New User Special Price Expires in

Let's log you in.

Sign in with Facebook


Don't have a StudySoup account? Create one here!


Create a StudySoup account

Be part of our community, it's free to join!

Sign up with Facebook


Create your account
By creating an account you agree to StudySoup's terms and conditions and privacy policy

Already have a StudySoup account? Login here

Chapter 1 studyguide

by: Vishal Gulati

Chapter 1 studyguide MGMT 340

Vishal Gulati
GPA 3.0

Preview These Notes for FREE

Get a free preview of these Notes, just enter your email below.

Unlock Preview
Unlock Preview

Preview these materials now for free

Why put in your email? Get access to more of this material and other relevant free materials for your school

View Preview

About this Document

Chapter one from teacher notes and my self
Introduction to Organizations
Peter B. Thompson
Class Notes
Management, 340, chapter1
25 ?




Popular in Introduction to Organizations

Popular in Management

This 8 page Class Notes was uploaded by Vishal Gulati on Tuesday September 13, 2016. The Class Notes belongs to MGMT 340 at University of Illinois at Chicago taught by Peter B. Thompson in Fall 2016. Since its upload, it has received 5 views. For similar materials see Introduction to Organizations in Management at University of Illinois at Chicago.


Reviews for Chapter 1 studyguide


Report this Material


What is Karma?


Karma is the currency of StudySoup.

You can buy or earn more Karma at anytime and redeem it for class notes, study guides, flashcards, and more!

