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121 Cards in this Set
- Front
- Back
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___ is Sommer's favorite character
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snoopy (wore a snoopy tie the first lecture)
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Review: people who are engaged have better _______. 4 elements?
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attitudes, more accepting, resilient, less disgruntled, more motivated
1) meaning - cultural fit 2) competence - are you being well-utilized 3) voice/choice - to what extent can choose what to do, and can you give input 4) impact - make a difference |
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Video: In Good Company. Explain. Why did Sommer show the video?
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Set in a situation where Dennis is an advertising executive for 20 years. There is a lot of turmoil as they assimilate into new culture through an acquisition.
1) there is a payoff with sticking to present versus changing into something new. What is the reason that makes you resist? 2) emphasis on making a product unique, better, different (not just profit). Goes into impact - "I do it because I get a sense of accomplishment." engagement ---> empowerment |
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micromanaging
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AKA management by walking around - human interaction, becoming more hands-on. Make employees feel smothered and feel that they're being hawked. If they make a slip, they get yelled at.
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helicopter parents
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stifles maturity/development of children
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Law firm story:
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student learned about manager's delegation style and realized manager trusted him. It changed it attitdue about boss (implies micromanaging is bad)
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4 Management styles:
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1) authoritative
2) consulting (coaching) 3) participative 4) empowerment |
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Authoritative
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top-down, autocratic, man-in-control
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consulting
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boss asks for people's input/ideas but makes the decision himself/herself (focuses less on technical aspect but on emotional support such as verbal persuasion and encouragement)
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participative
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egalitarian interaction - authoriy structure is still there, but you provide recognition of employees as an equal partner; democratic, employee involvement
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empowerment
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"here's what needs to be done. Do it. Figure it out on your own"
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Two important facts about empowerment:
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1) not everyone can be empowered
2) not everyone wants to be empowered. EX: "don't make me think" |
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When you're a boss, and something goes wrong, what happens?
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you are ultimately responsible
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Avoid Tactic
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to avoid being wrong and accountable, you into state of paralysis analysis
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upward delegation
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often times a subordinate will go to the manager and say, "I'm not sure what the instructions are."
*think asking Sommer about a certain material, but it's in the book |
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Other than snoopy, Sommer also likes ____. (wore ties of these characters in lectures)
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Charlie Brown (dad's favorite character, I think), bugs bunny, sea world
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Manager's Orientation
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values, security, preferences
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values
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culture and value systems - looks at cultural fit and if the person's value system influences the type of management style preferred
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two components of value:
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PD (power distance) and XY
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PD
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When power distance is low, we see more of a likelihood of an empowerment approach. When power-distance is high, we see that status is severely enforced, so an authoritative system in place is expected
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XY
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X: nature of people is inherently lazy, and that they just want money. They will try to slack as much as possible (calls for an authoritative approach)
Y: people are motivated and want to excel, and want to do better than others. Calls for an empowerment approach |
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security
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This focuses more on security of control. Are you comfortable with delegating the control to others? As opposed to choking everyone in terms of innovation, quality. Also relates to credit and how people want the glory.
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Managers who take credit and steal credit tend to be ____
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authoritative
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reflective glory
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people who are well able to share credit (same for power)
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preferences
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managers who have to spend in gray/ unknown times - spills over into tolerance for ambiguity. Asks the question: what is better use of time and talent? Should I do it myself or can I give it to others even though I'm unsure if they can do a good job?
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_____ managers want to ensure everything is straightforward and defined
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autocratic
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When you are not under a time crunch and you're looking for higher quality you go for :
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consulting and participative
**less time/less quality = empowering or autocratic |
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Situational considerations:
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quality, time, potential for rejection, conflict
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quality requirements
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how good of a decision needs to be made? Do you need a good or good enough solution?
-looks likelihood/ability you can gather all the good information required to make a good decision |
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time available
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How much time do you have to solve the problem?
Authoritative = short amount of time |
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potential for rejection
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likelihood of rejection to make happen. People can increase likelihood of "buy in"
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conflict
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how much conflict about the issue?
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if situation blows up above the waterline you go for ____. If below, you go for ____. Why
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empower; authoritative
if it's above, it's not as severe and they can learn; otherwise, you're screwed and you need to take control |
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what are the ends of the spectrum for the motivational style questionnaire?
