Principles of management.pdf

Chapter 1 Efficiency and Effectiveness Efficiency: "Doing things right"—minimizing resource usage and waste. Effectiveness: "Doing the right things"—achieving organizational goals. Example: A manager who uses fewer resources to achieve a goal is efficient. A manager who achiev...

Chapter 1 Efficiency and Effectiveness Efficiency: "Doing things right"—minimizing resource usage and waste. Effectiveness: "Doing the right things"—achieving organizational goals. Example: A manager who uses fewer resources to achieve a goal is efficient. A manager who achieves the right goals is effective. Definition of a Manager: Individuals in an organization who direct and oversee the activities of other people in the organization so organizational goals can be accomplished. Managers can be found at all levels : ○ Top Managers: Make organization decisions and establish plans and goals. ○ Middle Managers: Manage the activities of other managers. ○ First-Line Managers: Direct the activities of non-managerial employees. Management Function - Henri Fayol Planning: Setting goals, establishing strategies, and developing plans to coordinate activities. Organizing: Determining what needs to be done, who is to do it, and how it will be done Leading: Motivating, leading, and any other actions involved in dealing with people. Controlling: Monitoring activities to ensure that they are being accomplished as planned. Roles of Manager Interpersonal Role - Involves interactions with other people both inside and outside the organization. 1. Figurehead - The manager perform symbolic and ceremonial duties - Ex: Hosting Guest 2. Leader - Manager is responsible for directing and motivating employees, staffing and training. - Ex: Hiring and training staff, motivating employees 3. Liaison - The manager maintains a network of contacts outside the immediate work unit to obtain information and favors. - Ex: Networking with other managers, engaging with external stakeholder. Informational Role - These roles involve receiving, collecting and disseminating information. 1. Monitor - The manager seeks and receives a wide variety of information to develop a through understanding of the organization and its environment. - Ex: Reading reports, staying updated with industry trends.  2. Disseminator - The manager transmits information received from an outsider or from subordinates to members of the organization. - Ex: Sharing information, Communicating important information to employees. 3. Spokesperson - The manager provides information to people outside the organization. Decisional roles - These roles involve making decisions or choices 1. Entrepreneur - The manager initiates and oversees new projects that will improve the organization’s performance. - Ex: Implementing new projects, Identifying opportunities for innovation 2. Disturbance Handler - The manager takes corrective action when the organization faces an important, unexpected disturbance. - Ex: Addressing conflicts, Resolving urgent issues 3. Resource Allocator - The manager decides where the organization will expend its resources. - Ex: Allocating budget, Assigning staff to projects. 4. Negotiator - The manager represents the organization in major negotiations. - Ex: Negotiating Contracts, Resolving disputes with supplier 3 Management Skills Technical Skills: - Knowledge and proficiency in a specific field. - These skills are particularly important for lower level managers/ first line managers who work directly with employees on tasks and processes. - Ex: Understanding how to use specific software or tools relevant to the industry Human Skills: - Ability to work well with other people both individually and in a group. - These skills are critical at all levels of management as they facilitate communication, motivation, leadership, and conflict resolution. - Ex: Building & Maintaining relationships, fostering teamwork, and maintaining employees Conceptual Skills: - Ability to think and conceptualize abstract and complex situations. -These skills are critical for top-level managers who need to understand how different functions of the organization relate to one another and how the organization fits into the broader environment. - Ex: Strategic planning, decision making, Identifying problem The Management Process Chapter 2 Henri Fayol - Father of General Administration An approach to management that focuses on describing what managers do and what constitutes good management practice. 14 Principles of Management 1. Division of Work: Specialization increases efficiency by allowing employees to focus on specific tasks. 2. Authority: Managers must have the authority to give orders, and with that authority comes responsibility. 3. Discipline: Employees must obey and respect the rules and agreements that govern the organization. 4. Unity of Command: Each employee should receive orders from only one superior to avoid confusion. 5. Unity of Direction: The organization should have a single plan of action  to guide managers and workers. 6. Subordination of Individual Interests to the general interest: The interests of the organization should take precedence over individual interests. 7. Remuneration: Workers must be fairly compensated for their work. 8. Centralization: The degree to which decision-making is concentrated at the top of the organization. 9. Scalar Chain: The line of authority from top management to the lowest ranks represents the chain of command. 