127 final

What are the different Bureaucratic structures?

- Functional structure (The most basic of these forms, employees are grouped according to the function they perfume for the organization (e.g. marketing, finance, etc)) - multi-divisional structures (or just divisional) are bureaucratic organizational forms in which employees are grouped into divisions around products, geographic regions, or clients (see Figure 15-4). Each of these divisions operates relatively autonomously from the others and has its own functional groups. Multi-divisional structures generally develop from companies with functional structures whose interests and goals become too diverse for that structure to handle. examples are product structures, geographic structures, and client structures - matrix structures

List the benefits of developing negotiation skills

- Increase your salary, profits, and marketability. Save time, money, and grief, while ensuring needs are met. - Improve relationships. - Reduce the number and severity of conflicts, thereby reducing stress

What are moderately effective influence tactics

- Ingratiation: Attempting to get a target in a good mood before making a request - Personal appeals: When a target is asked to do a favor out of friendship - Apprising: When the target will personally benefit from the request

What is the difference between integrative and distributive bargaining?

- Negotiators use an INTEGRATIVE bargaining strategy when they believe that a win-win situation exists and can be reached. This means that there's a chance both parties can achieve their primary objectives, without either feeling they lost. In integrative bargaining, the goal is to collaborate and generate one or more creative solutions that are acceptable to both parties... looking currently and in the future. (takes more time) openness, communicative, creative, willing to change cares a lot about a continued relationship with bargaining partner A DISTRIBUTIVE bargaining strategy is based on an attempt to divide up a fixed "pie" or amount of resources, resulting in a win-lose situation. Negotiators taking a distributive approach typically take an adversarial or competitive posture to dividing a fixed amount of resources...only looking at the immediate. (takes less time) win-lose or lose-lose determination to win, willingness to walk away, cards held close to chest, ends justify the means doesn't care at all about a continued relationship with bargaining partner

Identify the three ways the book argues you can improve socialization of new members and offer a brief explanation of each

- One of the most inexpensive and effective ways of reducing early turnover among new employees is through the use of realistic job previews. Realistic job previews (RJPs) occur during the anticipatory stage of socialization during the recruitment process. - ORIENTATION PROGRAMS One effective way to start the socialization process is by having new employees attend some form of newcomer orientation session. - Mentoring is a process by which a junior-level employee (protégé) develops a deep and long-lasting relationship with a more senior-level employee (mentor) within the organization. The mentor can provide social knowledge, resources, and psychological support to the protégé both at the beginning of employment and as the protégé continues his or her career with the company.

Describe Person-Organization fit and identify the outcomes on performance and commitment

- Person-Organization Fit is the degree to which a person's personality and values match the culture of an organization. Employees judge fit by thinking about the values they prioritize the most, then judging whether the organization shares those values. - Person-Organization Fit has a weak positive effect on Performance. Employees who fit with their organization tend to have slightly higher levels of Task Performance, with effects on Citizenship Behavior slightly stronger. Not much is known about the impact of fit on Counterproductive Behavior. - Person-Organization Fit has a strong positive effect on Commitment. Employees who fit with their organization tend to have higher levels of Affective Commitment.

What are the least effective influence tactics

- Pressure tactics: When threats or persistent reminders are used to influence targets - Exchange: When a target is influenced through the exchange of favors - Coalition tactics: When agents seek the help of others to influence the target

What are the most effective influence tactics

- Rational persuasion: Logical arguments/factual evidence - Consultation: When targets are asked to participate in planning - Inspirational appeals: Designed to arouse enthusiasm/emotions - Collaboration: Assistance or resources offered in exchange for request

What are the six persuasion principles identified by Cialdini and be able to recognize them in use

- Reciprocity - Reciprocity means that when you give something to somebody, they feel obligated to give something back to you in return, even if only by saying "thank you." - Scarcity - People are naturally attracted to the rare and exclusive. If they are convinced that they need to act now or it will disappear, they are motivated to act. - Authority -The principle of authority involves referencing experts and expertise. Commitment and consistency - When you commit to something, you feel obligated to follow through on it. - Consensus/Social proof - If you make purchase decisions based on what you see in online reviews, you're proving how effective the principle of consensus can be - Liking - People like those like them, who like them. If you make purchase decisions based on what you see in online reviews, you're proving how effective the principle of consensus can be

selection tools: describe references

-Applicants for many jobs are required to provide references from former employers or other knowledgeable sources (such as a college instructor or adviser) who know the applicants' skills, abilities, and other personal characteristics.

What are the four different cultural types and offer an example of each (for the exam be able to recognize them)?

