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Management Theory and Issues Mind Map (Chapter 18.2: (Establishing…
Management Theory and Issues Mind Map
Chapter 1: Introduction to Management
Levels of Management
Middle (Senior Manager)
-Meeting overall goals, setting specific goals -Includes dept. heads and regional sale mgr.
Supervisory (Junior Manager
-Oversee day to day operations -Includes foreperson's and store managers
Senior (c-suite, VP's)
-Highest Level
-Focus on goals,actions, are the "big picture
Management Tasks
Organizing(Middle)
-Figuring out how to achieve a goal -Getting staff together to perform tasks to meet a goal
Leading(Supervisory)
-Providing guidance, communicating, overseeing work
Planning(Senior)
-Deciding company goals, vision, developing strategies
Controlling(All)
-Measuring performance, adjusting to meet standards
Management:Is the process of deciding how best to use a business's resources
Chapter 18.2:
Corporate Culture: A set of customs, traditions, values that a corporation shares
Establishing Corporate Culture
History
-Companies past
Environment
Industry where business operates
Staffing
Org's tend to hire/retain/promote people who are similar to their current employees
Entry Socialization
Emphasis on introducing to new employees to org.
A Strong Corporate Culture
Has rituals of day-to-day organizational life that are well structured and consist within company goals
Employees that care about their work and trust the business
Share values and believes in order to be successful in their business
Diversity
Including people of different genders, roles, religions,nationalities, ethnic groups, age, groups and skills
Why Diverse Workforce's?
Employee's and customer population is an increasingly diverse-organization and the workplace should reflect that
Recruiting individuals from all backgrounds leads to acquiring top talent
Diversity Training
Main goal is to create a positive work environment
Acceptance increases
Breaks down stereotypes
Welcomes and respects diversity
Employees feel valued and respected
Glass Ceiling
Invisible barriers women and minority groups face while try to advance in an organization
Chapter 2: The Management Movement
Work and Motivation Theories
Theory X
(MIT Professor Douglas McGregor
-Assumes that people are basically lazy and will avoid working if they can
-Causes there to be strict rules
Theory Y
(MIT Professor Douglas McGregor
-Assumed that people find satisfaction in their work
-People work productivity when put in the right environment
-Come up with good ideas
Maslow's Hierarchy of Needs
(Abraham H. Maslow)
-Workers are motivated by basic needs, such as the needs for wages or salary
-Basic needs include the physical conditions in which a person works
Japanese Management
(Japanese)
-Encourages employees to make decisions
-Work is completed in teams
-Personal well-being is important
Hawthorne Studies of Productivity
(Researchers at Hawthorne and Harvard Psychologists)
-As the lights get lowered productivity increases because workers work harder when they received attention
-This is called the "Hawthorne Effect"
Theory Z
(William Ouchi)
-Integrates both Japanese and American practices into the business
-Self managing teams
-Concern for employees
Scientific Method
(Fredric W. Taylor)
-Seeks to increase productivity and make work easier
Jobs should be according to scientific rules
Employees should be selected and trained according to scientific method
The principles of scientific method should be explained to workers
Managements and workers should be interdependent
Definitions
Total Quality Management (TQM): Is a system of management based on involving all employees in a constant process of improving quality and productivity by improving how they work
Decentralization: Is the process by which decisions are made by managers at various levels with an organization
Centralization: To the concentration of power among a few key decision makers
Chapter 4: Ethics and Social Responsibility
Ethics
-Set of moral principles or values
-Help to determine what is right or wrong
-Help to govern business
Code of Ethics
-Documents that outlines the principles of conduct to be used in make of decisions with the origination
Honesty
Health and Safety
Fair Practices
Finical Reporting
Security
Protection of Environment
Selling and Marketing Practices
Business and Ethics
Conduct business to help others
-Employees
-Customers
-Local Community
-Society (Causes/Issues)
Honesty Dilemmas
Theft
Finances
False records
Conduct business without harm
Conduct business in a fair, honest manner
Social Responsibility
Evolution to Social Responsibility
Profit Maximization
-19th and early 20th century
-Business Role= Maximize Profit
Trusteeship Management
-1920's to 1930's
-Business's are obligated to look after employees, customers and creditors
Social Responsibility
-Businesses should be responsible corporate citizens
-Businesses should use their resources to influence and address social problems
-Responsibility to stakeholders
Measuring Social Responsibility
Environmental Awareness
Diversity and Quality of Life at Work
Philanthropy and Volunteerism