10. Order: There should be a place for everything and everyone, and everything should be in its place. 11. Equity: Managers should be kind and fair to their subordinates. 12. Stability of Tenure of Personnel: Job security and career development are important to employee satisfaction and organizational stability. 13. Initiative: Employees should be encouraged to take initiative within the organization. 14. Esprit de Corps: Promoting team spirit will build harmony and unity within the organization. F.W. Taylor - Frederick Winslow Taylor - Father of scientific Management - Taylor believed that by scientifically studying work processes, managers could find the "one best way" to perform tasks and achieve optimal performance. Max Weber - Bureaucracy, as defined by Weber, is an ideal organizational structure featuring a clear hierarchy, specialized division of labor, formal rules, and impersonal relationships. He considered it the most efficient and rational method for organizing activities, especially in large organizations and governments. Peter Drucker - Father of modern business management Managerial Decisions Influenced By Culture PLANNING The degree of risk that plans should contain Whether plans should be developed by individuals or teams The degree of environmental scanning in which management will engage ORGANIZING How much autonomy should be designed into employees’ jobs Whether tasks should be done by individuals or in teams. The degree to which department managers interact with each other. LEADING The degree to which managers are concerned with increasing employee job satisfaction. What leadership styles are appropriate Whether all disagreements - even constructive ones - should be eliminated. CONTROLLING Whether to impose external controls or to allow employees to control their own actions. What criteria should be emphasized in employee performance evaluations. What repercussions will occur from exceeding one’s budget Management By Wandering Around - Tom Peter - A style of business management ( May also gather info by listening to employees) - It involves manager wandering around, in a unstructured manner, through their workplace - To check with employees, equipment, or on the status of ongoing work. The External Environment Definition: The external environment consists of factors outside the organization that can affect its performance. Components: ○ General Environment: Includes broad forces such as economic, technological, sociocultural, demographic, political/legal, and global conditions. ○ Specific Environment: Directly affects an organization’s operations, including customers, competitors, suppliers, and regulatory agencies. Globalization - The increasing interconnectedness of the world’s economies, cultures, and populations through cross-border trade, investment, and information technology. Multinationcal Corporation (MNC) 1. Multidomestic Corporation A multidomestic corporation is an international company that customizes its products and strategies to meet the specific needs of each local market it operates in. Key features include: Focus on differentiation: Products and marketing are tailored to fit local preferences and conditions. Independent Operations: Decision-making authority is distributed to local subsidiaries, which operate with significant autonomy.  Focus on Local Responsiveness: The company adapts quickly to changes in local markets and consumer needs. 2. Transactional borderless organization - A transnational (borderless) organization operates globally without being confined by national boundaries. It aims for seamless integration of its operations across different countries while maintaining some local adaptability. Key features include: Global Integration: Coordinated strategies and processes across countries. Flexible Structure: Adaptable to both global and local needs. Cross-Border Operations: Utilizes resources and knowledge from around the world. Knowledge Sharing: Spreads innovations and best practices globally. Corporate Social Responsibility (CSR): The obligation of organizations to make decisions that are not only profitable but also protect and improve society's welfare. Classic View ( Milton Friedman ) : The primary responsibility of a business is to maximize shareholder wealth, focusing on profit maximization and financial returns for investors. Examples: Traditional Manufacturing Firms: Historically, companies focused primarily on production efficiency and financial gains, often at the expense of environmental or social considerations. Socioeconomic View (Edward Freeman) : This perspective argues that businesses have a broader responsibility beyond profit maximization. It emphasizes the importance of addressing social, environmental, and ethical concerns in addition to financial goals. Examples: Companies with CSR Programs: Many modern companies actively engage in CSR activities, such as reducing carbon footprints, supporting charitable causes, and ensuring fair labor practices, to align with the socioeconomic view. Ethics in Management: The principles, values, and beliefs that define what is right and wrong behavior for managers and organizations. ○ Ethical Dilemmas: Managers often face situations where they must balance organizational goals with ethical considerations. ○ Promoting Ethical Behavior: Codes of ethics, ethical training programs, and leadership commitment are crucial to fostering an ethical workplace. Chapter 