1. Fragmented culture in which employees are distant and disconnected from one another. 2. Organizations that have cultures in which employees think alike but aren't friendly to one another can be considered mercenary cultures. These types of organizations are likely to be very political, "what's in it for me" environments. 3. Cultures in which all employees are friendly to one another, but everyone thinks differently and does their own thing, are networked cultures. Many highly creative organizations have a networked culture. 4. Organizations with friendly employees who all think alike are communal cultures.

What are the five different specific cultural types and offer an example of each (for the exam be able to recognize them)?

1. Many organizations try to create a customer service culture focused on service quality. 2. It's not uncommon for manufacturing or medical companies to go through a string of accidents or injuries that potentially harm their employees. For these organizations, creating a safety culture is of paramount importance. There is a clear difference between organizations in terms of the degree to which safe behaviors at work are viewed as expected and valued. 3. There are a number of reasons an organization might want to foster a diversity culture. For the 77,500-employee Cisco Systems, having a culture of diversity might be the key to its survival—or, at a minimum, a core advantage over its competitors. 4. Sustainability cultures are fostered by the mission and values of many organizations. In addition to helping the greater social good, a sustainability culture can be incredibly valuable in recruiting top talent as the culture resonates well with many of today's job applicants. 5. Given the importance of new ideas and innovation in many industries, it's understandable that some organizations focus on fostering a creativity culture. Creativity cultures affect both the quantity and quality of creative ideas within an organization.

What are the five components of an HRMS and briefly describe each

1. Recruitment and selection, the first component of an HRM system, to attract and hire new employees who have the abilities, skills, and experiences that will help an organization achieve its goals. 2. Managers use the second component, training and development, to ensure that organizational members develop the skills and abilities that will enable them to perform their jobs effectively in the present and the future. 3. The third component, performance appraisal and feedback, serves two purposes in HRM. First, performance appraisal can give managers the information they need to make good human resource decisions—decisions about how to train, motivate, and reward organizational members.15 4. Pay and benefits is the fourth. On the basis of performance appraisals, managers distribute pay to employees, By rewarding high-performing organizational members with pay raises, bonuses, and the like, managers increase the likelihood that an organization's most valued human resources will be motivated to continue their high levels of contribution to the organization. Moreover, if pay is linked to performance, high-performing employees are more likely to stay with the organization, and managers are more likely to fill positions that become open with highly talented individuals. Benefits such as health insurance are important outcomes that employees receive by virtue of their membership in an organization. 5. Last but not least, labor relations encompass the steps that managers take to develop and maintain good working relationships with the labor unions that may represent their employees' interests.

What are the six types of Observable artifacts and be able to recognize them

1. Symbols can be found throughout an organization, from its corporate logo to the images it places on its website to the uniforms its employees wear. 2. Physical structures also say a lot about a culture. Is the workplace open? Does top management work in a separate section of the building? 3. Language reflects the jargon, slang, and slogans used within the walls of an organization. 4. Stories consist of anecdotes, accounts, legends, and myths that are passed down from cohort to cohort within an organization. Telling stories can be a major mechanism through which leaders and employees describe what the company values or finds important. 5. Rituals are the daily or weekly planned routines that occur in an organization. 6. Ceremonies are formal events, generally performed in front of an audience of organizational members.

What are the five stages of negotiation and what are the key components of each?

1. preparation and planning - clarify what you want and why - establish a BATNA (best alternative to negotiated agreement) and a WATNA (worst alternative) - develop a frame - create a strategy/script 2. defining ground rules - set an agenda - agree on what to do if an agreement is not reached - discuss what is not acceptable - discuss standards or objective criteria 3. clarifying and justifying your cause - clarify your interests - use a frame to make your case persuasive - use questions to understand others' interests - share relevant information that supports your case 4. Bargaining and problem solving - focus on problems, not people - focus on interests, not positions - look forward not backward - create options for mutual gain; adapt win-win attitude - select from options using principles, or objective criteria 5. Closure and implementation - verbally summarize what both parties agreed to - review key points to ensure understanding - draft agreement in writing - have both parties sign agreement

Define a 'strong culture" and note the pros and cons of having a stronger culture.

A high level of culture strength exists when employees definitively agree about the way things are supposed to happen within the organization (high consensus) and when their subsequent behaviors are consistent with those expectations (high intensity). Pros - Differentiate the org from others - Allows employees to more easily identify themselves with the org - Facilitates desired behaviors among employees - Creates stability within the org Cons - Makes merging more difficult - Attracts similar people risking a limit on diversity - Can be too much of a good thing and create extreme behavior among employees - Makes adapting to environmental changes difficult

Define and briefly explain the following terms - Organizational Chart

An organizational chart is a drawing that represents every job in the organization and the formal reporting relationships between those jobs. It helps organizational members and outsiders understand and comprehend how work is structured within the company.

what are Basic Underlying Assumptions

Basic Underlying Assumptions - are the taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation These assumptions represent the deepest and least observable part of a culture and may not be consciously apparent, even to organizational veterans.

