Management Exam 2

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9. 1 Human resource (HR) management

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9.1 Consists of the activities managers perform to plan for, attract, and retain an effective workforce

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Human resource

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What's an organization's most important resource?

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Human capital, knowledge workers, and social capital

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What are the three concepts important in strategic planning of human resource management?

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Human capital

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The economic or productive potential of employee knowledge, experience, and actions

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Knowledge worker

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It's someone whose occupation is principally concerned with generating or interpreting information, as opposed to manual labor.

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Social capital

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The economic or productive potential of strong, trusting, and cooperative relationships.

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Strategic human resource planning

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Consists of developing a systematic, comprehensive strategy for (a) understanding current employees needs and (b) predicting future employees needs

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Do a job analysis, job description, and job specification

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To understand current employees needs you must

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Job analysis

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To determine, by observation and analysis, the basic elements of a job.

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Job description

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Summarizes what the holder of the job does and how and why he or she does it

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Job specification

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Describes the minimum qualifications a person must have to perform the job successfully

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The staffing the organization might need and the likely sources for staffing

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What to areas must you become knowledgeable when predicting future employees needs?

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yes

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Should you always assume that your organization can always change?

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Human resource inventory

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a report listing your organization's employees by name, education, training, languages, and other important information.

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Labor relations, compensation and benefits, Health and safety, and equal employment opportunity

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9.2 What are the four areas you need to be aware of for human resource management?

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National Labor Relations Board

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Enforces procedures whereby employees may vote to have a union and for collective bargaining

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Labor Relations

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consists of negotiations between management and employees about disputes over compensation, benefits, working conditions, and job security

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Fair Labor Standards Act of 1938

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established minimum living standards for workers engaged in interstate commerce, including provision of a federal minimum wage

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Equal Employment Opportunity (EEO) Commission

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Whose job it is to enforce antidiscrimination and other employment-related laws

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Workplace discrimination, affirmative action, and sexual harrassment

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Three important concepts covered by the EEO laws are

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Workplace discrimination

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When people are hired or promoted- or denied hiring or promotion-for reasons not relevant in the job.

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Adverse impact and Disparate treatment

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What are the two types of workplace discrimination?

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Adverse impact

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Occurs when an organization uses an employment practice or procedure that results in unfavorable outcomes to a protected class (such as Hispanics) over another group of people (such as non-Hispanic whites).

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Disparate treatment

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results when employees from protected groups (such as disabled individuals) are intentionally treated differently.

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Affirmative Action

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focuses on achieving equality of opportunity within an organization

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Sexual Harassment

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consists of unwanted sexual attention that creates an adverse work environment

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2

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How many different sexual harassments are there?

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Recruiting

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9.3 the process of locating and attracting qualified applicants for jobs open in the organization

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Internal and external

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What are the two types of recruiting?

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Internal recruiting

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Means making people already employed by the organization aware of job openings

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placing information about job vacancies and qualifications on bulletin boards, in newsletters, and on the organization's intranet.

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Job posting

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external recruiting

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means attracting job applicants from outside the organizations

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Realistic job preview (RJP)

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gives a candidate a picture of bo0th positive and negative features of the job and the organization before he or she is hired.

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Selection process

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the screening of job applicants to hire the best candidate

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background information, interviewing, and employment tests

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What are the three types of selection tools?

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unstructured interviews, and two types of structured interviews

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Interviewing takes on what three forms?

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unstructured interview

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involves asking probing questions to find out what the applicant is like

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Structured interview

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involves asking all applicants the same question and comparing their responses to a standardized set of answers

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Situational interview

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the interviewer focuses on hypothetical situations

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Behavioral-description interview

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the interviewer explores what applicants have actually done in the past.

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Employment Tests

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legally considered to consist of any procedure used in the employment selection decision process.

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Ability, Personality, Performance, Integrity

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What are the four types of common employment tests?

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assessment center

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in which management candidates participate in activities for a few days while being assessed by evaluators

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Reliability and Validity

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What are the two important legal considerations about any test to use?

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Reliability

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the degree to which a test measures the same thing consistently

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Validity

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the test measures what it purports to measure and is free of bias

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orientation, training, and developement

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What are the three means for helping employees perform their jobs?

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Orientation

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helping the newcomer fit smoothly into the job and the organization

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Job routine, the organization's mission and operations and the organization's work rules and employee benefits

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What three matters should an employee emerge with after an orientation?

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Assessment, Objectives, Selection, Implementation, Evaluation

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What are the five steps of the training process?

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Training

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refers to educating technical and operational employees in how to better do their current jobs.

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Developement

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refers to educating professionals and managers in the skills they need to do their jobs in the future.

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On-the-job training and Off-the-job training

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What are the two categories of training methods?

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Computer-assisted instruction (CAI)

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computers are used to provide additional help or to reduce instructional time

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Performance appraisal

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9.5 consists of (1) assessing an employee's performance and (2) providing him or her with feedback

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performance management

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the continuous cycle of improving job performance through goal setting, feedback and coaching, and rewards and positive reinforcement

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Objective and Subjective

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What are the two types of Appraisals?

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Objective appraisals

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results appraisals, are based on facts and are often numerical

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They measure results and they are harder to challenge legally

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What are the two good reasons for having objective appraisals?

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Subjective appraisals

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are based on a manager's perception of an employee's (1) traits or (2) behaviors

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Traits and behaviors

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What are the two things subjective appraisals are looking for?

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behaviorally anchored rating scale (BARS)

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rates employee gradations in performance according to scales of specific behaviors

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360-degree assessment

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employees are appraised not only by their managerial superiors but also by peers, subordinates, and sometimes clients

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forced ranking performance review systems

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all employees within a business unit are ranked against one and grades are distributed along

some sort of bell curve

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Formal and Informal

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Managers can use what two kinds of appraisals?

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Formal appraisals

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are conducted at specific times throughout the year and are based on performance measures that have been established in advance

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informal appraisals

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are conducted on an unscheduled basis and consist of less rigorous indications of employee performance

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Compensation

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9.6 Has three parts: (1) wages or salaries, (2) incentives, and (3) benefits

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Base pay

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consists of the basic wage or salary paid employees in exchange for doing their job

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Benefits

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additional nonmonetary forms of compensation

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Promotion

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moving an employee to a higher level position

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Fairness, Nondiscrimination and Others' Resentments

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What are the three concerns of promotions?

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Transfer

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Movement of an employee to a different job with similar responsibility.

