Administracion Empresarial I
Introduction in management.
Introduction in management.
operations management - definition
Operations management is the systematic direction (strategy) and control of operations processes that transform resources into finished goods and services; it is getting things done by working with or through other people.
definitions - production, productivity, production control
Production is the transformation of organizational resources into products.
Productivity is the relationship between the total amount of goods or services being produced (output) and the organizational resources needed to produce them (input).
Production control ensures that an organization produces goods and services as planned.
definitions - quality, statistical quality control, quality circles
Quality is the extent to which a product reliably does what it is intended to do.
Statistical quality control is the process used to determine how many products should be inspected to calculate a probability that the total number of products will meet organizational quality standards.
Quality circles are small groups of workers that meet to discuss quality related problems on a particular project and communicate their solutions to these problems to management at a formal presentation session.
definitions - capacity strategy & location strategy
Factors for a good location
Capacity strategy is an operational plan of action aimed at providing the organization with the right facilities to produce the needed output at the right time.
Location strategy is an operational plan of action that provides the organization with a competitive location for its headquarters, manufacturing, services, and distribution activities.
Factors for a good location
- Nearness to market and distribution centers
- Nearness to vendors and resources
- Requirements of federal, state, and local governments
- The degree of interaction with the rest of the corporation
- The quality and quantity of labor pools
- Taxes and financing requirements
- Existing and potential transportation
- The quality of utilities and services
definition - product strategy
Product strategy is an operational plan of action outlining which goods and services an organization will produce and market.
process strategy - definition
3 different designs
Process strategy is an operational plan of action outlining the means and methods the organization will use to transform resources into goods and services.
- Continuous process – (high volume, low variety) to produce beer, petroleum etc.
- Repetitive process – (items in large lots) to produce cars; assembly-line production
- Job-shop process – (high variety, low volume) to produce one-of-a-kind items such as spaceships
Layout strategy - definition
Layout strategy is an operational plan that determines the location and flow of organizational resources around, into, and within production and service facilities.
layout - definition
3 different forms of layout-designs
A layout is the overall arrangement of equipment, work areas, service areas and storage areas within a facility that produces goods or provides services.
- A product layout is a layout designed to accommodate a limited number of different products that require high volumes, highly specialized equipment, and narrow employee skills.
- A process (functional) layout is a layout pattern based primarily on grouping together similar types of equipment.
- A fixed-position layout is a layout plan appropriate for organizations involved in a large number of different tasks that require low volumes, multipurpose equipment, and broad employee skills.
operations management - the three different layouts incl. descriptions
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Operational control - definition
Operational control is an operational plan that specifies the operational activities of an organization.
JIT - definition
Just-in-time inventory control is a technique for reducing inventories to a minimum by arranging for production components to be delivered to the production facility “just in time” to be used.
Best conditions, advantages and charactersitics of JIT
Best conditions for JIT
- Companies that produce relatively standardized products for which there is a constant demand.
Advantages of JIT
- Enhances organizational performance
- Reduces unnecessary labor expenses generated by manufacturing products that are not sold
- Minimizes tying monetary resources for inventory
Characteristics of JIT
- Closeness of suppliers
- High quality of material purchased from suppliers – difficult to overcome problems caused by defective materials since inventory is kept small
- Well-organized receiving and handling of materials purchased from suppliers
- Strong management commitment – the system takes time and effort to plan, install and improve and is therefor expensive to implement.
2 different styles of maintenance control incl. definition
- Pure-preventive maintenance policy is a maintenance control policy that tries to ensure that machine adjustments, lubrications, cleaning, parts replacement, painting, and needed repairs are and overhauls will be performed before facilities or machines malfunction.
- Pure-breakdown (repair) policy is a maintenance control policy that decrees that machine adjustments, lubrications, cleaning, parts replacement, painting, and needed repairs are and overhauls will be performed only after facilities or machines malfunction.
budget - definition
2 different budget styles incl. definition
A budget is a control tool that outlines how funds will be obtained and spent in a given period.
