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297 Cards in this Set
- Front
- Back
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What are individual differences in motivation?
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-chronic-always have that self esteem
-situational- only this self esteem for that situation -socially influenced- influenced by people around you Need for achievement Intrinsic motivation: -the work is meaningful to them -you care about the work -give them praise Extrinsic Motivation: -bonuses, salaries, employee of the month |
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How do you increase Self esteem?
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-self esteem workshops
-experience with success --self fulfilling prophecy --trying new experiences and taking little steps -supervisor behavior --pygmalion effect: when employee feels that a manager has confidence in him, his self esteem will increase, as will his performance --golem effect: when negative expectations of an individual causes a decrease in that individual's actual performance |
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What is need for achievement?
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McClelland's Three Needs:
-need for achievement -need for affiliation -need for power if too impossible, then not motivated -if you boos their self esteem, more they achieve |
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What are Employee values and expectations?
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Have the employees expectations been met?
-realistic job previews -job descriptions (expect what it is) Have the employee's needs, values and wants been met? -Maslow's needs hierarchy -ERG theory -two factor theory ex: -too much work can't have personal life -hate boss -no one trains -hate coworkers |
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What is ERG theory?
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three level needs theory
-Growth -Relatedness -Existence |
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What is the two factor theory?
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Motivators:
-responsibility -growth -challenge -job control Hygiene factors -Pay -Benefits -Coworkers -Security |
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What are Job characteristics theory?
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Employees desire jobs that are
-Meaningful -Allow autonomy -provide them with feedback Jobs will have motivating potential if they have -skill variety -task identification -task significance |
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How do you set goals?
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-specific
-measurable -difficult but attainable -relevant -time bound -employee participation -provide better feedback -performance reviews |
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How can you provide feedback?
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Positive Feedback
-should be specific -should be sincere -should be timely Negative Feedback -should be constructive -concentrate on behaviors -always give in private -Self-regulation theory -constructive criticism |
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How do you reward excellent performance?
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-timing of the reward
-contingency of the reward -type of reward |
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What is the Premack Principle?
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-different things reinforce different people
-we can get people to engage in behaviors they don't like (ex: study) by reinforcing them with the opportunity to engage in behaviors they like better (ex: taking out the trash) ex: as soon as I study for calculus, then i can study for I/O -motivate them with something they already have to do ex: 2 hour training then you only have to do easy part of job like lining up books |
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What are financial incentive plans?
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Individual Incentive Plans
-pay for performance -merit pay Organizational Incentive Plans -profit sharing -gainsharing -ties financial incentives to improvements(gains) in organizational performance -stock options |
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What is the equity theory?
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Underpayment
-work less hard -become more selfish -lower job satisfaction Overpayment: -no guilt feelings -work harder -become more team oriented |
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What is expectancy theory?
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-expectancy
-the perceived relationship between the amount of effort an employee puts in and the resulting outcome -instrumentality -the extent to which the outcome of a workers performance, if noticed, results in a particular consequence -valence -the extent to which an employee values a particular consequence |
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What are things needed to consider for training?
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direct costs
indirect costs hidden costs |
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What is training?
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-practical education in a skill, job, or profession
-Big business: -$55 billion annually on formal training programs $180 billion annually on informal OJT training -training is lifelong --employees won't stay in same job entire career |
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What is the role of training goals?
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Improve performance by increasing
- self-awareness -knowledge -skill -motivation -stress management -health fitness -customer relation skills |
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What are the global types of training?
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-basic skills
-technical skills -interpersonal skills -personal effectiveness -organizational maneuvering |
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What are the training steps?
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-Determine training needs
-develop training program --establish goals and objectives --choose best training method --prepare the training --motivate employees --conduct the training -evaluate training success |
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What is a training need?
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-discrepancy between actual performance and
-an ideal -a norm -a minimum -a desired state -an expected state |
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What are the four key questions for analysis of need?
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-What are we trying to accomplish?
-Why do we think there is a need for our training program? -Is there an actual need for our training program? -Is our idea for a training program practical? |
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What are the types of needs analysis?
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-Organizational Analysis
-Task analysis -person analysis |
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What is organizational analysis?
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-Goals and objectives
-Economic analysis -Organizational Climate --Employee readiness ---attitudes ---time ---commitment -Management support -Resource analysis |
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What are some questions to ask to determine whether the program is practical?
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-Will people participate in the program?
-are the barriers insurmountable? -do we have the expertise? -do we have the funding? |
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What is Resource Analysis?
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Funding
-how much? Staff -number -skills -availability Physical resources -office space -phones -computers -vehicles |
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What is task analysis?
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Job analysis identifies
-tasks -conditions under which tasks are performed -KSAOs needed to perform tasks under those conditions Task analysis identifies how tasks are learned -expected time of hire -easily taught on the job -current training program -no training |
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What is person analysis?
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-performance appraisal scores
-surveys -interviews -skill and knowledge tests -critical incidents |
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In order to develop a training program, list what you want to accomplish?
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What do you want to accomplish
-knowledge (general vs. expert, narrow vs. broad) -Skill (what level of proficiency?) -Motivation (How much and for how long?) -Appreciation (diversity) |
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In order to develop a training program, how do you set goals and objectives?
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Goals should state:
-what learners are expected to do -the conditions under which they are expected to do it -the level at which they are expected to do it Goals should be: -concrete -attainable Can you accomplish your objectives? |
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What is the pre-training environment?
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Includes those decisions and cues that indicate the value management places on training programs
such as: -policies -supervisor attitudes toward training -availability of training resources -employee participation in needs assessment |
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What are pre-training attributes?
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Individual differences in ability
-general cognitive ability is the single best predictor of training success Pretraining expectations -low self efficacy hinders training Motivation -can be increased by allowing them to participate in training decisions Job involvement -those more involved show greater motivation to learn Locus of control -internals tend to do better in training Self efficacy -those who believe in their ability to perform a task tend to succeed -positively related to motivation to learn and training success |
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What is psychology of learning?
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Active practice
-active involvement vs. passivity enhances learning -best way to learn Distributed (spaced) vs. massed practice Whole and part learning -smaller units of material are easier to master Transfer of training -enhanced when training environment is similar to the work environment -relevance to job ex: make him tag along with better manager -have feedback and reinforcement after training finishes |
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What is feedback with psychology of learning?
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-must follow behavior closely to be effective
-people learn more readily when given a clear idea how well they're doing |
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What is reinforcement with psychology of learning?
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-the greater the reward that follows a behavior, the more easily and rapidly that behavior will be learned
-the longer the delay between the behavior and reinforcement, the less effective the result -it should be given frequently during the early stages of training; then, partial reinforcement will be effective |
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How do you motivate employees to go to training programs?
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to attend training
-to perform well in training -to use their training on the job |
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How do you motivate employees to attend?
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-Require attendance on the clock
-Voluntary --on the clock --just in time rather than just in case --make training interesting --focus on core competencies --increase employee buy-in (choice/ help develop) --Provide incentives ex: food, certificates, college credit, pay increase -provide food --reduce stress associated with attending |
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How do you motivate employees to perform well in training? Provide incentives:
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Basic for the incentive
-completion and degree based -knowledge based -skill based -job performance based Type of incentive: -self-improvement/esteem -job security -money -advancement |
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What are important principles for training incentives?