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Layoffs, Downsizings, and Firings

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What are the three types of dismissals?

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Labor Unions

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9.8 are organizations of employees formed to protect and advance their members' interests by bargaining with management over job-related issues

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Union security Act

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the part of the labor-management agreement that states that employees who receive union benefits must join the union, or at least pay dues to it

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Wage rates, Cost of living adjustment and Givebacks

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What are the three issues involving compensation?

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two-tier wage contracts

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in which new employees are paid less or receive benefits than veteran employees have

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cost of living adjustment (COLA)

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during the period of the contract ties the future wage increases to increases in the cost of living

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givebacks

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the union agrees to give up previous wage or benefit gains in return for something else

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Grievance

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a complaint by an employee that management has violated the terms of the labor-management agreement

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Mediation

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the process in which a neutral third party, a mediator, listens to both sides in a dispute, makes suggestions, and encourages them to agree on a solution

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Arbitration

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the process in which a neutral third party, an arbitrator, listens to both parties in a dispute and makes a decision that the parties have agreed will be binding on them

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Reactive and Proactive Change

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What are the two types of change?

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Reactive Change

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making changes in response to problems or opportunities as they arise

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Proactive Change

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or planned change, involves making carefully through-out changes in anticipation of possible or expected problems or opportunities

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Demographic Characteristics, Market Changes, Technological Advancements, Shareholder and Customer Demands, Supplier Practices, and Social and Political Pressures

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What are the six external forces?

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Employee Problems and Managers’ behavior

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What are the two internal forces?

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Changing people, Changing Technology, Changing Structure, Changing Strategy

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What are the four targeted areas in which change is most apt to be needed?

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Perceptions, Attitudes, Performance and Skills

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What are the four people changes?

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Technology

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any machine or process that enables an organization to gain a competitive advantage in changing materials used to produce a finished product

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10.2 Resistance to change

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an emotional/behavioral response to real or imagined threats to an established work routine

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Employee characteristics, change agent characteristics, and the change agent-employee relationship

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Resistance can be considered to be the interaction of three causes

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Adaptive, innovative, or radically innovative

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What are the three types of threats

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Adaptive change

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reintroduction of a familiar practice

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Innovative change

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the introduction of a practice that is new to the organization

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Radically innovative change

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involves introducing a practice that is new to the industry

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Individual’s Predisposition Toward Change, Surprise and Fear of the Unknown, Climate of Mistrust, Fear of Failure, Loss of Status or Job Security, Peer Pressure, Disruption of Cultural Traditions or Group Relationships, Personality Conflicts, Lack of Tact or Poor Timing, and Nonreinforcing Reward Systems

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What are the ten reasons employees resist change?

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Unfreezing, changing, and refreezing

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What are the three stages of Lewin’s model?

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Unfreezing stage

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managers try to instill in employees the motivation to change, encouraging them to let go of attitudes and behaviors that are resistant to innovation

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Changing stage

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employees need to be given the tools for change: new information, new perspectives, new models of behavior

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Refreezing Stage

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employees need to be helped to integrate the changed attitudes and behavior into their normal ways of doing things

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Benchmarking

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a process by which a company compares its performance with that of high performing organizations

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Establish a Sense of Urgency, Create the Guiding Coalition, Develop a vision and a strategy, communicate the change vision, empower broad-based action, generate short-term wins, consolidate gains and produce more change and anchor new approaches in the culture

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What are Kotter’s eight steps for leading organizational change

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10.3 Organizational development (OD)

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a set of techniques for implementing planned change to make people and organizations more effective

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Change agent

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a consultant with a background in behavioral sciences who can be a catalyst in helping organizations deal with old problems in new ways

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Managing Conflict, Revitalizing Organizations, Adapting to Mergers

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OD can be used to address the following three matters

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Diagnosis, Intervention, Evaluation

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What are the three parts of OD?

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Intervention

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the attempt to correct the diagnosed problems

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Multiple Interventions, Management Support, Goals Geared to both short and long-term results and OD is affected by culture

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OD is most apt to be successful under the following circumstances

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10.4 Creativity

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the process of developing something new or unique

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Myth No 1: Innovation Happens in a “Eureka!” Moment and Myth No 2: Innovation Can Be Systematized

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What are the two myths about innovation?

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Seeds of innovation

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the starting point for organizational innovation

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Hard Work in a Specific Direction, Hard with Direction Change, Curiosity, Wealth and Money, Necessity and Combination of Seeds

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What are the six seeds of innovation?

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Product versus process innovations and Incremental versus radical innovations

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What are the two types of innovations

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Product innovations

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a change in the appearance or the performance of a product or a service or the creation of a new one

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Process Innovation

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a change in the way a product or service is conceived, manufactured, or disseminated

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Incremental innovations

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the creation of products, services, or technologies that modify existing ones

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Radical innovations

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the creation of products, services, or technologies that replace existing ones.

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Culture, Resources and Rewards

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What are the three ways organizations make innovation happen?

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Recognize Problems and Opportunities and Devise Solutions, Gain Allies by Communicating your vision, Overcome Employee Resistance, and Empower and Reward them to achieve progress and execute well

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What are the four steps to foster innovation?

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Showing how the product or service will be made, showing how potential customers will be reached, demonstrating how you’ll beat your competitors and explaining when the innovation will take place

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You’ll need to communicate to gain support are…

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11.1 Personality

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consists of the stable psychological traits and behavioral attributes that give a person his or her identity

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Big Five personality dimensions

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the many personality dimensions have been distilled into a list of factors

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Extroversion, agreeableness, conscientiousness, emotional stability and openness to experience

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What are the big five personality dimensions?

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Extroversion and Conscientiousness

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What are the two personality tests that work in the workplace

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Extroversion

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the outgoing personality

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Conscientiousness

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the dependable personality

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Proactive personality

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someone who is more apt to take initiative and persevere to influence the environment

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Locus of Control, Self-Efficacy, Self-Esteem, Self-Monitoring

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What are five of the most important personality traits that managers need to be aware of to understand workplace behavior?

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Locus of control

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indicates how much people believe they control their fate through their own efforts

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Expect different degrees of structure and compliance and compliance for each type and Employ different reward systems for each type

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What two findings have two important implications for managers

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Self-efficacy

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belief in one’s personal ability to do a task

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Learned helplessness

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the debilitating lack of faith in one’s ability to control one’s environment

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Assign jobs accordingly and develop self-efficacy

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Among the implications for managers

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Self-Esteem

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the extent to which people like or dislike themselves, their overall self-evaluations

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People with high self-esteem are more apt to handle failure better, to emphasize the positive, to take more risks, and to choose more unconventional jobs. High self esteem people have been found to become egotistical and boastful

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What does research say about people with high self-esteem?

