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33 Cards in this Set
- Front
- Back
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Costs of turnover
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-training
-lost knowledge -lost customers and relationships -recruiting costs |
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Good attributes about a company
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-management credibility
-job satisfaction -camaraderi |
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Why be on the best company list?
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-Attract candidates
-Reputation -Investors -Suppliers/Customers-relationships |
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Management in the 1920s was done by...
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Frederick Taylor-Scientific Management
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Scientific Management
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-There is one best way to do the job
-Select one bets person for the job -Provide reward to ensure work gets done correctly -Divide responsiblitiies between management and workers |
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Max Weber
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Introduced bureaucracy-"Administrative principles"
-Division of labor -Clear chain of command -Brought order to the workplace |
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1930s was when...
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Hawthorne studies took place.
-Maniupaule a variety of workplace factors and measure the effects on worker performance -Find ways to make company more efficient |
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1960s.....
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McGregor: Theory X and Theory Y
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Theory X
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Negative
-Make assumptions people are lazy, avoid work, need supervision, need to be micromanaged |
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Theory Y (McGregor came up with)
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People want to work, work is natural, employees can accept and seek responsibliity
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EVP
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Employee Value Proposition
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28 EVP Attributes were geared around
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-Rewards
-Work -Organizaiton -People -Opportunity |
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EVP Attraction drivers
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-Compensation
-Future career opportunity -Organizational stability -Development opportunity |
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EVP Commitment drivers
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-Development opportunities
-Job-interests alignments -Respect -People Management -Manager quality |
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What three EVP Attributes drive both attraction and commitment?
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-Development opportunities
-Future Career opportuntities -Respect |
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Article 1 was by..
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Pfeffer
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There are 13 management practices: what are five?
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-Employment Security
-Selectivity and recruiting -High Wages -Incentive Pay -Information Sharing |
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Measuring Success
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-Retention of employees
-Satisfaction of employees -Employee productivity/profitability -Number of applicants |
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3 principles of total quality management
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-Customer and stakeholder focus
-Partcipation and teamwork -Continous work |
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Seeks to improve the quality of process outputs by identifying and removing the causes of defects. It uses a set of quality management methods, inclduing statistical methods, and creates a special infrastructure of people within the organization ("Black belts", "Green Belts", etc) People get trained for quality and bring quality to company
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Six Sigma
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DMAIC
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-Define
-Measure -Analyze -Improve -Control |
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Rational model
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proposes that managers use a logical four-step appraoch to decision making
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Rational Model Steps
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-Identifying the problem
-Generating alternative solutions -Selecting a solution -Implementing and evaluating the solution |
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Non-rational model
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decision models that explain how decisions are actually made
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Charactersitics of non-rational model
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-Decision making is unceratin
-Decision makers do not possess complete information -Difficult for managers to make optimal decisions |
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Simon's Normative Model
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-Bounded rationality: there are constraints that restrict decisions making
-Satisficing: choosing a solution that meets a minimum standard of acceptance |
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Garbage can model
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-decision making is sloppy and haphazard
-decisions result from complext ineteraction from problems, solutions, participants, and choice opportunities |
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Rules of thumb or shortcuts that people use to reduce information processing demands
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Judgmental heuristics
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beliefs about the characteristics of a group
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stereotype
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Stereotyping process
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-Categorize people into groups according to various criteria
-infer that all people wihtin a category possess the same traits -Form expectations of others and interpret their behavior according to our stereotypes |
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Causual attribution
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suspected or inferred causes of behavior
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Tendency to blame performance on internal causes. Discounts environmental factors
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Fundamental Attribution Error
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Tend to take too much responsibility for their success, if you fail you blame others or external factors
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Self-Serving bias
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