Date Created: 09/13/16
Chapter 1 Study Guide 1­1 Why Innovative management matters ● Twitter is used for all sorts of activities, from organizing protests and spreading  the word about political turbulence or natural disasters to marketing products and  gathering customer feedback. ● Square is used to process credit cards, and Dorsey’s team is looking for ways to  expand into Latin America, Asia, and Europe. Square is also creating a variety of other  products and services and is growing rapidly. ● Main point of section: Innovative applications like twitter and square  are  connecting people from all over the world.  1­2 The definition of management ● Managers:  Today, more than a million small businesses and individuals use  Square to process credit cards, and Dorsey’s team is looking for ways to expand into  Latin America, Asia, and Europe. Square is also creating a variety of other products and  services and is growing rapidly. ● In essence, managers set goals, organize activities, motivate and communicate,  measure performance, and develop people. ○ Set goals: establish goals for the group and decide what must be  done to achieve them  ○ Organize: Divide work into manageable activities and select  people to accomplish tasks ○ Motivate and communicate: Create teamwork via decisions on pay, promotions, and through communication ○ Measure: Set targets and standards; appraise performance ○ Develop people: recognize the value of employees and develop  this critical organizational asset ● Management definition  ○ The 4 functions above ○ The attainment of organizational goals in an effective and efficient  manner ● Remember this ○ Managers get things done by coordinating and motivating other  people. ○ Management often is a different experience from what people  expect. ○ Innovative management is critical in today’s turbulent world. ○ The success of Twitter and Square can be attributed to the  effectiveness of its innovative managers. ○ Management is defined as the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and  controlling organizational resources. 1­3 The four management functions ● The process of management ○ Planning: Select goals and ways to attain them  ○ Organizing: Assign responsibility for task accomplishment  ○ Leading: use influence to motivate employees ○ Controlling: Monitor activities and make corrections. 1­4 Organizational performance  ● Organization ○ is a social entity that is goal directed and deliberately structured. ■  Social entity means being made up of two or more  people.  ■ Goal directed means designed to achieve some  outcome, such as make a profit (Walmart), win pay increases for members (AFL­CIO), meet spiritual needs (United Methodist Church), or provide  social satisfaction (a college sorority). ■ Deliberately structured means that tasks are  divided, and responsibility for their performance is assigned to  organization members ● Organizational effectiveness ○ Providing a product or service that customers value. ● Organizational efficiency ○ refers to the amount of resources used to achieve an organizational  goal.  ○ Efficiency can be calculated as the amount of resources used to  produce a product or service. ●  Efficiency and effectiveness can both be high in the same organization.  ●  The ultimate responsibility of managers is to achieve high performance,  ● Performance using resources to complete organizational goals in an efficient and  effective manner ● Example:Weak sales led managers to focus on financial efficiency, which  successfully trimmed waste and boosted operating income. However, the efficiencies  damaged the company’s ability to recruit new artists, which are vital to record  companies, and also led to internal turmoil that caused some longtime acts like the  Rolling Stones to leave the label. Thus, the company’s overall performance suffered.  Managers are struggling to find the right balance between efficiency and effectiveness to  get EMI back on the right track. ● Remember this ○ An organization is a social entity that is goal directed and  deliberately structured. ○ Good management is important because organizations contribute  so much to society. ○ Efficiency pertains to the amount of resources—raw materials,  money, and people—used to produce a desired volume of output. ○ Effectiveness refers to the degree to which the organization  achieves a stated goal. ○ Performance is defined as the organization’s ability to attain its  goals by using resources in an efficient and effective manner. ○ Managers at Illumination Entertainment are concerned both with  keeping costs low (efficiency) and producing animated films such as The Lorax  that are critically and financially successful (effectiveness). 1­5 management skills ● Relationship of conceptual, human and technical skills to management ○ Nonmanagers ■ Technical skills, human skills, and then conceptual  skills ○ Middle Managers ■ Human skills, conceptual skills, and then technical  skills 1­6c Manager roles ● Role­ a set of expectations for a manager's behavior Ten manager roles. Exhibit 1.7  ● Informational ­managing by information ○ Monitor­ seek and receive info ○ Disseminator­ forward info to other organization members ○ Spokesperson­ transmit info to outsiders through speech ● Interpersonal­ managing through people ○ Figure head: greet visitors  ○ Leader­ direct and motivate employees ○ Laision­ mainiation info links inside and outside the organization  ● Decisional­managing through action ○ Entrepreneur­initiate improvement projects ○ Disturbance handler­ proper action during conflicts ○ Resource allocator: decide who gets resources ○ Negotiator: represent teams interests ● The functions of planning, organizing, leading and controlling apply to nonprofits just as they do to business organizations, and managers in nonprofit organizations use  similar skills and perform similar activities 1­7 ● Good management is just as important for small businesses and  nonprofit organizations as it is for large corporations. ● Managers in these organizations adjust and integrate the various  management functions, activities, and roles to meet the unique challenges they  face. ● Managers in small businesses often see their most important roles as  being a spokesperson for the business and acting as an entrepreneur. ● Managers in nonprofit organizations direct their efforts toward  generating some kind of social impact rather than toward making money for the  organization. ● Nonprofit organizations don’t have a conventional bottom line, so  managers often struggle with what constitutes effectiveness 1­8 ● Turbulent environmental forces have caused a significant shift in the  competencies required for effective managers. ● Traditional management competencies could include a command­and­control  leadership style, a focus on individual tasks, and standardizing procedures to maintain  stability. ● New management competencies include the ability to be an enabler rather than a  controller, using an empowering leadership style, encouraging collaboration, leading  teams, and mobilizing for change and innovation. ● Vineet Nayar, CEO of India’s HCL, illustrates many of the new management  competencies. ○ One manager who exemplifies the new management competencies  is Vineet Nayar, CEO of India’s HCL, with  employees and operations in more  than twenty­five countries. When he took over as CEO, HCL was a traditional,  hierarchical, command­and­control workplace, but Nayar shifted the mindset to  treat employees like customers. He is always on the lookout to upgrade  management competencies to serve employees and help them do their jobs better.  When HCL needed to cut expenses by million due to the global recession,  managers asked the employees to come up with ideas for cutting costs without  issuing massive layoffs 1­9 ● Managers are always on the lookout for new techniques and approaches to meet  shifting organizational needs. ● Looking at history gives managers a broader perspective for interpreting and  responding to current opportunities and problems. ● Management and organizations are shaped by forces in the larger society.  1­10 ● Scientific management emphasizes scientifically determined jobs and  management practices as the way to improve efficiency and labor productivity. ● However, because scientific management ignores the social context and workers’  needs, it can lead to increased conflict and clashes between managers and employees.  ● The manner of change could be determined only by scientific study; hence  the  label scientific management emerged.Taylor suggested that decisions based on rules of  thumb and tradition be replaced with precise procedures developed after careful study of  individual situations ● Taylor calculated that with the correct movements, tools, and sequencing, each  man was capable of loading 45.6 tons per day instead of the typical 12.5 tons ● Surgeons were able to save countless lives through the application of time and  motion study 1.11 Characteristic of weberian bureaucracy:  ● Division of labor with clear definitions or authority and responsibility ● Positions organized in a hierarchy of authority ● Managers subject to rules and procedures that will ensure reliable predictable  behavior ● Management separate from the ownership of the organization ● Administrative acts and decisions recorded in writing  ● Personal select and promoted based on technical qualifications 1­11A ● Folett addressed issues that are timely toda, such employees as aethics, power,  and leading in a way that encourages employees to give their best   ● Randomly select workers into one group or another. One group you do the  experiment too and one group you don’t do anything. Experimental vs control group. ● Maybe the dim the lights to see the difference ● Break times  Compared the productivity ● Noticed the productivity was up for both groups ● Due to them being watched, they worked harder ● Agree or disagree questions 1­11c Human capital ● Abraham Maslow ● Douglas McGregor Human capital: People are assets to be enhanced not costs to be minimized 1­11d Behavioral sciences approach ● The behavioral sciences approach uses scientific methods and draws from  sociology, psychology, anthropology, economics and other disciplines to develop theories about human behavior and interaction in an organizational setting. ● To improve the organization's health and effectiveness through its ability to cope  with change, improve internal relationships, and incase problem­ solving capabilities  Remember this  ● The humanistic perspective emphasized understanding human behavior, needs,  and attitudes in the workplace. ● Mary Parker Follett and Chester Barnard were early advocates of a more  humanistic approach to management. ● Follett emphasized worker participation and empowerment, shared goals, and  facilitating rather than controlling employees. Barnard’s contributions include the  acceptance theory of authority. ● The human relations movement stresses the satisfaction of employees’ basic  needs as the key to increased productivity. ● The Hawthorne studies were important in shaping ideas concerning how  managers should treat workers. ● The human resources perspective suggests that jobs should be designed to meet  people’s higher­level needs by allowing employees to use their full potential. ● The behavioral sciences approach draws from psychology, sociology, and other  social sciences to develop theories about human behavior and interaction in an  organizational setting. ● Many current management ideas and practices can be traced to the behavioral  sciences approach. 1­12 Management Science ● Exhibit 1.12  ● Theory X­ human nature is lazy and the only way to get people to get them to  work is with incentive or  ● Theory y­ people like to work. Do what you love and the money will follow  ● The quantitative perspective­ this view is distinguished for its application of  mathematics, statistics, and other quantitative techniques to management decision making and problem solving. Remember this ● Management science became popular based on its successful application in  solving military problems during World War II. ● Management science, also called the quantitative perspective, uses mathematics,  statistical techniques, and computer technology to facilitate management decision  making, particularly for complex problems. ● The Walt Disney Company uses management science to solve the problem of  long lines for popular rides and attractions at its theme parks. ● Three subsets of management science are operations research, operations  management, and information technology. ● Quants have come to dominate decision making in financial firms, and the Wall  Street meltdown in 2007–2008 shows the danger of relying too heavily on a quantitative  approach. ● Management scholar Peter Drucker’s classic 1946 book Concept of the  Corporations parked a dramatic increase in the academic study of business and  management. Exhibit 1.13 Without understanding system casualty, top managers would fail to understand why advertising  budgets could cause inventory delays and temporarily reduce ..._____ There is no one best way 1­13c Total quality management Four significant elements of quality management are employee involvement, focus on the  customer, benchmarking, and continuous improvement, often referred to as Kaizen Continuous improvement is the implementation of small incremental improvements in all areas  of the organization on an ongoing bias  Edward Demings ● he would go to companies and give them more ideas about being efficient but  wasn’t taken seriously. WWII came along and everything get bombed. Quality became  poor and Demming was trying to get people to understand how to be efficient and so he  went to japan and was actually listened too and praised  ● Make improvements continuously  Quality is defined as meet customers requirements A system is a set of interrelated parts that function as a whole to achieve a common purpose.  An organization is a system Systems thinking means looking not just at discrete parts of an organizational situation but also  at the continually changing interactions among the parts. Subsystems­ are parts of a system that depends on one another for their functioning. 1­14 Innovative management thinking for a Changing world  Management itself is subject to improvement  1­14b The first rule of any technology used in a business is that automation applied to an efficient  operation will magnify the efficiency. The second is that automation applied to an inefficient  operation will magnify the inefficiency  Exhibit 1.15 Supplyu chain info In India, for example, Walmart managers have invested in an efficient supply chain that  electronically links farmers and small manufacturers directly to the stores, maximizing value for  both ends.