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-timing
-contingency -type of incentive -expectancy theory ex: -Motivation= e x i x v e: expectancy I: instrumentality v: valence |
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How do you maintain interest in training?
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Maintain interest:
-relevance -activity -fun -variety -interaction -expertise sharing Provide feedback |
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How do you ensure ability to transfer training?
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-realistic training environment
-overlearning -understanding principles |
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How do you provide an opportunity to use newly learned skills?
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-use promptly after training
-provide performance assistance -ensure supervisory support -recognize performance improvement |
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What is classroom training?
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-lecture to acquire knowledge (live or video)
-case studies to apply knowledge -simulation exercises to practice new skills -role play and behavioral modeling to learn interpersonal skills |
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What is distance learning?
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-books
-videos -interactive video -programed instruction --web based instruction (e-learning) --computer based instruction |
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What is on the job training?
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-major advantage is economy; also transfer of training
-may be expensive if it takes other workers away from their jobs to conduct the training -has potential of disrupting production |
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What is vestibule training?
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simulated workspace in a separate training facility
-high fidelity with actual job helps in training transfer -relies on skilled instructors -greatest disadvantage is cost |
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What is apprenticeship?
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-training method for skilled crafts and trades
-involves classroom instruction and on the job experience -average 4-6 years |
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What is computer assisted instruction?
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-trainees learn material at their own pace and receive immediate feedback on their progress
-trainees interact with computer terminals -widely used for teaching computer literacy -decreases training time required and improves transfer |
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What is net based training?
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-type of distance learning
-involves both internet and tinranet -offers some advantages as CAI with even more flexibility -20-35% less than the cost of traditional classroom instruction |
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What is behavior modification?
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-use of positive reinforcement to change behavior
steps: -conduct performance audit -select behavior to be changed -introduce program of positive reinforcement ex: emery air freight |
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What is job rotation?
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-technique that assigns trainees to various jobs and departments over a period of few years
-often used for new college graduates and for training for skilled and semi skilled job -disadvantages include disruption caused by frequent moves and not enough time to acquire necessary skills |
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What is case studies?
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-a method of executive training in which trainees analyze a business problem and offer solutions
-a limitation is that solutions may not be relevant to the job at hand (lack of positive transfer) |
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What is business games?
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-used to develop problem solving and decision making skills
-trainees often compete in teams -teams deal with corporate problems and instructors evaluate their effectiveness |
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What is in-basket training?
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trainee is given a stack of issues to deal with, typical of job requirements, in set amount of time
-trainer discusses solutions and provides feedback |
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What is role playing?
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trainees pretend to perform a role, displaying the behaviors they believe are appropriate to the situation
-provides opportunity to practice job-related behaviors |
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What is behavior modeling?
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-trainees attempt to imitate the job behaviors of successful supervisors
-trainer provides introduction -trainees watch a video of supervisor using appropriate procedures -trainees engage in behavior rehearsal -trainer and other trainees provide feedback -transfers directly to job -effective in raising employee morale, improving communication with customers and reducing employee resistance to change |
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What is executive coaching?
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-one to one training sessions between a cocah and manager to improve manager's performance
-designed to fit individual needs as they arise -often use to follow up poor ratings on 360 degree feedback appraisals |
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What is diversity training?
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-teach people to confront personal prejudices that could lead to discriminatory behavior
-$10 billion spent annually -requires management support to succeed -found that voluntary participation led to more positive results -found significantly lower differences between blacks and white sales people in pro diversity climate |
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What is career self-management?
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-the degree to which a person regularly and routinely gathers information and formulates or revises plans for his or her own career, solving problems and making decisions
-although initiated by individual, many organizations provide training in career self-management typical programs includes: -assessing career attitudes, values, plans and goals -analyze how goals have been met by current job -discuss career strategies |
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What are the initial decisions for training?
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Who will conduct the training?
- in house trainers -external trainers -videos -local universities Where will it be held? -on site -off site -local hotel /resort area -how long should the training be? -considerations: -efficiency -attention span -time away from work -massed vs. distributed practice -Options 1-2 hours, half day, full day, several days |
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What is individual training through distance learning?
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Concept of programmed instruction
-self-paced -trainee is actively involved in the learning -material is presented in small units Formats -book -video -interactive video -computer based training -web based (e-learning) |
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How do you learn by modeling others?
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Characteristics of the model
-successful -status -similarity Characteristics of the observer -attention -retention -reproduction skills |
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How do you learn through job rotation?
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-job rotation
-cross training -volunteerism |
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How do you learn from apprentice training?
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-used in crafts and trades
-144 hours of formal class work each year -work with an expert (usually 4 years) |
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How do you learn from coaching?
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-experience employee works with new employee
Problems: -not all employees are good coaches -coaching can lower the coach's work productivity -pass through programs and corporate coaches can alleviate problems |
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What is learning through mentoring?
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-mentoring is less formal than coaching
-good mentors can be difficult to find -learn through performance appraisal |
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How do you ensure transfer of training?
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-practice in similar conditions
-over learning -allow training to be used on the job |
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How do you evaluate training results?
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can pretest, training and post test
or pretest and then posttest or train and post test for group one pretest training post test group 2 pretest posttest or just post test |
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How do you evaluate training results criteria?
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-content validity
-employee reactions -employee learning -application of training -business impact -return on investment |
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What is learning through mentoring?
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-mentoring is less formal than coaching
-good mentors can be difficult to find -learn through performance appraisal |
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How do you ensure transfer of training?
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-practice in similar conditions
-over learning -allow training to be used on the job |
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How do you evaluate training results?
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can pretest, training and post test
or pretest and then posttest or train and post test for group one pretest training post test group 2 pretest posttest or just post test |
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How do you evaluate training results criteria?
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-content validity
-employee reactions -employee learning -application of training -business impact -return on investment |
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Why should we worry about employee attitudes?
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if they are not satisfied, it could result in absenteeism, turnover, lateness, counterproductive behavior
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What individual differences affect job satisfaction?
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-satisfaction is consistent across jobs, time, and relationship between life satisfaction and job satisfaction
Why? -because there are genetic predispositions -your core self evaluations affect it: -self esteem -self efficacy -internal locus of control -optimism/positive affectivity |
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What are the different types of organizational commitment?
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-Affective
- Continuance commitment -Normative commitment |
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What is affective commitment?
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-extent to which an employee wants to remain with the organization, cares about the organization and is willing to exert effort on its behalf
ex: employee of red cross might like her coworkers and her boss, share the altruistic goals of the organization, and realize that her efforts will result in better organizational performance |
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What is Continuance commitment?
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extent to which an employee believes she must remain with the organization due to the time, expense and effort that she has already put into it or the difficulty she would have in finding another job
ex: a politician working in one city, and staying with the job because if they went to another city, they would have to build up supporters all over again |
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What is normative commitment?
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extent to which an employee feels obligated to the organization and as a result of this obligation, must remain with the organization
ex: family business |
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Which personality traits have the most satisfaction and least turnover?
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highest satisfaction:
-stability -conscientiousness -extraversion Least turnover: -agreeableness -conscientiousness -stability highest performing: conscientiousness |
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What is core evaluation?
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self-esteem
self-efficacy internal locus of control emotional stability |
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What are discrepancy theories?
