BWL FHNW WI

Is a measure of the appropriateness of the goals that mangers have selected for the organization to prsue and the degree to which the organization achieve those goals.

"Doing the right things"

Also see the figure 1.1 in the book on Page 46 for examples

A cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals.

A group of people who work together and possess similiar skills or use the same knowledge, tools, or techniques to perform their jobs.

Group composed of the CEO, COO, the president, and the heads of the most important departments.

Conceptual Skills:
The ability to analyze and diagnose a situation and to distinguish between cause and effect.
Formal education and training are important in helping managers develope these skills.

Human Skills:
The ability to understand, alter, lead, and control the behavior of other individual and groups
Can be learned through education and training, as well as be developed through experience.

Technical Skills:
Are the job-specific skills required to perform a particualr type of work or occupation at a high level.

Contracting with another company, usually abroad, to have it perform an activity the organization previously performed itself.

For example Outsource a development project to developers in India

Downsizing an organization by eliminating the jobs of large numbers of top, middle, and first-line managers and nonmanagerial employees

It is often used to the specific set of departmental skills, knowledge, and experience that allows one organization to ouperform its competitors (competitive advantage).

Efficiency
Innovation
Responsiveness to customers
Quality

Definition of Competitive advantage:
The ability of one organization to outperform other organizations because it produces desired goods or services more efficiently aand effectively than they do.

The creation of a new vision for a struggling company based on a new approach to planning and organizing to make better use of a company's resources and allow it to survive and prosper

The process by which a division of labor occurs as different workers specialize in different tasks over time.

Adam Smith

The systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency.

F.W.Taylor, The Gilbreths (Frank and Lilian)

The study of how to create an organizational structure and control system that leads to high efficiency and effectiveness.

Max Weber

A formal system of organization and administration designed to ensure efficiency and effectiveness.

: The power to hold people accountable for their actions and to make decisions concerning the use of organizational resources.

Formal written instruction that specify actions to be taken under different circumstances achieve specific goals.

Specific sets of written instructions about how to perform a certain aspect of a task.

Unwritten, informal codes of conduct that prescribe how people should act in particular situations and are considered important by most members of a group or organization.

• Division of labor
• Authority and responsibility
• Unity of Command: A reporting relationship in which an employee receives orders from, and reports to, only one superior.
• Line of authority: The chain of command extending from the top to the bottom of an organization.
• Centralization: The concentration of authority at the top of the managerial hierarchy.
• Unity of direction: The singleness of purpose that makes possible the creation of one plan of action to guide managers and workers as they use organizational resource.
• Equity: The justice, impartiality and fairness to which all organizational members are entitled.
• Order: The methodical arrangement of positions to provide the organization with the greatest benefit and to provide employees with career opportunities.
• Initiative: The ability to act on one’s own without direction from a superior.
• Discipline: Obedience, energy, application and other outward marks of respect for a superior’s authority.
• Remuneration of personnel
• Stability of tenure of personnel
• Subordination of individual interests to the common interests
• Esprit de corps: Shared feeling of comradeship, enthusiasm or devotion to a common cause among members of a group.

The study of how managers should behave to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals. Mary Paker Follett

Mary Parker Follett

The finding that a manger’s behaviour or leadership approach can affect workers’ level of performance.

Elton Mayo

A management approach that advocates the idea that supervisors should receive behavioural training to manage subordinates in ways that elicit their cooperation and increase their productivity.

The system of behavioural rules and norms that emerge in a group.

The study of the factors that have an impact on how individuals and groups respond to and act in organizations.

An approach to management that uses rigorous quantitative techniques to help managers make maximum use of organizational resources.

The set of forces and conditions that operate beyond an organization’s boundaries but affect a manager’s ability to acquire and utilize resources.

A System that takes in resources from its external environment and converts them into good and services that are then sent back to that environment for purchase by customers.

A system that is self-contained and thus not affected by changes occurring in its external environment.

The tendency of a closed system to lose its ability to control itself and thus to dissolve and disintegrate.