MGMT 3000 Guhde Test 3
What are two highly important factors managers consider when choosing between a vertical and horizontal organizational structure? Strategic Needs
(environment, strategy, goals)
What are two highly important factors managers consider when choosing between a vertical and horizontal organizational structure? Operational Needs
(technology, work processes)
3 Characteristics of Authority: Authority is vested in organizational positions, not people
(we salute the rank, not the man) managers have authority because of the positions they hold.
Organization Structure includes three things...
- (TASKS) the set of formal tasks assigned to individuals and departments - (RELATIONSHIPS) formal reporting relationships - (STRUCTURE) the design of systems to ensure effective coordination of employees across department
The strategic approach to HRM recognizes these three key elements...
1. All managers are involved in managing human resources. 2. Employees are viewed as assets. 3. HRM is a matching process, integrating the organization's strategy and goals with the correct approach to managing human capital.
3 Characteristics of Authority:
1. Authority is vested in organizational positions, not people 2. Authority flows down the vertical hierarchy 3. Authority is accepted by subordinates
3 Advantages of a Team-Based Structure
1. Breaks down barriers across departments and improves coordination and cooperation. 2. Allows organization to adapt more quickly to customer requests. 3. Morale boost. Employees like being involved in bigger projects.
3 Disadvantages of a Team-Based Structure
1. Can experience conflicts and dual loyalties (team members vs. managers) 2. Time lost due to coordinating meetings. 3. Could create too much decentralization (loss of big picture)
3 Basic Principles of Self-Management
1. Clarity of Mind 2. Clarity of Objectives 3. An Organized System
4 actions to take during a personal weekly review.
1. Collect and process all the new stuff 2. Review your entire system 3. Revise your lists 4. Get clear, up to date, and complete about what needs to be done next.
What are the top three areas where job candidates need the most improvement?
1. Confidence 2. Communication 3. Experience
4 Disadvantages of a Divisional Structure
1. Coordination within divisions is good but coordination across divisions is poor. 2. Duplication of resources. 3. Costly (individual facilities for each division, etc.) 4. Small size of departments may result in lack of training.
3 steps to Deciding the Next Action
1. Do it - if something can be done in less than two minutes, do it. 2. Delegate it - if someone else can do this, delegate it to them. 3. Defer it - if something will take longer than two minutes, defer it to a to-do list.
5 Steps to Getting Organized
1. Empty your head 2. Decide the next action 3. Get Organized 4. Perform a weekly review 5. Now do it.
Big Five Personality Factors
1. Extroversion 2. Agreeableness 3. Conscientiousness 4. Emotional Stability 5. Openness to Experience
What are the three components of an effective HRM strategy?
1. Find the Right People 2. Maintain an Effective Workforce 3. Manage Talent
4 Advantages of a Virtual Structure
1. Flexibility and Global Competitiveness 2. Quick Response to environmental changes 3. Can hire whatever services are needed. 4. Little supervision is required.
What are 3 factors to consider when debating between centralized and decentralized decision making?
1. Greater change and uncertainty in the environment are usually associated with decentralization. (hurricane Katrina, helps with ambiguous situations) 2. The amount of centralization or decentralization should fit the firm's strategy. 3. In times of crisis or risk of company failure, authority may be centralized at the top.
The Four Key Personality Areas for Managers
1. Grit 2. Authoritarianism 3. Machiavellianism 4. Problem-Solving Styles
3 Advantages of a Matrix Structure
1. Highly effective in a rapidly changing environment. 2. Allows for new issues to be raised and resolved. 3. Makes efficient use of HR (transferring specialists from one division to another)
From Top to Bottom, what are the three factors for maintaining competitive success?
1. Human Capital 2. Customer Relationships 3. Product and Service Innovation
2 ways people prefer to conclude information
1. Judging 2. Perceiving
3 Disadvantages of a Virtual Structure
1. Lack of hands-on control 2. Each partner works in own self-interest 3. Weak boundaries create uncertainty
What are the 2 main things that happen when organizations grow and evolve?
1. New positions and departments are added. 2. Senior managers must find a way to tie the major departments together.
What are the three steps to the Perception Process?
1. Observe 2. Screen 3. Organize
3 Advantages of a Functional Structure
1. Permits economies of scale and efficient resource use 2. enhances in-depth skills 3. Centralizes decision making
What are 2 main reasons for Termination
1. Poor performers can be dismissed. 2. Managers can use exit interviews to learn about pockets of dissatisfaction within an organization.