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People with low self-esteem focus on their weaknesses and to have had primarily negative thoughts. They are more dependent on others and are more apt to be influenced by them and less likely to take independent positions

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What does research say about people with low self-esteem?

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Self-Monitoring

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the extent to which people are able to observe their own behavior and adapt it to external situations.

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Emotional intelligence

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the ability to cope, to empathize with others, and to be self-motivated

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Self-awareness, self-management, social awareness and relationship management

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What are the four key components of EI by Daniel Goleman?

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11.2 organizational behavior (OB)

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dedicated to better understanding and management of people at work

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Individual behavior and Group behavior

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What two areas does OB look at?

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Values

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abstract ideals that guide one’s thinking and behavior across all situations

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Attitude

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a learned predisposition toward a given object

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The affective component, The cognitive component, and the behavioral component

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What are the three components of attitudes?

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Affective component of an attitude

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consists of the feelings or emotions one has about a situation

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Cognitive component of an attitude

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consists of the beliefs and knowledge one has about a situation

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Behavioral component of an attitude

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also known as the intentional component refers to how one intends or expects to behave toward a situation

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Leon Festinger

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Who proposed the term cognitive dissonance?

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Cognitive dissonance

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describe the psychological discomfort a person experiences between his or her cognitive attitude and incompatible behavior

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Importance, control and rewards

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How do they deal with the discomfort deals with what three factors?

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Change your attitude and /or behavior, Belittle the importance of the inconsistent behavior and find consonant elements that outweigh the dissonant ones.

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How to reduce cognitive dissonance

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Behavior

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their actions and judgements

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Perception

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the process of interpreting and understanding one’s environment

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Stereotyping, the halo effect, the recency effect, and causal attribution

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What are the four distortions in perception?

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Stereotyping

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the tendency to attribute to an individual the characteristics one believes are typical of the group to which that individual belongs

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Sex-role stereotypes, age stereotypes and race/ethnicity stereotypes

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Principal areas of stereotyping that should be concern to managers

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Absenteeism

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when an employee doesn’t show up for work

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Halo effect

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we form an impression of an individual based on a single trait

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Recency effect

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the tendency to remember recent information better than earlier information

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Causal attribution

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the activity of inferring causes for observed behavior

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Fundamental attribution bias and self-serving bias

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two attribution tendencies that can distort one’s interpretation of observed behavior

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Fundamental attribution bias

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people attribute another person’s behavior to his or her personal characteristics rather than to situational factors.

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Self-serving bias

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people tend to take more personal responsibility for success than for failure

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Self-fulfilling prophecy

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also known as the Pygmalion effect, describes the phenomenon in which people’s expectations of themselves or others lead them to behave in ways that make those expectations come true

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11.4 employee engagement, job satisfaction and organizational commitment

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Three types of attitudes managers are particularly interest in are

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Employee engagement

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defined as an individual’s involvement, satisfaction, and enthusiasm for work

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Job satisfaction

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the extent to which you feel positive or negative about various aspects of your work

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Organizational commitment

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reflects the extent to which an employee identifies with an organization and is committed to its goals

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Performance and productivity, absenteeism and turnover, organizational citizenship behaviors and counterproductive work behavior

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influence employees to do their best work by promoting workplace behaviors

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Turnover

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when employees leave their jobs

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Onboarding

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programs help employees to integrate and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics by clarifying work-role expectations and responsibilities.

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Organization citizenship behaviors

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those employee behaviors that are not directly part of employees’ job descriptions-that exceed their work-role requirements

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Counterproductive work behaviors (CWB)

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types of behavior that harm employees and the organization as a whole

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Diversity

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represents all the ways people are unlike and alike- the differences and similarities in age, gender, race, religion, ethnicity, sexual orientation, capabilities, and socioeconomic background.

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Internal dimensions of diversity

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those human differences that extert a powerful, sustained effect throughout every stage of our lives

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External dimensions diversity

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include an element of choice: they consist of the personal characteristics that people acquire, discard, or modify throughout their lives

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Age, gender, race/ethnicity, sexual orientation, and physical/mental abilities

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What are five categories on the internal dimension?

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Glass ceiling

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the metaphor for an invisible barrier preventing women and minorities from being promoted to top executive jobs

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Americans with Disabilities Act

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prohibits discrimination against the disabled

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Ethnocentrism

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the belief that one’s native country, culture, language, or behavior is superior to those of another culture.

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Stress

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that age people feel when they are facing up or injuring the extraordinary demands, constraints, or awkward to use an arm certain about their ability to handle them effectively

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Stressor

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the sources of stress

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Hans Selye

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the father the modern concept a stress in

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Demands created by individual differences, individual task demands, individual role demands, group demands, organizational demands and nonwork demands

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What are the six sources of stress on the job

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Type A behavior pattern

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they are involved in a chronic, determined struggle to accomplish more in less time

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Roles

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sets of behaviors that people expect of occupants of a position

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Role overload, role conflict, role ambiguity

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What three stresses are involved in roles?

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Psychsoloical signs, psychological signs, behavioral signs

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Negative stress reveals itself in what three kinds of symptoms?

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Burnout

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a state of emotional, mental , and even physical exhaustion

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Buffers

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administrative changes, that managers can make to reduce the stressors that lead to employee burnout

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Roll out employee assistance programs, Recommend a holistic wellness approach, create a supportive environment, make jobs interesting, make career counseling available

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What are some organizational strategies for deducing unhealthy stressors?

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Employee assistance programs (EAPs)

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include a host of programs aimed at helping employees to cope with stress, burnout, substance abuse, health-related problems, family and marital issues, and any general problem that negatively influenced job performance

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Holistic wellness program

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focuses on self-responsibility, nutritional awareness, relaxation techniques, physical fitness, and environmental awareness

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12.1 they are mainly motivated to fulfill their wants, their needs

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Why do people do the things they do?

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Motivation

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defined as the psychological processes that arouse and direct goal-directed behavior

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Extrinsic and intrinsic

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What are two types of rewards?

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Extrinsic rewards

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the payoff, such as money, that a person receives from others for performing a particular task

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Intrinsic rewards

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the satisfaction such as a feeling of accomplishment, that a person receives from performing the particular task itself

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Join your organization, stay with your organization, show up for work at your organization, be engaged while at your organization, do extra for your organization

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What are five reasons that motivation is important

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Content, process, job design and reinforcement

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What are the four perspectives on motivation?

