TABLE OF CONTENTS

CHAPTER 1: THE EXEPTIONAL MANAGER

CHAPTER 2: MANAGEMET THEORY

CHAPTER 3: THE MANAGER’S CHANGING WORK ENVIRONMENT AND
ETHICAL RESPONSIBILITIES

CHAPTER 4: GLOBAL MANAGEMENT

CHAPTER 5: PLANNING

CHAPTER 6: STRATEGIC MANAGEMENT

CHAPTER 7: INDIVIDUAL AND GROUP DECISION MAKING

CHAPTER 8: ORGANIZATIONAL CULTURE AND STRUCTURE

CHAPTER 9: HUMAN RESOURCES MANAGEMENT

CHAPTER 10: ORGANIZATIONAL CHANGE AND INNOVATION

CHAPTER 11: MANAGING INDIVIDUAL DIFFERENCES AND BEHAVIOR

CHAPTER 12: MOTIVATING EMPLOYEES

CHAPTER 13: GROUPS AND TEAMS

CHAPTER 14: POWER, INFLUENCE, AND LEADERSHIP

CHAPTER 15: INTERPERSONAL AND ORGAIZATIONAL COMMUNICATION

CHAPTER 16: CONTROL SYSTEMS AND QUALITY MANAGEMENT
MGT3120H (DMWH)
FALL 2022 – WEEK 1
CHAPTER 1: THE EXCEPTIONAL MANAGER: WHAT YOU DO, HOW YOU DO IT
1.1 Management: What It Is, What Its Benefits Are
I.
Key to career growth is the ability to take risks
A. Jeff BCHAPTER 1: THINK – STRATEGY AND CONTEXTezos left a stable job and
made the risky leap to the start-up called Amazon, working out of a garage. Now
he is one of the two or three richest people in the world.
II.
Management is “the art of getting things done through people.”
A. Managers are task oriented, achievement oriented, and people oriented.
B. Work within an organization – a group of people who work together to achieve
some specific purpose
III.
Multiplier effect: Your influence on the organization is multiplied far beyond the results
that can be achieved by just one person acting alone.
IV.
You might make more money during your career if you study it
A. Low: $33K-$87K/year
B. Middle: $45K-$146K/year
C. Benefits such as health insurance, stock options, and large offices
1.2 What Managers Do: The Four Principal Functions
I.
Four Management Functions: planning, organizing, leading, and controlling (POLC).
A. Planning: setting goals and deciding how to achieve them
B. Organizing: arranging tasks, people, and other resources to accomplish work
C. Leading: motivating, directing, and otherwise influencing people to work hard to
achieve the organization’s goals
D. Controlling: monitoring performance, comparing it with goals, and taking
corrective action as needed.
1.3 Pyramid Power: Levels and Areas of Management
II.
Four Levels of Management
A. Top Managers: make long-term decisions about the overall direction of the
organization and establish the objectives, policies, and strategies for it. Attention
to the environment outside the organization and alert for long-run opportunities
and problems and devising strategies to deal with them.
B. Middle Managers: implementing policies and plans
C. First-Line Managers: directing daily tasks
D. Team Leaders: facilitation team activities
E. Nonmanagerial Employees: work alone on tasks or with others
III.
Functional Managers: responsible for just one organizational activity
IV.
Three Types of Organizations
A. For-Profit Organizations
i. Formed to make money, or profits, by offering products or services
B. Nonprofit Organizations
C. Mutual Benefit Organizations
1.4 Roles Managers Must Play Successfully
I.
Manager Roles
A. Managers are always working, and they are in constant demand
i. 50-90 hours of work
ii. Almost never have “a true break”
B. Managers spend virtually all of their work time communicating with others
C. Managers have to be purposeful and proactive about managing their time
II.
Types of Managerial Roles
A. Interpersonal Roles: managers interact with people inside and outside their work
units, roles include figurehead, leader, and liaison activities.
B. Informational Roles
C. Decisional Roles
1.5 The Skills Exceptional Managers Need
I.
Technical Skills: consist of the job-specific knowledge needed to perform well in a
specialized field
II.
Conceptual Skills: consist of the ability to think analytically to visualize an organization
as a whole and understand how the parts work together.
III.
Human Skills: consist of the ability to work well in cooperation with other people to get
things done, especially with people in teams
A. Soft Skills: interpersonal “people” skills needed for success at all levels.
IV.
They want executives who ask probing questions and invite people to participate in
decision making and power sharing
V.
Chief skills companies seek in top managers:
A. The ability to motivate and engage others
