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77 Cards in this Set
- Front
- Back
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Human resources
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Human resources (HR) management (also known as staffing) consists of planning, attracting, developing, and retaining employees.
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Human Resources Department
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HR recruits employees for line managers to select from as they hire new people.
HR conducts orientation sessions for new hires and trains many of them to do their jobs. HR keeps employment records. HR is often involved with legal matters. HR develops the performance appraisal system and forms. HR determines compensation guidelines. HR develops employee health and safety programs, works on labor relations, and assists in the termination of employees. |
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Equal Employment Opportunity (EEO)
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Equal Employment Opportunity (EEO)
Prohibits discrimination in the workplace on the basis of sex, religion, race, or color, or national origin. |
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Preemployement Inquiries
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?
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A bona fide occupational qualification
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A bona fide occupational qualification allows organizations to base their hiring decisions on otherwise discriminatory attributes when it is reasonably necessary to the normal operation of a particular organization.
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Strategic human resources planning
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Strategic human resources planning is the process of staffing the organization to meet its objectives.
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Job analysis
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Job analysis is the process of determining what the position entails and the qualifications for staffing the position.
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Job description
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Job description identifies the tasks and responsibilities of a position. In other words, it identifies what employees do to earn their pay.
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Job specifications
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Job specifications identify the qualifications for staffing a position.
The job specifications thus identify the types of people needed. |
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Recruiting
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Recruiting is the process of attracting qualified candidates to apply for job openings.
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Selection and Selection process
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Selection is the process of choosing the most qualified applicant recruited for a job.
Application form Screening Interview Testing Background and Reference Checks Interviewing Hiring |
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Interview steps
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Open the interview.
Give your realistic job preview. Ask your questions. Introduce top candidates to coworkers. Close the interview. |
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Employee Training
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Orientation
Introduces new employee to the organization, its culture, and their jobs. Training and Development Training is about acquiring the skills necessary to perform a job. Development is ongoing education that improve skills for present and future jobs. Training Cycle Training Methods |
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Performance appraisals
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Performance appraisal is the ongoing process of evaluating employee performance.
Developmental PA: Used to improve performance. Evaluative PA: Used to decide pay raises, transfers and promotions, and demotions or terminations. |
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Retaining Employees
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Compensation
The total cost of pay and benefits to employees. Pay Systems Determining Pay Benefits Health and Safety |
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labor Relations
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Labor relations are the interactions between management and unionized employees.
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Collective Bargaining
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Collective bargaining is the process whereby unions and management negotiate a contract that covers employment conditions at the organization.
Mediation and Arbitration |
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Arbitrators
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Arbitrators differ from mediators in that arbitrators’ decisions are binding (must be followed). Arbitrators more typically work to settle grievances; mediators deal with impasses in collective bargaining.
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Mediatiors
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Mediators are neutral parties who help management and labor settle disagreements. In cases where the two parties are unwilling to compromise but still want to avoid a strike or lockout, they may choose to call in an arbitrator.
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Termination
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Voluntarily
Involuntarily Outplacement Services |
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Organizational behavior (OB)
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Organizational behavior (OB) is the study of actions that affect performance in the workplace.
Organizational behaviorists endeavor to explain and predict actions in the workplace and show how such actions affect performance. They attempt to create win–win situations. |
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Personality
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Personality is the combination of traits that comprises individuals.
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5 personality traits
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Locus of Control
Optimism Risk Propensity Self-Esteem Self-Efficacy |
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Attribution
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Attribution is the process of determining why we behave in certain ways.
Every one of us tries to find reasons behind behavior every day—our own, those around us, football players on TV—in fact, we do this continually. |
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Bias in our Perception
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Selectivity- is the manner in which we screen information to favor the outcome we desire.
We go to great lengths to find information that supports our point of view yet ignore information that does not. Frame of Reference - Our frame of reference is our bias of seeing things from our own point of view. This is pretty hard to overcome, and it tends to make situations into win–lose propositions. Stereotyping - happens when we project the characteristics or behavior of an individual onto a group. Expectations |
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Attitudes
Pygmalion effects |
Attitudes are positive or negative evaluations of people, things, and situations.