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if there is a discrepancy between these needs, values, and expectation and the reality of the job, employees will become dissatisfied and less motivated
-have the employee's expectations been met? (realistic job previews) -is the employee a good fit? -vocation -job -organization -coworkers and supervisors -have employees needs, values, and wants been met? -maslow's need hierarchy -ERG theory -two factor theory |
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What are job facets?
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are the tasks enjoyable?
do employees enjoy working with their supervisors and coworkers? are coworkers outwardly unhappy? do they like it? are they rewarded? |
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What is job satisfaction?
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positive and negative feelings and attitudes about our job
-job satisfaction influences psychological well-being both before and after retirement -there is a positive reciprocal relationship between job and life satisfaction-but which direction? |
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How do you measure job satisfaction?
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Job Descriptive Index
-measures pay, promotion, supervision, nature of the work, and characteristics of co-workers -can be completed in 15 minutes Minnesota Satisfaction Questionnaire -covers 20 job facets, including advancement, independence, recognition, social status and working conditions -requires 30 min to complete, but 10 min version is available |
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What is the gallup poll of job satisfaction?
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-a single measure of job satisfaction does not identify those areas of specific satisfaction or dissatisfaction
-need to examine what questions are asked and to which population -satisfaction varies with specific job facets (ex: promotion policy vs interest in work) -Only 10 to 13 percent of workers say they are dissatisfied with their jobs -satisfaction varies wiht industry and type of job -organizations with more satisfied workers appear to perform better |
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What are some characteristics and job satisfaction correlations?
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Age- positive relationship
Sex- no clear difference Race- whites generally more satisfied than minorities Cognitive ability- depends on education and challenge Job experience- positive relationship Use of skill- increase with use of more skills Job congruence- positive relationship Organizational justice- positive relationship Personality- varies with different big 5 factors Job control- positive relationship Occupational level- positive relationship |
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How do people react when they lose their job?
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-stressful
-losing higher level jobs suffer more from unemployment -many feel personal sense of betrayal -job loss after 50 doubles chance of stroke or heart attack -decrease in organizational commitment among survivors -finding a new position helps counteract the negative effects unless there is dissatisfaction with the new job -job insecurity results in lower organizational commitment, increased stress and health issues, particularly for those with high job involvement -blacks insecure about their job were 4 times more likely to report depression than similar whites |
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What impact does insecure feelings about job have on job behaviors?
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-there is a significant positive relationship between job satisfaction and productivity
-high job satisfaction is related to prosocial behavior, that is, helpful behaviors directed at customers, co-workers, and supervisors -counterproductive behavior is related to dissatisfaction in workers over 30 |
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How does job satisfaction correlate to absenteeism and turn over?
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up to 20% of workforce is absent any given day
-job satisfaction is negatively related to absenteeism and turnover -less absenteeism and turnover in jobs that require a high level of creativity, challenge, complexity and autonomy |
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When is turnover not harmful? When can it be harmful?
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Functional turnover: occurs when poor employees quit their jobs
Dysfunctional turnover: occurs when good employees quit their jobs |
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Are rewards and resources given equitably?
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-Equity Theory
Components - inputs -outputs -input/output ratio Possible situations: -underpayment -overpayment -equal payment |
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Do employees feel that there is a chance for growth and challenge?
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Enriched jobs:
-variety of skills needed -employee completes entire task -tasks have meaning -employee has input/control -employee receives feedback Methods -job rotation -job enlargement -job enrichment |
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How do you increase job satisfaction?
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-hire satisfied employees
-eliminate dissatisfiers -express appreciation and provide proper feedback -increase opportunities to socialize -hold special events and friendly competitions -increase humor -have surprises -assign the right tasks to the right people |
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How do you hire satisfied employees?
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Test for satisfaction potential
-interest inventory -core self-evaluation -satisfaction history -provide realistic job preview -look for person-organization fit |
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How do you eliminate dissatisfiers?
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Interpersonal conflict
-peers -supervisors -customers -Inequity w/pay -Low pay -job security -poor working conditions -work schedule issues |
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How do you hold special events and friendly competitions?
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-casual or spirit days
-increase socialization through parties, picnics, and socials -hold fun contests -celebrate birthdays and special occasions -encourage humor ex: softball teams |
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How do you express appreciation and provide proper feedback?
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-liberal use of praise and thanks
-positive feedback -service and performance awards |
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How do you increase opportunities to socialize?
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picnics
lunches casual room cafeteria |
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How do you increase humor in the workplace?
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-bulletin boards with humor
-attach cartoons to boring memos |
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How do you have surprises in the work place?
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-order lunch for everyone
-let everyone leave an hour early |
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Why are employees absent?
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-no consequences for attending or missing work
-illness and personal problems -individual differences -unique events |
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How do you increase attendance by having consequences for missing work?
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Rewards for attending:
-financial incentives: -well pay, games, financial bonuses -Paid time-off programs -recognition programs -discipline for not attending -clear policy and record keeping |
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How do you increase attendance by reducing employee stress?
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-overload
-conflict: peers/supervisors -boredom -safety issues |
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How do you increase attendance by reducing illness?
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-make them take a sick day if they really are sick
but also: -some form of wellness program -24 hour nurse line -health screening programs -smoking cessation program -weight loss program -onsite fitness center -stress reduction program -onsite medical care |
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Why do employees leave?
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Unavoidable reasons:
-school ends -job transfer -illness -family issues Advancement: -more responsibility -better pay Unmet needs Escape from -people (management, coworkers, customers) -working conditions -stress Unmet Expectations -organization -job -career |
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How do you determine why your employees are leaving?
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-exit interviews:
why are you leaving? -attitude surveys -salary surveys -pay -benefits -time off |
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What is the visible cost of turnover?
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-advertising charges
-agency fees -referral bonuses -staff time and benefits -processing applications -interviewing -overhead -travel costs -staff -applicants -relocation costs -miscellaneous costs |
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What are the hidden costs of turnovers?
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-Loss of productivity
-employee leaving -other employees -vacant position -new employee(1 year) -inefficiency -overtime -training costs |
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In terms of compensation, how do you reduce turnover?
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-match the market in terms of salary
-use job evaluation to ensure internal equity -offer retention/tenure bonuses (stay for pay) |
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When will increasing salary and benefits reduce turnover?
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-employees are leaving due to low compensation or benefits
-the turnover rate is high -the salary increase will be a meaningful amount |
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How do you reduce turnover in terms of selection issues?
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-conduct realistic job previews
-look for person organization fit -study predictors of people who leave |
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How do you reduce turnover in terms of organizational issues?
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-provide training
-show appreciation -mediate conflicts -meet employee needs --safety --social --growth |
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How do you use benefits to attract and retain applicants?
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by providing:
-health care for domestic partners -daycare benefits -meal benefits -paid time off -flexible schedules -tuition/books you can attract retain: -gay employees -dual career families and parents on public assistance -students and retirees -young people -homemakers/parents -students |
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How do you develop effective and legal performance appraisal systems?
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-Are job related and based on a job analysis
Are properly administered -formal -standardized -not too complicated Provide specific feedback -focus on behavior rather than traits -ratings are documented Use appropriate raters -raters are trained -all relevant raters are used -raters used must be relevant and qualified |
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What are the steps in developing an appraisal system?