2 Things Managers can do to reduce stress in the workplace:
1. Provide social support 2. Give employees more control
4 Things Individuals can do to reduce stress in the workplace:
1. Seek and Destroy key sources of stress. 2. Finding meaning and support. 3. Meditate and manage your energy. 4. Find a work-life balance.
4 Components of Emotional Intelligence
1. Self-Awareness 2. Self-Management 3. Social Awareness 4. Relationship Management
2 Ways people gather information
1. Sensation 2. Intuition
What are two keys to Self-Awareness
1. Soliciting Feedback 2. Using Self-Assessment
What are two highly important factors managers consider when choosing between a vertical and horizontal organizational structure?
1. Strategic Needs 2. Operational Needs
2 Ways people make judgements about information
1. Thinking 2. Feeling
2 Most prominent Myers-Briggs qualities in effective managers
1. Thinking 2. Judging
Compensation
1. all monetary payments 2. all goods or commodities used in lieu of money to reward employees.
2 Disadvantages of a Functional Structure
1. communication and coordination across functions are often poor 2. decisions often need to be made by multiple departments!!!
3 Disadvantages of a Matrix Structure
1. confusion and frustration caused by dual chain of command. 2. Pits divisional against functional goals or product line against country goals. 3. Time lost to meetings and discussions devoted to resolving management conflicts.
3 Advantages of a Divisional Structure
1. the organization can be more flexible and responsive to change. 2. Concern for customers is high. 3. Coordination across functional departments is good.
What percent of people say that they strongly trust their top management?
20%
The highest job satisfaction rate ever was recorded in 2019. What was it?
54%
Outsourcing
A decision by a corporation to turn over much of the responsibility for production to independent suppliers.
Forecasting... A. Finding the right people B. Maintaining an Effective Workforce C. Managing Talent
A. Finding the right people
HRM planning... A. Finding the right people B. Maintaining an Effective Workforce C. Managing Talent
A. Finding the right people
Job analysis... A. Finding the right people B. Maintaining an Effective Workforce C. Managing Talent
A. Finding the right people
Recruiting... A. Finding the right people B. Maintaining an Effective Workforce C. Managing Talent
A. Finding the right people
Selecting... A. Finding the right people B. Maintaining an Effective Workforce C. Managing Talent
A. Finding the right people
Federal Law: changing jobs and get the new coverage regardless of preexisting health conditions; prohibits group plans from dropping a sick employee.
Accountability Act (HIPAA)
5 Steps to Getting Organized: Now do it.
Actually do what you say you're going to do.
Equal Opportunity Laws: Prohibits age discrimination and restricts mandatory retirement.
Age Discrimination in Employment Act
Artificial Intelligence
Algorithms used to reduce bias in hiring decisions
Equal Opportunity Laws: Prohibits discrimination against qualified individuals by employers on the basis of disability and demands that "reasonable accommodations" be provided for disabled employees to allow performance of duties.
Americans with Disabilities Act
Corporate University
An in-house training and education facility that offers broad-based learning opportunities for employees.
Stress
An individual's physiological and emotional response to external stimuli that create physical or psychological demands that exceed the individual's knowledge abilities, or resources when important outcomes are at stake.
Clarity of Mind
Anything you consider unfinished needs to be placed in some kind of trusted system outside your head.
Intuitive-Feeling
Avoids specifics, is charismatic, people-oriented, broad themed, and decentralizes decision making, developing few rules and regulations
Benefits... A. Finding the right people B. Maintaining an Effective Workforce C. Managing Talent
B. Maintaining an Effective Workforce
Labor relations... A. Finding the right people B. Maintaining an Effective Workforce C. Managing Talent
B. Maintaining an Effective Workforce
Terminations... A. Finding the right people B. Maintaining an Effective Workforce C. Managing Talent
B. Maintaining an Effective Workforce
Wages and salary... A. Finding the right people B. Maintaining an Effective Workforce C. Managing Talent
B. Maintaining an Effective Workforce
Appraisal... A. Finding the right people B. Maintaining an Effective Workforce C. Managing Talent
C. Managing Talent
Development... A. Finding the right people B. Maintaining an Effective Workforce C. Managing Talent
C. Managing Talent
Training... A. Finding the right people B. Maintaining an Effective Workforce C. Managing Talent
C. Managing Talent
Challenge Stress vs. Threat Stress
Challenge stress fires you up, whereas threat stress burns you out.