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pawn/origin
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(T/F) as a manager, your job is to be liked
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false: your job is to be RESPECTED. Make decisions in best interest of the organization but also the employees . Don't do what's popular; do what's right
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When you get ___, you get in trouble. Why?
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friendly - you are soft on decisions, lower expectations, performance, you cut deals and make favors
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three employee factors
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Education and experience; achievementmotivation; willingness to take responsibility
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education and experience
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there's your book learning, and then there's your experience ("on the streets") - the way things are really done.
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When you are low on E&E, the appropriate style is __
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authoritative (EX: need close eye, immediate feedback). As we develop competency, we move along the curve -> consulting (less handing holding, more encouragement, even ask for input); as an employee, to move along the curve, you have to prove to your boss that you're capable
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achievementmotivation
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how much do you want to do? Are you looking to ratchet yourself? Once you know what you're doing, you can develop a desire and gauge at how much "participation" you want to earn. EX: I want to be an A player. You would show you're deserving of a seat at the table
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willingness to take responsibility
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are you willing to be accountable? Take on project, planning and be responsibile for failures. Are you also able to take a project and run? Go off and do it on your own. Lastly, there's the ability to ask for help when needed - not upward delegation - but finding direction and advice
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purpose of feedback
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to provide information to see if people can meet expectations
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misconception of feedback
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using it as a documentation, weapon, or for leverage/promise
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Feedback-seeking behavior (FSB)
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when an organization does not provide someone with a clear method of evaluating, the organization is not doing the right job. People therefore end up going out to look. And if they can't find good indicators, they will start making it up
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If you don't manage ___ well, you mess up ____
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PA/ KR (process); FSB
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PA (Performance Appraisal)
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formal processing - documentation, interview with manager
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Feedback (coaching)
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informal process - day to day feedback, talking with people, knowing people. Everyday you have an opportunity to provide people with information. If feedback is done well, PA can be very easy as a manager b/c employee has no surprises for PA
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KR
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KR?
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progressive discipline
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need for outline of expected behavior and penalities - a social contract or manual. What is the extent that this contract will get followed? ("I'll just get another warning")
**think: terms of conditions and agreements. Norm today is a three strikes rule with the "death penalty" rule (violation of fiduciary issues) |
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At will
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you serve the pleasure of the employer - the employer can fire you at will. Only thing you take into account (as a manager if you want to fire) is diversity issues - race, age, gender, reasonable account of disabilities
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Just Cause Approach
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by following a just cause procedure, you can provide evidence that's not a diversity issue as a manager. You can prove it's a performance issue
EX: even with a fixed contract, you can get fired by just cause - after contract, it's an at will |
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Right to Work
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does not mean you're owed a job. It means you don't have to be a member of a union to get a job
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grievance procedure
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there should be a process of appeal - if someone feels he has been wrongfully evaluated/terminated,
EX: elaborate process for tenure at UCI |
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Due Process
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what extent were rules/processes followed
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As a result of due process and grievance, managers are afraid to ____
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give honest feedback
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ways to pre-empt termination (not that you fire, contract is just not renewed)
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1) probation - hired on 90-day probation. At the end of the term, you will be evaluated for retention
2) seasonal - hire seasonal employees, and pick who they want to keep 3) temps - a way to get in, noticed, hired full-time 4) fixed - term (not renewed) |
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feedback objectives
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moral obligation to provide people information for self-evaluation
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whenever you get feedback check to make sure:
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accurate, credible
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you can measure anything. (T/F)
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True! The question is: do you want to do the work to create a good measure. A lot of orgs don't do the work to create a valuable measurement instrument
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Ways to enhance accuracy and credibility of feedback:
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Get multiple sources:
clients - customer satisfaction rating peer ratings - group members evaluate each other subordinates boss |
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Types of Behaviorial-Oriented Performance Appraisals
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essay/ critical incident, rating/checklist, BARS/BOS, forced distribution/ranking
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essay/ critical incident
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- think the application portion of the midterm. Experience at writing a specific, target reported evaluation (of not only yourself but others)
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rating/ checklist
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EX: performance of textile workers. Identify 8 types of behavior to improve performance, and 4 types that were dysfunctional
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BARS/ BOS (Behavorial Anchor Grading Observation Scale)
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develop a checklist/observation form for subjective measures
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Forced Distribution/Ranking
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grading on a curve - EX: GE ranked order from 1-100 without any ties
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Types of Result-Oriented Performance Appraisals
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quantity, quality
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quantity
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how many widgets did you make? How many cookies did you sell?