4 : Decision Making 1. Definition of Decision Making  Decision Making: The process of identifying and choosing alternative courses of action to solve a problem or achieve a goal. 2. Types of Decisions Programmed Decisions: ○ Definition: Routine, repetitive decisions that can be handled by established procedures or rules. ○ Characteristics: Typically involve well-defined problems and predictable outcomes. ○ Example: Ordering office supplies based on standard inventory levels. Non-Programmed Decisions: ○ Definition: Non-routine decisions that require unique solutions and are typically made in response to unstructured problems. ○ Characteristics: Involve uncertainty and complexity, requiring more judgement and creativity. ○ Example: Developing a new product line or entering a new market. Chapter 5 Plan : A plan is a statement intended to accomplish a goal. Planning: Defining the organization’s goal (objectives), establishing strategies. Why do Managers Plan? - Provide direction - Reduces uncertainty - Minimizes waste and redundancy - Sets the standards for controlling Management by Objectives (MBO) A goal-setting and performance management system in which managers and employees work together to set clear, measurable objectives, and then assess progress toward these objectives. Includes three basic parts: - Mutually set and agreed upon objectives. - Performance reviews conducted periodically. - Employees rewarded upon reaching goals. Benefits of MBO Clear Objectives: Provides a clear understanding of what is expected and how performance will be measured. Motivation and Engagement: Involves employees in goal-setting, which can increase motivation and commitment. Improved Communication: Enhances communication between managers and employees regarding goals and performance. Setbacks of MBO ❖ Time consuming ❖ Increased paperwork MBO Process Designing Organizational Struture Organizational Design : The process of creating or changing an organization’s structure to achieve its goals more effectively. It involves arranging and organizing resources and tasks to ensure smooth operations and coordination. 1. Division of Labor (Work Specialization) Definition: The process of dividing tasks and responsibilities among employees and departments. Specialization: Allows employees to focus on specific tasks, leading to increased efficiency and expertise. Implications: Helps improve productivity but requires effective coordination between specialized units. 2. Departmentalization Definition: The way in which an organization groups its tasks and activities into departments. Types: ○ Functional: Based on specialized functions (e.g., marketing, finance). ○ Product: Grouping jobs by product line ○ Process: Grouping jobs on the basis of product or customer flow. ○ Customer: Grouping jobs by type of customer and needs Implications: Influences communication, coordination, and resource allocation within the organization. 3. Chain of Command Definition: The line of authority within an organization, detailing who reports to whom. Hierarchical Levels: Establishes reporting relationships and decision-making authority. Implications: Ensures clarity in communication and authority but can become rigid and hierarchical if not managed well. 4. Span of Control  Definition: The number of subordinates that a manager can effectively oversee. Wide Span: More subordinates per manager, often associated with flat organizational structures. Narrow Span: Fewer subordinates per manager, typical in tall organizational structures. Implications: Affects managerial workload, communication efficiency, and organizational flexibility. 5. Centralization vs. Decentralization Centralization: ○ Definition: Concentration of decision-making authority at the top levels of management. ○ Implications: Provides uniformity and control but may reduce flexibility and responsiveness. Decentralization: ○ Definition: Distribution of decision-making authority to lower levels in the organization. ○ Implications: Encourages local decision-making and responsiveness but can lead to inconsistencies. 6. Formalization Definition: The extent to which roles, procedures, and rules are standardized within an organization. High Formalization: Emphasizes strict rules and procedures, leading to consistency and predictability. Low Formalization: Allows for more flexibility and less rigid procedures. Human Resource Management (HRM) - The process of managing people in organizations to achieve organizational goals. It involves recruiting, developing, and managing employees to maximize their contributions. HRM PROCESS External Factors that affect the Human Resource Management Process - The economy: Lasting impact of the great recession - Labor Union: An organization that represents workers and seeks to protect their interest through collective bargaining Organizing Human Resource Planning : Ensuring that the organization has the right number and kinds of capable people in the right places and at the right times. Two Steps : - Assessing current human resources - Meeting future HR needs Current assessment 1. Job Analysis : An assessment that defines jobs and the behaviors necessary to perform them. 2. Job Specifications : A written statement of the minimum qualifications a person must possess to perform a given job successfully. 