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1) create a task force that includes all levels in the organization
2) determine why you are evaluating performance(your goal) -determine limitations 3) Identify environmental and cultural variables that could affect the system 4) Determine the sources to be used in appraising performance -assumptions: -supervisors and raters are fair, objective and unbiased -supervisors and employees will not try to manipulate performance ratings to get desired outcomes -raters can adequately distinguish an individual's performance from the situational constraints 5) Determine the best method to accomplish your goal |
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What is the purpose of the appraisal?
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-feedback and training (65%)
-personnel decisions --raises (86%) --promotions (45%) --termination decisions (30%) -Research -Legal or certification reasons |
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Who is going to appraise the performance?
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-upper management
-direct supervisor -peers -subordinates -support staff -customer/the public -vendors -self |
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How do you determine what will be the focus of the appraisal?
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Goal focus (result)
-prevent crimes from occurring -finish shift without personal injury -have arrests and citations stand up in court Task Focus -crime prevention -arrest procedures -court testimony -use of vehicle Trait Focus -honesty -courtesy -responsibility -dependability -cooperation Competency Focus -report writing skills -driving skills -public speaking skills -knowledge of the law |
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How to determine how performance will be appraised?
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Employee comparisons
-rank order -paired comparison -forced distribution Results -quantity -accidents -absenteeism -tardiness Subjective ratings |
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What are objective measures?
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-Quantity of work
-Quality of work -Attendance --absenteeism --tardiness --time theft -Safety |
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Why should we document performance?
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-forces supervisors to look for behaviors
-aids in recall during evaluation -provides examples to use when reviewing performance -provides concrete data to support personnel decisions |
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What do we tend to remember?
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-first impressions
-recent behaviors -unusual behaviors -extreme behaviors -behavior consistent with opinion |
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What do we tend to forget?
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details
the source of the information |
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What are critical incidents?
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-examples of poor or excellent performance
-provide behavioral examples -are usually collected through logs -employee performance record can be used |
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What to do when evaluating performance?
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-read critical incident logs
-obtain and review objective data --traffic citations --arrests --complaints --commendations --accidents |
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What are common rating errors?
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-Halo or Horns effect
-range restriction --leniency --strictness --central tendency -Location Errors --Proximity --Contrast |
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What is halo effect?
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refers to a cognitive bias whereby the perception of a particular trait is influenced by the perception of the former traits in a sequence of interpretations
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What is low rater reliability?
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-raters often don't agree
why? -common rating errors -different standards and comparisons -observation of different behaviors |
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What are sources of contamination?
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-shift
-geographic area -supervisor -peers -equipment -incentives -training -season/time of year |
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What are some other rating issues?
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Evaluation frequency
-semi annual -annual -more frequent during probation -formal vs. informal |
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What are some effective performance appraisal review interviews?
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-employee input prior to the meeting
-high level of employee participation -helpful supervisor attitude -focus on behaviors rather than traits -identification of solution to problems -mutual setting of specific goals -consistent application of standards -rater is familiar with the employee's work |
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What should they do prior to the interview?
|
Employee preparation
-give blank copy of forms to employee -have employee rate him/herself Scheduling -schedule at least an hour for the performance review -schedule the review in private, neutral location Supervisor Preparation -review ratings and reasons for the ratings -determine goals for the review |
|
|
What should you do during the interview?
|
-quiet, private location
-establish rapport -have employee discuss self ratings -discuss your ratings -identify problems and determine solutions -set goals |
|
|
What are some legal reasons for terminating employees?
|
Public sector
-probationary period -violation of rules -inability to perform -layoff -private sector -employment at will |
|
|
What is violation of the organization's rules?
|
-a rule must exist
-employee must have known about the rule -violation of the rule must be proven -rule must be equally enforced -progressive discipline must occur |
|
|
What is progressive discipline?
|
-Punishment must fit the offense
-A reasonable attempt must be made to change behavior: -counseling/training -oral warning -written warning -probation -suspension with pay -suspension without pay -transfer -reduction in pay -demotion -termination |
|
|
What is inability to perform?
|
Standard of performance
-concrete -reasonable -job-related Documented failure to meet the standard -critical incident logs -work samples -performance ratings -Progressive Discipline |
|
|
What is employment at will doctrine?
|
Concept
Limitations: -federal or state law -public policy or interest -implied contracts -convenants of good faith and fair dealings -at-will statements |
|
|
What do you do prior to termination meeting?
|
-ensure that the legal process has been followed
-decide how much help you want to offer the employee -choose a neutral, private place -plan enough time for the meeting -schedule the meeting for the beginning of the week |
|
|
What do you do during the termination meeting?
|
-get to the point
-rationally state the reasons for the decision -express gratitude for the employee's efforts(if sincere) -offer whatever assistance you wish to provide -severance pay -recommendation -perform administrative duties -ask employee to gather personal belongings and leave |
|
|
What do you do after the termination meeting?
|
-maintain your self-esteem
-protect yourself from guilt by reviewing the facts -help other employees cope: --be honest with them --this will avoid water cooler whispers -avoid negative public statements about the fired employee's character -notify all organizational units affected by employee's departure |
|
|
What is communication?
|
the passage of information between one person or group to another person
|
|
|
What is the problem with email and communications?
|
Problems with:
-email tone -email immediacy -email range -email permanency -email expectations -email security -email etiquette |
|
|
What are communication networks?
|
systematic lines of communication among various senders and receivers
-communication networks can be centralized: -networks in which the flow of communication is directed through certain members or -decentralized: -networks in which messages can originate at any point and need not be directed through specific group members |
|
|
What are examples of centralized networks?
|
Chain:
-status hierarchy where a message originates at the bottom or top of the chain and works its way up or down The Y: -a hierarchy representing different levels of status, with the last link involving communication to more than one person The Wheel: -invovles two status levels: a higher status member and a lower level member -the higher status member is the hub, through which all communication must pass -there is no direct communication between lower status members |
|
|
What is the Circle from decentralized networks?
|
The Circle:
-with communication occurring between members who are immediately accessible to each other Ex: workers who work side by side on an assembly line -communication within a circle network is quick, but it can be difficult to trace the source of a message because any member can initiate communication |
|
|
What is the all channel or comcon networks of the decentralized communication network?
|
-there is complete freedom among communication links
-each member can communicate with any or all other members Ex: board of directors, task forces, employees working in teams -communication is rapid with maximum opportunity for feedback |
|
|
What are the advantages and disadvantages for centralized and decentralized networks?
|
-Centralized networks are faster and make fewer errors in dealing with simple, repetitive tasks
-decentralized networks are better for complex or creative tasks -because of communication restrictions noncentral workers in centralized networks tend to have lower job satisfaction |
|
|
How is communication different in the internet generation?
|
-more taks place online
-instant messaging and expectations -lack of proper etiquette -internal networking -social networking |
|
|
What are the effects of info overload effects?
|
-ommision
-error -queuing -escape -use of a gatekeeper -use of multiple channels |
|
|
What are some good listening skills?
|
-stop talking and listen
-show the speaker you want to listen -empathize with the speaker -don't ask excessive questions -remove distractions -keep an open mind -use appropriate nonverbal cues -let the other person finish speaking -try to understand what the other person means |
|
|
What are the stats on bad bosses?
|
As many as 7 out of 10 managers may be
-incompetent, exploiting, domineering, irritable, and untrustworthy -refuse to delegate authority -have poor decision making skills -about 75% of american workers believe that the worst and most stressful aspect of their jobs is their boss -Part of problem is promoting great employees into supervisory jobs for which they lack basic skills and abilities -promote them but fail to train, and not developing a future leader |
|
|
What is Theory X?
