Mhr1

Front 1

Wendy a salesperson, low performer not to to level of effort but due to luck. Wendy likely

Back 1

has an external locus of control

Front 2

3 fundamental Layers of organizational culture/ definition

Back 2

set of shared, taken for granted implicit assumptions a group holds and that determines how it precieves, thinks about, and reacts to various environments.
(1)Observable artifacts (physical things)
(2)espoused values (prefered by ORG)
(3)basic underlying assumptions (unobservable relate to core)

Front 3

Why do managers fail? (3)

Back 3

1. Inability to adapt and learn
2. Problem with interpersonal relationships
3. Inability to build and lead a team

Front 4

4 Components of Congruence Model

Back 4

Components of an organization (4)
1. Strategy Focus
2. People
3. Culture
4. Formal Organization
Must all work together to support one another

Front 5

Cultural Intelligence Process (4)

Back 5

Ability to interpret ambiguous cross-cultural situations accuratly.
1. Knowledge
2. Strategy
3. Behavior (adaptations)
4. Motivation (how determined to work through cultural issues)

Front 6

Theory X vs Theory Y

Back 6

X: People dislike work, avoid work, must be forced to work, require/prefer close direction, avoid responsibility, interested in security
Y: POSITIVE, work is natural, committed people have self con

Front 7

Human RElations Movement

Back 7

Motivate people to work rather than force, be more humane managers. Theory X vs. Y

Front 8

Total Quality Management

Back 8

continuous, customer centered, employee-driven improvement

Front 9

Contingency Approach

Back 9

Management concepts and techniques are situational appropriate. No one best way.

Front 10

Human Capital vs. Social Capital

Back 10

HC: productive potential of an individuals knowledge and actions

SC: productive potential resulting from strong relationships, goodwill,trust, and cooperative effort

Front 11

4 functions of organizational culture

Back 11

1. Give members an organizational identity
2. Facilitate collective commitment
3.Promote Social system stability (positive, reinforcing conflict management)
4. Shape behavior, by helping members make sense of surroundings.

Front 12

Competing Values Framework

Back 12

Provides practical way for managers to understand, measure, and change organizational culture.

Front 13

Clan Culture

Back 13

Family type organization, values flexibility rather than stability and control, highly employee focused

Front 14

Adhocracy Culture

Back 14

External focus, values flexibility, innovative products, constantly changing

Front 15

Market Culture

Back 15

Strong external focus, values stability and control, driven by competition, delivers results and accomplishes goals, customers over employees

Front 16

Hierarchy Culture

Back 16

internally focuseed, values stability and control over flexibility, focused on efficiency and cost cutting to compete

Front 17

Outcomes of Organizational Culture

Back 17

1. Correlated with employee behavior and attitudes
2. Congruence between organizational values and individual values associated with commitment, job satisfaction, intention to quit, performance, and turnover
3. Merges fail because incompatiability of cultures

Front 18

Process of Culture Change

Back 18

1.Formal statments of organizations philosophy, mission, values, vision and materials used for recruiting
2. Design of physical space
3.Slogans language acronyms
4. Deliberate role modeling, training programs, teaching by managers
5. Explicit rewards, status symbols and promotion criteria
6. Stories legends, and myths about key events/people
7. Organizational processes, activities that leaders pay attention to
8.Leaders reactions to critical incidents
9. Workflow and organizational structure
10. Organizational systems and procedures
11. Organizational goals

Front 19

Organizational Socialization and 3 phases

Back 19

process by which a person learns values, norms, and required behaviors which permit him or her in an organization
1. anticipatory socialization
2. encounter
3. change and acquisition

Front 20

Anticipatory Socialization

Back 20

occurs before an individual becomes part of an organization, power source includes current employees

Front 21

Encounter Phase

Back 21

employees learn what the organization is truly like, includes onboarding

Front 22

Changes and Aquisition

Back 22

requires employees to master important tasks and roles and to adjust to their work group's values and norms

Front 23

Ethnocentrism

Back 23

-belief that one's native country, culture, language, and modes of behavior are superior to all others
-dealt with through education and personal experiences