Organizations look for people with high self-esteem and positive attitudes toward their careers and personal lives, because such people tend to be loyal and reliable workers. The Pygmalion effect has to do with how management’s attitude toward workers, their expectations of them, and their treatment of them affect workers’ performance. |
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7 bases of power
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power - is the ability to influence the actions of others.
Coercive Power Using threats or punishments to achieve compliance. Connection Power Using a relationship with influential or important people to influence behavior or attitudes. Reward Power The ability to influence others by giving them something they value. Legitimate Power Power given to people by organizations or by society. Referent Power Voluntarily giving someone power. Informational Power People have knowledge or data that others need. Expert Power People who have expertise or specialized skills that others need. |
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Politics
Developing political skills |
Politics are the efforts of groups or individuals with competing interests to obtain power and positions of leadership.
Learn the organizational culture. Learn the power plays. Don’t surprise your boss. Be an honest team player. Stay tuned to the networking grapevine. Resolve conflicts. |
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Conflict
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A conflict exists whenever argument becomes antagonistic.
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Conflict management
Styles of Conflict Management BCF Statements |
Conflict management is based on two dimensions (concern for others’ needs and concern for your own needs).
These dimensions result in three types of behavior: passive, aggressive, and assertive. Avoiding Accommodating Forcing Negotiating Collaborating BCF statements describe conflicts in terms of behavior, consequences, and feelings. That is, when you do B (behavior), C (consequences) happens, and you feel F (feelings). |
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Stress
methods to reduce stress management |
Think of stress as a tug-of-war with you in the center. On your left are ropes (causes of stress) pulling you to burnout. Stress that is too powerful will pull you off center. On your right are ropes (stress management techniques) that you can choose to use to pull you back to the center.
Time Management Nutrition Positive Thinking Relaxation Exercise Support Network |
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Groups
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Groups have a clear leader and two or more members who perform independent jobs with individual accountability, evaluation, and rewards.
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Teams
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Teams are groups whose members share leadership and whose members perform interdependent jobs, with individual and group accountability, evaluation, and rewards.
Table 9.1 further distinguishes between groups and teams. |
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different characteristics between groups and teams
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Groups -
2 or more, can be large 1 leader clear cut distinct jobs leader evaluates member performance individual rewards set objectives Teams - 5-12 members shared leadership fluid/overlapping job and responsibility group and individual rewards team sets objectives |
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Groups
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The terms management-directed, semi-autonomous, and self-managed (or directed) are commonly used to differentiate groups.
Formal or informal Functional or cross-functional Command or task |
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Group performance in relation to
Orgainizational Context Group Structure group process group development stage |
Orgainizational Context -
environment, mission, strategy, culture, structure, systems and processes Group Structure - type, size, composition, leadership, objectives group process- roles, norms, cohesiveness, status, decision making, conflict resolution group development stage - orientation, dissatisfaction, resolution, production, termination |
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how group structure effects performance
small groups large groups group composition group objectives |
Group composition is the mix of members’ skills and abilities. It affects performance. Without the right mix of skills and abilities, groups cannot excel.
Groups that are too small limit ideas and creativity. Small groups tend to be too cautious. Issues of overwork and burnout can also arise because the workload is not distributed over enough members. Groups that are too large tend to be slow, and individuals do not always get to contribute as much as they can in smaller groups. Groups with 20 or more members are groups rather than teams because there are too many members to reach consensus on issues and decisions. Group objectives - A sport team might set objectives to improve community and media relationships, to strengthen team chemistry, to best last year’s win-loss record, to win as many games as they lose, to finish first, to make the playoffs, to play in the championship game, or to win the championship. Recreational sport teams might emphasize teamwork and |
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Groups process
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Group process is the patterns of interactions that emerge as group members work together. Group dynamics is another term for group process. Group process often changes over time, and it is not something people figure out on their own. Careful and thoughtful training in group process is crucial for teams to be effective.
