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80 Cards in this Set
- Front
- Back
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What is the integrated approach to Human Resources
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Managing people for the good of the company, the employees and the environment
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What are the organizational values
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honesty, open communication, trust
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What are the personalities
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Dominant
Steady Personable High I Compliant |
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Job Behaviors
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Planning
Problem solving collecting input representing the organization coaching |
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Power Bases
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Expert Power
Referent Legitimate coercive Reward |
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Situational Behaviors
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Force Issue
Collaborate 60-40 Manager compromise 50-50 collaborate 40-60 employee Avoid issue |
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First actions a CEO takes after accepting a new job
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GE Workout
Risk Management Audit Financial Audit PR Response if necessary Understanding personalities and power bases through observation individual interviews |
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Learning communities - Peter Senge
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Shared vision
creative tension telling selling testing consulting co creating |
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Mental Models
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Ladder of inference
left hand column - what was said vs. what we are thinking Reflection - inquiry slowing down your own thinking |
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Job Analysis Methods
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Questionnaire
Interview Incumbent video outside consultants observation diaries mechanical devices critical incidents |
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another type of job analysis used in manufacturing
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Functional Job analysis
- people, data, things |
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Hay Plan
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365 Questionnaire - what top level CEO's do
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Job Design
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Scientific
Human Factor (ergonomics) Individual Contemporary - Flextime, compressed workweeks, standard work schedule, job sharing, telecommuting team contemporary |
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Job Description
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Job Domains
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Interview Processes and Techniques
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Stress
Patterned or Structured Planned |
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Four Competitive strategies
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Quality enhancement
Innovation cost reduction speed and responsiveness |
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Characteristics of successful organizations
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Flatter
cost conscious successful in adjusting to change |
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Four Types of Cultures
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Mercenary
Communal Networked Fragmented |
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High Performance Manager
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Employees know what is expected
Adequate materials and supplies I do what I do best Provide recognition ever 7 days supervisor is someone who cares supervisor encourages development supervisor talks to me every six months on progress my opinion counts mission makes me feel good about my job co-workers are committed to quality I have a best friend at work I have opportunity to grow |
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Four types of Leaders
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Strongman Leader
Transactor Leader Visionary Leader Super Leader |
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High Performance Organizational Values and Factors
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Open communication and trust
Employee valued openness to listen to all levels Honesty Failure is ok fun at work is important |
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Building Shared Vision Quote
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"what do we want to create?"
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Building Shared Vision Factors
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Connection driven by a common aspiration
Ability to listen to others Ability to allow for freedom of choice Ability to understand difference between commitment and compliance |
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Telling and Building Shared Vision Quote
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We have to do this. It is our vision. Be excited about it, or reconsider your vision for your career here.
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Telling and Building Shared Vision Hints
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Tell the truth about current reality
Be clear what is negotiable and what is not Inform people directly, clearly, consistently |
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Selling and Building Shared Vision Quote
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We have the best answer, lets see if we can get you to buy in
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Selling and Building Shared Vision Hints
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Keep channels open for response
Focus on benefits not features Build relationhip with internal customer Boss wants yes;employee wants job Support enrollment not manipulation |
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Testing and Building Shared Vision Quote
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What excites you about this vision, and what does not?
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Testing and Building Shared Vision Hints
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Do not bias one option
Test for motivation Inquire if vision is good for them Include survey and face to face tests Protect people privacy Ask what is missing from vision to move forward |
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Consulting and Building Shared Vision Quote
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What vision do members recommend?
