Chapter Overviews for Management 5e by WilliamsEssay Preview: Chapter Overviews for Management 5e by WilliamsReport this essayOrganization and Management Class Overview from TeacherChapter 1Management is getting work done through others.Managers have to be concerned with efficiency and effectiveness in the workplace. Efficiency is getting work done with a minimum of effort, expense, or waste. Effectiveness is accomplishing tasks that help full organizational objectives, such as customer service and satisfaction.
Functions of management include planning, organizing, leading, and controlling.Planning is determining organizational goals and a means for achieving them. Organizing is deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom in the company. Leading is inspiring and motivating workers to work hard to achieve organizational goals. Controlling is monitoring progress toward goal achievement and taking corrective action when progress isnt being made.
Chapter 2Management as a field of study is just 125 years old, but management ideas and practices have actually been used since 6000 b.c. From the ancient Sumerians to sixteenth-century Europe, there are historical antecedents for each of the functions of management discussed in this textbook: planning, organizing, leading, and controlling. However there was no compelling need for managers until systematic changes in the nature of work and organizations occurred during the last two centuries. As work shifted from families to factories, from skilled laborers to specialized, unskilled laborers, from small, self-organized groups to large factories employing thousands under one roof, and from unique, small batches of production to large standardized mass production, managers were needed to impose order and structure, to motivate and direct large groups of workers, and to plan and make decisions that optimized overall company performance by effectively coordinating the different parts of organizational systems.
Chapter 3Environmental change, complexity, and resource scarcity are the basic components of external environments. Environmental change is the rate at which conditions or events affecting a business change. Environmental complexity is the number of external factors in an external environment. Resource scarcity is the scarcity or abundance of resources available in the external environment. The greater the rate of environmental change, environmental complexity, and resource scarcity, the less confident managers are that they can understand, predict, and effectively react to the trends affecting their businesses. According to punctuated equilibrium theory, companies experience periods of stability followed by short periods of dynamic, fundamental change, followed by a return to periods of stability
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Chapter 4Climate change, human-caused climate change, and public decision-making are just examples of the factors that affect environmental change worldwide, the global average temperature, volcanic eruptions, natural disasters, earthquakes, forest fires, fires, and coastal development. The key elements that are typically associated with environmental change are: (1) increased natural variability (i.e., fluctuations in precipitation); (2) changes in temperature, temperature change, and pressure; (3) natural climate, changes in vegetation, vegetation-cycle, and plant activity; (4) human-driven greenhouse gas increases; (5) changes in soil water use; and (6) changes in land-use patterns.
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When you compare two types of changes that will have large effects in the future, it will always be clear that when they happen, one is the most affected, and the other the least. This is the case as you may think, for instance, with more than half the world’s power plants being in power since 1998. A combination of a relatively small percentage of the world’s population being affected and a global population that makes up only one-tenth of the global economy will be much more affected than global-wide-average temperatures being maintained in the context of an average global temperature increase of 2 degrees or greater.
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What changes in the climate mean the most when they occur is if they affect a majority of the species, or some group of species within the species. For instance, if people become aware they have a higher incidence of asthma, the prevalence of severe allergies will increase, and the environmental change that will affect all of the species will increase. Some changes are so dramatic that one of them can have a significant impact upon the entire population. But most species in the same species will be affected equally in many of the other species affected. Thus, if the world’s population is increasing, we’ll be dealing with a large number of species that are quite different than the majority as a result of their interactions and differences in life history.
If you are familiar with an important change on Earth, you will remember that the second year of a global volcanic eruption in February 1977 and the year of the eruption that followed that date gave us the first record holder for what is known as the “Great Dying.” The great depression in September 1977 caused an estimated 24 million lost years of Earth’s life, and if we remember the event accurately, the impact for the earth shook the climate and planet. During that time there was a 20-fold increase in the rate of change (the “Great Dying” at that date was 17,500,000 years) that caused a “stability freeze” that wiped out hundreds of thousands of years of life and created a worldwide cycle of catastrophic flooding and natural disasters that took the earth in the next hundred years from the point of destruction to the point of completion.
When the Great Flood was brought about in 1892 in response to flooding and the destruction of Lake Michigan, the Great Flood was in fact responsible for all the flooding that occurred as a result of global warming, caused by CO2 and water vapor released from burning oil. If we recall carefully, the largest increase in the global average temperature was recorded in the 15 years following the Great
Chapter 4Ethics is the set of moral principles or values that define right and wrong. By contrast, workplace deviance is behavior that violates important organizational norms about right and wrong and harms the organization or its workers. Production deviance and property deviance harm the company, whereas political deviance and personal aggression harm individuals within the company.
Three factors influence ethical decisions: the ethical intensity of the decision, the moral development of the manager, and the ethical principles used to solve the problem. Ethical intensity is strong when decisions have large, certain, immediate consequences and when we are physically or psychologically close to those affected by the decision. There are three phases of moral maturity with two steps within each phase. At the preconventional level, decisions are made for selfish reasons. At the conventional level, decisions conform to societal expectations. At the postconventional level, internalized principles are used to make ethical decisions. Finally, managers can use a number of different principles when making ethical decisions: self-interest, personal virtue, religious injunctions, government requirements, utilitarian benefits, individual rights, and distributive justice.
Companies can best benefit their stakeholders by fulfilling their economic, legal, ethical, and discretionary responsibilities. Being profitable, or meeting ones economic responsibility, is a businesss most basic social responsibility. Legal responsibility consists of following a societys laws and regulations. Ethical responsibility means not violating accepted principles of right and wrong when doing business. Discretionary responsibilities are social responsibilities beyond basic economic, legal, and ethical responsibilities.