|
formal expression of scientific management and human relations approaches to leadership
-assumes people are lazy, dislike work, and must be led and directed -it is compatible with scientific management and bureaucracy |
|
|
What is Theory Y?
|
Formal expression of scientific management and human relations approaches to leadership
-assumes that people find satisfaction in their work and function best under a participatory leader -it is compatible with human relations and MBO How you treat them will cause how they view you |
|
|
What are the theories of leadership?
|
Effective leadership depends on the interaction of:
1) the traits and behaviors of the leaders 2) the characteristics of the followers 3) the nature of the situation in which the leadership occurs Charisma? Interaction? People they are leading? |
|
|
What are the traits to natural born leaders?
|
-Intelligence
-Openness to experience -Extraversion -Conscientiousness -Emotional stability -High self-monitoring (ability of how they behave others and change and adapt if needed) -leadership emergence seems to be stable across the life-span |
|
|
What is the motivation to lead?
|
-Affective identity motivation
-noncalculative motivation -social normative motivation -make them feel good about themselves? -or social status? |
|
|
What are the traits you need?
|
-intelligence
-charisma -dominance -energy -extraversion -openness to experience -agreeableness -emotional stability -self-monitoring |
|
|
What are the types of needs?
|
-Power
ex: military -Achievement ex: promoting within research -Affiliation ex: sorority fraternity |
|
|
What are the leadership motive pattern?
|
-high need for power
-low need for affiliation |
|
|
What is person oriented leaders?
|
Theory Y
-act in a warm, supportive manner and show concern for the employees -believe employees are intrinsically motivated |
|
|
What are task oriented later?
|
Theory X
-set goals and give orders -believe employee are lazy and extrinsically motivated |
|
|
What are the consequences for high person orientation but low task orientation?
|
-low performance
-low turnover -few grievances |
|
|
What are the consequences of high person orientation and high task orientation?
|
-High performance
-low turnover -few grievances |
|
|
What is the consequences of low person orientation and low task orientation?
|
-low performance
-high turnover -many grievances |
|
|
What is the consequence of low person orientation and high task orientation?
|
-high performance
-high turnover -many grievances |
|
|
Why are some leaders unsuccessful?
|
-lack of training
-cognitive deficiencies -Personality problems --paranoid/passive-aggressive --high likeability floater --narcissist |
|
|
What are some behaviors of unsuccessful leaders?
|
-engaging in illegal and unethical behavior
-avoiding conflict and people problems -demonstrating poor emotional control (ex: yelling and screaming) -over-controlling (ex: micromanaging) -demonstrating poor task performance -poor planning, organization, and communication -starting or passing on rumors or sharing confidential information -procrastinating and not meeting time commitments -failing to accommodate the personal needs of subordinates -failing to nurture and manage talent |
|
|
What is situational favorability?
|
-result of a lifetime of experiences and thus is extremely difficult to change
-training should concentrate on helping people understand their style of leadership and learn how to manipulate a situation so that the two match -least-preferred coworker scale -who they would want to work the least with -rate on scale of nice to nasty, friendly to unfriendly -higher the leaders rate them, the higher the LPC score -low-scoring LPC leaders: task oriented -theory X -high-scoring LPC leaders: more concerned with interpersonal relations -theory Y |
|
|
What are the different interactions between leader and the situation?
|
-situational favorability
-organizational climate -subordinate ability -relationships with subordinates |
|
|
What are the different leadership styles?
|
-Information
-Magnetic -Position -Affiliation -Coercive (make them do what you want them to do) -Tactical (military) |
|
|
What is the ideal climate for Informational style leadership?
|
-best for ignorance
-ex: if four college professors and a mechanic broke down on the side of the road, mechanic would be the leader bc he has the most information |
|
|
What is the ideal climate for magnetic style leadership?
|
-despair
-leads through energy and optimism and is effecitve only in a climate of despair -characterized by low morale |
|
|
What is the best climate for the Position style leadership?
|
Instability
-leads by virtue of the power inherent in that position -such a person might lead through statements like, "As your captain, I am ordering you to do it" or "Because I am your mother-that's why" -best during corporate mergers, particularly when people are not sure what actions to take |
|
|
What is the best climate for the Affiliation style leadership?
|
Anxiety
-leads by liking and caring about others -when worry predominates -"I care" |
|
|
What is the best climate for the coercive style leadership?
|
-leads by controlling reward and punishment and is most effective in a climate of crisis
-"do it or you're fired" -"if you get the package there on time, I will have a little something for you" -typical in war |
|
|
What is the best climate for the tactical style leadership?
|
-Disorganization
-leads through the use of strategy and is most effective in a climate of disorganization -class that breaks into small groups to complete an assignment -ideally, every student knows the material well enough to complete the assignment, but normally there is a limited amount of time and too much work to do -the person who becomes the leader is the one who is best able to organize the group |
|
|
What are IMPACT leadership strategies?
|
-find a climate consistent with your leadership style
-change your leadership style to better fit the existing climate -change your follower's perception of the climate -change the actual climate |
|
|
What are the path goal theories for subordinate ability?
|
Instrumental style:
-plans, organizes, controls Supportive style: -shows concern for employee Participative style -shares information and lets employees participate Achievement oriented style -sets challenging goals and rewards increases in performance |
|
|
What is directing for situational leadership theory?
|
employee is unwilling
and unable to do things ex: idiot |
|
|
What is coaching for situational leadership theory?
|
employee is willing
but unable -love to do their job, how can i help? provide assistance |
|
|
What is supporting for situational leadership theory?
|
employee is unwilling
but able to do it -capable but doesn't want to do the job |
|
|
What is delegating for situational leadership theory?
|
employee is willing and able
-just give them tasks |
|
|
What is the leader member exchange theory?
|
concentrates on the interactions between leaders and subordinates
subordinates will fall into either the: -ingroup -outgroup (leads to unhappy worker) -In group employees: -more satisfied -higher performance -less likely to leave |
|
|
What is leadership through contact?
|
management by walking around
-makes people be on better behavior -more effective -but hard in large organization |
|
|
What is leadership through power?
|
-expert power: knowledge
-legitimate power -reward power: have the money -coercive power: manipulate them -referent power: go to guy |
|
|
What is transformational leadership?
|
-visionary:
-have a vision of where they want the organization to go and provide direction toward that end -charismatic:(differentiation) -personality (charisma, knowledge or skill) -similar enough to relate to and empathize with them -inspirational -challenge the status quo -carefully analyze problems -confident and optimistic |
|
|
What are the different leadership styles?
|
-Authoritarian
-Democratic -Transactional -Transformational -Charismatic |
|
|
What is authoritarian leadership?
|
-results when leaders make all the decisions and tell followers what to do
-works best when situations require rapid and efficient job performance -crisis and military |
|
|
What is democratic leadership?
|
results when leaders and followers discuss problems and make decisions jointly
-very slow |
|
|
What is transactional leaders?
|
-identify the needs of their followers and give rewards in exchange for performance
-consistent with path goal theory, transactional leaders set goals and expectations, reward effort and provide feedback -focus is on increasing efficiency of established routines and procedures -best suited to an established organization vs. an organization in flux |
|
|
What is transformational leaders?