Equal Opportunity Laws: Provides for possible compensatory and punitive damages, plus traditional back pay, for cases of intentional discrimination brought under Title VII of the 1964 Civil Rights Act. Shifts the burden of proof to the employer.
Civil Rights Act
Equal Opportunity Laws: Prohibits discrimination in employment on the basis of race, religion, skin color, sex, or national origin.
Civil Rights Act, Title VII
Health/Safety Law: Requires continued health insurance coverage (paid by the employee) following termination. (1985)
Consolidated Omnibus Budget Reconciliation Act (COBRA)
Collaboration is the result of ________________
Coordination
Relationship Between Manufacturing Technology and Organization Structure
Describe using the picture attached.
Sensation-Thinking
Emphasizes details, is decisive, focuses on short term goals, and develops rules and regulations for judging performance
Federal Law: Prohibits gender-based differences in pay for substantially equal work. (1963)
Equal Pay Act
True or False: Coordination is needed only in a divisional team structure.
False. It is needed regardless of organizational structure.
Federal Law: requires employers to provide up to 12 weeks unpaid leave for childbirth, adoption, or family emergencies. (1993)
Family and Medical Leave Act (FMLA)
Who were the first two African American CEOs?
Franklin Raines with Fannie May and Lloyd Ward with Maytag
Relational Coordination
Frequent, timely, problem-solving communication carried out through [employee] relationships of shared goals, shared knowledge, and mutual respect.
Who was the first Chinese CEO?
Gerald Tsai with American Can
What is the key difference between a matrix structure and other structures?
It violates unity of command because employees often report to two supervisors simultaneously.
Who was the first female CEO?
Katherine Graham with the Washington Post
Which generation will account for 75% of the workforce by 2030?
Millennials
Old or New Social Contract? - Challenging assignments from employer
New Contract
Old or New Social Contract? - Creative development opportunities from employer
New Contract
Old or New Social Contract? - Employability, personal responsibility
New Contract
Old or New Social Contract? - Information and resources; decision-making authority
New Contract
Old or New Social Contract? - Lateral career moves; incentive compensation from employer
New Contract
Old or New Social Contract? - Learning; skill development
New Contract
Old or New Social Contract? - Partner in business improvement
New Contract
Perception Process: Observe
Observing information via the senses
Health/Safety Law: Establishes mandatory safety and health standards in organizations. (1970)
Occupational Safety and Health Act (OSHA)
Old or New Social Contract? - A cog in the machine
Old Contract
Old or New Social Contract? - Job Security
Old Contract
Old or New Social Contract? - Knowing Skills prior to job
Old Contract
Old or New Social Contract? - Limited information and authority
Old Contract
Old or New Social Contract? - Routine jobs
Old Contract
Old or New Social Contract? - Standard Training provided by employer
Old Contract
Old or New Social Contract? - Traditional compensation package
Old Contract
Health/Safety Law: Imposes a fee on firms with 50 or more employees if the government subsidizes their employees' health care coverage; prevents insurers from denying coverage based on preexisting conditions or charging women more than men. (2010)
Patient Protection and Affordable Care Act (PPACA)
Intuitive-Thinking
Prefers dealing with theoretical problems, is creative and progressive, focuses on possibilities, is able to consider a number of options simultaneously
Who was the first Latino CEO?
Roberto Goizueta with Coca Cola
Relationship of Structural Approach to Strategy and the Environment... Describe it, and Review it
See Image
Sensation-Feeling
Shows concern for real-life human problems, is pragmatic and analytical, emphasizes detailed facts, and focuses on structuring organizations for the benefit of people
The Center for Disease Control and Prevention cites what factor as the leading workplace health problem?
Stress
Mechanistic
Tends to view humans as cogs within a machine, not taking into account the importance of human needs
What is the primary difference between divisional and functional structures?
The chain of command from each function converges lower in the hierarchy.
Organizational Chart
The visual representation of an organization's structure
True or False: the distinctive feature of a project manager is that they are not a member of one of the departments being coordinated.
True.
Equal Opportunity Laws: Prohibits discrimination based on physical or mental disability and requires that employees be informed about affirmative action plans.
Vocational Rehabilitation Act
Task Force
a TEMPORARY team or committee designed to solve a problem involving several departments or divisions.
