1. Who Are Managers? Where Do They Work?
1.1.Organization: A deliberate arrangement of people brought together to accomplish a specific purpose.
Common Characteristics of Organizations: - Distinct purpose - People working together - A deliberate systematic structure
1.2.How Are Managers Different from Non-managerial Employees? • Non-managerial Employees
- People who work directly on a job or task and have no responsibility for overseeing the work of others.
- Examples, associates, team members • Managers
- Individuals in organizations who direct the activities of others.
1.3.What Titles Do Managers Have? • Top Managers
- Responsible for making decisions about the direction of the organization. - Examples; President, Chief Executive Officer, Vice-President • Middle Managers
- Manage the activities of other managers. - Examples; District Manager, Division Manager • First-line Managers
- Responsible for directing non-managerial employees - Examples; Supervisor, Team Leader -
2. What Is Management?
2.1. Management: The process of getting things done effectively and efficiently, with
and through people
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2.2. Effectiveness: “Doing the right things”, doing those tasks that help an organization reach its goals
2.3. Efficiency: Concerned with the means, efficient use of resources like people, money, and equipment
3. What Do Managers Do?
3.1.Four Management Functions （重要）
• Planning — Defining the organizational purpose and ways to achieve it
• Organizing — Arranging and structuring work to accomplish organizational goals • Leading — Directing the work activities of others
• Controlling — Monitoring, comparing, and correcting work performance
3.2.What Roles Do Managers Play? (10) 3.3.What Skills Do Managers Need? (4)
• Conceptual Skills — Used to analyze complex situations
• Interpersonal Skills — Used to communicate, motivate, mentor and delegate • Technical Skills — Based on specialized knowledge required for work • Political Skills — Used to build a power base and establish connections 3.4. Is the Manager’s Job Universal?
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• Level in the Organization — Top level managers do more planning than supervisors • Profit vs. Nonprofit — Management performance is measured on different objectives
• Size of the Organization – Small businesses require an emphasis in the management role of spokesperson
• National Borders – These concepts work best in English-speaking countries and may need to be modified in other global environments
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Chapter 2 Managers and Management Factors Controlling organizational environment
1. External environment
1.1. General environment（PEST）
• The general environment refers to the non-specific elements of an organization’s surrounding that might affect the organization indirectly.
1.1.1. Political environment: The political or legal environment refers to the government laws, regulations, policies and activities which are designed to influence organizations indirectly and set boundaries on what they can or cannot do.
1.1.2. Economic environment: Economic environment includes the impact of economic factors like interest rates, inflation, monetary & fiscal policy, taxes, wage rates, GDP, etc.
1.1.3. Social environment: There are some important socio-cultural factors that organizations must analyze.
1.1.4. Technological environment: Technological environment refers to the changes in technology that affect the way that organizations operate and the services they provide.
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1.2. Task environment
1.2.1.owners: Owners expect managers to watch over their interests and provide a return on investments.
1.2.2.suppliers: Suppliers are the people or organizations who provide the raw material that a particular organization use to produce their output. A supplier’s pricing strategy affects the revenue the organization earns.
1.2.3.costumers: Customers are the final purchasers of a good or service, or absorbs the organizational output. Studies or analyses of the expectations of the targeted customer base helps organizations deliver.
1.2.4.labor: Labor market includes the people available for hire. Qualities, skills and knowledge possessed by the employees affect the performance of an organization to a great extent.
1.2.5.competitors:Competitors present challenges as they vie for customers in a marketplace with similar products or services. The management of an organization should be prepared to respond to the competitor policies. 1.2.6.pressure groups: It is also necessary for organizations to identify special interest groups that attempt to influence it.
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1.3.Incremental Vs discontinuous change
1.3.1.Incremental change – Changes that do not alter the basic nature of competition in the task environment
1.3.2.Discontinuous change – Changes that fundamentally transforms the nature of competition in the task environment
1.3.3.Punctuated Equilibrium – A view of industry evolution asserting that long periods of equilibrium are punctuated by periods of rapid change when industry structure is revolutionized by innovation 1.4.Environmental Uncertainty
The environment is not only constantly changing, the nature of change is frequently difficult to predict
Management tries to deal with this by: •Collecting Information –Marketing Research –Competitive Intelligence •Exerting control
2. Internal Environment
2.1.Organization of the firm
2.1.1.Defining Culture and Its Impact
• (重要)Organizational culture is the shared values, principles, traditions, and ways of doing things that influence the way organizational members act
• Important because it influences what a manager can and cannot do and what is encouraged or discouraged by the organization
• Organizational culture isn’t concerned with whether members like it. • Employees describe the culture in similar terms despite their diversity.
2.1.2.How Does Culture Affect What Employees Do?
• A strong culture reflects employee acceptance of, and commitment to, the organization’s key values.
• The stronger the culture, the more it affects employee and manager actions. • A strong culture preempts the need for formal rules and regulations.