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12.2 Content perspectives

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known as need-based perspectives, are theories that emphasize the needs that motivate people

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Needs

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physiological or psychological deficiencies that arouse behavior

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Maslow’s hierarchy of needs theory, Alderfer’s ERG theory, McClelland’s acquired needs theory, Herzberg’s two-factor theory

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Content perspectives include four theories

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Hierarchy of needs theory

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proposes that people are motivated by five levels of needs

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Physiological, safety, love, esteem, and self actualization

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What are the five hierarchy of needs?

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ERG theory

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assumes that three basic needs influence behavior

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Existence, relatedness and growth

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What are the three basic needs according to the ERG theory?

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Acquired needs theory

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states that three needs are major motives determining people’s behavior in the workplace

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Achievement, affiliation, and power

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What are the three needs in acquired needs theory?

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Two-factor theory

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proposed that work satisfaction and dissatisfaction arise from two different factors-work satisfaction from motivating factors and work dissatisfaction from hygiene factors

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Hygiene factors

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factors associated with job dissatisfaction-such as salary, working conditions, interpersonal relationships, and company policy-all of which affect the job context in which people work

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Motivating factors

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factors associated with job satisfaction- such as achievement, recognition, responsibility, and advancement-all of which affect the job content or the rewards of work performance

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Process perspectives

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concerned with the thought processes by which people decide how to act

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Equity theory, Expectancy theory, Goal-setting theory

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What are the three process perspectives on motivation?

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Equity theory

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focuses on employee perceptions as to how fairly they think they are being treated compared with others

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Inputs, outputs(rewards), and comparisons

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What are the key elements in the equity theory?

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Employee perceptions are what count, Employee participation helps, Having an appeal process helps

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What are three practical lessons that can be drawn from equity theory?

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Expectancy theory

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suggests that people are motivated by two things

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How much they want something and how likely they think they are to get it

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What are the two things that the expectancy theory suggests that people are motivated by?

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Expectancy, instrumentality, valence

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What are the three elements that affect your effort, your performance, and the desirability of the outcomes in the expectancy theory?

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Expectancy

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the belief that a particular level of effort will lead to a particular level of performance

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Instrumentality

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the expectation that successful performance of the task will lead to the outcome desired

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Valence

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value, the importance a worker assigns to the possible outcome or reward

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What rewards do your employees value? What are the job objectives and the performance level you desire? Are the rewards linked to performance? Do employees believe you will deliver the right rewards for the right performance?

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What questions should you ask when attempting to motivate employees?

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Goal-setting theory

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suggests that employees can be motivated by goals that are specific and challenging but achievable

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Goals should be specific, goals should be challenging but achievable, goals should be linked to action plans, goals need not be set jointly to be effective

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What are the five characteristics a goal must have?

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Job design

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(1) the division of an organization’s work among its employees and (2) the application of motivational theories to jobs to increase satisfaction and performance

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Fitting people to jobs and fitting jobs to people

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What are the two different approaches to job design?

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Job simplification

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the process of reducing the number of tasks a worker performs

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Job enlargement and job enrichment

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What are the two techniques for fitting jobs to people?

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Job enrichment

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consists of building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement

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Job characteristics model

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consists of (a) five core job characterizes that affect (b) three critical psychological states of an employee that in turn affect (c) work outcomes-the employee’s motivation, performance, and satisfaction

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Sill variety, task identity, task significance, autonomy, feedback

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The five core job characteristics are?

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Diagnose the work environment to see whether a problem exists, determine whether job redesign is appropriate, and consider how to redesign the job

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what are the three major steps to follow when applying the job characteristics model?

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Reinforcement theory

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attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated.

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Reinforcement

Back 238

anything that causes a given behavior to be repeated or inhibited

Front 239

Positive reinforcement, negative reinforcement, extinction, and punishment

Back 239

What are the four types of reinforcements?

Front 240

Positive reinforcement

Back 240

the use of positive consequences to strengthen a particular behavior

Front 241

Negative reinforcement

Back 241

the process of strengthening a behavior by withdrawing something negative

Front 242

Extinction

Back 242

the weakening of behavior by ignoring it or making sure it is not reinforced

Front 243

Punishment

Back 243

process of weakening behavior by presenting something negative or withdrawing something positive

Front 244

Reward only desirable behavior, give rewards as soon as possible, be clear about what behavior is desired, have different rewards and recognize individual differences

Back 244

What are some aspects of positive reinforcement?

Front 245

Punish only undesirable behavior, give reprimands or disciplinary actions as soon as possible, be clear about what behavior is undesirable, administer punishment in private and combine punishment and positive reinforcement

Back 245

What are some suggestions for punishment?

Front 246

Rewards must be linked to performance and be measurable, the rewards must satisfy individual needs, the rewards must be agreed on by manager and employees, and the rewards must be believable and achievable by employees

Back 246

What is needed for incentive plans to work?

Front 247

Pay for performance, bonuses, profit sharing, gainsharing, stock options, and pay for knowledge

Back 247

What are some of the most well-known incentive compensation plans?

Front 248

Pay for performance

Back 248

bases pay on one’s results

Front 249

Piece rate

Back 249

employees are paid according to how much output they produce

Front 250

Sales commission

Back 250

sales representatives are paid a percentage of the earnings the company made from their sales

Front 251

Bonuses

Back 251

cash awards given to employees who achieve specific performance objectives

Front 252

Profit sharing

Back 252

the distribution to employees of a percentage of the company’s profits

Front 253

Gainsharing

Back 253

the distribution of savings or “gains” to groups of employees who reduced costs and increases measurable productivity

Front 254

Stock options

Back 254

certain employees are given the right to buy stock at a future date for a discounted price

Front 255

Pay for knowledge

Back 255

ties employee pay to the number of job-relevant skills or academic degrees they earn

Front 256

The need for work-life balance, the need to expand skills, and the need to matter

Back 256

What are three needs that employees need or they will leave?

Front 257

Part-time work, flextime, compressed workweek, Job sharing, and telecommunicating

Back 257

What is involved in a flexible workplace?

Front 258

Thoughtfulness, Work-life benefits, surroundings, skill-building and educational opportunities ans sabbaticals

Back 258

Incentives can be expressed by treat employees well by

Front 259

13.1 Increased productivity, increased speed, reduced costs, improved quality, reduced destructive internal competition, improved workplace cohesiveness

Back 259

Why is teamwork important?