Zero-base budgeting requires managers to justify their entire budget request in detail rather than simply referring to budget amounts established in previous years.
A variable budget (flexible budget) is one that outlines the levels of resources to be allocated for each organizational activity according to the level of production within the organization. (rises budget for various levels when production goes up and vice versa)
ratio analysis - definition
Ratio analysis is a control tool that summarizes the financial position of an organization by calculating ratios based on various financial measures.
breakeven analysis
Breakeven analysis is a control tool that summarizes the various levels of profit or loss associated with various levels of production.
BE = FC / (P – VC)
decision tree analysis
process control
value analysis
Decision tree analysis is a statistical and graphical multiphased decision-making technique that shows the sequence and interdependence of decisions.
Process control is a technique that assists in monitoring production processes.
Value analysis is a cost control and cost reduction technique that examines all the parts, materials, and functions of an operation. The goal of this analysis is to reduce costs by using cheaper components and materials in such a way that the product quality or appeal is not affected.
decision tree analysis
process control
value analysis
Decision tree analysis is a statistical and graphical multiphased decision-making technique that shows the sequence and interdependence of decisions.
Process control is a technique that assists in monitoring production processes.
Value analysis is a cost control and cost reduction technique that examines all the parts, materials, and functions of an operation. The goal of this analysis is to reduce costs by using cheaper components and materials in such a way that the product quality or appeal is not affected.
Effecitve entrepreneurs attributes
- Can “see” a venture through to its end stages
- Are not afraid of failure. No (or low) risk aversion.
- Adopt a mission to create and sustain value
- Identify and pursue opportunities to serve mission
- Engage a process of continuous innovation, adaptation, and learning
- Exhibit accountability
Family business advantages / disadvantages
Advantages
- Long term interest in the success of the company: do not have an extra pressure to show short term results.
- Tend to have common sets of objectives.
- Faster decision making.
- Well-defined culture, sometimes paternalistic, generally strong and shared-accepted.
- More job stability in executives, longer term strategies and politics.
- More interest in quality and image, as both clients and suppliers have a direct contact with top management.
Disadvantages
- Overlapping of family and business roles.
- Leadership lasts for too long and in general lack of succession planning.
- “Nepotism”.
- Mistrust, secrecy, need to control non family members.
- Tend to resist change and professionals.
- Not result-oriented.
- Difficulty in attracting and retaining talent.
Definition of orgnization
Human group, composed of specialists working together on a common task. Always specialized, defined by it’s task. Their function is to make knowledge productive.
Common Characteristics of Organizations
Have a distinct purpose (goal)
Composed of people
Have a deliberate structure
Definition of management
- Management
- is a process or series of continuing and related activities.
- It involves and concentrates on reaching organizational goals.
- is the process of reaching organizational goals by working with and through people and other organizational resources.
Managerial effectiveness
refers to management’s use of organizational resources meeting organizational goals. (High goal attainment)
Managerial efficiency
is the degree to which organizational resources contribute to productivity. It is measured by the proportion of total organizational resources used during the production process. (Low waste)
Robert L. Katz
Three types of skills are important for successful management:
- Technical skills are skills involving the ability to apply specialized knowledge and expertise to work related techniques and procedures.
- Human skills are skills involving the ability to build cooperation within the team being led.
- Conceptual skills are skills involving the ability to see the organization as a whole.
Vision statement
What do we want to become
Mission statement
What is our business
Henry Mintzberg's managerial roles
- Interpersonal roles (Manages relationships, Interactions with people inside and outside the work unit)
- Figurehead (serve as a representative for external influence groups (social, legal, and ceremonial)).