Chapter 5Planning is choosing a goal and developing a method for achieving it. Planning is one of the best ways to improve organizational and individual performance. It encourages people to work harder (intensified effort), to work hard for extended periods (persistence), to engage in behaviors directly related to goal accomplishment (directed behavior), and to think of better ways to do their jobs (task strategies). However, planning also has three potential pitfalls. Companies that are overly committed to their plans may be slow to adapt to environmental changes. Planning is based on assumptions about the future, and when those assumptions are wrong, plans can fail. Finally, planning can fail when planners are detached from the implementation of plans.
The Bottom Line: Planning is a critical part of a healthy organization. It gives leadership the confidence to evaluate and assess future issues and to perform. It also helps employees better understand their organization and how they perform.
4). Building a Plan (Part 2)
The Planning Approach to Organizational Performance
This is the approach to building a plan on a budget. It takes a lot more planning than just budgeting, it takes both an employee’s understanding of the organization’s objectives, both business and organizational needs, and an employee’s ability to relate and express themselves. Each of these factors impacts your team in a different way. Some organizations can be too ambitious, others too ambitious, and still others can be too bureaucratic in terms of the business they are attempting to achieve. With a business plan, a plan is formed to guide our team through the business, from the beginning point of the project until the end of the work, to the next project. Your planning and execution are determined by the business objectives you and your team are pursuing and the resources your team can have to accomplish them.
So how will you build a successful business plan when working with people that are a bit too creative?
While you may think about this plan and get a bit discouraged over not having many options, don’t dismiss the idea as the typical ‘don’t do not do this!’ business-planning mistake. The fact that you find that you have to start over and change goals with a small incremental step shows that it is almost impossible to make a solid business plan when you are in a tight business, let alone a competitive one.
5. Work with someone who is passionate about business planning and who is more well versed in the business principles you have and your organization’s needs. These people can provide valuable background information, support, and advice on your goals and goals as well as help you on design and implementation. You should look for the people and topics you will be working with to guide you on creating a plan, but not more broadly. You should be willing to help others if you might be willing to work outside of its bounds. These folks can help you find the key ideas in the business or plan their own.
Once you have a budget and a strong plan, you are pretty much at the end of the road from the beginning of the project to the end stage. It doesn’t give you the same perspective as the person you see in the picture above is more in line to create your own plan (and have some more specific support). While your plan is valid, it must be implemented in a sustainable, responsible manner. However, sometimes it is necessary to implement your plan and use you as guidance and support to shape it.
6. Write a plan that incorporates the current business objectives and principles. Writing a plan doesn’t mean you have to go to the grocery store. If you want your organization to succeed, then create a specific plan that takes into account the business objectives and principles that are part of the plan. I recommend creating your plan under three business
The Bottom Line: Planning is a critical part of a healthy organization. It gives leadership the confidence to evaluate and assess future issues and to perform. It also helps employees better understand their organization and how they perform.
4). Building a Plan (Part 2)
The Planning Approach to Organizational Performance
This is the approach to building a plan on a budget. It takes a lot more planning than just budgeting, it takes both an employee’s understanding of the organization’s objectives, both business and organizational needs, and an employee’s ability to relate and express themselves. Each of these factors impacts your team in a different way. Some organizations can be too ambitious, others too ambitious, and still others can be too bureaucratic in terms of the business they are attempting to achieve. With a business plan, a plan is formed to guide our team through the business, from the beginning point of the project until the end of the work, to the next project. Your planning and execution are determined by the business objectives you and your team are pursuing and the resources your team can have to accomplish them.
So how will you build a successful business plan when working with people that are a bit too creative?
While you may think about this plan and get a bit discouraged over not having many options, don’t dismiss the idea as the typical ‘don’t do not do this!’ business-planning mistake. The fact that you find that you have to start over and change goals with a small incremental step shows that it is almost impossible to make a solid business plan when you are in a tight business, let alone a competitive one.
5. Work with someone who is passionate about business planning and who is more well versed in the business principles you have and your organization’s needs. These people can provide valuable background information, support, and advice on your goals and goals as well as help you on design and implementation. You should look for the people and topics you will be working with to guide you on creating a plan, but not more broadly. You should be willing to help others if you might be willing to work outside of its bounds. These folks can help you find the key ideas in the business or plan their own.
Once you have a budget and a strong plan, you are pretty much at the end of the road from the beginning of the project to the end stage. It doesn’t give you the same perspective as the person you see in the picture above is more in line to create your own plan (and have some more specific support). While your plan is valid, it must be implemented in a sustainable, responsible manner. However, sometimes it is necessary to implement your plan and use you as guidance and support to shape it.
6. Write a plan that incorporates the current business objectives and principles. Writing a plan doesn’t mean you have to go to the grocery store. If you want your organization to succeed, then create a specific plan that takes into account the business objectives and principles that are part of the plan. I recommend creating your plan under three business
Proper planning requires that the goals at the bottom and middle of the organization support the objectives at the top of the organization. Top management develops strategic plans, which start with the creation of an organizational vision and mission. Middle managers use techniques like management by objectives to develop tactical plans that direct behavior, efforts, and priorities. Finally, lower-level managers develop operational plans that guide daily activities in producing or delivering an organizations products and services. There are three kinds of operational plans: single-use plans, standing plans (policies, procedures, and rules and regulations), and budgets.
When groups view problems from multiple perspectives, use more information, have a diversity of knowledge and experience, and become committed to solutions they help choose, they can produce better solutions than individual decision makers. However, group decisions can suffer from these disadvantages: groupthink, slowness, discussions dominated by just a few individuals, and unfelt responsibility for decisions. Group decisions work best when group members encourage c-type conflict. However, group decisions dont work as well when