Buy Material

Are you sure you want to buy this material for

25 Karma

Buy Material

BOOM! Enjoy Your Free Notes!

We've added these Notes to your profile, click here to view them now.


You're already Subscribed!

Looks like you've already subscribed to StudySoup, you won't need to purchase another subscription to get this material. To access this material simply click 'View Full Document'

Why people love StudySoup

Jim McGreen Ohio University

"Knowing I can count on the Elite Notetaker in my class allows me to focus on what the professor is saying instead of just scribbling notes the whole time and falling behind."

Anthony Lee UC Santa Barbara

"I bought an awesome study guide, which helped me get an A in my Math 34B class this quarter!"

Jim McGreen Ohio University

"Knowing I can count on the Elite Notetaker in my class allows me to focus on what the professor is saying instead of just scribbling notes the whole time and falling behind."

Parker Thompson 500 Startups

"It's a great way for students to improve their educational experience and it seemed like a product that everybody wants, so all the people participating are winning."

Become an Elite Notetaker and start selling your notes online!

Refund Policy


All subscriptions to StudySoup are paid in full at the time of subscribing. To change your credit card information or to cancel your subscription, go to "Edit Settings". All credit card information will be available there. If you should decide to cancel your subscription, it will continue to be valid until the next payment period, as all payments for the current period were made in advance. For special circumstances, please email


StudySoup has more than 1 million course-specific study resources to help students study smarter. If you’re having trouble finding what you’re looking for, our customer support team can help you find what you need! Feel free to contact them here:

Recurring Subscriptions: If you have canceled your recurring subscription on the day of renewal and have not downloaded any documents, you may request a refund by submitting an email to

Satisfaction Guarantee: If you’re not satisfied with your subscription, you can contact us for further help. Contact must be made within 3 business days of your subscription purchase and your refund request will be subject for review.

Please Note: Refunds can never be provided more than 30 days after the initial purchase date regardless of your activity on the site.