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MBUS 301

by: Jordane Metenou

MBUS 301 MBUS 301

Jordane Metenou
GPA 3.0
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Chapters 1, 4, and 13 notes
Managing People in Organizations
Linda Medlock
Class Notes
Managing People & Organizations




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This 4 page Class Notes was uploaded by Jordane Metenou on Thursday August 25, 2016. The Class Notes belongs to MBUS 301 at George Mason University taught by Linda Medlock in Fall 2016. Since its upload, it has received 3 views.


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Date Created: 08/25/16
Chapter 1 Managing Effectively in a Global World Monday, August 15, 2016 9:17 PM Management: • The process of working with people and resources to accomplish organizational goals • Efficiently, effectively The Four Functions of Management: • Planning: specifying goals and deciding the actions needed to achieve those goals • Leading: stimulating people to be high performers • Organizing: assembling and coordinating the resources needed to achieve goals • Controlling: monitoring and reacting to performance Four Different Levels of Managers: • Top-level managers: senior executives responsible for the overall management and effectiveness of the organization • Middle-level managers: managers located in the middle layers of the organizational hierarchy, reporting to top-level executives • Frontline managers: lower-level managers who execute the operational activities of the organization • Team leader: employees who are responsible for facilitating successful team performance Three Roles That All Managers Perform: • Interpersonal roles: leader, liaison, figurehead • Informational roles: monitor, disseminator, spokesperson • Decision roles: entrepreneur, disturbance handler, negotiator Managers Need Three Broad Skills: • Technical skills: ability to perform a specialized task involving a particular method or process; ex: web design • Conceptual and decision skills: ability to identify and resolve problems for the benefit of the organization and its members; ex: picking a location for a new office • Interpersonal and communication skills: ability to lead, motivate,and communicate effectively with others, soft skills; ex: counseling employees • Successful managers often demonstrate a set of interpersonal skills known as emotional intelligence (EQ): understanding yourself, managing yourself, dealing effectively with others Today's Realities: • Business operates on a global scale • Technology is continuously advancing • Knowledge management is critical • Collaboration boosts performance • Diversity needs to be leveraged Sources of Competitive Advantage: • Innovation: the introduction of new goods and service -----often the most important innovation is not the product itself, but how it is delivered • Quality: the excellence of your product (goods or services) ----historically, quality referred to attractiveness,lack of defects, reliability, and long-term dependability • Service: the speed and dependability with which an organization delivers what customers want • Speed: fast and timely execution, response, and delivery of results • Cost competitiveness: keeping costs low to achieve profits and be able to offer prices that are attractive to consumers • Don't assume that you can settle for delivering just one source of competitive advantage ----the best managers and companies deliver them all ----trade-offs may occur among the five sources of competitive advantage, but this doesn’t need to be a zero-sum game Chapter 4 Ethics and Corporate Responsibility Thursday, August 25, 2016 12:44 PM • Ethics: the moral principles and standards that guide the behavior of an individual or group • Most of us think we are good decision makers, ethical, and unbiased. ----but most people have unconscious biases that favor themselvesand their own group • Managers often: ----hire people who are like them ----think they are immune to conflicts of interest ----take more credit than they deserve ----blame others when they deserve some blame themselves Ethics • Ethical issue: situation, problem, or opportunity in which an individual must choose among several actions that must be evaluated as morallyright or wrong • Business ethics: the moral principles and standards that guide behavior in the world of business Ethical systems • Moral philosophy: principles, rules, and values people use in deciding what is right or wrong. • Universalism:the ethical system stating that all people should uphold certain values that society needs to function Caux Principles • Caux principles: ethical principles established by international executives based in Caux, Switzerland, in collaborationwith business leaders from Japan, Europe, and the United States • Kyosei:living and working together for the commongood, allowing cooperationand mutual prosperity to coexistwith healthy and fair competition • Human dignity: concerns the value of each person as an end, not a means to the fulfillment of others' purposes Ethical systems • Egoism: an ethical principle holding that individual self-interest is the actual motiveof all conscious action • Utilitarianism: an ethical system stating that the greatest good for the greatest number should be the overriding concern of decision makers. • Relativism:philosophy that bases ethical behavior on the opinions and behaviors of relevant other people • Virtue ethics: perspectivethat what is moral comes from what a mature person with "good" moral character would deem right Kohlberg's Stages of Moral Development • Preconventionalstage: make decisions based on immediateself-interest • Conventionalstage: make decisions that conformto expectationsof groups and institutions like