Scalar Principle
a clearly defined line of authority in the organization that includes all employees
What is the main idea behind network-based company structure?
a company can then concentrate on what it does best, and contract out other activities to companies with distinctive competence in those specific areas.
Monoculture
a culture that accepts only one way of doing things and one set of values and beliefs, which can cause problems for employees from underrepresented groups.
Sponsor
a higher-ranking organizational member who is committed to providing upward mobility and support to a protege's professional career.
Collaboration
a joint effort between people from two or more departments to produce outcomes that meet a common goal or shared purpose (typically grater than what any of the individuals or departments can achieve working alone)
4 Things Individuals can do to reduce stress in the workplace: find a work-life balance.
a lack of work-life balance is the number 1 predictor of high levels of unhealthy stress.
emotion
a mental state that arises spontaneously within a person based on interaction with the environment rather than through conscious effort and is often accompanied by physiological changes
Project Manager
a person who is responsible for coordinating the activities of several departments for the completion of a specific project.
Myers-Briggs Type Indicator
a personality test that taps four characteristics and classifies people into 1 of 16 personality types
360-degree feedback
a process of self-evaluation and evaluations by a manager, peers, direct reports, and possibly customers
Work sample
a test in which the person actually performs some or all aspects of the job
recruiting
activities or practices that define the characteristics of applicants to whom selection procedures are ultimately applied
Diversity
all the ways in which people differ.
The Four Key Personality Areas for Managers: Grit
an individual's passion and persistence for achieving a long-term goal
Self-Efficacy
an individual's strong belief that he or she can accomplish a specific task or outcome successfully
Exit Interview
an interview in which your employer asks questions about your work upon your leaving the company
Glass Ceiling
an invisible limit on women's climb up the occupational ladder
Chain of Command
an unbroken line of authority that links all employees in an organization and shows who reports to whom
Acceptance Theory of Authority
argues that a manager has authority only if subordinates choose to accept his or her commands.
Internship
arrangement whereby an intern exchanges free or low-cost labor for the opportunity to explore a career or gain valuable work experience in a particular field
Behavioral Questions
ask people to describe how they have performed a certain task or handled a specific problem
Implicit Bias
attitudes or stereotypes that affect our understandings and actions without our conscious knowledge.
Blind Spots
attributes of ourselves that we aren't aware of or don't recognize as problems--which limit our effectiveness and hinder our success.
Staff authority
authority that includes the right to advise, recommend, and counsel in the staff specialists' area of expertise.
Employee Resource Groups
based on social identity, such as gender or race, and are organized within companies to focus on concerns of employees from that group.
Departmentalization
basis for grouping positions into departments in the total organization
Clarity of Objectives
be clear about exactly what you need to do and decide the steps to take toward accomplishing it.
Self-Awareness
being aware of the internal aspects of yourself, including personality traits, beliefs, emotions, and perceptions, and appreciating how your patterns affect other people
4 Things Individuals can do to reduce stress in the workplace: find meaning and support.
buffering hypothesis says that a high degree of social support from family and friends protects a person from the effects of stressful events.
Matrix Approach
combines both functional and divisional approaches simultaneously, in the same part of the organization
Workflow Technology
comprises the knowledge, tools, techniques, and activities used to transform organizational inputs into outputs
Team Approach
consist of employees from various functional departments who are responsible to meet as a team and resolve mutual problems
Cross-Functional Teams
consist of employees from various functional departments who are responsible to meet as a team and resolve mutual problems (similar to task force, but it works with continuing problems, not temporary ones)
Centralization
decision authority is located near the top of the organization
Decentralization
decision authority is pushed downward to lower organization levels
Divisional Structure
departments are grouped together based on similar organizational outputs such as product/service OR geographic
Development
developing employees for future promotions
Cognitive Diversity
different ideas, different viewpoints, different skill sets, and different ways of thinking and reasoning.
Mass production
distinguished by standardized production runs. A large volume of products is produced and all customers receive the same product.
Unity of Command
each employee is held accountable to only one supervisor
Skill-based pay
employees with higher skill levels receive higher pay than those with lower skill levels.
Selection
employers assess applicants' characteristics in an attempt to determine the "fit" between the job and applicant characteristics.
competency-based pay
encourage people to develop their skills and competencies, thus making them more valuable to the organization.
Perceptual Distortions
errors in perceptual judgement that arise from inaccuracies in any part of the perception process
Small-batch production
firms produce goods in batches of one or a few products designed to customer specification. This technology is used to make large, one-of-a-kind products.