Front 260

Group

Back 260

two or more freely interacting individuals, who share collective norms, share collective goals, and have a common identity

Front 261

Team

Back 261

a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable

Front 262

Formal group

Back 262

a group established to do something productive for the organization and is headed by a leader

Front 263

Informal group

Back 263

a group formed by people seeking friendship and has no officially appointed leader, although a leader emerges from the membership

Front 264

Advice, production, project, or action

Back 264

What are the four types of work teams?

Front 265

Cross functional teams

Back 265

staffed with specialists pursuing a common objective

Front 266

Continuous improvement teams

Back 266

consist of small groups of Volunteers or workers and supervisors who meet intermittently to discuss workplace and quality-related problems

Front 267

Self-managed teams

Back 267

groups of workers who are given administrative oversight for their task domains

Front 268

13.2 forming, storming, norming, performing, adjourning

Back 268

What are the five stages of development?

Front 269

Forming

Back 269

the process of getting oriented and getting acquainted

Front 270

Storming

Back 270

characterized by the emergence of individual personalities and roles and conflicts within the group

Front 271

Norming

Back 271

conflicts are resolved, close relationships, develop, and unity and harmony emerge

Front 272

Group cohesiveness

Back 272

“we feeling” binding group members together

Front 273

Performing

Back 273

members concentrate on solving problems and completing the assigned task

Front 274

Adjourning

Back 274

members prepare for disbandment

Front 275

13.3 cooperation, trust, cohesiveness, performance goal and feedback, motivation through mutual accountability, size, roles, norms, awareness or group think

Back 275

What are the 9 considerations in building a group into a effective team?

Front 276

Cooperating

Back 276

When their efforts are systematically integrated to achieve a collective objective

Front 277

Trust

Back 277

reciprocal faith in others’ intentions and behaviors

Front 278

Cohesiveness

Back 278

the tendency of a group or team to stick together

Front 279

Better interaction, better morale

Back 279

What are the two advantages of small teams 2-9 members?

Front 280

Fewer resources, possibly less motivation, unfair work distribution

Back 280

What are the three disadvantages of a small team, 2-9 members?

Front 281

More resources, division of labor

Back 281

What are the two advantages of large teams 10-16 members

Front 282

Less interaction, lower morale, social loafing

Back 282

What are the three disadvantages of a large team 10-16 members?

Front 283

Division of labor

Back 283

the work is divided into particular tasks that are assigned to particular workers

Front 284

Social loafing

Back 284

the tendency of people to exert less effort when working in groups than when working alone

Front 285

Roles

Back 285

socially determined expectations of how individuals should behave in a specific position

Front 286

Task Roles and Maintenance Roles

Back 286

What are the two types of team roles?

Front 287

Task role

Back 287

consists of behavior that concentrates on getting the team’s tasks done

Front 288

Maintenance role

Back 288

consists of behavior that fosters constructive relationships among team members

Front 289

Norms

Back 289

general guidelines or rules of behavior that most group or team members follow

Front 290

To help the group survive, to clarify rate expectations, to help individuals avoid embarrassing situations, and to emphasize the group’s important values and identity

Back 290

Why are norms enforced in teams?

Front 291

Group think

Back 291

Cohesive group’s blind unwillingness to consider alternatives

Front 292

Invulnerability, inherent morality, and stereotyping of opposition; rationalization and self-censorship; Illusion of unanimity, peer pressure, and mind guards; group think verses “the wisdom of crowds”

Back 292

What are the four symptoms of group think

Front 293

Reduction in alternative ideas, limited of other information

Back 293

What decision-making defects group thin causes?

Front 294

Allow Criticism, allow other perspectives

Back 294

What are two preventive measures for group think?

Front 295

13.4 Conflict

Back 295

a process in which one party perceives that its interests are being opposed or negatively affected by another party

Front 296

Dysfunctional conflict and functional conflict

Back 296

What are the two types of conflicts?

Front 297

Dysfunctional conflict

Back 297

conflict that hinders the organization’s performance or threatens its interests

Front 298

Functional conflict

Back 298

benefits the main purpose of the organization and serves its interests

Front 299

Too little conflict-indolence and too much conflict-warfare

Back 299

What are two situations that group workers need to watch?

Front 300

Too little conflict-indolence

Back 300

Work groups, departments, or organizations that experience too little conflict tend to be plagued by apathy, lack of creativity, indecision, and missed deadlines

Front 301

Too much conflict-warfare

Back 301

can erode organizational performance because of political infighting, dissatisfaction, lack of teamwork, and turnover

Front 302

Between personalities, between groups and between cultures

Back 302

What are the three principle conflict triggers?

Front 303

Personality conflict

Back 303

interpersonal opposition based on personal dislike, disagreement, or differing styles

Front 304

Personality clashes, competition for scarce resources, time pressure, communication failiures

Back 304

What are 4 personality conflicts?

Front 305

Inconsistent goals and reward systems, ambiguous jurisdictions, status differences

Back 305

What are some ways intergroup relationships are expressed?

Front 306

Spur competition, change the organization’s culture and procedures, use programmed conflict, bring in outsider for new perspectives

Back 306

What are the four devices to stimulate constructive conflict?

Front 307

Programmed conflict

Back 307

designed to elicit different opinions without inciting people’s personal feelings

Front 308

Devil’s advocacy, the dialectic method

Back 308

What two methods for getting people to engage in this debate of ideas is to do disciplined role-playing

Front 309

Devil’s advocacy

Back 309

the prcess of assigning someone to play the role of critic

Front 310

Dialectic method

Back 310

the process for having two people or groups play opposing roles in a debate in order to better understand a proposal.

Front 311

Leadership

Back 311

the ability to influence employees to voluntarily pursue organizational goals

Front 312

Managerial leadership

Back 312

defined as “the process of influencing others to understand and agree about what needs to be done and the process of facilitating individual and collective efforts to accomplish shared objectives.

Front 313

Complexity

Back 313

Management is about coping with

Front 314

Change

Back 314

leadership is about coping with

Front 315

Determining what needs to be done, creating arrangements of people to accomplish an agenda, ensuring people do their jobs

Back 315

In what three ways do companies manage complexity?

Front 316

Determining what needs to be done, creating arrangements of people to accomplish an agenda, and ensuring people do their jobs

Back 316

In what three ways does leadership cope with change

Front 317

Personalized power

Back 317

power directed at helping oneself

Front 318

Socialized power

Back 318

power directed at helping others

Front 319

Legitimate, reward, coercive, expert, and referent

Back 319

What are the five sources of power leaders may draw on?

