People, Organisation & Environment
CHAPTER 1 – Management
Management getting work done through others
Managers take responsibility for the efficiency and effectiveness
Efficiency getting work done with a minimum of effort, expense, or waste
Effectiveness accomplishing tasks that help fulfil organizational objectives
Management functions:
1. Planning determining goals and how to achieve achieving them
2. Organizing deciding where decisions will be made, who will do what jobs and tasks, and
who will work for whom ‘’how to get things done’’
3. Leading inspiring and motivating workers to work hard to achieve organizational goals
4. Controlling monitoring progress toward goal achievement and taking corrective action
when needed setting standards and comparing that with the achieved.
Types of managers:
1. Top managers Are responsible for the overall direction of the organization (CEO,
COO,CFO, CIO). They have three main responsibilities:
a. Creating a context for change
b. develop employees’ commitment
c. create a positive organizational culture
2. Middle managers Are responsible for setting objectives consistent with top
management’s goals and for planning and implementing subunit strategies for achieving
these objectives ‘’ “the implementer of the company’s strategy who figures out the “how”
to do the “what’’
3. First-line managers responsible for training and supervising the performance of
nonmanagerial employees who are directly responsible for producing the company’s
products or services.
4. Team leaders managers responsible for facilitating team activities toward goal
accomplishment
Managerial roles:
1. Interpersonal roles face-to-face interactions
a. Figurehead = being a representative
b. Leader = motivate and encourage workers
c. Liaison = dealing with people of outside their unit
2. Informational roles obtaining and sharing information
a. Monitor = actively scanning the environment for information
b. Disseminator = sharing information to others inside the company
c. Spokesperson = share information to others outside the company
3. Decisional roles making well decisions
a. Entrepreneur = adapting the company for change
b. Disturbance handler = responding to severe problems that require immediate action
c. Resource allegator = deciding who gets what resources and how many
d. Negotiator = negotiating schedules, projects, goals, outcomes, resources, and
employee raises
Learn chapters 1, 3, 4 (not 4.2), 5, 6, 7, 8, 9, 11 (not 11.1), 12, 13, 17
,Skills of a manger:
1. Technical specialized procedures, techniques, and knowledge required to get the job
done
2. Human the ability to work well with others
3. Conceptual the ability to see the organization as a whole, understand how the different
parts affect each other, and recognize how the company fits into or is affected by its
environment
4. Motivation to manage a rating scale of how enthusiastic employees are about managing
the work of others
CHAPTER 3
External environments the forces and events outside a company that can have a influence or
affect on it.
1. Environmental change the rate at which a company’s general and specific environments
change
a. Stable environment the rate of change is slow
b. Dynamic environment rate of change is fast
c. Punctuated equilibrium theory the theory that companies go through long
periods of stability (equilibrium), followed by short periods of dynamic, fundamental
change (revolutionary periods), and then a new equilibrium
2. Environmental complexity the number and the intensity of external factors in the
environment that affect organizations
a. Simple environments having just a few environmental factors
b. Complex environment having many environmental factors
3. Resource scarcity the abundance or shortage of critical organizational resources in an
organization’s external environment
Uncertainty how well managers can understand or predict the external changes and trends
affecting their businesses (the lower, the better)
Two kinds of external environments influence a business:
1. General environment PESTEL (Political, Economic, Sociocultural, Technological,
Environmental, Legal)
a. Economic = Business confidence indices index that show managers’ level of
confidence about future business growth
b. Technology the knowledge, tools, and techniques used to transform inputs (raw
materials, information) into outputs (products and services)
c. Sociocultural = the demographic characteristics, general behaviour, attitudes, and
beliefs of people in a particular society
d. Political/legal the legislation, regulations, and court decisions that govern and
regulate business behaviour
Learn chapters 1, 3, 4 (not 4.2), 5, 6, 7, 8, 9, 11 (not 11.1), 12, 13, 17
, 2. Specific environment is unique to that firm’s industry and directly affects the way it
conducts day-to-day business. Consists of customers, competitors, suppliers, industry
regulation, and advocacy groups
a. Consumers purchases the products and services. Monitoring them is crucial
b. Competitors companies in the same industry that sell similar products or services