3. Job description: A written statement that describes a job. Recruitment and Decruitment Recruitment : Locating, identifying and attracting capable applicants. Decruitment: Reducing an organization’s workforce. Recruiting Sources 1. Internet Advantages - Reaches large numbers of people - Can get immediate feedback Disadvantages - Generates may unqualified candidates 2. Company website Advantages - Wide distribution - Can be targeted to specific groups Disadvantages - Generates many unqualified candidates Decruitment Options Firing : Permanent involuntary termination Layoffs : Temporary involuntary termination (May last only a few days or extend to years) Selection: Screening job applicants to ensure that the most appropriate candidates are hired. Training Methods A. On-the-Job Training (OJT) Description: Employees learn by performing tasks under the supervision of an experienced worker, supervisor, or trainer. This method is practical and directly related to the job. Advantages:  ○ Immediate application of skills ○ Cost-effective ○ Provides real-world experience Disadvantages: ○ Quality depends on the trainer’s ability ○ Can disrupt work operations B. Job Rotation Description: Employees rotate through different positions within the organization to gain a broader understanding of various roles and departments. Advantages: ○ Develops a well-rounded skill set ○ Helps in identifying employees' strengths and preferences ○ Reduces monotony Disadvantages: ○ May cause temporary productivity loss ○ Not suitable for highly specialized roles C. Mentoring and Coaching Description: Involves a more experienced employee (mentor or coach) providing guidance, advice, and support to a less experienced employee (mentee or coachee). Advantages: ○ Personalized and tailored learning ○ Encourages professional development ○ Builds strong relationships within the organization Disadvantages: ○ Time-consuming for mentors/coaches ○ Effectiveness depends on the mentor-coach relationship Career Competency - Can be defined as a combination of knowledge,skills,abilities, and personal attributes that lead to excellent employee performance and ultimately to the success of the business or organization.  1. Career & Self Development - Proactively develop oneself and one’s career, have awareness of one’s strengths and weaknesses, able to navigate career opportunities and networking. Components: Time management Goal setting Self-motivation Adaptability and resilience 2. Communication - Communicate ideas clearly, public speaking skills, able to express ideas to others, can write and edit letters and memos. Components: Verbal communication Written communication Listening skills Presentation skills 3. Critical Thinking - Exercise sound reasoning to analyze issues, make decisions, overcome problems and obtain/interpret knowledge and facts. Components: Analytical skills Decision-making Creativity and innovation Risk assessment 4. Technology - Ethically leverage digital technologies to solve problems, demonstrate effective adaptability to new and emerging technologies. Components:  Industry-specific knowledge Software and technology proficiency Process and method expertise Continuous learning and upskilling 5. Equity & Inclusion - Respect and value diverse cultures and races, demonstrate openness and sensitivity with all people, understand differences. Components: Cultural awareness and sensitivity Celebrating cultural heritage and diversity Avoiding stereotypes and biases 6. Leadership - Leverage the strength of others to achieve common goals, use interpersonal skills to coach and develop others, able to manage emotions and motivate others. Components: Vision and strategic thinking Motivation and encouragement Delegation and empowerment Ethical decision-making 7. Professionalism  - Demonstrate accountability, punctuality, time workload management, demonstrate integrity and ethical behavior. Components: Punctuality and reliability Integrity and honesty Accountability and responsibility Quality and attention to detail 8. Teamwork - Build relationships with colleagues and customers, work within a team structure and manage conflict. Components: Team participation Conflict resolution Building and maintaining relationships Empathy and emotional intelligence Chapter 6 Foundation of Individual Behavior Visible Aspects Strategies Objectives Policies and Procedures Structure Technology Formal Authority Chain of Command Hidden Aspects - Attitudes - Perceptions - Group Norms  - Informal interactions - Interpersonal and Intergroup conflicts Focus of Organizational Behavior Three major areas : - Individual Behavior : including attitudes, personality, perception, learning and motivation - Group Behavior: including norms, roles, team building, leadership, and conflict - Organizational aspects: including structure, culture, and human resource policies and practices. Goals of Organization Behavior 1. Understanding and Predicting Behavior A. Insight into Employee Actions Goal: To gain a deeper understanding of why employees behave the way they do in the workplace. This includes understanding the motivations, perceptions, and attitudes that drive their actions. Importance: By understanding employee behavior, managers can predict how individuals are likely to respond to different situations, making it easier to manage and influence their actions. B. Anticipating Reactions Goal: To anticipate how employees will react to changes, such as new policies, organizational restructuring, or changes in leadership. Importance: Predicting reactions helps in planning and implementing changes more effectively, reducing resistance and enhancing acceptance. 