5 Steps to Getting Organized: Decide the Next Action
for each item in your buckets, decide the real, specific, physical action that you need to take next.
Self-Confidence
general assurance in one's own ideas, judgement, and capabilities
Realistic Job Preview
gives applicants all pertinent and realistic information about the job and the organization
Permanent Teams
groups of employees who are organized in a way similar to a formal department
Organic
horizontal structure where decision-making authority is decentralized.
Collaboration
joint effort between people from two or more departments to produce outcomes that meet a common goal or shared purpose and that are typically greater than what could be achieved working alone to achieve synergy
Attributions
judgements about what caused a person's behavior--something about the person or something about the situation.
An Organized System
keep reminders in a well-organized system
Social Learning
learning informally from others by using social media tools and such
Job-based pay
linking compensation to the specific tasks an employee performs.
Blind Hiring
managers focus on an applicant's job skills and performance rather than educational credentials, appearance, or prior experience
Line Authority
managers have formal authority to direct and control immediate subordinates - connected via a line in the organizational chart
Matching Model
match between what the organization has to offer and the needs of the individual
Role Ambiguity
meaning that people are unclear about what task behaviors are expected of them.
Pluralism
means that an organization accommodates several subcultures
4 Things Individuals can do to reduce stress in the workplace: meditate and manage your energy.
meditation/prayer helps to cope with stress.
Performance Review Ranking System
method in which managers evaluate direct reports relative to one another and categorize each on a scale
Performance Appraisal
observing and assessing employee performance, recording the assessment, and providing feedback to the employee
Role Conflict
occurs when an individual perceives incompatible demands from others.
Discrimination
occurs when hiring and promotion decisions are made based on criteria that are not job-relevant.
The Halo Effect
occurs when the perceiver develops an overall impression of a person or situation based on one characteristic, either favorable or unfavorable
Differentiation Strategy
organization attempts to develop innovative products unique to the market.
Cost Leadership Strategy
organization strives for internal efficiency.
5 Steps to Getting Organized: Get Organized.
organize all items that you've deferred
Perception Process: Organize
organizing the selected data into patterns for interpretation and response
Top Leader
oversees both the product and functional chains of command, maintains power balance between the two sides of the matrix.
2 Things Managers can do to reduce stress in the workplace: give employees more control
people feel more in control when they have stable work schedules rather than experiencing frequent last-minute changes in their work hours.
Self-Serving Bias
people give themselves too much credit when they do well, and give external forces too much blame when they fail.
Line Departments
perform tasks that reflect the organization's mission- generate revenue
3 Characteristics of Authority: Authority flows down the vertical hierarchy
positions at the top of the hierarchy are vested with more formal authority than are positions at the bottom.
Prejudice
preconceived opinion that is not based on reason or actual experience
Judging
preferring closure and completion in making decisions
Perceiving
preferring to explore many alternatives with flexibility and spontaneity, dislike deadlines, and may change their minds several times
Employer Brand
promoting an organization as a highly desirable place to work
one-way video interview platforms
receive questions on the screen and then record answers
Organizational Commitment
refers to an employee's loyalty to and engagement with the organization
Job Evaluation
refers to the process of determining the value or worth of jobs within an organization through an examination of job content.
Two-boss employees
report to two supervisors simultaneously
Affirmative Action
requires that an employer take positive steps to guarantee equal employment opportunities for people within protected groups.
5 Steps to Getting Organized: Perform a weekly review.
review your complete "next actions" list and your calendar for the coming week to prepare yourself.
Internal Attribution
says that characteristics of the person led to the behavior
External Attribution
says that something about the situation caused the person's behavior
Perception Process: Screen
screening the information and selecting what to process
background check
search a candidates' criminal record, credit history, and other indications of honesty, integrity, and stability as well as view candidate's presence on social media
Structured Interview
set of standardized questions that are asked of every applicant so comparisons can easily be made
Wage and salary surveys
show what other organizations pay incumbents in jobs that match a sample of key jobs selected by the organization
Tall Structure
span of management is narrow and therefore has many hierarchical levels, many layers of management
Flat Structure
span of management is wide and therefore has few hierarchical levels, fewer layers of management
Stressors
stimuli that cause stress
Task Demands
stressors arising from the tasks required of a person holding a particular job.
Interpersonal Demands
stressors associated with relationships in the organization.
