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

Chapter Three

The Manager’s 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.

3 - 4

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 organization’s

external environment that are affected by it

3 - 5

The Task Environment

• Customers

those who pay to use an organization’s

goods or services

• Competitors

people or organizations that compete for

customers or services

3 - 6

The Task Environment

• Suppliers

A person or organization that provides raw

materials, services, equipment, labor or

energy to other

organizations

3 - 7

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 - 8

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 - 9

The General Environment

• Economic forces

consist of the general economic conditions

and trends – unemployment, inflation,

interest rates, economic growth – that may

affect an organization’s performance

• Technological forces

new developments in methods for

transforming resources into goods and

services

3 - 10

The General Environment

• Sociocultural forces

Influences and trends originating in a

country’s, a society’s, or a culture’s 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 - 11

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 - 12

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 person’s behavior

3 - 13

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 individual’s

best long term interest, which ultimately

are in everyone’s self-interest

3 - 14

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 - 15

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 - 16

The New Diversified Workplace

• Personality

stable physical and mental characteristics

responsible for a person’s identity

• Internal dimensions of diversity

human differences that exert a powerful,

sustained effect throughout every stage of

our lives

3 - 17

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 - 18

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.