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group roles
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Group roles focus on how people interact as they do the job, and they help or hinder getting the job done.
Roles are: Task Maintenance Self-Interest |
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how group processes effects group performance
roles norms cohesiveness status decision making conflict resolution |
Group roles focus on how people interact as they do the job, and they help or hinder getting the job done.
roles are : Task Maintenance Self-Interest Group Norms are the group’s shared expectations of members’ behavior. Group Cohesiveness is the extent to which members stick together. Factors Influencing Cohesiveness Objectives Size Homogeneity Participation Competition Success Status is the perceived ranking of one member relative to other members in the group. Status is based on several factors, such as performance, job title, salary, seniority, expertise, people skills, appearance, and education. How decisions are made by groups directly affects performance. Conflict is common in groups and teams, and unresolved conflicts have a negative effect on performance. |
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Group development stage
how does each stage effect group performance |
Orientation
Dissatisfaction Resolution Production Termination |
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Group Empowerment
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The trend is to empower groups to become teams because teams are more productive than groups.
If your group has 20 or more members, break the group into two or three teams. If teams are to succeed, members need training in group process skills so they can make decisions and handle conflict. |
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Communication
organizational, interpersonal comm. |
Communication is the process of transmitting information and meaning.
Organizational communication takes place between organizations and among an organization’s divisions, departments, projects, and teams. Interpersonal communication takes place between individuals. |
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types of organizational communication
horizontal, vertical, grapevine |
Vertical communication is the downward and upward flow of information through the organization. It is formal communication because it is the officially sanctioned transmission of information.
Horizontal communication is information shared between peers. It is the coordination that goes on within a department, among team members, and among departments. The grapevine is the flow of information through informal channels. It is informal communication because it isn’t official or sanctioned communication. |
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communication process
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The communication process is the transmission of information, meaning, and intent.
The sender (the person doing the communicating) encodes the message (puts it into a form the receiver of the message will understand). The sender transmits the message (by talking, phoning, e-mailing, etc.) to the person or group receiving it. The receiver decodes the message (interprets it). The receiver may (or may not) give feedback. |
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message encoding
barriers |
First Barrier – The Words We Choose
Second Barrier – Information Overload Third Barrier – Logic and Order |
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message decoding
barriers |
First Barrier – Trust and Credibility
Second Barrier – Failure to Listen Third Barrier – Our Emotions Fourth Barrier - Distortion |
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channels for transmitting messages
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oral -
face to face, meetings, presentations, telephone, voice mail written - memos, leters, reports, bulliten boards, newsletters, electronic means visual - tv, posters, web sites |
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media richness
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Media richness is the amount of information and meaning that the channel can convey.
The more information and meaning, the richer the channel. Face-to-face talk is therefore the richest channel because the full range of oral and nonverbal communication is used. Phone calls are less rich than face-to-face meetings because many nonverbal cues are lost. Written messages can be rich, but they must be very well written to qualify. Television is rich because body language is back in the picture. |
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feedback
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Feedback literally feeds back to the sender the original information, meaning, and intent transmitted in the message.
Questioning, paraphrasing, and soliciting comments and suggestions are all ways senders can check understanding through feedback. Requiring feedback from receivers motivates them to achieve high levels of performance and improves their attention and their retention. |
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message-receiving process
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The message-receiving process involves listening, analyzing, and checking understanding.
To receive the real message the sender is transmitting, you have to do all three. Receiving doesn’t end with good listening. Listening is just the beginning listening - pay attention, avoid distractions, dont interrupt, watch nonverbals, ask questions, convey meaning analyzing - think, wait to evaluate until after listening check understanding - paraphrase, watch nonverbals |
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5 styles of response
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advising, diverting, probing, reassuring, reflecting
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criticism
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You’re going to get some, so you might as well take it well. In fact, if you are wise, you will want it. (How else are you going to realize your potential?)