|
-not constrained by their followers perceptions but are free to act in transform (change) their follower's views
-they challenge and inspire with a sense of purpose and excitement -they create a vision and communicate it while accepting feedback and suggestions -score high on extroversion and agreeableness |
|
|
What are the three components of transformational leadership?
|
-charismatic leadership
-individualized consideration -intellectual stimulation |
|
|
What is a charismatic leadership?
|
-characterized by broad knowledge of the field, a self promoting personality, high energy, and a willingness to take risks
-communicate a vision to followers -can misuse their power over others |
|
|
What are formal organizational or position power?
|
reward:
-having control over both financial rewards--salary increases, bonuses, or promotions -nonfinancial rewards: praises or more favorable work assignment coercive: -others believe she is willing to use her ability to punish -punishment include such actions as firing or not promoting and the more subtle action of giving someone the cold shoulder legitimate -basis of positions -ex: sergeant has power over corporal |
|
|
What are personal powers?
|
referent:
-complimenting others, doing favors, and generally being friendly and supportive -people are most committed when they are satisfied with job Expert -knowledge that is needed -others must be aware that the leader has this knowledge |
|
|
What are the different uses of power?
|
most effective power in order:
1) Expert 2) Legitimate 3) Referent -high and mid level leaders show a great personal need for power -need for power higher in effective managers -the most effective managers do not seek power for personal gain, but rather are are directed toward the organization and goal accomplishment |
|
|
What is the successful 1st line supervisors?
|
-person centered
-supportive, helpful, willing to defend subordinates -democratic, with frequent meetings -flexible, allowing subordinates to accomplish goals their own way -describe themselves as coaches rather than directors -emphasize quality, provide clear directions and give timely feedback -provides direction -diplomatic -go along with common good -mediator -managing human relations |
|
|
What are successful managers and execs?
|
-less people oriented and more work oriented
-college attendance is important -major and grades predict promotion rates big five factors highly related to performance: -Conscientiousness- sense of control -Emotional stability- intellectual flexibility -Agreeableness- TMT cohesion -Extraversion- leader dominance -Openness to experience- team risk taking |
|
|
What is the high leadership motive pattern for successful managers and execs?
|
-high need for power and achievement
-low need for affiliation -considerable self-control -greater need to influence people than to be liked -good at self-promotion and acquiring the sponsorship of a mentor |
|
|
What are unsuccessful executives like?
|
-typically fail because of personality factors rather than job performance
-tend to be lacking in consideration behaviors- insensitive, arrogant, and aloof -abrasive and domineering leadership style -flaws or fallacies in thinking -unrealistic optimism -egocentrism -omniscience -omnipotence -invulnerability |
|
|
What are problems for 1st line supervisors?
|
-receive little or no supervisory training
-supervisors promoted from the ranks face conflicting demands and loyalties -the trends toward increased worker participation complicates their jobs -self managing work groups are a threat to supervisory power and authority -computer technology makes supervision more difficult |
|
|
What are problems for managers and execs?
|
mid-level managers often feel
-lack of influence in formulating company policy -insufficient authority and resources to carry out that policy -obsolete due to participative management -employee participation in decision making is a source of stress -massive layoffs and downsizing mean fewer promotion opportunities -top executives report stress from intense commitment of time and energy to organization |
|
|
What are some financial findings for women in management?
|
at every level, women are generally paid less for same work
women get paid 75% of what men get paid |
|
|
What are some perceived obstacles to advancement of women?
|
-persistence of male stereotypes
-lack of fit with corporate culture -deliberate exclusion from informal networks -difficulty getting good assignments -not considered for positions that require relocation -have to work harder and meet higher standards than men -women's success is attributed to external conditions; when men succeed it's attributed to personal ability |
|
|
What are the stereotypes for minority managers?
|
-despite increasing numbers, minorities still face stereotyping, prejudice and unique challenges
-most minority managers are black and I-O research reflects that -reasons that black managers give for quitting include problems with superiors, a sense of not belonging, and a lack of challenge -minority women have fewer management opportunities than minority men -they noted lack of mentors and networking opportunities as barriers to advancement -blacks promoted ahead of whites often face charges that they were given the job because of race -study of black managers found that a positive diversity climate reduced expressed desire to quit -satisfaction with different race supervisor decrease over time |
|
|
What is a group?
|
Multiple members
-2 or more people -perceive themselves as a group why join a group? -group rewards -corresponding effects -common goals |
|
|
Why people join groups?
|
Psychological needs:
-affiliation -identification Survival needs: -emotional support -assistance or help Commonality -common interests -common goals Situation Reasons -Physical proximity -assignment |
|
|
What are roles?
|
-are patterns of behavior that are adapted based on expectations about the functions of a position in a group
|
|
|
What are role expectations?
|
-are beliefs concerning the responsibilities and requirements of a particular role
|
|
|
What is role differentiation?
|
process by which group members learn to perform various roles
|
|
|
What is role conflict?
|
results when the expectations associated with one role interfere with the expectations concerning another role
|
|
|
What is the task oriented group role?
|
-offering new ideas
-coordinating activities |
|
|
What is the social oriented group role?
|
-encouraging cohesiveness
-encouraging participation |
|
|
What is the individual oriented group role?
|
-blocking group activities
-calling attention to oneself |
|
|
Filia, Filiae
|
Noun
1st, Feminine daughter |
|
|
What are norms?
|
rules that groups adopt governing appropriate and inappropriate behavior for members
-several purposes: -facilitate group production -increase prediction of group member behavior -provide a sense of identity to the group |
|
|
What are organizational socialization?
|
process by which new employees learn group roles and norms and develop specific work skills and bilities
|
|
|
What are the stages of organizational socialization?
|
Anticipatory socialization:
-new employees develop expectations concerning the job and assess the 'fit" in the organization Accommodation: -new employees learn about work group roles and norms Role management: -newcomers transition to regular members |
|
|
What is conformity?
|
process of adhering to group norms
-conformity is often very strong and helps maintain order and uniformity in group behavior -extreme and repeated norm violation results in ostracism from the group -members who have more power (the leader) or who usually conform to norms are more likely to be successful in nonconforming behavior |
|
|
What is cohesiveness?
|
the degree of attraction among group members
-cohesiveness increases member satisfaction, but only increases productivity when it is work related -cohesiveness increases when group members have equal status -increases with increased stability of group membership -greater similarity of group members increases cohesiveness -the we-they feeling is cohesiveness created by the existence of a threat to the group |
|
|
What is group efficacy?
|
a group's shared belief that they can attain organizational outcomes
-individual member self-efficacy contributes to group efficacy, which in turn increases cohesiveness and productivity -group efficacy is a better predictor of group performance than the sum of individual member's self-efficacy -group efficacy enhances job satisfaction and organizational commitment -leaders can have an important effect on group efficacy |
|
|
What is cooperation?
|
very likely in work groups because it is difficult to accomplish work goals alone
-cooperation is often based on the reciprocity rule, the tendency for persons to pay back those to whom they are indebted for assistance -cooperation increases with task interdependence, the degree to which an individual's task performance depends on the efforts/skills of others -social loafing occurs when individuals working in groups exert less effort than when they work alone |
|
|
what is competition?
|
-process whereby group members are pitted against one another to achieve individual goals
-wage systems in the U.S. and internationally are often competitive in nature (ex: bonuses, promotions available) -while competition may increase motivation to perform, the introduction of competition when goals are already set may lead to a decrease in performance |
|
|
What are factors affecting group performance?