2. Improving Job Performance C. Enhancing Productivity  Goal: To improve individual and team productivity by understanding the factors that contribute to high performance. This includes motivation, skill development, and work environment. Importance: Improved job performance leads to higher organizational effectiveness and achievement of strategic goals. 3. Promoting Positive Work Environment D. ​Building a Positive Culture Goal: To create and maintain a positive organizational culture that fosters cooperation, respect, and ethical behavior. Importance: A positive work environment improves employee morale, reduces conflicts, and enhances teamwork. 4. Enhancing Communication E. Effective Information Flow Goal: To improve communication processes within the organization to ensure that information flows efficiently and effectively between all levels. Importance: Clear and open communication reduces misunderstandings, enhances collaboration, and supports informed decision-making. The Big Five Model - Personality trait that includes : 1. Extraversion ( Sociable, Gregarious, and assertive ) Description: Reflects how outgoing, energetic, and sociable an individual is. High Extraversion: ○ Traits: Talkative, assertive, enthusiastic, and enjoys social interactions. ○ Behavior: Engages actively in social situations, seeks out new experiences, and tends to be more dominant in group settings. ○ Implications: Suited for roles requiring strong interpersonal skills and frequent collaboration, such as sales or leadership positions. Low Extraversion (Introversion): ○ Traits: Reserved, quiet, and prefers solitary activities.  ○ Behavior: Enjoys working alone or in small groups, avoids excessive social interaction. ○ Implications: Often excels in roles requiring focus and independent work, such as research or technical tasks. 2. Agreeableness ( Good- natured, cooperative and trusting ) Description: Reflects how compassionate, cooperative, and trusting an individual is. High Agreeableness: ○ Traits: Kind, empathetic, and cooperative. ○ Behavior: Values getting along with others, helps others, and is generally accommodating. ○ Implications: Works well in team environments and roles that require collaboration and support, such as customer service or team-based projects. Low Agreeableness: ○ Traits: Competitive, skeptical, and less concerned with others' feelings. ○ Behavior: May be more assertive or confrontational and less likely to prioritize harmony. ○ Implications: May excel in competitive or challenging roles where directness and critical thinking are needed, such as negotiation or strategic roles. 3. Conscientiousness ( Responsible, dependable, persistent, and organized ) Description: Reflects an individual’s level of organization, dependability, and self-discipline. High Conscientiousness: ○ Traits: Organized, responsible, reliable, and diligent. ○ Behavior: Plans carefully, follows through on commitments, and demonstrates high levels of self-discipline. ○ Implications: Highly valued in roles requiring attention to detail, reliability, and task management, such as project management or administrative roles. Low Conscientiousness: ○ Traits: Disorganized, careless, and less reliable.  ○ Behavior: May struggle with time management and following through on commitments. ○ Implications: Might be better suited to roles with less emphasis on structure and more flexibility, such as creative or entrepreneurial positions. 4. Emotional Stability (Calm, self-confident, secure versus nervous, depressed, and insecure (negative) ) Description: Reflects how prone an individual is to experiencing negative emotions such as anxiety and moodiness. High Emotional Stability (Low Neuroticism): ○ Traits: Calm, stable, and resilient under stress. ○ Behavior: Handles stress well, remains composed in challenging situations, and generally maintains a positive outlook. ○ Implications: Effective in high-pressure environments and roles requiring resilience, such as emergency response or leadership under stress. Low Emotional Stability (High Neuroticism): ○ Traits: Prone to stress, emotional instability, and negative emotions. ○ Behavior: May experience frequent mood swings and anxiety, affecting decision-making and interpersonal relationships. ○ Implications: Roles that offer supportive environments and stress management resources may be more suitable. 5. Openness to Experience Description: Reflects the extent to which an individual is imaginative, curious, and open to new experiences. High Openness to Experience: ○ Traits: Curious, creative, open-minded, and enjoys exploring new ideas. ○ Behavior: Embraces new experiences, enjoys creative and innovative activities, and is open to unconventional ideas. ○ Implications: Suited for roles involving creativity, innovation, and flexibility, such as research, design, or artistic endeavors. Low Openness to Experience: ○ Traits: Conventional, prefers routine, and may be resistant to change.  ○ Behavior: Prefers familiar routines and stability, may be less open to new ideas or experiences. ○ Implications: Often excels in roles that require adherence to established procedures and stability, such as operational or administrative roles. Chapter 7 Leader : Someone who can influence others and who has managerial authority Leadership : A process of influencing a group to achieve goals Major Theories of Leadership Trait Theory - Characteristics of the individual Behavioral Theories - University of Iowa: Autocratic, democratic, laissez-faire - Continuum of leader behaviors - University of Michigan: Employee-Centered vs. Job Centered - Ohio State University : Initiating structure / Consideration - Managerial Grid / Leadership Grid Situational Theory - Contingency Model - Normative Leadership Model - Situational Leadership Theory - Path - Goal Theory Transformational Leadership - Transactional/ Transformational leaders University of Iowa Studies 1. Autocratic Style - A leader who dictates work methods, makes unilateral decisions, and limits employee participation. 2. Democratic Style - A leader who involves employees in decision making,delegates authority, and uses feedback as an opportunity for coaching employees. 3. Laissez- faire style - A leader who lets the group make decisions and complete the work in whatever way it sees fit. Ohio state studies A. Initiating Structure Definition: This dimension refers to the extent to which a leader defines and structures their role and the roles of their subordinates toward goal attainment. Characteristics:  ○ Establishes clear guidelines and expectations. ○ Organizes tasks and work processes. ○ Provides explicit direction and clarifies job responsibilities. Implications: ○ Leaders high in initiating structure are focused on task completion and ensuring that work is well-organized and coordinated. B. Consideration Definition: This dimension refers to the extent to which a leader demonstrates concern for the well-being, feelings, and needs of their subordinates. Characteristics: ○ Shows empathy and support. ○ Builds positive relationships and fosters a friendly work environment. ○ Encourages open communication and values subordinate input. Implications: ○ Leaders high in consideration are focused on employee welfare and creating a supportive and respectful work atmosphere. C. Leadership Styles The Ohio State Studies revealed that effective leadership involves a balance between these two dimensions. Leaders who excel tend to exhibit both high initiating structure and high consideration. High Initiating Structure, High Consideration Characteristics: Balances task focus with strong interpersonal support. Impact: Often results in effective leadership, promoting both high productivity and strong employee satisfaction. University of Michigan Studies - Employee oriented : Emphasizing personal relationships - Product oriented : Emphasizing task accomplishment Transformational Leadership - Leaders who stimulate and inspire followers to achieve extraordinary outcomes A. Key Characteristics  1. Idealized Influence: Leaders act as role models, embodying the behaviors and values they want their followers to adopt. 2. Inspirational Motivation: Leaders articulate a compelling vision that motivates employees to achieve beyond their own expectations. 3. Intellectual Stimulation: Leaders encourage creativity and challenge the status quo, fostering an environment where innovative thinking is promoted. 4. Individualized Consideration: Leaders offer personalized support and coaching to help employees develop and achieve their full potential. B. Impact 1. Higher Engagement: Employees feel more committed and engaged due to the inspiring vision and supportive atmosphere. 2. Enhanced Performance: Focus on inspiration and innovation often leads to increased performance and creativity. 3. Leadership Development: Supports personal and professional growth among employees, enhancing job satisfaction and loyalty. C. Application Particularly effective in dynamic and changing environments, such as technology sectors or organizations undergoing significant transformation. Transactional Leadership - A style focused on managing routine operations and performance through a system of rewards and punishments based on adherence to established procedures. - Leaders who lead primarily by using social exchanges ( Or transactions) A. Key Characteristics 1. Contingent Reward: Leaders provide rewards for meeting specific performance goals or criteria. 2. Management by Exception (Active): Leaders actively monitor performance and intervene with corrective actions when deviations occur. 3. Management by Exception (Passive): Leaders address performance issues only when they become serious or standards are not met. 4. Directive: Leaders provide clear instructions and expect compliance with established rules and standards. B. Impact  1. Predictable Outcomes: Establishes a stable environment with well-defined performance expectations. 2. Efficiency: Ensures tasks are completed effectively through adherence to established procedures and performance metrics. 3. Motivation through Rewards: Employees are motivated by clear rewards for meeting targets and by avoiding penalties for failing to meet standards. C. Application Most effective in stable environments where routine tasks and processes require management, such as in administrative roles or production settings. Chapter 8 Motivation Maslow’s Hierarchy of Needs - Abraham Maslow Levels: 1. Physiological Needs: Basic survival needs (e.g., food, water). 2. Safety Needs: Security and stability (e.g., job security). 3. Social Needs: Relationships and belonging (e.g., teamwork). 4. Esteem Needs: Recognition and self-esteem (e.g., promotions). 