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motivation
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Motivation is the willingness to achieve organizational objectives.
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motivation process
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Through the motivation process, people go from need to motive to behavior to consequence and finally to either satisfaction or dissatisfaction.
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performance equation
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Performance =
Ability x Motivation x Resources |
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content based motivation theories
Hierarchy of needs |
People are motivated by five levels of needs: physiological, safety, social, esteem, and self-actualization (Maslow).
Self-Actualization Needs: Develop workers’ skills. Give them more control over the work. Encourage creativity. Expect achievement. Give them chances to grow. Esteem Needs: Help people excel at their work. Give more merit raises. Recognize excellence. Social Needs: Design jobs so that people have opportunities to interact with each other, to be accepted, and to make friends. Encourage togetherness through parties, picnics, trips, and sport teams. Safety Needs: Provide safe working conditions, salary increases to meet inflation, job security, and fringe benefits (medical insurance, sick pay, pensions). Physiological Needs: Require breaks, and provide safe working conditions. |
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content based motivation theories
ERG |
ERG: People are motivated by three needs: existence, relatedness, and growth (Alderfer).
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content based motivation theories
Two-Factor Theory |
Two-Factor Theory: Motivator factors (higher-level needs) are more important than maintenance factors (lower-level needs) (Herzberg).
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content based motivation theories
Acquired Needs |
Acquired Needs: People are motivated by their need for achievement, power, and affiliation (McClelland).
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Goal-Setting Theory
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Goal-Setting Theory proposes that achievable but difficult goals motivate employees. The idea behind goal setting is that behavior has a purpose—to fulfill needs. Goals help us marshal our resources to accomplish a given task.
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Processed Based Theories
expectancy, goal setting, equity |
Equity: People are motivated when their perceived inputs equal outputs (Adams).
Goal Setting: Difficult but achievable goals motivate people (Locke). Expectancy: People are motivated when they believe they can accomplish the task and the rewards for doing so are worth the effort (Vroom). |
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Reinforcement Theory
positive, avoidance, extinction, punishment |
Positive Reinforcement: Attractive consequences (rewards) for desirable performance encourage continued behavior.
Avoidance: Negative consequences for poor performance encourage continued desirable behavior. Extinction: Withholding reinforcement for an undesirable behavior reduces or eliminates that behavior. Punishment: Undesirable consequences (punishment) for undesirable behavior prevent the behavior. |
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Managers vs Leaders
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Leaders influence people to work to achieve the organization’s objectives.
We frequently use manager and leader interchangeably. We shouldn’t, because they are not necessarily the same. Leading is one of the four management functions (along with planning, organizing, and controlling). |
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Leadership style
3 types autocratic, democratic, laissez-faire |
Leadership style is the combination of traits, skills, and behaviors managers use to interact with employees.
Autocratic: The manager makes the decisions, tells employees what to do, and closely supervises them—theory X behavior. Democratic: The manager encourages employee participation in decisions, works with them to determine what to do, and does not supervise them closely—theory Y behavior. Laissez-faire: The manager lets employees go about their business without much input. Employees decide what to do and take action, and the manager does not follow up. |
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leadership grid
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The leadership grid uses the same dimensions as the two-dimensional model; in the grid, these dimensions are called concern for production (the x axis) and concern for people (the y axis).
The leadership grid identifies the ideal leadership style as having a high concern for both production and people. |
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leadership grid styles
impoverished, authority-compliance, country club, middle of the road leaders, team leaders |
1,1) Impoverished leaders show low concern for both production and people. They do the minimum required to remain employed.
(9,1) Authority-compliance leaders show a high concern for production and a low concern for people. They focus on getting the job done by treating people like machines. Country club leaders show a low concern for production and a high concern for people. They strive to maintain a friendly atmosphere without much regard for production. (5,5) Middle-of-the-road leaders balance their concerns for production and people. They strive for performance and morale levels that are minimally satisfactory. (9,9) Team leaders show a high concern for both production and people. They strive for maximum performance and maximum employee satisfaction |
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current leadership research
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Current researchers focus on which behaviors make top-notch managers outstanding, even though the managers’ individual leadership styles may vary dramatically.