|
-group cohesiveness
-communication structure -group roles -presence of others -types of tasks -individual dominance -groupthink |
|
|
What is factors affecting group cohesiveness?
|
group homogeneity:
-homogeneous -heterogeneous -slightly heterogeneous -stability of membership -isolation -outside pressure -group size -group status |
|
|
How does the presence of others affect groups?
|
Social facilitation and inhibition
-mere presence of others -comparison of performance -evaluation apprehension Social loafing -effort won't be noticed -free-rider theory -sucker-effect theory |
|
|
What is individual dominance?
|
by the group leader
-by a group member too dominant or too passive creates problem |
|
|
What is group think? When does it occur in the group?
|
-is cohesive
-is insulated from outsiders -believes it is infallible -it is morally superior -is under pressure to conform -has a leader who promotes a favorite solution -has gatekeepers who keep information from members |
|
|
What are the eight symptoms of group think
|
1) illusion of invulnerability:
-see themselves as powerful and invincible -attraction to and faith in the group leads them to ignore potential disastrous outcomes of their decisions 2) Illusion of morality -we-they feeling, members view themselves as the good guys and the oppositions as bad or evil 3) Shared negative stereotypes -members have common beliefs that minimize the risks involved in a decision or belittle and opposing viewpoints 4)Collective rationalizations -members explain away any negative information that runs counter to group decision 5) Self-censorship -members suppress their own doubts or criticisms concerning the decision 6) illusions of unanimity -members mistakenly believe that the decision is a consensus because dissenting viewpoints are not being voiced and silence indicates support 7) direct conformity pressure -when an opposing view or a doubt is expressed, pressure is applied to get the dissenter to concur with the decision 8) Mindguards -some members play the role of protecting or insulating the group from any opposing opinions or negative information |
|
|
What is a sacred cow hunt?
|
-invisibly reduce productivity
-organization wide attempt to get rid of practices that serve no useful purpose asks questions like: -why are we doing it? does it improve value quality service or productivity? -is it already being done by someone else? -how and when did we start doing this? -can it be done better by another person, department or company? |
|
|
What are types of sacred cows?
|
paper cow
meeting cow speed cow |
|
|
What is paper cow?
|
unnecessary paperwork
|
|
|
What is meeting cow?
|
changing number and length of meetings
-consider whether the cost will exceed the potential benefits |
|
|
What is speed cow?
|
-unnecessary deadlines are another source for potential change
-requiring work to be done by tomorrow is sometimes necessary, -but, unnecessary deadlines cause employees to work faster than optimal pace, resulting in decreased quality, increased stress and increased health problems |
|
|
What are the stages of change for employees?
|
1) Denial
2) Defense 3)Discarding-realize change is inevitable -in employee's best interest to discard old ways 4)Adaptation -learn functions, make adjustments -can be frustrated and angry 5)Internalization -employees have become immersed in the new culture, comfortable with new system |
|
|
When do employees best accept change?
|
creating an atmosphere for change
-communicating details -making change over a reasonable period of time -training employees -best for employees if they speed up, take initiative, and spend energy on solutions rather than complaining |
|
|
What is organizational culture?
|
-comprises the shared values, beliefs, and traditions that exist among individuals in organizations
-this culture that establishes workplace norms of appropriate behavior (what's wrong and right) -defines roles and expectations that employees and management have of each other ex: expected to attend class on time etc. |
|
|
How do you change culture?
|
--holding on to the successful elements of present culture, but adding new elements that are important
-first have to assess the desired culture and compare it with the existing one that needs change -create dissatisfaction with the current culture to create support for the new one and maintaining the new culture |
|
|
What are the steps for assessing the new culture?
|
1) needs assessment
2)determining executive direction 3)implementation considerations 4) Training 5) evaluation of new culture |
|
|
What is empowerment?
|
-getting the employees to be involved, giving their opinions and letting them have control of decisions
|
|
|
What are the factors in making the decision to empower?
|
-importance of decision quality
-leader knowledge of problem area -structure of problem -importance of decision acceptance -probability of decision acceptance -subordinate trust and motivation |
|
|
What are levels of employee input?
|
-letting employees have more say in day to day activities
-five levels of employee input and control |
|
|
What are the five levels of employee input and control?
|
1) Following
2) Ownership of own product 3) Advisory 4) Shared/ Participative/ Team 5) Absolute |
|
|
What is Following?
|
work is closely checked/approved by others
-employee is closely or constantly supervised -no real control over jobs, told what to do, when to do, how to do it -for employees who are new or inexperienced to work being performed |
|
|
What is ownership of own product?
|
employee becomes responsible for own quality
-not checked by other people |
|
|
What is advisory?
|
-employee makes recommendations, suggests new ideas, provides input
-have best knowledge of their jobs, so getting their input makes good business sense |
|
|
What is shared/participative/team?
|
-employee has an equal vote in making decisions
-employee reaches consensus with others to make decision |
|
|
What is absolute?
|
-employee has sole responsibility for making decisions and is responsible for the outcomes of decisions
|
|
|
What are the different consequences for empowerment?
|
-increased responsibility comes increased stress
-risk of making bad ones, thus being fired or denied a promotion -decreases time to get permission from a supervisor, but increases stress of making acceptable decisions outweighs feelings of empowerment |
|
|
What is downsizing?
|
laying off employees because not financially earning enough to keep them
|
|
|
What can companies do to reduce downsizing?
|
-temps
-outsourcing -encourage employees to change careers, and train them for something else so they leave happy -ask them to take early retirements -take pay cuts or defer salary increases -adjusting work schedules so you don't have to pay overtime |
|
|
When you make the layoff announcements, what questions need to be answered?
|
Why are the layoffs needed?
Isn't there any alternatives? When will the layoffs take place? Who will be laid off? What type of financial assistance will be available? Will we get help writing our resumes? How will this affect my pension? -when answers to employees' questions are not available, employees become anxious, angry and resentful -tend to develop their own answers (rumors) |
|
|
What does the emotional counseling help with?
|
Acceptance stages:
Denial Anger Fear Acceptance |
|
|
What should victims do after they find out they have been laid off?
|
1) Immediately tell families
2) Evaluate the reasons for job loss. Was it because of skills, problems with organizations, better performance, or attitude? 3) Deal with the emotions that accompany a layoff (ex: anger, disbelief, guilt, shame) and get help if necessary 4) Prepare for departure by doing such things as securing references, negotiating a severance package, and taking advantage of outplacement opportunities. 5) Take a vacation or a short rest to help prepare for the journey 6) Plan a new course of action and go forward with confidence |
|
|
How do survivors react to their fellow coworkers being laid off?
|
-become afraid of taking risks and are more apprehensive and narrow minded
-are more stressed, anxious, secretive, skeptical, cynical and distrustful -have greater role conflict and ambiguity -lose confidence in themselves and in management -have lower levels of morale and job satisfaction -feel a loss of control |
|
|
Why should we worry about survivors?
|
-they would be more productive and feel more secure if they are allowed to participate in decisions and make suggestions
-given a moderate level of job security -are supported by supervisors and the organization -talk positively about the layoff victims, keep an open two way communication -show that the procedures used to determine layoffs is fair clearly communicated to both victims and survivors |
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What are compressed workweeks?
