Benefits of teamwork Increased productivity speed quality and cohesiveness Reduced costs and destructive internal competition Group Freely acting individuals who share norms and goals and have a common identity Team Group of people who are committed to a common purpose and goals Stages of team development Forming Getting oriented and acquainted Leaders should allow time to socialize Storming Emergence of individual personalities and roles as well as con icts within group Leaders should encourage members to share ideas voice disagreements work thru con ict Norming Con icts are resolved close relationships develop and unity emerges Performing Members concentrate on solving problems and completing task at hand Leaders should give empowerment Adj ouming Prepare for disbandment Leader should ease transition and highlight lessons learned 9 considerations in building highachieving teams Cooperation trust cohesiveness the most important 3 Performance goals and feedback and motivation through mutual accountability m 29 people is ideal any more people you risk social loa ng Roles Socially determined expectation of how to act in speci c situation Task roles Getting the teams tasks done Maintenance roles Relationshiporiented role BA316 Exam 1 Review Norms General guidelines Awareness of groupthink Group s blind unwillingness to consider alternatives Con ict Process in which one party perceives that its interests are being opposed and negatively affected by another party Dysfunctional con ict Hinders performance Functional con ict Benefits the main purposes of organization and its interests 0 Programmed con ict Devil s advocacy Dialectic method Con ict management styles Avoiding accommodating forcing compromising problem solving Triple bottom line Measures an organization s social environment and financial performance People Planet Profit Social audit Systematic assessment of a company s performance in implementing socially responsible programs Internal stakeholders Employees owners board of directors External stakeholders People or groups in the organizations external environment that are affected by the organization Ethics Standards of right and wrong that in uence behavior Values Relatively permanent and deeply held underlying beliefs and attitudes that help determine a person s behavior 4 approaches to ethical dilemmas Utilitarian For the greatest good Individual For your greatest selfinterest long term Moral rights Respecting fundamental rights shared by everyone Justice Respecting impartial standards of fairness Corporate social responsibility Duty to take actions that will bene t the interests of society as well as the organization Philanthropy Improve operational effectiveness Transform business model


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