You are on page 1of 18

Chapter Three

The Managers Changing Work Environment & Ethical Responsibilities

McGraw-Hill/Irwin

Copyright 2009 by The McGraw-Hill Companies, All Rights Reserved.

REVISION CHP: 1
1. (p. 3) One of the "star strategies" that can be adopted by average performers to become star performers is organizational savvy. 2. (p. 4) Management includes integrating the work of people through planning, organizing, leading, and controlling the organization's resources.
3. (p. 6) An effective manager's influence on the organization is multiplied beyond the results achievable by just one person.
McGraw-Hill/Irwin Copyright 2009 by The McGraw-Hill Companies, All Rights Reserved.

REVISION CHP: 2
1. (p. 39) Management is characterized as an art and as a science 2. (p. 39) An attitude of commitment refers to a willingness to set aside belief and conventional wisdom and to act on the facts. 3. (p. 45) Car manufacturers have broken down automobile manufacturing into its constituent tasks. This reflects the contributions of the behavioral school of management. 4. It is possible to boost productivity using the classical approach to management.

McGraw-Hill/Irwin

Copyright 2009 by The McGraw-Hill Companies, All Rights Reserved.

The Community of Stakeholders Inside the Organization


Internal stakeholders
consist of employees, owners, and the board of directors

External stakeholders
people or groups in the organizations external environment that are affected by it

3-4

The Task Environment


Customers
those who pay to use an organizations goods or services

Competitors
people or organizations that compete for customers or services

3-5

The Task Environment


Suppliers
A person or organization that provides raw materials, services, equipment, labor or energy to other organizations

3-6

The Task Environment (cont.)


Distributor
a person or organization that helps another organization sell its goods and services to customers

Strategic allies
describes the relationship of two organizations who join forces to achieve advantages neither can perform as well alone
3-7

The Task Environment (cont.)


Government regulators
regulatory agencies that establish ground rules under which organizations may operate

Special interest groups


groups whose members try to influence specific issues

3-8

The General Environment


Economic forces
consist of the general economic conditions and trends unemployment, inflation, interest rates, economic growth that may affect an organizations performance

Technological forces
new developments in methods for transforming resources into goods and services
3-9

The General Environment


Sociocultural forces
Influences and trends originating in a countrys, a societys, or a cultures human relationships and values that may affect an organization

Demographic forces
influences on an organization arising from changes in the characteristics of a population, such as age, gender, or ethnic origin
3 - 10

The General Environment


Political-Legal forces
forces changes in the way politics shape laws and laws shape the opportunities for and threats to an organization

International forces
changes in the economic, political, legal, and technological global system that may affect an organization

3 - 11

The Ethical Responsibilities Required of You as a Manager


Ethics
standards of right and wrong that influence behavior

Values
relatively permanent and deeply held underlying beliefs and attitudes that help determine a persons behavior

3 - 12

Four Approaches to Deciding Ethical Dilemmas


Utilitarian
guided by what will result in the greatest good for the greatest number of people

Individual
guide by what will result in the individuals best long term interest, which ultimately are in everyones self-interest

3 - 13

Four Approaches to Deciding Ethical Dilemmas (cont.)


Moral-rights
guided by respect for the fundamental rights of human beings

Justice
guided by respect for impartial standards of fairness and equity

3 - 14

The New Diversified Workplace


Diversity
represents all the ways people are unlike and alike the differences and similarities in age, gender, race, religion, ethnicity, sexual orientation, capabilities, and socioeconomic background

3 - 15

The New Diversified Workplace


Personality
stable physical and mental characteristics responsible for a persons identity

Internal dimensions of diversity


human differences that exert a powerful, sustained effect throughout every stage of our lives

3 - 16

Barriers to Diversity
1. Stereotypes and prejudices 2. Fear of reverse discrimination 3. Resistance to diversity program priorities 4. Unsupportive social atmospheres 5. Lack of support for family demands 6. Lack of support for career-building steps
3 - 17

REVISION CHP:3
1. (p. 71) Organizations with high turnover and low productivity are usually called "learning organizations." 2. (p. 75) In an organization's environment, pressure is placed from the internal stakeholders to the external stakeholders. 3. (p. 76) Government regulators are regulatory agencies that establish ground rules under which organizations may operate. 4. (p. 79) Entire industries have been rocked when the culture underwent a lifestyle change that affected the industry's product or services. 5. (p. 82) A manager performing a "cost-benefit analysis" is approaching a decision from the individual approach.

3 - 18