- Leader (are responsible for guiding individuals toward organizational goals, etc (direction, discipline, coaching…)
- Liaison (Networker) (serves as a link between the organization and outside groups (e.g. visits clients regularly))
- Informational roles (Gathering and analyzing information)
- Monitor (assess organizational progress toward goals. Assess general environment and its impact in the organization)
- Disseminator (The manager brings external information into his/ her group or company, informes about events outside the company or outside his/ her group)
- Spokesperson (The manager represents the organization before others, and tells them information about the company)
- Decision maker (Reaching conclusions, making decisions, problem solving)
- Entrepreneur (Brings new products)
- Disturbance handler (Settles disputes between different groups in the organization, calms the angry client down)
- Resource allocator (determine allocation of limited resources throughout the organization (human, capital, monetary, inventory & raw material))
- Negotiator (Negotiates and influences)
Organization structure
is the sum of all established relationships among resources within the organization.
- Structure based on business function
- Structure based on territory served
- Structure based on customers
- Structure based on manufacturing process
ethnocentric attitude
reflects the belief that multinational corporations should regard home-country management practices as superior to foreign-country management practices. (easy structure of organization)
polycentric attitude
reflects the belief that because foreign managers are closer to foreign organizational units, they probably understand them better, and therefore foreign management practices should generally be viewed as more insightful than home-country management practices. (many organizational units)
geocentric attitude
reflects the belief that the overall quality of management recommendations, rather than the location of managers, should determine the acceptability of management practices used to guide multinational corporations. The geocentric attitude is considered most appropriate for long-term organizational success. (expensive, distribution of power, most accepted)
Definition of ethics
- Ethics is a branch of philosophy which seeks to address questions about morality; that is, about concepts such as good, bad, wrong, right, justice and virtue
- Ethics is about how we ought to live
Guideline for ethical business actions
- Respecting core human rights
- Respecting local traditions
- Determining right from wrong by examining context
Utilitarian Ethics
- Pursues "the greatest good for the greatest number of people"
- (to fire some employees when it helps to maintain the majority of the labor positions)
Rights-based Ethics
Is based on upholding individual human or legal rights, such as the rights to privacy and ownership of property, freedom of expression, etc.
Social Obligation
- The obligation of a business to meet its economic and legal responsibilities and nothing more.
Social Responsiveness
- The capacity of a firm to adapt to changing societal conditions through the practical decisions of its managers in responding to important social needs.
Social Responsibility
- A firm’s obligations as a moral agent extends beyond its legal and economic obligations, to the pursuit of long-term goals that are good for society.
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Flashcards
Definition of orgnization
Human group, composed of specialists working together on a common task. Always specialized, defined by it’s task. Their function is to make knowledge productive.
Common Characteristics of Organizations
Have a distinct purpose (goal)
Composed of people
Have a deliberate structure
Definition of management
- Management
- is a process or series of continuing and related activities.
- It involves and concentrates on reaching organizational goals.
- is the process of reaching organizational goals by working with and through people and other organizational resources.
Managerial effectiveness
refers to management’s use of organizational resources meeting organizational goals. (High goal attainment)
Managerial efficiency
is the degree to which organizational resources contribute to productivity. It is measured by the proportion of total organizational resources used during the production process. (Low waste)
Robert L. Katz
Three types of skills are important for successful management:
- Technical skills are skills involving the ability to apply specialized knowledge and expertise to work related techniques and procedures.
- Human skills are skills involving the ability to build cooperation within the team being led.
- Conceptual skills are skills involving the ability to see the organization as a whole.
Vision statement
What do we want to become
Mission statement
What is our business
Henry Mintzberg's managerial roles
- Interpersonal roles (Manages relationships, Interactions with people inside and outside the work unit)
- Figurehead (serve as a representative for external influence groups (social, legal, and ceremonial)).