B. The ability to communicate
C. Work experience outside the United States
D. High energy levels to meet the demands of global travel and a 24/7 world
1.6 Seven Challenges to Being an Exceptional Manager
I.
Challenge #1: Managing for competitive advantage
A. Competitive Advantage: the ability of an organization to produce goods or
services more effectively than competitors do, thereby outperforming them
B. An organization must stay ahead in four areas:
i. Being responsive to customers
ii. Innovation
iii. Quality
iv. Efficiency
II.
Challenge #2: Managing for technological advances
A. E-commerce: electronic commerce, the buying and selling of goods or services
over computer networks
B. E-business: using the internet to facilitate every aspect of running a business
C. E-communication all the time
D. Data, data, and more data
i. Cloud Computing: the storing of software and data on gigantic
collections of computers located away from a company’s principal site
ii. Databases: computerized collections of interrelated files
iii. Big Data: stores of data so vast that conventional database management
systems cannot handle them, so very sophisticated analysis software and
supercomputers are required.
E. Artificial Intelligence (AI): the discipline concerned with creating computer
systems that simulate human reasoning and sensation.
i. Fear of AI taking over jobs such as surgeons, writers, and lawyers
F. Shifts in Structure, jobs, goals, and management due to organizations and
employees no longer bound by time zones and locations
G. Knowledge management and collaborative computing
III.
Challenge #3: Managing for inclusion and diversity
A. Diversity and variety in staffing produce organizational strength
B. Maximize contributions of employees diverse in gender, age, race, ethnicity, and
sexual orientation
IV.
Challenge #4: Managing for globalization
A. Verbal expression and gesture don’t mean the same thing to everyone around the
world
V.
Challenge #5: Managing for ethical standards
A. Ethical behavior is an essential principle to follow in every industry, and one that
is even more compelling when you are in a position of power.
VI.
Challenge #6: Managing for sustainable development
A. Actions and decision of the past have caused irreversible damage to the
environment
B. Sustainable Development: focuses on meeting present needs while
simultaneously ensuring that future generations will be able to meet their needs
VII.
Challenge #7: Managing for happiness and meaningfulness
A. Happiness is getting what you want, having your desires fulfilled
B. Meaningfulness: the sense of “belonging to and serving something that you
believe is bigger than the self”
1.7 Building Your Career Readiness
I.
Career Readiness: the extent to which you possess the knowledge, skills, and attributes
desired by employers.
II.
Largest gaps in career readiness employers see in college students applying for
employment:
A. Oral/written communication
B. Professionalism/work ethic
C. Leadership
III.
A Model of Career Readiness
A. Core Competencies
B. Knowledge
C. Soft Skills
D. Attitudes – beliefs and feelings directed toward specific objects, people, or events.
i. Attitudes: learned predisposition toward a given object
ii. People perceive our attitudes by observing what we do and say
IV.
Developing Career Readiness
A. Build Self-Awareness
B. Learn from Educational Activities
i. Proactive Learning Orientation: the desire to learn and improve
knowledge, soft skills and other characteristics in pursuit of personal
development
ii. University or training seminars
iii. Watching training videos and documentaries
iv. Reading books, magazines, and research articles
v. Searching the Internet or Amazon
C. Model Other Possessing the Target Competencies
D. Learn from On-The-Job Activities
E. Seek Experience from Student Groups and Organizations
F. Experiment
1.8 Career Corner: Managing Your Career Readiness
I.
Keys to success:
a. It’s your responsibility to manage your career
b. Personal reflection, motivation, commitment, and experimentation are essential
c. Success is achieved by following a process. Process: a series of actions or steps
followed to bring about a desired result.
II.
Making it a Habit:
a. Identify something specific you want to accomplish
b. Identify a simple, tiny change you can implement
c. Attach the tiny change to an existing habit