family, peers, and society • Principled stage: make decisions based on self-chosen ethical principles Ethics and the Law • Sarbanes-Oxley Act: an act that established strict accounting and reporting rules to make senior managers more accountable and to improve and maintain investorconfidence The Ethical Climate Influences Employees • Ethical climate: in an organization, the processes by which decisions are evaluated and made on the basis of right and wrong Ethics Programs • Compliance-based ethics programs: company mechanisms typically designed by corporatecounsel to prevent, detect, and punish legal violations • Integrity-based ethics programs: company mechanismsdesigned to instill in people a personal responsibility for ethical behavior Ethical Decision Making Making ethical decisions takes: Making ethical decisions takes: • Moral awareness: realizing the issue has ethical implications • Moral judgment: knowing what actions are morally defensible • Moral character the strength and persistence to act in accordance with your ethics despite the challenges Corporate Social Responsibility • Economicresponsibilities: to produce goods and services that societywants at a price that perpetuates the business and satisfies its obligations to investors • Legal responsibilities: to obey local, state, federal, and relevant international laws • Ethical responsibilities: meeting other social expectations,not written as law • Philanthropic responsibilities: additional behaviors and activities that society finds desirable and that the values of the business support • Transcendent education: and education with five higher goals that balance self-interest with responsibility to others; empathy, generativity,mutuality, civil aspiration, intolerance of ineffective humanity Do Businesses Really Have a Social Responsibility? • Shareholder model:theory of corporate social responsibility that holds that managers are agents of shareholders whose primary objectiveis to maximizeprofits • Stakeholder model: theory of corporatesocial responsibility that suggests that managers are obliged to look beyond profitability to help their organizations succeed by interacting with groups that have a stake in the organization You can Do Good and Do Well • Profit maximizationand corporate social responsibility used to be regarded as leading to opposing policies. But the two views can converge • Recent attention has also been centered on the possible competitiveadvantage of socially responsible actions DevelopmentCan Be Sustainable • Ecocentric management:goal is the creation of sustainable economicdevelopmentand improvementof quality of life worldwide for all organizational stakeholders • Sustainable growth: economicgrowth and developmentthat meet present needs without harming the needs of future generations • Life-cycle analysis (LCA): a process of analyzing all inputs and outputs, though the entire "cradle- to-grave" life of a product, to determine total environmental impact Chapter 13 Communicating Friday, September 2, 2016 1:32 PM InterpersonalCommunication • Communication:the transmission of information and meaning from one party to another through the use of shared symbols • One-way communication:a process in which information flows in only one direction----from the sender to the receiver, with no feedback loop • Two-way communication:a process in which informationflows in two directions----the receiver provides feedback, and the sender is receptiveto the feedback One-wayCommunicationis common • The sender has a "meaning" to communicateand encodes the meaning into symbols • Then the sender transmits the message through some channel • The receiver decodes the message and interprets its meaning • The receiver may provide feedback to the sender by encoding a message in response • Noise: interference in the system;blocks perfect understanding • Examples of Noise: ringing telephones; thoughts about other things; simple fatigue or stress CommunicationPitfalls • Perception:the process of receiving and interpreting information • Filtering: the process of withholding, ignoring, or distorting information CommunicationsFlow Through Different Channels • Oral communication:included face-to-face discussion, telephone conversations,and formal presentations and speeches • Written communication:includes texts, email, memos,letters, reports, computerfiles, and other written documents ElectronicMedia Offer Flexible, EfficientChannels • Web 2.0: a set of internet based applications that encourage user provided content and collaboration;social networking, podcasts, RSS, and wikis • Virtual office: a mobile office in which people can work anywhere, as long as they have the tools to communicatewith customers and colleagues • Media richness: the degree to which a communicationchannel conveys information Tips for making formal presentations more powerful! • Spend adequate time on the content of your presentation • Clearly understand the objective of your presentation • Tell the audience the purpose of the presentation • Provide meaning, not just data • Practice, practice, practice • Rememberthat a presentation is more like a conversationthan a speech • Rememberthe incredible power of eye contact • Allow imperfection • Be prepared to answer tough questions • Provide a crisp wrap-up to a question-and-answer session NonverbalSignalsConvey Meaning,too The following suggestions can help you send positivenonverbal signals: 1. Use time appropriately 2. Make your office arrangement conductive to open communication 3. Rememberyour body language Receivers Can Improve Their Listening,Reading,and ObservationalSkills • Reflection:Process by which a person states what he or she believes the other person is saying


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