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quality
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satisfaction rating, ratio (inventory turnover ratio, batting average, closure rate, number of phone calls compared against apps into in), compliance (are you meeting standard of care at a hospital as a nurse)
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calibration
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to what extent are different performance appraisals based on the same scale? training to make sure everyone knows the scale and how to make sure grades are the same
EX:someone working at 10 audits and gets 10 different performance appraisals (accounting |
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Sommer's sea world tie
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one of his most popular ties (wow!) - bought at Target (so cheap!) compared to expensive ones
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trend ties that Sommer has worn:
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since Exam 2, all ties have had a fun theme (not serious)
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Man sues parents for not loving him enough. Why did Sommer show us this?
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to convey the idea that anyone can file a lawsuit regardless of validity or credibility, no matter how silly or stupid it is.
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You can be fired for anything (T/F)
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true - man slapped a kid on the airplane, and got fired for not upholding corporate image: example of "just cause"
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Office Space example
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example of bad feedback - management by walking around. Lumberg's demeanor with Peter is condescending - there is lack of listening
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People come up with reasonings for success/ failure in a systematic form:
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Weiner
1) how do you think you did? To some people, a B grade = bad; others = bravo. Person's definition of good and bad, and not the observer. Managers sometimes don't look at perspectives of people doing their job 2) Why did you succeed/ fail? Know the chart |
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stable and internal?
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ability (people going through education system are for a stable cause -> improving talent)
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unstable and internal?
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effort (getting up and not getting up; sometimes you wake up excited, sometimes you don't)
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stable and external?
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task difficulty (boss's expectation)
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external and unstable?
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luck (hurricane Katrina and its effect on business sales)
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self-serving bias
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Jones: looks at only person itself
**human nature to claim credit for sucess and to avoid blame for failure |
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actor observer bias
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looks at performer and evaluator
**when others succeed, attribute to external factors. When they fialure, we ascribe to them by human nature because it makes us look better |
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We want to avoid statements like:
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Yes, but
I'm sorry, but ** when you're giving/receiving feedback, important to not have that "but" |
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A-B-C
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action, because, could WE - it's a model for engaging in feedback-related conversation effectively
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action statements
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focuses on proper data collection so that the feedback conversation focuses
on the specific issue, and therefore, is less likely to be seen as a vague attack on the person |
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when people look for info they look for:
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consistency, consensus, distinctiveness
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consistency
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the extent to which a person has the same experience on a task or behavior each time it is performed; High consistency would
indicate outcomes are due to the individual’s actions; low consistency would suggest an external cause. |
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consensus
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the extent to which others doing the same task have the same outcome; High consensus suggests an external cause and low consensus suggests the individual is the causal factor.
EX: 4 people living together. One person who has dirty dishes = internal; everyone has dirty dishes = external |
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distinctiveness
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the extent to which one’s results are the same or different across a range of activities. Low distinctiveness = regardless of dishes/laundry, there is a cleanliness problem. He's a slob with a talent dysfunction. High distinctiveness = just problem with dishes. What is it about dishes?
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Point of Kelley's cube (AKA CCD model):
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we want to explain causes of success/failure. Kelley's cube provides 3 types of info to look for if the cause is internal/external
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because -
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focuses on why the issue brought up in Step A needs to be addressed. Here the conversation focuses on demonstrating the impact of the action on the effectiveness of the person, team, and/or organization
EX: "I don't like your shirt. So what? ---> because you're ruining the public image ** there's an importance of using "I statements" because it reduces defensiveness by presenting the interpretation as coming from your perspective. Also, the manager would present himself as open to hearing their assessment may be incorrect (enhances fairness and acceptance) |
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could we
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This step focuses on developing actual solutions for addressing the issue. Here the manager identifies resources, needs, and action plans to move forward, rather than getting stuck in the blame game.
**Until you agree what problem/impact is, there will be no solution. Emphasis is on the WE because it reminds us that the resolution is a mutual and collaborative effort |
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three avenues to increase experience of career success
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develop adaptability to career changes, discover work orientation, find good fit between yourself and your work
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objective vs. subjective
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most people say: A = winning... B = getting by
- as much as we have an objective measure, what is the subjective measure?What is YOUR definition of success? |
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in terms of objective career success, there is a decreasing emphasis on ___. Shift now in?