MGT3120H (DMWH)
FALL 2022 – WEEK 2
CHAPTER 2: MANAGEMENT THEORY: ESSENTIAL BACKGROUND FOR THE
SUCCESSFUL MANAGER
2.1 Evolving Viewpoints: How We Got To Today’s Management Outlook
I.
The Handbook of Peter Drucker
a. The creator and inventor of modern management
b. Drucker’s management theories “form the bedrock on which corporate America
was built”
c. Published 35 books and numerous other publications
d. Received the U.S. Presidential Medal of Freedom
e. Ducker understood that new experiences are key to nurturing new ideas and new
ventures
f. In 1954, published The Practice of Management – management was one of the
major social innovations od the 20th century and should be treated as a profession
g. Introduced several ideas
i. Workers should be treated as assets
ii. The corporations could be considered a human community
iii. There is “no business without a customer”
iv. Institutionalized managements practices are preferable to charismatic cult
leaders
II.
The Progression of Management Perspectives
a. Classical Viewpoint
b. Behavioral Viewpoint
c. Quantitative Viewpoint
d. Systems Viewpoint
e. Contingency Viewpoint
f. Contemporary Approaches
2.2 Classical Viewpoint: Scientific and Administrative Management
I.
Classical Viewpoint: emphasized finding ways to manage work more efficiently,
assumed that people are rational. Had two branches – scientific and administrative.
II.
Scientific Management: management approach that emphasizes the scientific study of
work methods to improve the productivity of individual workers
a. Frederick Taylor and the Four Principles
i. “the father of scientific management”
ii. Believed that managers could improve workers’ productivity by applying
four principles of science:
1. Evaluate a task by scientifically studying each part of it
2. Carefully select workers with the right abilities for the task
3. Give workers the training and incentives to do the task with the
proper work methods
4. Use scientific principles to plan the work methods and ease the
way for workers to do their jobs
III.
Administrative Management: management concerned with managing the total
organization
a. Charles Clinton Spaulding and the “Fundamental Necessities” of Management
i. Proposed eight “necessities” of management based on his experiences
working in his father’s fields as a boy
ii. He suggested that considerations such as the need for authority, division of
labor, adequate capital, proper budgeting, and cooperation and teamwork
were essential
iii. Highlighted the need to enrich “the lives of his organizational and
community family”
b. Henri Fayol and the Functions of Management
i. First to identify the major functions of management – planning,
organizing, leading, and controlling, as well as coordinating
IV.
The Problem
a. Too mechanistic – it tends to view humans as cogs within a machine, not taking
into account the importance of human needs
b. The Essence – work activity was amenable to a rational approach, that through the
application of scientific methods, time and motion studies, and job specialization
it was possible to boost productivity
2.3 Behavioral Viewpoint: Behaviorism, Human Relations, and Behavioral Science
I.
Behavioral Viewpoint: emphasizes the importance of understanding human behavior
and of motivating employees toward achievement. Developed over three phases:
a. Early Behaviorism
i. Hugo Munsterberg – “the father of industrial psychology”
1. Suggested that psychologists could contribute to industry in three
ways:
a. Study jobs and determine which people are best suited to
specific jobs
b. Identify the psychological conditions under which
employees do their best work
c. Devise management strategies to influence employees to
follow management’s interests
2. His ideas led to the field of industrial psychology, the study of
human behavior in workplaces
ii. Mary Parker Follet
1. Thought that organizations should become more democratic, with
managers and employees working cooperatively
2. Ideas:
a. Organizations should be operated as “communities”
b. Conflicts should be resolved through integration, managers
and workers talk and come to a compromise
c. Work process should be under the control of workers and
managers should act as facilitators
iii. Elton Mayo
1. The Hawthorne Studies – investigation into whether workplace
lighting level affected worker productivity; later experiments