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2.1.3.Managerial Decisions Affected by Culture (in the Exhibit)
2.1.4.Where Does Corporate Culture Come From? • Founder or early leader
• Influential individual or work group • Policies, vision, or strategies • Traditions, supervisory practices, employee attitudes • The peer pressures that exist • Organizational politics • Relationships with stakeholders
• Company’s approach to people management 2.1.5.dimensions of culture
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2.2.Employees
• human capital, mainly at knowledge, skills & capabilities 2.3.Resources
Tangible resources – physical assets Intangible resources – non-physical assets
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Chapter 3 Globalization
1. Globalization
1.1.What Is Globalization and How Does It Affect Organizations?
• Global Village — The concept of a boundaryless world where goods and services are produced and marketed worldwide
• Multinational Corporation (MNC) — Any type of international company that maintains operations in multiple countries.
• Multidomestic Corporation — An MNC that decentralizes management and other decisions to the local country where it’s doing business.
• Global Corporation — An MNC that centralizes management and other decisions in the home country
• Transnational (Borderless) Organization — A structural arrangement for global organizations that eliminates artificial geographical barriers
1.2.How Do Organizations Go Global?
• Global Sourcing — Purchasing materials or labor from around the world wherever it is cheapest
• Exporting — Making products domestically and selling them abroad • Importing — Acquiring products made abroad and selling them domestically • Licensing — An agreement primarily used by manufacturing businesses in which an organization gives another the right, for a fee, to make or sell its products, using its technology or product specifications
• Franchising — An agreement primarily used by service businesses in which an organization gives another organization the right, for a fee, to use importing its name and operating method
• Global Strategic Alliance — A partnership between an organization and a foreign company partner(s) in which resources and knowledge are shared in developing new products or building production facilities
• Joint Venture — A specific type of strategic alliance in which the partners agree to form a separate, independent organization for some business purposes
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• Foreign Subsidiary — A direct investment in a foreign country that involves setting up a separate and independent facility or office (wholly-owned subsidiaries vs joint ventures
2. Global Environment
2.1.What Do Managers Need to Know?
• Parochialism — A narrow focus in which managers see things only through their
own eyes and from their own perspective
• All countries have different values, morals, customs, political and economic systems, and laws, all of which can affect how a business is managed
• Ethnocentrism is the notion that people in one’s own company, culture, or country know best how to do things.
2.2.Hofstede’s Framework (在中文书P58)
Studied differences in culture and found that managers and employees vary on five value dimensions of national culture: • Power Distance
• Individualism vs. Collectivism • Achievement vs. Nurturing • Uncertainty Avoidance
• Long-term vs. Short-term Orientation
Power Distance Index
•Measures the tolerance of social inequality, that is, power inequality between superiors and subordinates within a social system.
–High PDI cultures tend to be hierarchical, with members citing social roles, manipulation, and inheritance as sources of power and social status.
–Low PDI cultures tend to value equality and cite knowledge and achievement as sources of power.
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Individualism/Collectivism Index
•Refers to the preference for behavior that promotes one’s self-interest
–High IDV cultures reflect an “I” mentality and tend to reward and accept individual initiative
–Low IDV cultures reflect a “we” mentality and generally subjugate the individual to the group
Uncertainty Avoidance Index
•Measures the tolerance of uncertainty and ambiguity among members of a society –High UAI cultures are highly intolerant of ambiguity, experience anxiety and stress, are concerned with security and rule following, and accord a high level of authority to rules as a means of avoiding risk.
–Low UAI cultures are associated with a low level of anxiety and stress, a tolerance of deviance and dissent, and a willingness to take risks.
Long-term vs. Short-term Orientation
•Long-term orientation, which is the degree to which people look to the future and value thrift and persistence
•short-term orientation, which is the degree to which people value the past and present and emphasizes respect for tradition and fulfilling social obligations.
2.3.GLOBE Findings (Global Leadership and Organizational Behavior Effectiveness) • An ongoing cross-cultural investigation of leadership and national culture • Identified nine dimensions on which national cultures differ
• Confirm that Hofstede’s dimensions are still valid, and extend his research rather than replace it
3. What Does Society Expect from Organizations and Managers?
Green Management
• When managers recognize and consider the impact of their organization and its practices on the natural environment
• The idea of being environmentally friendly or green affects many aspects of business
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3.1.How Can Organizations Demonstrate Socially Responsible Actions?
• Social Responsibility — A business firm’s intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society • Social Obligation — When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
• Social Responsiveness — When a business firm engages in social actions in response to some popular social need
Stakeholders are any constituencies in an organization’s environment that are affected by the decisions and actions of that organization.
3.2.How Can Organizations Demonstrate Socially Responsible Actions?
• Ethics — Commonly refers to a set of rules or principles that defines right and wrong conduct
• Code of Ethics — A formal document that states an organization’s primary values and the ethical rules it expects managers and nonmanagerial employees to follow
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