Front 24

Hofstede Study

Back 24

1. Power Distance
2. Individualism-Collectivism
3. Masculinity- Femininity
4. Uncertainty Avoidance
Results
1. Managment theories and practices need tto be adapted to local culture
2. Cultural arrogance must be avoided in a global economy

Front 25

Cultural Intelligence

Back 25

ability to accuratly interpret ambiguous cross-culture situations

Front 26

Globe Project Cultural Dimensions

Back 26

1. Power Distance
2. Uncertainty avoidance
3. Instituational collectivism
4. in-group collectivism
5. Gender egalitarianism
6. assertivness
7. Future orientation
8. Performance orientation
9. Humane orientation

Front 27

Globe Project Lessons

Back 27

USE CONTINGENCY

Negative Leader Attributes
Self-centered
egocentric
ruthless
noncooperative
Positive Leader Attributes
Charismatic
Trustworthy
Honest
TeamBuilder
Decisive
ect.

Front 28

Perception

Back 28

Cognitive process that enables us to interpret and understand our surroundings

Front 29

Social Information Processing Model

Back 29

1. Selective Attention/ Comprehension
2. Encoding and simplification
3. Storage and Retention
4. Retrieval and Response

Front 30

Schema

Back 30

Mental picture of an event or object

Front 31

Managerial Implications of Perception

Back 31

Hiring
Performance Appraisal
Leadership
Communication
Physical and Psycological Well Being
Designing Webpages

Front 32

Casual Attributions

Back 32

suspected or inferred causes of behavior

Front 33

Kelley's Attribution Model

Back 33

Behavior can be attributed to internal or external factors
1. Consensus- compare employees
2. Distinctiveness- Compare tasks
3. Consistency- Performace per time

Front 34

Fundamental Attribution Bias

Back 34

ignoring environmental factors that affect behavior

Front 35

Self Serving Bias

Back 35

Taking more responsibility for success than failure

Front 36

4 Layers of Diversity

Back 36

1. Personality
2. Internal Dimensions
3. External Dimensions
4. Organizational dimentions

Front 37

Self Efficacy

Back 37

person's belief about his or her chances of being successful

Front 38

Big 5 Personality Dimensions

Back 38

1. Extraversion
2. Agreeableness
**3. Conscientiousness
4. Emotional Stability
5. Openness to experience

Front 39

affective component

Back 39

feelings or emotions one has about an object or situation

Front 40

Cognitive Component

Back 40

beliefs or ideas one has about an object or situation

Front 41

Behavioral Component

Back 41

how one intends to act or behave toward someone or something

Front 42

Cognitive Dissonance
and 3 methods

Back 42

psycological discomfort a person experiences when his or her attitudes or beliefs are incompatable with their behavior
1.Change attitude behavior or both
2. Belittle the importance of the inconsistency
3. Find constant elements that outweigh the dissonant ones

Front 43

HR Process

Back 43

1. Forecasting
2. Goal Setting and strategic planning
3. program implementation and evaluation

Front 44

Core Competency

Back 44

Set of knowledge and skills that make the organization superior to competitors and create value for customers

Front 45

Work Force Utilization Review

Back 45

Comparison of the proportion of employees in protected groups with the proportion that each group represents in the relevant labor market.

Front 46

3 areas for decision in recruitment

Back 46

1. Personnel policies
2. recruiter traits and behaviors,
3. Recruitment source

Front 47

Personnel Policies

Back 47

Internal vs. external recruiting
lead the market pay strategies
employment at will policies
Image advertising

Front 48

Yield Ratio

Back 48

% of applicants who move from one stage to the next in the recruitment process

Front 49

Content Validity

Back 49

consistency between the items and job situations or problems

Front 50

Construct Validity

Back 50

Consistency between high scores and high job performance

Front 51

Criterion-Related Validity

Back 51

Measure of validity based on a substantial correlation

Front 52

Compensatory Model

Back 52

Take most applicants through all steps of interview process and review scores to find best candidate.