added other variable such as wage levels, rest periods, and length
workday
2. Hawthorne Effect: employees worked harder if they received
added attention, if they thought that managers cared about their
welfare, and that supervisors paid special attention to them
b. The Human Relations Movement
i. Human Relations Movement: proposed that netter human relations could
increase worker productivity
ii. Abraham Maslow
1. Hierarchy of human needs – physiological, safety, love, esteem,
and self-actualization
iii. Douglas McGregor
1. Came to realize that it was not enough for managers to try to be
liked; they also needed to be aware of their attitudes toward
employees
2. Theory X – a pessimistic, negative view of workers
3. Theory Y – a human relations outlook, an optimistic, positive view
of workers
c. Behavior Science
i. Behavioral science approach: relies on scientific research for developing
theories about human behavior that can be used to provide practical tools
for managers
1. Disciplines of human behavior science – psychology, sociology,
anthropology, and economics
2.4 Quantitative Viewpoints: Operations Management and Evidence-Based Management
I.
When the Americans entered the war in 1941, they used the British model to form
operations research (OR) teams to determine how to deploy troops, submarines, and other
military personnel and equipment most effectively
II.
OR techniques have evolved into quantitative management
III.
Quantitative Management: the application to management of quantitative techniques,
such as statistics and computer simulations. Two branches are management science and
operations management
a. Operations Management: focuses on managing the production and delivery of
an organization’s products or services more effectively
i. Consists of all the job functions and activities in which managers schedule
and delegate work and job training, plan production to meet customer
needs, design services customers want and how to deliver them, locate and
design company facilities, and choose optimal levels of product inventory
to keep costs down and reduce backorders
b. Evidence-Based Management: translating principles based on best evidence into
organizational practice, bringing rationality to the decision-making process
i. Based on the belief that “facing the hard facts about what works and what
doesn’t, understanding the dangerous half-truths that constitute so much
conventional wisdom about management, and rejecting the total nonsense
that too often passes for sound advice will help organizations perform
better
2.5 Systems Viewpoint
I.
II.
System: a set of interrelated parts that operate together to achieve a common purpose
The Four Parts of a System
a. Inputs: the people, money, information, equipment, and materials required to
produce an organization’s goods or services
b. Transformational Process: the organization’s capabilities in management,
internal processes, and technology that are applied to converting input into
outputs
c. Outputs: the products, services, profits, losses, employee satisfaction or
discontent, and the like that are produced by the organization
d. Feedback: information about the reaction of the environment to the outputs that
affects the inputs
III.
Closed System: a system that has little interaction with its environment; it receives very
little feedback from the outside
IV.
Open System: system that continually interacts with its environment
a. Synergy: two or more forces combined create an effect that is greater than the
sum of their individual effects
i. Ex) guitarist, drummer, and bassist combine to play a better version of a
song than any of them would playing alone
2.6 Contingency Viewpoint
I.
Contingency Viewpoint: a manager’s approach should vary according to the individual
and the environment situation
a. Most practical of the viewpoints because it addresses problems on a case-by-case
basis and provides solutions specific to a certain situation or dilemma
2.7 Contemporary Approaches: The Learning Organization, High-Performance Work Practices,
and Shared Value and Sustainable Development
I.
Learning Organizations
a. Sharing knowledge and modifying behavior
b. Learning Organization: an organization that actively creates, acquires, and
transfers knowledge within itself and is able to modify its behavior to reflect new