- Leader (are responsible for guiding individuals toward organizational goals, etc (direction, discipline, coaching…)
- Liaison (Networker) (serves as a link between the organization and outside groups (e.g. visits clients regularly))
- Informational roles (Gathering and analyzing information)
- Monitor (assess organizational progress toward goals. Assess general environment and its impact in the organization)
- Disseminator (The manager brings external information into his/ her group or company, informes about events outside the company or outside his/ her group)
- Spokesperson (The manager represents the organization before others, and tells them information about the company)
- Decision maker (Reaching conclusions, making decisions, problem solving)
- Entrepreneur (Brings new products)
- Disturbance handler (Settles disputes between different groups in the organization, calms the angry client down)
- Resource allocator (determine allocation of limited resources throughout the organization (human, capital, monetary, inventory & raw material))
- Negotiator (Negotiates and influences)
Organization structure
is the sum of all established relationships among resources within the organization.
- Structure based on business function
- Structure based on territory served
- Structure based on customers
- Structure based on manufacturing process
ethnocentric attitude
reflects the belief that multinational corporations should regard home-country management practices as superior to foreign-country management practices. (easy structure of organization)
polycentric attitude
reflects the belief that because foreign managers are closer to foreign organizational units, they probably understand them better, and therefore foreign management practices should generally be viewed as more insightful than home-country management practices. (many organizational units)
geocentric attitude
reflects the belief that the overall quality of management recommendations, rather than the location of managers, should determine the acceptability of management practices used to guide multinational corporations. The geocentric attitude is considered most appropriate for long-term organizational success. (expensive, distribution of power, most accepted)
Definition of ethics
- Ethics is a branch of philosophy which seeks to address questions about morality; that is, about concepts such as good, bad, wrong, right, justice and virtue
- Ethics is about how we ought to live
Guideline for ethical business actions
- Respecting core human rights
- Respecting local traditions
- Determining right from wrong by examining context
Utilitarian Ethics
- Pursues "the greatest good for the greatest number of people"
- (to fire some employees when it helps to maintain the majority of the labor positions)
Rights-based Ethics
Is based on upholding individual human or legal rights, such as the rights to privacy and ownership of property, freedom of expression, etc.
Social Obligation
- The obligation of a business to meet its economic and legal responsibilities and nothing more.
Social Responsiveness
- The capacity of a firm to adapt to changing societal conditions through the practical decisions of its managers in responding to important social needs.
Social Responsibility
- A firm’s obligations as a moral agent extends beyond its legal and economic obligations, to the pursuit of long-term goals that are good for society.
Values
- Basic convictions about what is right or wrong on a broad range of issues
Corporate Social Responsibility
- is the managerial obligation to take action that protects and improves both the welfare of society as a whole and the interests of the organization. Managers must strive to achieve societal as well as organizational goals.
Fayol’s definition of management comprises five elements
- To forecast and plan: examining the future and drawing up the plan of action
- To organize: building up the structure, material and human, of the undertaking
- To command: maintaining activity among the personnel
- To coordinate: binding together, unifying and harmonizing all activity and effort
- To control: seeing that everything occurs in conformity with established rule and expressed command
basic functions / management activities by Henri Fayol
Technical activities (production, manufacturing, adaptation).
Commercial activities (buying, selling, exchange)
Financial activities (search for and optimum use of capital).
Security activities (protection of property and persons)
Accounting activities (balance sheet, costs, statistics)
Managerial activities (planning, organization, command, coordination, control).
