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15 Cards in this Set
- Front
- Back
comparable worth
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controversy on wage parity is related to notiong of comparable worth which state that men and women should be get equal pay for equal positions; to determine the value of a job in terms of wages job evaluation techniques may be used
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gender issues in organizations
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physical atractiveness may work to a woman's advantage in organizations; less attractive women are often judged to be more suitable by male executives; phsycically attractive men are judged to be more suitable
gender and management - men are evaluated as more favorable than female managers (very small tendency); esp when women use stereotypically male leadership styles; when men use stereotypically female styles they are also evaluated less favorably gender and wages - while federal law seeks wage parity; women earn 60 cents for every dollar earned by males |
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Prospect Theory (Kahneman & Tversky)
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tendency to be influenced more by potential losses than potential gains when making decisions
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drivers decision making style
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identified 2 factors that determine decision making style (1) the amount of info considered (2) focus or nuber of alternative decisions identified; these correspond with 2 stages of decision making (1) analysis of the situation and (2) formulation of a solution
satisficer - decision maker who relies upon the minimal amount of information necessary to choose one or more 'good enough' options maximizers - decision maker who uses all the time and resources necessary to consider all relevant info before making decisions |
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communication networks
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(1) centralized - all communication must pass thru one person (2) decentralized - communication is more diverse; research shows that
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process consultation
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model of organizatioal consultation in which the consultant focuses on identifying and iproving maladaptvie interactional processes occuring btwn group members
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organizational surveys
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used to assess employee attitudes and opinions; studies on the effectiveness are positive and increases in job satisfaction result from their use
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quality circles
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technique developed in Japan where small work groups meet regularly to discuss how the work can be improved; while this has a temporary beneficial effect on performance and job attitudes, these effects are often temporary
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quality of work life interventions
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intervention where organizational effecgtiveness increases as does worker satisfaction, motivation, and commitment; one is the quality circles
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Normative Model Styles (Vroom & Yetton)
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AI (autocratic) leaders - do not consult subordinates and make decisions on own
AII (autocratic) leaders - obtain info from subordiantes but make the final decision on their own CI (consultative) leaders - discuss problems with each subordiante individually but make final decision on own CII (consultative) leaders - discuss problems with subordinates as a group but make final decision on own GII (group decision) leaders - discuss problems with subordinates as a group and reach a group decision through discussion and consesus |
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Normative Model of Leadership (Vroom & Yetton)
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a congruency model of leadership that distinguishes the extent to which leaders include group members in the decision making process
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transformational v. transactional leaders
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transformational - leadership style that prefers facilitation of organizational change
transactional - leadership style that prefers to maintain the status quo |
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Situational Leadership Styles
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telling style - for subordinates with low ability and low willingness to accept responsibility
selling style - for subordinates with low ability and high willingness to accept responsibility participating style - for subordinates with high ability and low willingness to accept responsibility delegating style - for subordinates with high ability and high willingness to accept responsibility |
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Situational Leadership Model (Hersey & Blanchard)
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describe leadership style in terms of task and relationship orientation; propose optimal style depends on the job maturity of subordiantes which is determined by the subordinates ability and willingness to accept responsibility
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House's leadership styles
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instrumental (directive) - provide guidelines and clear rule
supportive leaders - establish supportive milieu participative leaders - include subordinates in decision making achievement oriented leaders - set challenging goals and encourage higher levels of performance |