Front 320

Legitimate power

Back 320

power that results from managers’ formal positions within the organization

Front 321

Reward power

Back 321

is power that results from managers’ authority to reward their subordinates

Front 322

Coercive power

Back 322

results from managers’ authority to punish their subordinates

Front 323

Expert power

Back 323

power resulting from one’s specialized information or expertise

Front 324

Referent power

Back 324

deriving from one’s personal attraction

Front 325

Rational Persuasion, Inspriational Appeals, Consulation, Ingratiating Tactics, Personal Appeals, Exchange Tactics, Coalition Tactics, Pressure Tactics, Legitimating tactics

Back 325

What are nine answers for how do you get your boss, coworker, or subordinate to do something you want?

Front 326

Trait, behavioral, contingency, full-range, and three additional

Back 326

What are the five principal approaches or perspectives on leadership?

Front 327

Trait approaches to leadership

Back 327

which attempt to identify distinctive characteristics that account for the effectiveness of leaders

Front 328

Task competence, Interpersonal competence, intuition, traits of character, biophysical traits, and personal traits

Back 328

What are 6 positive traits that are important for leaders to have?

Front 329

Unwillingness to compete or sacrifice, modesty, lack of mentor, and starting out lower, and more likely to quit

Back 329

What are four reasons women aren’t in positions of leadership?

Front 330

14.3 behavioral leadership approaches

Back 330

attempt to determine the distinctive styles used by effective leaders

Front 331

Job-centered and employee-centered

Back 331

What are two forms of leadership styles?

Front 332

Ohio State Leadership Model

Back 332

Hundreds of dimensions of leadership behavior were studied and called

Front 333

Initiating structure and consideration

Back 333

What are the two major dimensions of leader behavior?

Front 334

Contingency approach

Back 334

believe that effective leadership behavior depends on the situation at hand

Front 335

The contingency leadership model and the path-goal leadership model

Back 335

What are the two contingency approaches

Front 336

The contingency leadership model

Back 336

determines if a leader’s style is (1) task oriented or (2) relationship oriented and if that style is effective for the situation at hand

Front 337

Leader-member relations, task structure, and position power

Back 337

What are the three dimensions of situational control?

Front 338

Either a high-control or low-control situations

Back 338

When do task-oriented style works best?

Front 339

Works best in situations of moderate control

Back 339

When do relationship-oriented style works best?

Front 340

Path-goal leadership model

Back 340

holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals and providing them with support

Front 341

Employee characteristics and environmental factors

Back 341

What are the two contingency factors?

Front 342

Use more than one leadership style, Help employees achieve their goals, and modify leadership style to fit employee and task characteristics

Back 342

three important implications that the revised path-goal theory says

Front 343

Identify important outcomes, identify relevant employee leadership behaviors, identify situational conditions, match leadership to the conditions at hand, and determine how to make the match

Back 343

What are the five steps in applying situational theories?

Front 344

14.5 full-range leadership

Back 344

suggests that leadership behavior varies along a full range of leadership styles, from take-no-responsibility “leadership” at one extreme, through transactional leadership, to transformational leadership at the other extreme

Front 345

Transactional leadership

Back 345

focusing on clarifying employees’ roles and task requirements and providing rewards and punishments contingent on performance

Front 346

Transformational leadership

Back 346

transforms employee to pursue organizational goals over self-interests

Front 347

Individual characteristics and organizational culture

Back 347

What two factors are transformational leaders influenced by?

Front 348

Inspirational motivation, idealized influence, individualized consideration, intellectual stimulations

Back 348

What four key kinds of behavior that transformational leaders have?

Front 349

Charisma

Back 349

a form of interpersonal attraction that inspires acceptance and support

Front 350

Charismatic leadership

Back 350

assumed to be individual inspirational and motivational characteristics of particular leaders

Front 351

It can improve results for both individual and groups, it can be used to train employees at any level and it requires ethical leaders

Back 351

What are the three important implications of transformational leadership for managers?

Front 352

Leader-member exchange (LMX) model of leadership, servant leadership, e-leadership and the role of followers

Back 352

three additional kinds of leadership deserve discussion, what are they?

Front 353

Leader-member exchange (LMX) model of leadership

Back 353

emphasizes that leaders have different sorts of relationships with different subordinates

Front 354

In-group exchange: trust and respect and out-group exchange: lack of trust and respect

Back 354

the unique relationship, which supposedly results from the leader’s attempt to delegate and assign work roles, can produce two types of leader-member exchange interactions, what are they?

Front 355

Servant leadership

Back 355

focuses on providing increased service to others-meeting the goals of both followers and the organization-rather than to oneself

Front 356

Focus on listening, ability to empathize with others’ feelings, focus on healing suffering, self-awareness of strengths and weaknesses, use of persuasion rather than positional authority to influence others, broad-based conceptual thinking, ability to foresee future outcomes, belief they are stewards of their employees and resources, commitment to the growth of people, and drive to build community within and outside the organization

Back 356

What are the ten characteristics of the servant leader?

Front 357

e-leadership

Back 357

can involve one-to-one, one-to-many, within-group and between-group, and collective interactions via information technology

Front 358

Significance, community, and excitement

Back 358

Research shows that followers seek and admire leaders who create feelings of what three things?

Front 359

Communication

Back 359

the transfer of information and understanding from one person to another

Front 360

Sender, message, and receiver; endcoding and decoding, the medium, feedback, and noise

Back 360

What are the four parts of the communication process?

Front 361

Sender

Back 361

the person wanting to share information

Front 362

Message

Back 362

what is the information called?

Front 363

Receiver

Back 363

the person for whom the message is intended

Front 364

Encoding

Back 364

translating a message into understandable symbols or language

Front 365

Decoding

Back 365

interpreting and trying to make sense of the message

Front 366

Medium

Back 366

the pathway by which a message travels

Front 367

Feedback

Back 367

whereby the receiver expresses his or her reaction to the sender’s message

Front 368

Noise

Back 368

any disturbance that interferes with the transmission of a message

Front 369

Media richness

Back 369

indicates how well a particular medium conveys information and promotes learning

Front 370

Rich medium: Best for nonroutine situations and to avoid oversimplification, lean medium: Best for routine situations and to avoid overloading

Back 370

how to match the appropriate medium to the appropriate situations

Front 371

Physical barriers, semantic barriers, and personal barriers

Back 371

What are the three types of barriers?

