Management Roles, Functions and Styles

• A manager's role is to achieve organizational goals.
• Four key resources managers utilize are: human (people), financial (capital), physical (inventory/equipment), and informational (training/knowledge).

Functions of a Manager

• Planning: setting objectives.
• Organizing: delegating, coordinating, and allocating resources to achieve objectives.
• Leading: motivating and influencing others to achieve goals.
• Controlling: monitoring progress and taking corrective actions.

Managerial Activities

• Top Managers focus on planning and organizing.
• Middle Managers engage in planning, organizing, leading, and controlling.
• First-Line Managers concentrate on leading and controlling.

Management Styles

• Autocratic: Directive style for the lowest-level workers.
• Consultative: Directive but explains the "why" for moderately capable workers.
• Participative: Supportive and involving for highly capable workers.
• Empowering: For outstanding, self-sufficient workers.

Theory

• Theories explain, predict, and control, building upon previous knowledge.

Capability

• Capability is a combination of ability and motivation.

Hawthorne Effect

• Group performance improves when under observation.

Theory X/Y

• Theory X assumes negative traits in employees.
• Theory Y assumes employees are motivated, creative, and enjoy their work.

Systems Theory

• All components impact each other and work together.

Contingency Theory

• Management approach should adapt to the situation.

Behavioral Theory

• Valuing employees as individuals can increase productivity.

External Environment

• Factors outside the organization that affect its performance, such as customers, technology, competition, and society.

Scientific Management

• Optimizes efficiency through scheduling, training, job specialization, and incentives.

Internal Environment

• Factors within the organization influencing the mission and culture.

Culture

• Shared values, beliefs, actions, and behaviors within an organization.

Levels of Culture

• Level 1: Artifacts/Behaviors, the physical and social environment (e.g., idea boxes, free samples).
• Level 2: Values, demonstrated through actions (e.g., hard work, community involvement).
• Level 3: Basic Assumptions, core beliefs about the world.

Onion Layers of Culture (Outer to Inner)

• Artifacts/Behaviors.
• Espoused Values.
• Basic Assumptions.

Global Environment

• Influenced by technology and transportation advancements.

Ethics

• Standards of right and wrong that influence behavior.

Whistle Blowing

• Programs that allow employees to report unethical behavior without fear of reprisal.

Five Artifacts/Elements of Culture

• Heroes: Individuals who embody the organization's values.
• Stories: Narratives that communicate the organization's identity and values.
• Slogans: Catchphrases that reinforce the organization's mission.
• Symbols: Objects or images representing the organization's values.
• Ceremonies: Events that celebrate and reinforce the organization's culture.

Four-Way Test

• Ethical decision-making framework: Is it the truth? Is it fair to all concerned? Will it build goodwill and better relationships? Is it beneficial to all concerned?

"Glad You Asked" Method

• Being able to honestly and proudly explain decisions to others.

Organizational Code of Conduct

• Specific policies aligned with the mission statement, enforced from top-down.

Stakeholders Approach

• Considering whether stakeholders would approve of a decision.

Three-Step Checklist

• Evaluating if an action violates laws, company/professional standards, and who is affected.

Justifying Unethical Behavior

• Displacement of Responsibility: "It's not my fault."
• Diffusion of Responsibility: "It was the group's fault."
• Advantageous Comparison: "I'm not as bad as..."
• Attribution of Blame: Blaming others for one's actions.
• Euphemistic Labeling: Using mild language to downplay unethical actions.
• Disregard/Distortion of Consequences: Minimizing the harm caused by one's actions.

Three Global Attitudes

• Ethnocentrism.
• Polycentric.
• Geocentric.

Global Attitude Definitions

• Ethnocentrism: Believing one's own country's methods are the best.
• Polycentric: Believing host country employees should manage operations there.
• Geocentric: Seeking the best approach on a case-by-case basis.

International Business

• A company in one country doing business in others.

Multinational Business

• A company with operations in multiple countries.

Transnational Business

• A company that has eliminated geographical barriers and operates globally in different world regions.

Global Sourcing

• Obtaining resources from the cheapest/best locations worldwide.

Licensing

• Granting the right to use a product, service, or property for a fee.

Franchising

• Licensing the entire company to a franchisee for fees and royalties.

Joint Venture

• Two companies sharing ownership of a new business opportunity.

Strategic Alliance

• Two separate companies collaborating.

Contracting

• A company manufacturing products for another to sell under its own brand.

Direct Investment

• Building, buying, or operating facilities in a foreign country.

Diversity

• Variety of people with different group identities in the workplace.

Affirmative Action

• Aiming to create equal opportunities.

Benefits of Diversity

• Improved decision-making, greater innovation, representation of different groups, stronger monitoring.

Called to Fill and Subdue the Earth

• By multiplying tasks and developing the earth.

Ministry of Competence

• Demonstrating Christ's light through excellent work.

Limits of Work

• Work will not be our salvation or define our identity.