knowledge
c. Three parts:
i. Creating and acquiring knowledge
ii. Transferring knowledge
iii. Modifying behavior
II.
High-Performance Work Practices
a. High-Performance Work Practices (HPWPs): they focus on enhancing
employees’ ability, motivation, and opportunity to contribute, and thus improve
an organization’s ability to effectively attract, select, hire, develop, and retain
high-performing personnel
III.
Shared Value and Sustainable Development
a. Going beyond profits
b. Meeting the needs of the present without compromising the ability of future
generations to meet their own needs
IV.
Responsible Management Education
a. UN launched Principles for Responsible Management Education (PRME)
i. Mission to “transform business and management education, research and
thought leadership globally, while promoting awareness about the
Sustainable Development Goals (SDGs)
ii. Work with schools and businesses to advances the SDGs in business
education
2.8 Career Corner: Managing Your Career Readiness
I.
Learn the following about a company before showing up at a job interview:
a. The company’s mission and vision statements
b. The company’s core values and culture
c. The history of the company
d. Key organizational players
e. Who are you interviewing with?
f. The company’s products, services, and clients
g. Current events and accomplishments
MGT3120H (DMWH)
FALL 2022 – WEEK 3
CHAPTER 3: THE MANAGER’S CHANGING WORK ENVIRONMENT AND
ETHICAL RESPONSIBILITIES: DOING THE RIGHT THING
3.1 The Goals of Business: More Than Making Money
I.
Triple Bottom Line: representing people, planet, and profit (the 3 Ps) – measures an
organization’s social, environmental, and financial performance
a. An organization has a responsibility to its employees and to the wider community
b. Is committed to sustainable development
c. Includes the costs of pollution, worker displacement, and other factors in its
financial calculations
II.
Younger Workers’ Search for Meaning
a. Millennials and Gen Zers care about the triple line and make up more than 1/3 of
the U.S. workforce
b. Want things like meaningful work and products that represent their personal
values more than older generations ever did
III.
Two factors in achieving a meaningful life:
a. Understanding the environment in which a manager operates – the community of
stakeholders inside and outside the organization
b. The ethical and social responsibilities of being a manager
3.2 The Community of Stakeholders inside the Organization
I.
II.
Stakeholders: the people whose interests are affected by an organization’s activities
Managers operate in two organizational environments:
a. Internal Stakeholders
b. External Stakeholders
III.
Internal Stakeholders: employees, owners, and the board of directors, if any
a. Employees – considered “the talent”, the most important resource
b. Owners – all those who can claim it as their legal property
c. Board of Directors – the group of people elected to oversee the firm’s activities
and ensure that management acts in shareholders’ best interests
3.3 The Community of Stakeholders outside the Organization
I.
External Stakeholders: people or groups in the organization’s external environment that
are affected by it; consists of:
a. The task environment
b. The general environment
II.
Task Environment: consists of 10 groups that interact with the organization on a regular
basis
a. Customers: those who pay to use an organization’s goods or service
b. Competitors: people or organizations that compete for customers or resources
c. Suppliers: a person or an organization that provides supplies – raw materials,
services, equipment, labor, or energy – to other organizations
d. Distributors: sometimes called a middleman, a person or an organization that
helps another organization sell its goods and services to customers
e. Strategic Allies: the relationship of two organizations who join forces to achieve
advantages neither can perform as well alone
f. Employee Organizations: unions and associations; labor unions tend to represent
hourly workers; professional associations tend to represent salaried workers.
i. U.S. labor force represented by unions has steadily declined
g. Local Communities
h. Financial Institutions: banks, savings and loans, and credit unions
i. Government Regulators: regulatory agencies that establish ground rules under