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Consulting and Building Shared Vision Hints
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Do not tell and consult simultaneously
Encourage members to examine the ramifications of their ideas |
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Co-creating and Building Shared Vision Quote
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What do we want to create? (Current reality, listen to others, common aspiration)
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Co-Creating and Building Shared Vision Hints
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Start with personal visions and listen
Have people speak for themselves Seek to identify alignment not agreement and encourage diversity |
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Co-Creating
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Treat everyone as equal
Seek alignment Start with personal vision- organization becomes a tool for peoples self realization |
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Strong Man Focus
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Commands
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Strong Man Types of Power
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Legitimate Position
Reward Power Coercive Power |
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Strong Man Source of Leader's Wisdom and Direction
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Leader
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Stong Man Followers response
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Fear-based
compliance |
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Strong man typical leader behaviors
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Direction/command
assigned goals Intimidation Reprimand |
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Transactor Leader Focus
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Reward
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Transactor Type of Power
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Reward Power
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Transactor Source of Leaders Wisdom and Directions
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Leader
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Transactor Followers Response
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Calculative, Compliance
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Transactor Typical Leader Behaviors
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Interactive Goal Setting
Contingent personal reward Contingent material reward or reprimand |
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Visionary Leader Focus
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Visions
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Visionary Leader Type of Power
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Relational/referent
Inspirational Power |
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Visionary Source of Leaders Wisdom and Direction
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Leader
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Visionary Leader Followers Response
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Emotional Commitment based on leaders vision
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Visionary Leader Typical Leader Behavior
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Communication of the leaders vision
Emphasis on leaders values exhortatio, Inspirational, Persuasion |
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Super Leader Focus
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Self Leadership
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Super Leader Type of Power
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Referent Power, Expert Power
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Super Leader Source of Leaders
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Mostly followers and self leaders
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Super Leader Follows Response
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Commitment based on ownership
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Super Leader Typical Leadership Behaviors
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Teaches others how to be leaders
Promotes ladder of inference and mental models Develops self leaders through rewards and constructive reprimand Facilitates self-leader culture |
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Twelve Actions the Best Managers do Differently
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1. know what is expected of me
2. Adequate Materials and equipment 3. I do what I do best 4.Provide recognition every 7 days 5. supervisor is someone who cars 6. supervisor encourages development 7. Supervisor talks to me regarding my progress every 6 months 8. my opinion counts 9. does the company mission make me feel my job is important 10. co workers are committed to quality 11. Do I have a best friend at work 12. Have I had opportunity to grow |
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Mental Model Definition
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Reflecting upon, continually clarifying, and improving our internal pictures of the world, and seeing how they shape our actions and decisions
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Strategies with working with Mental Models
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Reflection - Slowing down our thinking processes to become more aware of how we our mental models
Inquiry- holding conversations where we openly share views and develop knowledge about eachothers assumptions |
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Using The Ladder of Inference
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Helps you become more aware of your own thinking and reasoning
helps make your thinking and reasoning more visible to others Helps you inquire into others thinking and reasoning |
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Left Hand Column
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What you are thinking vs. What is said
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Organizational Cultures
Mercenary |
+ Hit Output targets
- Cut throat always into actions |
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Organizational Cultures
Networked |
+ Sociability
- Sociability |
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Organizational Cultures
Fragmented |
+ Keep their eye on the Prize
- Isolated |
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Organizational Cultures
Communal |
+ Identify with something bigger than one person
- work is family |
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Organizational Cultures
Learning Organization |
+ Best of all 4
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Purpose of Job Analysis
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- Aids in defining employee job duties
- Defines and clarifies time requirements - provides job applicants with job details - Provides the basis for career path planning |
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Job Description
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- Functional Title
- Location - Department - Date - Relationships - Reports to: - Subordinate Staff (how many will you be managing) - External and Internal contacts - Domains - Knowledge and Skills |
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Approaches to Job Design
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Scientific Approach
Individual Contemporary Approach Team contemporary approach Human Factor Approach |
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Advantages/Disadvantages to Scientific approach
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Advantages:
Ensures predicatability Provides Clarity Disadvantages: May be boring May result in absenteeism, sabotage, Turnover |
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Individual Contemporary Advantages
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Advantages:
satisfies needs for responsibility, growth and knowledge of results Provides growth opportunity Reduces boredom Increases performance Improve morale |
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Individual Contemporary Disadvantages
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Some people prefer Routine
May need to pay more Hard to enrich some jobs Require some change in the total HR System |
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Team Contemporary Advantages
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Provide Social Interaction
Provide variety May improve service provided to customers Reduces absenteeism problem |
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Team Contemporary Disadvantages
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Some prefer to work alone
require training in interpersonal skills Major change takes a long time May require major changes in the structure of the organizationand the HR system |
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Human Factors (Ergonomics) Advantages
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Accommodates jobs to people
Breaks down physical barriers Makes more jobs accessible to more people |
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Human Factors Disadvantages
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May be costly to design some jobs
Structural characteristics of the organization may make job change impossible |
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Hiring Internal Applicants - Advantages
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Morale of promotee
Better assessment of abilities Lower cost for some jobs Motivator for good performance Have to hire only at entry level |
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Hiring Internal applicants - Disadvantages
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Inbreeding
Possible morale problems of those not promoted Requires strong management development program |
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Hiring External applicants - Advantages
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New Blood = new perspectives
Cheaper than training a professional May bring competitors secrets New Insights |
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Hiring External applicants - Disadvantages
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May not select someone who will "fit"
May cause morale problems for that internal candidates May bring in an attitude of "This is the way we used to do it at XYZ company" |
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Preparing for the Interview
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-Review job analysis and description. Understanding of the position as it is advertised. Copies available for each applicant to review
- Determine the qualifications needed to perform the requirements of the job - Review the employment application and resume |
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Conducting the interview
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-always extend a warm greeting
-make an opening statement about what will happen during the course of the interview - mention a current event that you are both likely to be familiar with - relate something humorous that may be interesting - start with most recent job or school (more familiar wtih what is happening now) -ask open ened questions |