5. Self-Actualization: Personal growth and fulfillment (e.g., career development). Concept: Individuals are motivated by needs at different levels, starting from the most basic. McGregor’s Theory X and Theory Y Theory X Assumptions: ○ Dislike for Work: Employees inherently dislike work and will avoid it when possible. ○ Avoidance of Responsibility: Employees prefer to be directed rather than take responsibility. ○ Need for Control: Close supervision and control are necessary to ensure productivity and compliance. ○ Lazy  Management Style: ○ Authoritarian: Managers use a top-down approach with strict control and supervision. ○ Directive: Emphasizes structured tasks and detailed instructions. Theory Y Assumptions: ○ Enjoyment of Work: Work can be as natural as rest or play; employees can find satisfaction in their jobs. ○ Self-Motivation: Employees can be self-directed and take initiative. ○ Responsibility: Employees are capable of taking responsibility and showing creativity. ○ Growth Needs: Employees are motivated by higher-order needs, including self-actualization and personal growth. Management Style: Participative: Managers involve employees in decision-making and foster a collaborative environment. Empowering: Encourages autonomy, delegation, and provides opportunities for development. Key Differences Approach to Employees: ○ Theory X: Focuses on control and supervision due to a belief that employees need to be managed closely. ○ Theory Y: Focuses on empowerment and trust, assuming that employees are motivated and capable of self-management. Implications for Management: ○ Theory X: Best applied in environments where tasks are repetitive or require high levels of control. ○ Theory Y: More effective in dynamic and creative environments where employee engagement and initiative are crucial. Chapter 9 Value Chain: A sequence of activities that organizations perform to deliver a valuable product or service to the market. The value chain includes all activities involved in designing, producing, marketing, delivering, and supporting a product or service. Value Chain Management: The process of managing and coordinating the activities within and across organizations to optimize the value delivered to customers. Goal of Value Chain Management - The goal of value chain management is to create a value chain strategy that meets and exceeds customers’ needs and desires and allows for full and seamless integration among all members of the chain. Benefits of Value chain management: - Improved procurement - Improved logistics - Improved product development - Enhanced customer order management Quality Management Quality The ability of a product or service to reliably do what it’s supposed to do and to satisfy customer expectations. Quality initiatives: - Planning for quality - Organizing and leading for quality - Controlling for quality Controlling: Process of monitoring and regulating organizational performance to ensure goals are achieved. Why is controlling important? - Planning - Let managers know whether their goals and plans are and what future actions to take. - Empowering employees - Provide managers with information and feedback on employee performance - Protecting the workplace - Controls enhance physical security and help minimize workplace disruptions. Control process 3 steps process of measuring actual performance, comparing actual performance against a standard, and taking managerial action to correct deviations or inadequate standards. Feedforward Control: control that takes place before a work activity is done  ○ Proactive: Prevents problems before they occur. ○ Focus: Inputs and processes. Concurrent Control: control that takes place while a work activity is in progress ○ Real-time: Monitors ongoing activities. ○ Focus: Immediate adjustments during operations. Feedback Control: control that takes place after a work activity is done ○ Reactive: Assesses performance after it occurs. ○ Focus: Outputs and results. Four types of changes 1. Strategy Definition: The overall plan or direction an organization takes to achieve its goals and objectives. Change Focus: Adjustments to the organization's mission, vision, goals, and competitive positioning. Examples: Shifting market focus, adopting new business models, entering new markets. 2. Structure Definition: The way an organization is arranged, including its hierarchy, departmentalization, and reporting relationships.  Change Focus: Alterations in organizational design, reporting structures, and roles/responsibilities. Examples: Reorganizing departments, restructuring management layers, changing team configurations. 3. Technology Definition: The tools, systems, and processes used to support organizational operations and tasks. Change Focus: Implementation of new technologies, updates to existing systems, or changes in technological processes. Examples: Adopting new software, upgrading hardware, automating processes. 4. People Definition: The employees and their roles, skills, and behaviors within the organization. Change Focus: Adjustments to workforce skills, roles, and behaviors, as well as changes in organizational culture. Examples: Training programs, changes in recruitment practices, cultural shifts. Strategy: Goals and direction. Structure: Organization and reporting. Technology: Tools and systems. People: Skills and roles. Ethics: Moral principles that govern behavior, helping individuals distinguish right from wrong. Importance: Guides decision-making, ensures actions align with values, and maintains organizational integrity.