which organizations may operate
j. Special-Interest Groups: groups whose members try to influence specific issues,
some of which may affect your organization
i. Ex) People for the Ethical Treatment of Animals, Mothers Against Drunk
Driving, the National Organization for Women, and the National Rifle
Association
III.
General Environment or Macroenvironment: the set of broad, uncontrollable forces in
the external environment that impact the organization; includes six forces
a. Economic Forces: consist of the general economic conditions and trends – such
as unemployment, interest rates, and trade balance – that may affect an
organization’s performance
b. Technological Forces: new developments in methods for transforming resources
into goods or services
c. Sociocultural Forces: influences and trends originating in a country’s, a
society’s, or a culture’s human relationships and values that may affect an
organization or industry
d. Demographic Forces: influences on an organization arising from changes in the
characteristics of a populations, such as age, gender, or ethnic origin
e. Political-Legal Forces: changes in the way politics shape laws and laws shape the
opportunities for and threats to an organization
f. International Forces: changes in the economic, political, legal, and technological
global system that may affect an organization
3.4 The Ethical Responsibilities Required of You as a Manager
I.
Ethical Dilemma: a situation in which you have to decide whether to pursue a course of
action that may benefit you or your organization but that is unethical or even illegal
a. Ethics: the standards of right and wrong that influences behavior
i. May vary among countries and among cultures
b. Value System: the pattern of values within an organization
c. Values: the relatively permanent and deeply held underlying beliefs and attitudes
that help determine a person’s behavior
II.
Four Approaches to Resolving Ethical Dilemmas
a. The Utilitarian Approach: For the greatest good
i. Utilitarian Approach: ethical behavior is guided by what will result in
the greatest good for the greatest number of people
b. The Individual Approach: For your greatest self-interest long term, which will
help others
i. Individual Approach: ethical behavior is guided by what will result in the
individual’s best long-term interests, which ultimately are in everyone’s
self-interest
c. The Moral-Rights Approach: Respecting fundamental rights shared by everyone
i. Moral-rights Approach: ethical behavior is guided by respect for the
fundamental rights of human beings
d. The Justice Approach: Respecting impartial standards of fairness
i. Justice Approach: ethical behavior is guided by respect for impartial
standards of fairness and equity
III.
Insider Trading: the illegal trading of a company’s stock by people using confidential
company information
IV.
Ways an organization may promote high ethical standards on the job:
a. Creating a Strong Ethical Climate
i. Ethical Climate: refers to employees’ perceptions about the extent to
which work environments support ethical behavior; “how things are done
here”
b. Screening Prospective Employees
c. Instituting Ethics Codes and Training Programs
i. Code of Ethics: a formal, written set of ethical standards that guide an
organization’s actions
d. Rewarding Ethical Behavior: Protecting Whistle-Blowers
e. Using a Multi-Faceted Approach
3.5 The Social Responsibilities Required of You as a Manager
I.
Social Responsibility: a manager’s duty to take actions that will benefit the interests of
society as well as of the organization
II.
Corporate Social Responsibility (CSR): corporations are expected to go above and
beyond following the law and making a profit, to take actions that will benefit the interest
of society as well as of the organization
III.
Corporate Social Responsibility Pyramid
a. Philanthropic Responsibility (top) – be a good global corporate citizen
b. Ethical Responsibility – be ethical
c. Legal Responsibility – obey the law
d. Economic Responsibility (bottom) – be profitable; most fundamental
IV.
Against Social Responsibility
a. Free-market economist Milton Friedman thought “the social responsibility of
business is to make profits
V.
Climate Change: major changes in temperature, precipitation, wind patterns, and similar
matters occurring over several decades
VI.