Define and give an example of each of the following terms (be able to recognize them) - Centralization

Centralization reflects where decisions are formally made in organizations. If only the senior managers within a company have the authority to make final decisions, we would say that the organization has a highly "centralized" structure. In contrast, if decision-making authority is delegated to junior employees and these employees feel empowered to make decisions on their own, an organization has a "decentralized" structure. Decentralization becomes necessary as a company grows larger.

What are the two major forces of Organizational Change noted in the text

Changes in Leadership Mergers and Acquisitions

What are Espoused Values

Espoused Values - are the beliefs, philosophies, and norms that a company explicitly states. Espoused values can range from published documents, such as a company's vision or mission statement, to verbal statements made to employees by executives and managers.

What is the difference between espoused and enacted values?

Espoused are those that are stated and explicit Enacted are those represented by the actual actions of the organization and its members

selection tools: describe physical ability tests

For jobs requiring physical abilities, such as firefighting, garbage collecting, and package delivery, managers use physical ability tests that measure physical strength and stamina as selection tools.

Define and give an example of each of the following terms (be able to recognize them) - Formalization

Formalization when there are many specific rules and procedures used to standardize behaviors and decisions. Although not something you can necessarily see on an organizational chart, the impact of formalization is felt throughout the organization. Rules and procedures are a necessary mechanism for control in every organization.

Bureaucratic structures: what is a functional structure and what are the pros and cons

Functional Structure - The most basic of these forms, employees are grouped according to the function they perfume for the organization (e.g. marketing, finance, etc) Pros 1. have a high degree of work specialization that's centrally coordinated. 2. Managers have expertise in an area and interact with others with the same type of expertise to create the most efficient solutions for the company. Encourages learning from others doing similar jobs Easy for managers to monitor and evaluate workers Cons employees don't communicate as well across functions as they do within functions. Preoccupation with own department and losing sight of organizational goals

Define Human Resources

Human resource management (HRM) includes all the activities managers engage in to attract and retain employees and to ensure that they perform at a high level and contribute to the accomplishment of organizational goals.

Selection tools: describe interviews

Interviews - Virtually all organizations use interviews during the selection process. Interviews may be structured or unstructured. - In a structured interview, managers ask each applicant the same standard questions - An unstructured interview proceeds more like an ordinary conversation. The interviewer feels free to ask probing questions to discover what the applicant is like and does not ask a fixed set of questions determined in advance. - In general, structured interviews are superior to unstructured interviews because they are more likely to yield information that will help identify qualified candidates, are less subjective, and may be less influenced by the interviewer's biases.

What are the five additional tips for effective negotiation?

Look forward, not backward. Separate people from problems. Adopt a win-win attitude. Respond, don't react. When Use a third party if needed

What are the five factors that impact the ability for leaders to influence others

Low substitutability High discretion High centrality High visibility Level of crisis

Bureaucratic structures: what is a matrix structure and what are the pros and cons

Matrix structures are more complex designs that try to take advantage of two types of structures at the same time. Pros allows for significant flexibility Can adapt more quickly to the environment Cons Can be stressful and confusing reporting to two bosses

What are Observable Artifacts

Observable Artifacts - are the manifestations of an organization's culture that employees can easily see or talk about.

What are the three components of Organizational Culture and be able to describe each?

Observable Artifacts, Espoused Values, Basic Underlying Assumptions

Define and briefly explain the following terms - Organizational Design

Organizational design is the process of creating, selecting, or changing the structure of an organization. Ideally, organizations don't just "let" a structure develop on its own; they proactively design it to match their specific circumstances and needs.

selection tools: describe performance tests

Performance tests measure job applicants' performance on actual job tasks.

Sources of power: personal, what are the types? how and when are they used?

Personal - Expert/Info: the power of knowledge. Some people can influence others through their relative expertise in particular areas. NOTE! If different followers have considerably greater amounts of expert power, the leader may be unable to influence them using expert power alone - Referent: the potential influence one has due to the strength of the relationship between the leader and the followers. NOTE! When leaders use personal power, subordinates are: More motivated/ satisfied Absent less often, and Perform better

Sources of power: positional/organizational, what are the types? how and when are they used?