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types of leaders
charismatic, transformation-all, transnational, symbolic |
Charismatic leaders inspire loyalty, enthusiasm, and high levels of performance.
Charismatic leaders have a vision and a strong personal commitment to their goals; they communicate their goals to others, display self-confidence, and are viewed as able to make the radical changes needed in order to reach the goals. Transformational leaders emphasize change, innovation, and entrepreneurship. They create significant changes as they foster relationships and commitment from their employees. Transactional leaders emphasize exchange. Exchange is about rewarding jobs well done. Symbolic leaders establish and maintain a strong organizational culture. An organization’s workforce learns the organization’s culture (shared values, beliefs, and assumptions of how workers should behave in the organization) through its leadership. |
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Contingency leaders
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Contingency leaders are task or relationship oriented, and their style should fit the situation.
Situational favorableness is the degree to which a situation enables leaders to exert influence over followers. |
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Continuum leaders
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Continuum leaders choose their style based on boss-centered or employee-centered leadership.
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Continuum model of leadership
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Leader makes decision and announces it to employees individually or in a group without discussion.
Leader makes decisions and sells it to employees through a presentation of why it’s a good idea. Leader presents ideas and invites employees’ questions. Leader presents tentative decision subject to change. Leader presents problem, gets suggested solutions, and makes the decision. Leader defines limits and asks the employees to make a decision. Leader permits employees to make ongoing decisions within defined limits. |
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Path-goal leaders
types directive, supportive, participative, achievement |
Path-goal leaders determine employee objectives and achieve them using one of four styles.
Directive: Leaders provide high structure. Supportive: Leaders provide high consideration. Participative: Leaders solicit employee input. Achievement oriented: Leaders set difficult but achievable goals, expect subordinates to perform at their highest level, and reward them for doing so. |
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Normative leader
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Normative leaders use one of five decision-making styles appropriate for the situation. Vroom and Yetton identified the five leadership styles.
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normative leadership styles
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Decide: The leader makes the decision along and announces it, or sells it, to the group. The leader may get information for others outside the group and within the group without specifying the problem.
Consult individuals: The leader described the problem to individual group members, gets information and suggestions, and then makes the decision. Consult group: The leaders holds a group meeting and describes the problem to the group, gets information and suggestions, and then makes the decision. Facilitate: The leader holds a group meeting and acts as a facilitator as the group works to define the problem and the limits within which a decision must be made. The leader seeks participation, debate, and concurrence on the decision without pushing his or her ideas. However, the leader has the final say on the decision. Delegate: The leader lets the group diagnose the problem and make the decision within stated limits. The role of the leader is to answer questions and provide encou |
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contingency managers
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Contingency managers analyze employee capability level and select the autocratic, consultative, participative, or empowerments style for the situation.
Ability: Do employees have the knowledge, experience, education, skills, and training to do a particular task without direction? Motivation: Do employees have the confidence to do the task? Do they want to do the task? Are they committed to performing the task? Will they perform the task without encouragement and support? |
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contingency management behavior
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Directive Behavior: The manager focuses on getting the task done by directing and controlling behavior to ensure the tasks gets done and closely oversees performance.
Supportive Behavior: The manager focuses on developing relationships by encouraging and motivating behavior without telling the employee what to do. The manager explains things and listens to employee views, helping employees make their own decisions by building confidence and self-esteem. Autocratic Style is highly directive and little concerned with building relationships. Is appropriate when interacting with low-capability employees. Consultative style involves highly directive and highly supportive behavior and is appropriate when interacting with moderately capable employees. Participative style is characterized as less directive but still highly supportive behavior and is appropriate when interacting with employees with high capability. An empowerment style requires proving very little direction or suppor |