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promotions; career-specific (attainments within the career)
EX: for doctors, proportion of number of lives saved |
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three important lessons about subjective career success:
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1) illustrious career attainments don't necessarily lead people to enjoy work
2) people engaged in satisfying work don't necessarily consider themselves successful 3) career success reflects on previous and anticipated attainments |
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_____ are now more valued than _____
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work-life balance and impact; prestige, power, money, advancement
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work orientation
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Three types: job, career, calling
job = focus on financial rewards career = personal investment in the work, focusing on advancement, social status, power, and prestige (usually in a type of "winner take all" environment) calling = fulfillment they experience as a result of performing their work (helping make the world a better place) EX: "I'm just trying to pay the bills," I live to work and it's about moving up the ladder, I do it because I love it |
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finding good fit
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you must discern the type of organization in which you most likely would experience career success:
1) market culture - relationship is contractual, less interactions with peers (for those with job/career orientation) 2) clan cultures - fraternal and commited relationships between individual and organization (calling orientaton) |
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develop adaptability to career changes
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job plateauing, underemployment (flattening of organizational structure) can undermine sense of success felt.
Developing your adapatibility can help insulate your career from these things |
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ways to increase career adaptability
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believe you can change, recognize and reduce defensive reasoning, understand and nurture your network, find your balance
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balance
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are you putting hours to the place of your priorities?
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pay
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1) compensation (direct money, indirect benefits)
2) rewards |
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(T/F) benefits are NOT a motivator
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true - does not make you perform. You might stay there or choose it over others, but not perform. Pay has no impact on performance. You go, you get paid
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3 things companies are required to give you:
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1) social security
2) work's compensation insurance 3) unemployment compensation |
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types of benefits:
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security - health insurance, retirement, dental vision
time off - maternity leave perks - tuition reimbursement, day care, health care discounts |
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reward
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what you use to incentivize performance - distinction between high/low performance; reinforce individuals
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3 types of rewards:
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1) financial - money in and by itself is not a motivator. What you can do with that money is: people can't be professors in Malibu, so they built employee complexes to subsidize rent
2) social - title, office space 3) political - social capital: who owes you favors? Always work to have someone owe |
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reinforcement theory
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there are things people want and there are things we avoid (multiple ways organizations can connect outcome to behavior)
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desired and give
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positive (give to encourage)
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desired and take
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extinction (taking away something desired to discourage a behavior)
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give and undesired
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punishment (give an undesired behavior)
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undesired and take
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negative (taking away something undesired to reinforce a behavior)
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distributive justice
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equity principle - bigger you do, the bigger the reward. Is it fair?
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procedural justice
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how was it applied? what are the rules? you might not like distribution of rewards, but if the process is fair, you're okay with it
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interactive justice
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basic issue of treating people with dignity (compassion, integrity)
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6 elements of procedural justice - appropriateness of the process (ON THE TEST)
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1) consistency: everyone treated the same
2) lack of bias: no person is singled out or discriminated against 3) accuracy: decisions are based on info that is proper 4) representation of all concerned: appropriate stakeholders have input in decision 5) correction: appeals process or mechanism to fix mistake 6) ethics: norms of professional conduct are not violated |
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What are good rewards?
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1) equitable - people who perform more get more
2) efficient - easy to administer, make evaluation/connection 3) available - something you can provide, don't make promise you can't keep 4) not exclusive - everyone has a shot at earning rewards 5) visible - know who gets the reward 6) reversible - rewards are reset (opposite of ratcheting) |
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Top 3 things managers think workers want wants:
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1) good wages 2) job security 3) promotion and growth
most managers don't know what their employees want |
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Top 3 things workers wants:
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1) appreciation for work 2) feeling included 3) empathy for personal issues
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maslow
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self-actualization - calling, balance
esteem - recognition, power, status, how you feel about yourself social - love me security - emotional and physical (maintain living safety) basic - survival, day-to-day living |
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Truths and misconceptions are Maslow's hierarchy
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True - more than one need may be active at the same time; does not need to satisfied 100% to get to the next level; you might supress lower level need while in pursuit of higher need
within each level, there's analysis of the "good enough" line, and the "aspirational" line: if you're below good, it can be a motivational need. if you're above aspiration, you're not as interested |