to customers
i. Competitive analysis = analysing the competitors. Which involves deciding
who your competitors are, anticipating competitors’ moves, and determining
competitors’ strengths and weaknesses
c. Suppliers companies that provide material, human, financial, and informational
resources to other companies
i. Supplier dependence the degree to which a company (the buyer) relies
on a supplier
ii. Buyer dependence the degree to which a supplier relies on a buyer (the
company)
iii. Opportunistic behaviour one party of the relationship benefits at the
expense of the other
iv. Relationship behaviour focuses on establishing a mutually beneficial,
long-term relationship
d. Industry regulation regulations and rules that govern the practices and
procedures of specific industries, businesses, and professions
e. Advocacy groups groups of concerned citizens who band together to try to
influence the business practices of specific industries, businesses, and professions
i. Public communications voluntary participation by the news media and
the advertising industry to get the message out
ii. Media advocacy framing issues as public issues; exposing questionable,
exploitative, or unethical practices; and forcing media coverage by buying
media time or creating controversy that is likely to receive extensive news
coverage
iii. Product boycott try to persuade consumers not to purchase a company’s
product or service
Managers use three steps to make sense of the external environmental changes:
1. Environmental scanning searching the environment for important events or issues that
might affect an organization
2. Interpreting environmental factors interpreting events and issues as a threat or a
opportunity
3. Acting on threats and opportunities managers decide how to respond to the
environmental factors
a. Cognitive maps summarize the perceived relationships between environmental
factors and possible organizational actions
Internal environment the events and trends inside an organization that affect management,
employees, and organizational culture.
Organizational culture the set of key values, beliefs, and attitudes shared by members of the
organization
1. How organizational cultures are created and maintained
Learn chapters 1, 3, 4 (not 4.2), 5, 6, 7, 8, 9, 11 (not 11.1), 12, 13, 17
, a. Organizational stories stories told by organizational members to make sense of
organizational events and changes and to emphasize culturally consistent
assumptions, decisions, and actions
b. Organizational heroes people admired for their qualities and achievements within
the organization
c. Organizational ceremonies gatherings in which symbolic acts commemorate or
celebrate notable achievements or changes
2. Characteristics of successful organizational cultures
a. Company mission business’s purpose or reason for existing
b. Consistent organizational cultures the company actively defines and teaches
organizational values, beliefs, and attitudes
3. How to change organizational cultures
a. Behavioural addition the process of having managers and employees perform
new behaviours extra to their old ones
b. Behavioural substitution the process of having managers and employees perform
a new behaviour in place of another behaviour
c. Visible artifacts visible signs of an organization’s culture, such as the office design
and layout, company dress code. And company benefits and perks, such as stock
options, personal parking spaces, or the private company dining room
CHAPTER 4
Ethics moral principles or values that defines right and wrong for a person or group
Ethical behaviour behaviour that follows accepted principles of right and wrong
Workplace deviance unethical behaviour that violates organizational norms about right and
wrong
a. Production deviance hurts the quality and quantity of work produced
b. Property deviance hurts the company’s property or products
a. Employee shrinkage employee theft of company merchandise
c. Political deviance using influence to harm others in the company, (spreading rumours)
d. Personal aggression hostile or aggressive behaviour toward others, mostly co-workers
a. Workplace violence
The influences on ethical behaviour:
a. Ethical intensity the degree of concern people have about an ethical issue
1. Magnitude of Consequences the total harm or benefit derived from a decision to
all people (large or small negative consequences)
2. Social consensus agreement on whether behaviour is bad or good (clear or not
clear agreement)
3. Probability effect the chance that something will happen that results in harm to
others (certain or not certain action)
4. Temporal immediacy the time between an act and the consequences the act
produces (stronger or not stronger)
5. Proximity of effect social, psychological, cultural, or physical distance of a
decision maker to those affected by their decisions (greater or not greater)
6. Concentration of effect how much an act affects the average person
Learn chapters 1, 3, 4 (not 4.2), 5, 6, 7, 8, 9, 11 (not 11.1), 12, 13, 17
