International Management and Organizational Behavior at TU München

Flashcards and summaries for International Management and Organizational Behavior at the TU München

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Study with flashcards and summaries for the course International Management and Organizational Behavior at the TU München

Exemplary flashcards for International Management and Organizational Behavior at the TU München on StudySmarter:

Research Methods of Organizational Behaviour

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Organizational Behaviour -- DEF

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Structure of Organizations as "Open Systems" (3 parts)

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Attributes of good managers

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Interplay of Productivity and Managerial Performance

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Value added managers (wertschöpfend)

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The manager's challenge

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Four functions of management

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Organizational Behaviour and the "New Workplace" (4 things to manage)

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Structure of the "shamrock organization)

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The "Upside-down pyramid" of people in an organization

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New Work options

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Exemplary flashcards for International Management and Organizational Behavior at the TU München on StudySmarter:

International Management and Organizational Behavior

Research Methods of Organizational Behaviour

3 Dimensions: Action, Location, Strategy


Actions:

  • Introspection
  • Questionnaire
  • Observation
  • Analysis of Performance / Results


Locations:

  • Laboratory
  • Field


Strategies / Approaches:

  • Non-systematic
  • systematic
  • quasi-experimental
  • experimental

International Management and Organizational Behavior

Organizational Behaviour -- DEF

Study of individuals and groups in organizations


Knowledge with special implications for the ways managers interact and manage employees to improve organizational performance

International Management and Organizational Behavior

Structure of Organizations as "Open Systems" (3 parts)

Systems consists of 3 parts


  • resource inputs (Information, Material, Equipment, Facilities, Money, People)
  • transformation process (transforms human and physical resources to outputs with work activity) that has to be Organized. Also, consumer feedback is utilized
  • Product outputs (Goods, Services) -- also, results are resource inputs again for other processes

International Management and Organizational Behavior

Attributes of good managers

Effective managers according to different people:

  • Controllers (Fayol)
  • Doers (Peters)
  • Thinkers (Porter)
  • Leaders (Bennis)


Key results any manager should head for:

  • Task performance (productivity = output per work unit)
  • Human resource maintenance (capable workforce is attracted and continued / wants to stay)

International Management and Organizational Behavior

Interplay of Productivity and Managerial Performance

Two dimensions: Performance effectiveness (How well are goals being attained?), Performance efficiency (How well are resources being used?)


Effective & Efficient: True managerial Success, goals achieved, resources well used -- high productivity


International Management and Organizational Behavior

Value added managers (wertschöpfend)

  • enable their work units  with great effort to achieve high productivity
  • improve "bottom-line" performance

International Management and Organizational Behavior

The manager's challenge

  • manager is accountable for results of work unit (e.g. to superiors)
  • manager depends on the efforts of subordinates
  • manager needs to satisfy worker's demands

International Management and Organizational Behavior

Four functions of management

Leading (create vision, inspiring commitment, directing efforts towards a common purpose)


Planning (setting objectives, deciding how to accomplish them)


Organising (dividng up work, assigning people to jobs, allocating resource, coordinating the results)


Controlling (monitoring performance, taking action to ensure the desired results)

International Management and Organizational Behavior

Organizational Behaviour and the "New Workplace" (4 things to manage)

Important to manage the globalization of work (going international, international competition comes to domestic market) -- become "Global manager"


Important to manage human rights:

  • employee rights (individual privacy, free speech, freedom of conscience)
  • job security (physical wellbeing, layoff protection, cost-of-living wage increase)
  • equal employment opportunity (no discrimination on the basis of age, sex, culture, ...)
  • equity of earnings: compensation for comparable worth of work contributions)


Important to manage developments in IT


Important to manage organizational transitions

  • Restructuring
  • Mergers
  • Downsizing / Layoffs
  • Zero-cost-budgeting
  • Re-engineering

International Management and Organizational Behavior

Structure of the "shamrock organization)

3 leaves:

  1. Central Core (permanent, full-time, critical employees)
  2. Independent Contractors (outside but performing key jobs and services)
  3. Temporary Hires (part-time, added/deleted as needed)

International Management and Organizational Behavior

The "Upside-down pyramid" of people in an organization

(From bottom to top)


Top managers are the basis, establish purpose and direction of the organization and support Supervisors and Managers


Supervisors and Managers help workers to do their jobs and solve problems (-- support Operating workers)


Operating Workers work directly for customer satisfaction -- serve Customers and Clients


Customers and Clients are the ultimate beneficiaries of the organization's efforts

International Management and Organizational Behavior

New Work options

Flexibility


Family-friendly organizations

  • permanent part-time work
  • job sharing
  • voluntary reduced work time
  • flexiyear / flexiweek

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