Global Warming: one aspect of climate change, refers to the rise in global average
temperature near the Earth’s surface caused mostly by increasing atmospheric
concentrations of greenhouse gases, such as carbon emissions from fossil fuels
VII.
Philanthropy: making charitable donations to benefit humankind
3.6 Corporate Governance
I.
Corporate Governance: the system of governing a company so that the interests of
corporate owners and other stakeholders are protected
II.
Long-term strategies, sustainable finances, accurate reporting, and positive work
environment
3.7 Career Corner: Managing Your Career Readiness
I.
Being More Ethical
a. Reduce your carbon footprint
b. Foster positive emotions in yourself and other
c. Spend time in nature
d. Get the proper amount of sleep
e. Increase your level of exercise
f. Expand your awareness of social realities
g. Fulfill your promises and keep appointments
h. Avoid people who lack integrity
II.
Become an Ethical Consumer
a. Purchase Fair Trade items
b. Bring your own grocery bags
c. Don’t purchase items that aren’t ethically made or sourced
d. Don’t but knockoffs
MGT3120H (DMWH)
FALL 2022 – WEEK 3
CHAPTER 4: GLOBAL MANAGEMENT: MANAGING ACROSS BOARDERS
4.1 Globalization: The Collapse of Time and Distance
I.
II.
U.S. is the third-largest exporter and imports more than in exports
Globalization: the trend of the world economy toward becoming a more interdependent
system
III.
From Transportation to Communication
a. Global Village: the “shrinking” of time and space as air travel and the electronic
media have made it easier for the people around the globe to communicate with
one another
IV.
Three historical global changes that set up a global economy
a. Fall of the Berlin Wall
b. Asian countries opened their economies to foreign investors
c. Worldwide trend of governments deregulating their economies
V.
Global Economy: the increasing tendency of the economies of the world to interact with
one another as one market instead of many national markets
4.2 You and International Management
I.
II.
Cross-cultural Awareness: the ability to operate in different cultural settings
Multinational Corporation: a business firm with operations in several countries
a. Ex) McDonald has more than 36,000 restaurants in over 100 countries
III.
Ethnocentric Managers – “We know best”
a. Ethnocentric managers: managers who believe that their native country, culture,
language, and behavior are superior to all others
b. Parochialism: a narrow view in which people see things solely through their own
perspective
4.3 Why and How Companies Expand Internationally
I.
Why Companies Expand Internationally
a. Availability of Supplies
b. New Markets
c. Lower Labor Costs – U.S. companies find it cheaper to manufacture outside of
the States; Maquiladoras: foreign-owned manufacturing plants allowed to
operate in Mexico with special privileges in return for employing Mexican
citizens
d. Access to Finance Capital
e. Avoidance of Tariffs and Import Quotas
II.
How Companies Expand Internationally
a. Global Outsourcing (lowest risk & investment)
i. Outsourcing: using suppliers outside the company to provide goods and
services
ii. Global Outsourcing or Offshoring: using suppliers outside the United
States to provide labor, goods, or services
iii. Reasons:
1. Foreign supplier has resources not available in the United States
2. The supplier may have a special expertise
3. Supplier’s labor is cheaper than American labor
b. Importing, Exporting, and Countertrading
i. Importing: a company buys goods outside the country and resells them
domestically
MGT3120H (DMWH)
FALL 2022 – WEEK 4
CHAPTER 5: PLANNING: THE FOUNDATION OF SUCCESSFUL MANAGEMENT
Words
MGT3120H (DMWH)
FALL 2022 – WEEK 5
CHAPTER 6: STRATEGIC MANAGEMENT: HOW EXCEPTIONAL MANAGERS
REALIZE A GRAND DESIGN
Words
MGT3120H (DMWH)
FALL 2022 – WEEK 6
CHAPTER 7: INDIVIDUAL AND GROUP DECISION MAKING: HOW MANAGERS
MAKE THINGS HAPPEN
Words
MGT3120H (DMWH)
FALL 2022 – WEEK 6
CHAPTER 8: ORGANIZATIONAL CULTURE AND STRUCTURE: DRIVERS PF
STRATEGIC IMPLEMENTATION
8.1 Aligning Culture, Structure, and Human Resource (HR) Practices to Support Strategy
I.
Successful implementation of a firm’s strategies is only possible when leaders align the
right organizational culture, structure, and HR practices to support strategy
II.
How an Organization’s Culture, Structure, and HR Practices Support Strategic