Fayol’s 14 Universal Management Principles
1.Division of Work
2.Authority and Responsibility
3.Discipline
4. Unity of Command— an employee should receive orders from one superior only ( =/= Taylor)
5. Unity of Direction— grouping of similar activities that are directed to a single goal under one manager
6. Subordination of Individual Interests to the General Interest of the organization as a whole.
7. Remuneration of Personnel— payment should be fair and satisfactory for employees and the organization
8. Centralization— managers retain and concentrate the final/ ultimate authority
9. Scalar Chain (Line of Authority/ Unity of command) —the chain of command from the ultimate authority to the lowest
10. Order— people and supplies should be in the right place at the right time
11. Equity— managers should treat employees fairly and equally
12. Stability of Tenure of Personnel— managerial practices that encourage long-term commitment from employees create a stable workforce and therefore a successful organization
13. Initiative— employees should be encouraged to develop and carry out improvement plans
14. Esprit de Corps (union is strength)— managers should foster and maintain teamwork, team spirit, and a sense of unity among employees
POSDCORB by Gulick
Planning - developing an outline of the things that must be accomplished and the methods for accomplishing them
Organizing - establishes the formal structure of authority through which work subdivisions are arranged, defined, and coordinated to implement the plan
Staffing - selecting, training, and developing the staff and maintaining favorable working conditions
Directing - the continuous task of making decisions, communicating and implementing decisions, and evaluating subordinates properly
Coordinating - all activities and efforts needed to bind together the organization in order to achieve a common goal
Reporting - verifies progress through records, research, and inspection; ensures that things happen according to plan; takes any corrective action when necessary; and keeps those to whom the chief executive is responsible informed
Budgeting - all activities that accompany budgeting, including fiscal planning, accounting, and control
Culture (defintion)
‘A pattern of basic assumptions - invented, discovered or developed by a given group as it learns to cope with its problems of external adoption and internal integration - that has worked well enough to be considered valuable and, therefore, to be taught to new members as the correct way to perceive, think and feel in relation to those problems.’ (Schein, 1985)
Culture elements
- RITUALS - CEREMONIES
- SYMBOLS
- LANGUAGE
- COMPANY MYTHS AND HEROEs
- LAY OUT AND FURNITURE; CONTROL SYSTEMS; STATUS – CLASS SYMBOLS
Deal & Kennedy - risk & speed of feedback
defines culture based on those 2 criterias
Quinn & Rohrbaugh - 4 different cultures
Flexibility-Internal: Support oriented
Internal-Control: Rule oriented
Control-External: Objectives oriented
External-Flexibility: Innovation orientation
Influencing - definition
Influencing is the process of guiding the activities of organization members in appropriate directions. It involves the performance of four management activities: 1. Leading 2. Motivating 3. Considering groups, and 4. Communicating.
Micro- and Macro-barriers in communication
A macrobarrier is a factor hindering successful communications that relate primarily to the communication environment. I. e. Increasing need of information -> information overload, internationalization -> different languages.
Microbarriers are factors hindering successful communication that relate primarily to such variables as the communication message, the source and the destination. I.e. perception (individual interpretation), multimeaning words, etc.
Leadership (Definition)
Leadership is the process of directing the behavior of others toward the accomplishment of objectives.
The trait approach to leadership
Sees personal characteristics of individual as the main determinants of how successful that individual could be as a leader.
- great man theory
Bennis’ Leadership qualities
- Integrity
- Dedication
- Magnanimity
- Humility
- Openness
- Creativity
The situational approach to leadership
A relatively modern view of leadership that suggests that successful leadership requires a unique combination of leaders, followers and leadership situations.
- successful leadership is a function of a leader, follower, and situation that are appropriate for one other.
Contingency approaches
Emphasizes that what managers do in practice depends on, or is contingent upon, a given set of circumstances or situation.
Edgar Schein
- Key factor which determines motivation is the psychological contract
- Developed by Schein
- Human needs fall into many categories and vary according to a persons stage of development
- Managers need to be good diagnosticians
- Key factor which determines motivation is the psychological contract
- Unwritten set of expectations
- Includes economic components (pay, working hours etc.)
- But also: work autonomy, opportunities to learn and develop
- Culture within the organization (behavior towards each other, what is rewarded or punished, how people argue)
The Tannenbaum - Schmidt leadership continuum
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The Vroom-Yetton-Jago Model
Vroom-Jago leadership model states that leaders should choose among five leadership styles based on seven contingency variables, while also recognizing the time requirements and other costs associated with each style.