Front 372

Sound, time, space and so on

Back 372

What are the types of physical barriers

Front 373

Semantics

Back 373

the study of the meaning of words

Front 374

Jargon

Back 374

terminology specific to a particular profession or group

Front 375

Variable skills in communicating effectively, variations in how information is processed and interpreted, variations in trustworthiness and credibility, oversized egos, faulty listening skills, tendency to judge others’ messages, inability to listen with understanding, stereotypes and prejudices, and non verbal communication

Back 375

What are the nine personal barriers that contribute to miscommunication?

Front 376

Stereotype

Back 376

consists of oversimplified beliefs about a certain group of people

Front 377

Nonverbal communication

Back 377

consists of messages sent outside of the written or spoken word

Front 378

Eye contact, facial expressions, body movements and gestures, touch, setting and time

Back 378

What are the six ways in which nonverbal communication is expressed?

Front 379

Linguistic style

Back 379

is a person’s characteristic speaking patterns

Front 380

15.3 Formal communication channels

Back 380

follow the chain of command and are recognized as official

Front 381

Vertical-meaning upward and downward, horizontal-meaning laterally (sideways), and external-meaning outside the organization

Back 381

formal communication is of what three types?

Front 382

Downward communication

Back 382

flows from a higher level to a lower level (or levels)

Front 383

Upward communication

Back 383

flows from a lower level to a higher level(s)

Front 384

Horizontal communication

Back 384

flows within and between work units; its main purpose is coordination

Front 385

By specialization that makes people focus just on their jobs alone, by rivalry between workers or work units, which prevents sharing of information and by lack of encouragement from management

Back 385

How can horizontal communication be impeded in three ways

Front 386

External communication

Back 386

flows between people inside and outside the organization

Front 387

Informal communication channels

Back 387

develop outside the formal structure and do not follow the chain of command

Front 388

The grapevine and management by wandering around

Back 388

What are the two types of informal channels?

Front 389

Management by wandering around (MBWA)

Back 389

also knows as management by walking around, is the term used to describe a manager’s literally wandering around his or her organization and talking with people across all lines of authority

Front 390

15.4 Multicommunicating

Back 390

“the use of technology to participate in several interactions at the same time”

Front 391

Freedom, customization, scrutiny, integrity, collaboration, entertainment, speed and innovation

Back 391

What are the eight norms of the millennial generation?

Front 392

Videoconferencing, telecommunicating, and telework

Back 392

What are the three types of digital communication?

Front 393

Telepresence technology

Back 393

high-definition videoconference systems that stimulate face-to-face meetings between users

Front 394

Security, privacy, e-mail overkill, and cellphone abuse

Back 394

What are four downsides of the digital age?

Front 395

Security

Back 395

defined as a system of safeguards for protecting information technology against disasters, system failures, and unauthorized access that result in damage or loss

Front 396

Privacy

Back 396

the right of people not to reveal information about themselves

Front 397

Identity theft

Back 397

which thieves hijack your name and identity and use your good credit rating to get cash or buy things

Front 398

Social media

Back 398

internet-based and mobile technologies used to generate interactive dialogue with members of a network

Front 399

Crowdsourcing

Back 399

the practice of obtaining needed services, ideas, or content by soliciting contributions from a large group of people and especially from the online community

Front 400

Distraction, leaving wrong impression, and replacing real conversation

Back 400

What are the three drawbacks to social media?

Front 401

Active listening

Back 401

the process of actively decoding and interpreting verbal messages

Front 402

Appreciative style, empathic style, comprehensive style, discerning style, evaluative style

Back 402

What are the five listening styles?

Front 403

Appreciative style

Back 403

listening to be amused

Front 404

Empathic style

Back 404

tuning into the speaker’s emotions

Front 405

Comprehensive style

Back 405

focusing on the speaker’s logic

Front 406

Discerning style

Back 406

focusing on the main message

Front 407

Evaluative style

Back 407

challenging the speaker

Front 408

Be savvy about periodicals and books, transfer your reading load, and make internal memos and e-mail more efficient

Back 408

What are some suggestions for how managers can streamline their reading

Front 409

Don’t show your ignorance, understand your strategy before you write, start with your purpose, write simply, concisely, and directly, telegraph your writing with a powerful layout

Back 409

What are some tips for writing more effectively?

Front 410

Most important to least important, least controversial to most controversial, negative to positive

Back 410

What are three strategies for laying out your ideas?

Front 411

Highlighting, white space

Back 411

Make your writing as easy to read as possible by using two tools

Front 412

Tell them what you’re going to say, say it, and tell them what you said

Back 412

What are three simple rules for speeches?

Front 413

Competitive advantage, diversity, globalization, information technology, ethical standards, sustainability and your own happiness and life goals

Back 413

What seven challenges do you need to operate in a complex environment?

Front 414

Achieve productivity and realize results

Back 414

What are the purposes to get people reporting to you

Front 415

Enterprise resource planning (ERP)

Back 415

software systems, information systems for integrating virtually all aspects of a business

Front 416

16.2 controlling

Back 416

defined as monitoring performance, comparing it with goals, and taking corrective action as needed

Front 417

Planning, organizing, leading and controlling

Back 417

Purpose to make sure that performance meets objectives

Front 418

Lack of control can lead to problems for both managers and companies?

Back 418

Why is control needed?

Front 419

To adapt to change and uncertainty, to discover irregularities and errors, to reduce costs, increase productivity, or add value, to detect opportunities and to deal with complexity, to decentralized decision making and facilitate teamwork

Back 419

What are six reasons why control is needed?

Front 420

Control process steps

Back 420

(1) establish standards, (2) measure performance (3) compare performance to standards and (4) take corrective action if necessary

Front 421

Control standard

Back 421

is the desired performance level for a given goal

Front 422

Management by exception

Back 422

a control principle that states that managers should be informed of a situation only if data show a significant deviation from standards

Front 423

Make no changes, recognize and reinforce positive performance, take action to correct negative performance

Back 423

three possibilities of taking corrective action

Front 424

16.3 strategic planning, tactical planning and operational planning

Back 424

What are the three levels of control?

Front 425

Strategic control

Back 425

monitoring performance to ensure that strategic plans are being implemented and taking corrective action as needed

Front 426

Tactical control

Back 426

monitoring performance to ensure that tactical plans-those at the divisional or departmental level-are being implemented and taking corrective action as needed

Front 427

Operational control

Back 427

is monitoring performance to ensure that operational plans-day-to-day goals-are being implemented and taking corrective action as needed

Front 428

Physical, hum, informational, financial, structural, and cultural

Back 428

Six areas of organizational control are?