Implementation
a. The reason even the most well-crafted strategies break down is that they are not
infused into organizations’ daily activities
b. An organization’s performance depends on the extent to which three factors –
organizational culture, organizational structure, and HR practices – work together
to enable its strategy
c. Leaders are the main drivers of this alignment
d. The alignment across these factors impacts group and social process, individual
work attitudes and behaviors, and overall organizational performance
8.2 What Kind of Organizational Culture Will You Be Operating In?
I.
Person-Organization (P-O) fit: the extent to which your personality and values match
the climate and culture of an organization
II.
Three Levels of Organizational Culture
a. Level 1: Observable Artifacts
i. Physical manifestations such as manner of dress, awards, myths and
stories about the company, rituals and ceremonies, decorations, as well as
visible behavior exhibited by managers and employees
b. Level 2: Espoused Values
i. Espoused Values: explicitly stated values and norms preferred by an
organization
ii. Usually found by exploring its website for mission, vision, and values
statements
c. Level 3: Basic Assumptions
i. The unobservable yet core values of an organization’s culture that are
often taken for granted
ii. Have a profound effect on employee behaviors because they have
informed every decision in the organization’s past and are thus entwined
with its identity
III.
How Employees Learn Culture
a. Symbols: an object, act, quality, or event that conveys meaning to others
i. Symbols are artifacts used to convey an organization’s most important
values
b. Stories: a narrative based on true events, which is repeated – and sometimes
embellished upon – to emphasize a particular value
i. Stories are oral histories that are told and retold by members about
incidents in the organization’s history
c. Heroes: a person whose accomplishments embody the values of the organizations
i. Heroes are people who have endured great sacrifice for the organization’s
benefit
d. Rites and Rituals: the activities and ceremonies, planned and unplanned, that
celebrate important occasions and accomplishments in the organization’s life
e. Organizational Socialization: the process by which people learn the values,
norms, and required behaviors that permit them to participate as members of an
organization
IV.
Four Types of Organizational Culture
a. Competing Values Framework
i. The horizontal dimension – inward or outward focus?
1. The extent to which an organization focuses its attention and
efforts inward on internal dynamics and employees versus outward
on its
ii. The vertical dimension – flexibility or stability?
8.3 The Process of Culture Change
8.4 The Major Features of an Organization
8.5 Eight Types of Organizational Structure
8.6 Career Corner: Managing Your Career Readiness
MGT3120H (DMWH)
FALL 2022 – WEEK 7
CHAPTER 9: HUMAN RESOURCE MANAGEMENT: GETTING THE RIGHT
PEOPLE FOR MANAGERIAL SUCCESS
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MGT3120H (DMWH)
FALL 2022 – WEEK 8
CHAPTER 10: ORGANIZATIONAL CHANGE AND INNOVATION: LIFELONG
CHALLENGES FOR THE EXCEPTIONAL MANAGER
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MGT3120H (DMWH)
FALL 2022 – WEEK 9
CHAPTER 11: MANAGING INDIVIDUAL DIFFERENCES AND BEHAVIOR:
SUPERVISING PEOPLE AS PEOPLE
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MGT3120H (DMWH)
FALL 2022 – WEEK 10
CHAPTER 12: MOTIVATING EMPLOYEES: ACHIEVING SUPERIOR
PERFORMANCE IN THE WORKPLACE
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MGT3120H (DMWH)
FALL 2022 – WEEK 11
CHAPTER 13: GROUPS AND TEAMS: INCREASING COOPERATION, REDUCING
CONFLICT
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MGT3120H (DMWH)
FALL 2022 – WEEK 12
CHAPTER 14: POWER, INFLUENCE, AND LEADERSHIP: FROM BECOMING A
MANAGER TO BECOMING A LEADER
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MGT3120H (DMWH)
FALL 2022 – WEEK 13
CHAPTER 15: INTERPERSONAL AND ORGANIZATIONAL COMMUNICATION:
MASTERING THE EXCHANGE OF INFORMATION
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MGT3120H (DMWH)
FALL 2022 – WEEK 14
CHAPTER 16: CONTROL SYSTEMS AND QUALITY MANAGEMENT:
TECHNIQUES FOR ENHANCING ORGANIZATIONAL EFFECTIVENESS
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