3 Characteristics of Authority: Authority is accepted by subordinates
subordinates comply because they believe managers have a legitimate right to issue orders.
Employment Test
such as cognitive ability tests, physical ability tests, personality inventories, and other assessments
Job description
summary of the tasks, duties, and responsibilities of a job
Staff departments
support line departments- cost center
Job Analysis
systematic process of gathering and interpreting information about the essential duties, tasks, responsibilities, and context of a job
Training
teaching employee the skills, abilities, knowledge, to perform current job
Relationship Management
the ability to connect to others, build positive relationships, respond to the emotions of others, and influence others.
Self-Management
the ability to control disruptive or harmful emotions and balance your moods so that worry, anxiety, fear, and anger do not cloud your thinking and get in the way of what needs to be done.
Social Awareness
the ability to understand others and practice empathy, which means being able to put yourself in someone else's shoes, to recognize what others are feeling without them needing to tell you.
The Four Key Personality Areas for Managers: Machiavellianism
the acquisition of power and the manipulation of other people for purely personal gain
Ethnorelativism
the belief that groups and subcultures are inherently equal
Ethnocentrism
the belief that one's own group and culture are inherently superior to other groups and cultures.
The Four Key Personality Areas for Managers: Authoritarianism
the belief that power and status differences should exist within the organization
Resilience
the capacity to persevere and to bounce back from adversity, conflict, and failure.
Perception
the cognitive process that people use to make sense out of the environment by selecting, organizing, and interpreting information from that environment.
Job Satisfaction
the degree to which a person finds fulfillment in his or her job
technical complexity
the degree to which machinery is involved in the production to the exclusion of people (small batch, mass production, and continuous production)
Division of Labor
the degree to which organizational tasks are subdivided into separate jobs
Organizing
the deployment of organizational resources to achieve strategic goals
Responsibility
the duty to perform the task or activity assigned
Human Capital
the economic value of the combined knowledge, experience, skills, and capabilities of employees.
Continuous Process Production
the entire workflow is mechanized in a sophisticated and complex form of production technology. Ex. chemical plants, distilleries, petroleum refineries. Humans are not a factor.
virtual network structure
the firm subcontracts most of its major functions to separate companies and coordinates their activities from a small organization at headquarters
First Rung
the first promotion onto the management career ladder
Human Resource Planning
the forecasting of HR needs and the projected matching of individuals with expected job vacancies
Authority
the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve outcomes/goals
Vertical Functional Structure
the grouping of activities by common function
Coordination
the managerial task of adjusting and synchronizing the diverse activities among different individuals and departments.
Coordination
the managerial task of collaborating across departments
4 Things Individuals can do to reduce stress in the workplace: seek and destroy key sources of stress.
the most beneficial stress management competency is prevention. Being well organized, planning ahead, and using time management help prevent stress.
2 Things Managers can do to reduce stress in the workplace: provide social support
the number 1 way to lessen employee stress is to create a healthy corporate culture that makes people feel valued.
Span of Management
the number of employees reporting to a supervisor
Delegation
the process that managers use to transfer authority and responsibility down the hierarchy
Matrix Boss
the product or functional boss, who is responsible for one side of the matrix
Reengineering
the radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed.
personality
the set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment.
Emotional Contagion
the tendency of people to absorb and express the emotions, moods, and attitudes of those around them.
Stereotyping
the tendency to assign an individual to a group or broad category and then attribute widely held generalizations about the group to the individual
Negativity Bias
the term used in psychology to describe how the human mind reacts more quickly and strongly to perceived bad things than it does to good things.
5 Steps to Getting Organized: Empty your head
to clear your mind, you first have to see all the many things weighing on it.
Pay-for-performance
tying at least part of compensation to employee effort and performance, whether it be through merit-based pay, bonuses, team incentives, or various gain-sharing plans.
Application Form
used to collect information about the applicant's education, previous job experience, and other background characteristics
Virtual Recruiting
uses social media's video chat features to identify desired candidates.
fundamental attribution error
we tend to underestimate the influence of external factors and overestimate the influence of internal factors when evaluating the mistakes of others, BUT we typically overestimate the influence of external factors and underestimate the influence of internal factors when evaluating our own mistakes.
Absenteeism
when an employee doesn't show up for work
Presenteeism
when employees show up but are sick or otherwise in no condition to work productively
On-The-Job-Training
where an experienced employee is asked to take a new employee under his wing
Accountability
willingness or obligation to accept responsibility