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10 hours a day for four days or 12 hours a day for three days
-increased opportunities to moonlight, reduced commuting costs and times -higher satisfaction, improved sleep, and no negative health or performance changes |
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What is moonlighting?
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when you work more than one job
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What is peak time pay?
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-get paid more per hour, but work less per day, so you aren't getting paid as much
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What is job sharing?
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-having two people work 40 hour work weeks
benefits: -enjoy the advantages of fewer work hours -performance of one employee rarely affects the performance of another -poor quality work by one employee must be corrected by the other -can attract a high qualified employee who would not be able to work full time |
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What are the advantages and disadvantages from working at home?
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Advantages:
-saves money from minimizing childcare and commuting costs -flexible and comfort -saves money from office space and utilities Disadvantage -hard to organize bc scattered in many different locations -difficult for the government to enforce safety and fair treatment standards -cannot be supervised -hard to dissociate work from home life |
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What are the problems of shift work?
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-sleep disorder
-ruins circadian rhythm |
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What are the differences between group vs. individual performances?
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Interacting groups:
-have higher quality decisions -more risky Individual (nominal groups) -are more creative -make a decision more quickly |
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What are group decision making processes?
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-Autocratic decision making
Democratic decision making Consensus |
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What is autocratic decision making?
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-is a process by which group decisions are made by the leader alone
-consultative decision making: the leader solicits information from group members but still holds the final say |
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What is democratic decision making?
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is a process by which decisions are made by group members based on majority rule voting
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What is consensus?
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decision making based on 100% member agreement
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What are the advantages and disadvantages of group decision making?
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Advantages:
-works from a broad knowledge base -decision is accepted by members -decision is highly critiqued -aspects of the problem can be divided among group members Disadvantages: -slow (can be a problem in crisis situations) -creates intragroup conflict -potential for groupthink and group polarization -certain members, such as leaders, may dominate the decision-making process |
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What is a team?
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-an interdependent group of workers with complementary skills working toward shared goals
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What are the types of teams?
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-work teams
-parallel teams -project teams -management teams |
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What are teams best for?
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-teams are most appropriate for complex tasks, complex decision-making, or creative tasks
-team are also appropriate when the situation is variable, requiring the team to adapt to changing external conditions -self-managing work teams have complete responsibility for whole work tasks |
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What are the guidelines for effective functioning of work teams?
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1)the task is one that is appropriate for a work team
2) the team is recognized as such by its own members and others in the organization 3) the team has clear authority over the task (ex team must not be "second-guessed" by management) 4) The structure of the team, including the task, the team members, and the team norms, need to promote teamwork 5) the organization must support the team through policies and systems specifically designed to support the work teams' needs 6) Expert coaching and feedback are provided to the teams when it is needed and when team members are ready to receive it |
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How do teams develop?
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Forming:
-team members get to know one another -everyone is on their good behavior -group clarifies its mission Storming: -disagreement and frustration set in Norming: -group members work at easing tension -acceptance of team leader Performing -goals get accomplished |
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What are the basic formation of team?
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-do not always go through set stages
-develop direction and strategy during first meeting -follow this direction for a period of time -revise their strategy about half way through the life of the team |
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Why don't teams always work?
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-the team is not a team
-excessive meeting requirements -lack of empowerment -lack of skill -distrust to the team process -unclear objectives |
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What is conflicts?
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-psychological and behavioral reaction to a perception that another person is:
-keeping you from reaching a goal -taking away your right to behave a certain way -violating the expectancies of a relationship -key element in conflict is that conflicting parties have incompatible goals -function conflict: minimize groupthink, disucss opposing views dysfunctional conflict- jerry springer |
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What are positive outcomes of having conflict?
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-may energize group members, increasing work motivation
-stimulates creativity and innovation -improve quality of decision making -increase organizational communication |
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What are consequences of dysfunctional conflict?
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-decreased productivity
-low morale -absenteeism -stress -turnover -law suits -violence -can create resentment and anger |
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What are the types of conflicts?
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Interpersonal:
-between two individuals ex: two coworkers Intrapersonal- faculty and admin Individual-Group: -usually occurs when individual's needs, goals, or norms are different from the groups -marine vs. Corps Group-Group: -conflict with departments because of budget and space -ex: two branches of same bank in town |
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What are the causes of conflict?
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-task interdependence
-competition for resources -jurisdiction ambiguity -communication barriers: -physical, cultural, psychological -personality -generational differences |
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What are ways to deal with difficult people?
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Direct interaction
-address behavior -explain impact of behavior on others Indirect Intervention -positive feedback when appropriate behavior is used Direct coping -separate difficult employee from others Indirect coping -provide training to others on dealing with difficult personality |
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How do you prevent workplace conflict?
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-well written job descriptions
-unambiguous policies -clarification of roles and expectations -trainign on new policies -conflict management training -for teams, clarification of levels of authority |
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What are the different conflict styles?
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1) avoiding style
2) accommodating style 3) forcing style 4)Collaborating style 5) Compromising style |
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What is Avoiding style?
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-withdrawal from the situation
ex:quitting, talking behind the other person's back, forming alliances with others -triangling: form of avoidance -discusses the conflict with a third party, such as a friend or supervisor -hopes the third party will talk to the second party |
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What is Accommodating style?
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-intent on settling conflict that he gives in and risks hurting himself
-used when stakes are high ad viewed as cooperative but weak |
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What is Forcing style?
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win-lose fashion
-does what it takes to win -little regard for other person -good for emergencies or when there is a potential for a violation on policy, ethical or legal grounds -effective for winning, but can damage relations very badly -only good if one person is actually correct and if winning the conflict is more important than the damage to future relationship |
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What is collaborating style?
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wants to win, but also wants to see the other person win
-both sides get what they want -can be time consuming, not appropriate for emergencies |
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What is compromising style?
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-give and take tactics, enable each side to get some of what it wants but not everything it wants
-negotiation and bargaining -acceptable compromise is when it falls within the settlement range for both sides |
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What is BATNA?
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best alternative to a negotiated agreement
-best alternative that negotiators have if they can't reach an agreement ex: buying a car best offer of 26,000, anything less than that you will go to the other dealer -if dealer is aware of by batna, it will reduce his initial offer because he knows that an initial offer greater than my batna will not be effective |
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How do you know if negotiations are coming to an end?
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1) the number of counterarguments is reduced
2) the position of the two sides appear closer together 3) the other side talks about final arrangements 4) the other side appears willing to begin putting things in writing |
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What is subordinate goal?
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a goal that two conflicting parties are willing to work to attain
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How do you resolve conflict?
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Prior to conflict occurring:
-formal policies -employee training When Conflict Occurs -Employees should try to solve conflict -third party intervention |
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What are some third party interventions?
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Dictation
Arbitration Mediation Negotiation |
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What is Dictation?
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supervisor dictates the solution:
best when: -parties are irrational -no trust exists -too angry to be realistic -have mental health issues -alcohol or drugs are involved -when violent behavior is potential -parties have poor communication skills -there are time constraints |
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When is mediation and negation best?
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-parties are rational
-parties want to work out a solution together -some trust still exists -there are no time constraints |
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When is arbitration best?
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-same as mediation but use when parties get stuck during mediation
types: binding: -two sides agree to abide by the arbitrator's decision regardless of how displeased they are -nonbinding: then one or both sides can reject the unfavorable decision -usually neither sides are satisfied with the outcomes |