Front 429

Bureaucratic control and decentralized control

Back 429

What are the two examples of structural area?

Front 430

Bureaucratic control

Back 430

an approach to organizational control that is characterized by use of rules, regulations, and formal authority to guide performance

Front 431

Decentralized control

Back 431

an approach to organizational control that is characterized by informal and organic structural arrangements

Front 432

Balanced scorecard

Back 432

which gives top managers a fast but comprehensive view of the organization via four indicators (1) customer satisfaction, (2) internal process, (3) innovation and improvement activities, and (4) financial measures

Front 433

Financial, customer, internal business, and innovation and learning

Back 433

What are the four perpectives to the balanced scorecard

Front 434

Strategy map

Back 434

a visual representation of the four perspectives of the balanced scorecard that enables managers to communicate their goals so that everyone in the company can understand how their jobs are linked to the overall objectives of the organization

Front 435

Top executives agree on strategy, communication is clear, there is better focus and alignments, and the organizational culture emphasizes teamwork and allows risk taking

Back 435

What are four mechanisms that contribute to companies’ success

Front 436

Objectives are fuzzy, managers put too much trust in informal feedback systems, employees resist new measurement systems, and companies focus too much on measuring activities instead of results

Back 436

the four most frequent barriers to effective measurement is?

Front 437

16.5 Budget

Back 437

a formal financial projection

Front 438

Incremental budgeting

Back 438

allocates increased or decreased funds to a department by using the last budget period as a reference point; only incremental changes in the budget request are received

Front 439

Fixed and variable

Back 439

What are the two different types of budgets?

Front 440

Fixed budgets

Back 440

allocates resources on the basis of a single estimate of costs

Front 441

Variable budget

Back 441

allows the allocation of resources to vary in proportion with various levels of activity

Front 442

Financial statement

Back 442

a summary of some aspect of an organization’s financial status

Front 443

16.5 Budget

Back 443

a formal financial projection

Front 444

Incremental budgeting

Back 444

allocates increased or decreased funds to a department by using the last budget period as a reference point; only incremental changes in the budget request are received

Front 445

Fixed and variable

Back 445

What are the two different types of budgets?

Front 446

Fixed budgets

Back 446

allocates resources on the basis of a single estimate of costs

Front 447

Variable budget

Back 447

allows the allocation of resources to vary in proportion with various levels of activity

Front 448

Financial statement

Back 448

a summary of some aspect of an organization’s financial status

Front 449

16.5 Budget

Back 449

a formal financial projection

Front 450

Incremental budgeting

Back 450

allocates increased or decreased funds to a department by using the last budget period as a reference point; only incremental changes in the budget request are received

Front 451

Fixed and variable

Back 451

What are the two different types of budgets?

Front 452

Fixed budgets

Back 452

allocates resources on the basis of a single estimate of costs

Front 453

Variable budget

Back 453

allows the allocation of resources to vary in proportion with various levels of activity

Front 454

Financial statement

Back 454

a summary of some aspect of an organization’s financial status

Front 455

Quality should be aimed at the needs of the consumer, companies should aim at improving the system, not blaming workers, improved quality leads to increased market share, increased company prospects, and increased employment

Back 455

What are the four principles of demming management?

Front 456

PDCA cycle

Back 456

a plan-do-check-act cycle using observed data for continuous improvement of operations

Front 457

Total quality management (TQM)

Back 457

defined as a comprehensive approach-led by top management and supported throughout the organization-dedicated to continuous quality improvement , training, and customer satisfaction

Front 458

Make continuous improvement a priority, get every employee involved, listen to and learn from customers and employees, use accurate standards to identify and eliminate problems

Back 458

what are the four components to TQM?

Front 459

Two core principles of TQM

Back 459

(1) people orientation-everyone involved with the organization should focus on delivering value to customers and (2) improvement orientation-everyone should work on continuously improving the work processes

Front 460

Delivering customer value is most important, people will focus on quality if given empowerment, and TQM requires training, teamwork, and cross-functional efforts

Back 460

People orientation operates under what assumptions?

Front 461

Special-purpose team

Back 461

to meet to solve a special or onetime problem

Front 462

Continuous improvement

Back 462

defined as ongoing small, incremental improvements in all parts of an organization

Front 463

It’s less expensive to do it right the first time, its better to do small improvements all the time, accurate standards must be followed to eliminate small variations and there must be strong commitment from top management

Back 463

improvement orientation has what following assumptions?

Front 464

RATER scale

Back 464

which enables customers to rate the quality of a service along five dimensions- reliability, assurance, tangibles, empathy, and responsiveness

Front 465

benchmarking, outsourcing, reduced cycle time, ISO 9000 and ISO 14000, statistical process control and six sigma

Back 465

Several tools and techniques are available for improving quality

Front 466

reduced cycle time

Back 466

reduction in steps in a work process

Front 467

ISO 9000 series

Back 467

consists of quality-control procedures companies must install-from purchasing to manufacturing to inventory to shipping-that can be audited by independent quality-control experts , or “registrars”

Front 468

ISO 14000 series

Back 468

extends the concept, identifying standards for environmental performance

Front 469

Statistical process control

Back 469

a statistical technique that uses periodic random samples from production runs to see if quality is being maintained within a standard range of acceptability

Front 470

Six Sigma

Back 470

a rigorous statistical analysis process that reduces defects in manufacturing and sercice-related processes

Front 471

Lean six sigma

Back 471

which focuses on problem solving and performance improvement- speed and excellence-of a well-defined project

Front 472

ISO 14000 series

Back 472

extends the concept, identifying standards for environmental performance

Front 473

Statistical process control

Back 473

a statistical technique that uses periodic random samples from production runs to see if quality is being maintained within a standard range of acceptability

Front 474

Six Sigma

Back 474

a rigorous statistical analysis process that reduces defects in manufacturing and sercice-related processes

Front 475

Lean six sigma

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which focuses on problem solving and performance improvement- speed and excellence-of a well-defined project

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Be timely, be accurate, and be objective

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Good control systems should...

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Be realistic, be positive, be understandable, encourage self control

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Control systems operate best if they are...

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Too much control, too little employee participation, overemphasis on means instead of ends, overemphasis on paperwork, overemphasis on one instead of multiple approaches

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several barriers to a successful control system are...