Positional or Organizational - Legitimate: power depends on a person's organizational role. It can be thought of as one's formal or official authority. Some people make things happen because they have the power or authority to do so. - Reward: involves the potential to influence others due to one's control over desired resources. The potential to influence others through the ability to administer rewards is a joint function of the leader, the followers, and the situation. - Coercive: is the potential to influence others through the administration of negative sanctions or the removal of positive events. In other words, it is the ability to control others through the fear of punishment or the loss of valued outcomes.

selection tools: describe background information

Resumes, applications, and sometimes background checks

What is socialization and what are the phases?

Socialization is the primary process by which employees learn the social knowledge that enables them to understand and adapt to the organization's culture. It's a process that begins before an employee starts work and doesn't end until an employee leaves the organization. The stages are the anticipatory stage, the encounter stage, and finally understanding & adaptation

Define and give an example of each of the following terms (be able to recognize them) - Span of control

Span of control represents how many employees they are responsible for in the organization. Narrow spans of control allow managers to be much more hands-on with employees, giving them the opportunity to use directive leadership styles while developing close mentoring relationships with employees. A narrow span of control is especially important if the manager has substantially more skill or expertise than the subordinates.An organization's span of control affects how "tall" or "flat" its organizational chart becomes.

Define Strategic Human Resource Management

Strategic human resource management is the process by which managers design the components of an HRM system to be consistent with each other, with other elements of organizational architecture, and with the organization's strategy and goals. The objective of strategic HRM is the development of an HRM system that enhances an organization's efficiency, quality, innovation, and responsiveness to customers—the four building blocks of competitive advantage.

What is the ASA framework?

The ASA framework holds that potential employees will be attracted to organizations whose cultures match their own personality, meaning that some potential job applicants won't apply due to a perceived lack of fit.67 In addition, organizations will select candidates based on whether their personalities fit the culture, further weeding out potential "misfits." Finally, those people who still don't fit will either be unhappy or ineffective when working in the organization, which leads to attrition (i.e., voluntary or involuntary turnover).

Socialization stages: anticipatory stage

The anticipatory stage happens prior to an employee spending even 1 second on the job. It starts the moment a potential employee hears the name of the organization. The bulk of the information acquired during this stage occurs during the recruitment and selection processes that employees go through prior to joining an organization. Relevant information includes the way employees are treated during the recruitment process, the things that organizational insiders tell them about the organization, and any other information employees acquire about what the organization is like and what working there entails.

Define and give an example of each of the following terms (be able to recognize them) - Chain of command

The chain of command within an organization essentially answers the question "Who reports to whom?" Every employee in a traditional organizational structure has one person to whom they report. That person then reports to someone else, and on and on. The chain of command can be seen as the specific flow of authority down through the levels of an organization's structure.

Socialization stages: the encounter stage

The encounter stage begins the day an employee starts work. There are some things about an organization and its culture that can only be learned once a person becomes an organizational insider. - During this stage, new employees compare the information they acquired as outsiders during the anticipatory stage with what the organization is really like now that they're insiders. To the degree that the information in the two stages is similar, employees will have a smoother time adjusting to the organization. - Problems occur when the two sets of information don't quite match. This mismatch of information is called reality shock.

Socialization stages: understanding and adaptation

The final stage of socialization is one of understanding and adaptation. During this stage, newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization. The important part of this stage is change on the part of the employee.

selection tools: describe paper and pencil tests

The two main kinds of paper-and-pencil tests used for selection purposes are ABILITY tests and PERSONALITY tests; both kinds of tests can be administered in hard copy or electronic form. Ability tests assess the extent to which applicants possess the skills necessary for job performance, such as verbal comprehension or numerical skills. Personality tests measure personality traits and characteristics relevant to job performance. Some retail organizations, for example, give job applicants honesty tests to determine how trustworthy they are.

What are the differences between a tall and a flat organization

What are the differences between a tall and a flat organization FLAT •Decentralized authority •Fewer levels of authority relative to company size •Flat structures have fewer levels and wide spans of control •Giving lower-level managers and nonmanagerial employees the right to make important decisions about how to use organizational resources •When authority is decentralized, it can become more flexible. Decentralizing can involve the empowerment of employees, the creation of self-managed work teams, the establishment of cross-functional teams, or a move to a product team structure. TALL •Centralized authority •Many levels of authority relative to company size •Tall structures have many levels of authority and narrow spans of control. •Drawback: potential for communication problems. Upper-level management might find it complicated and time-consuming to communicate with lower-level management, and vice-versa.

Define and give an example of each of the following terms (be able to recognize them) - Work Specialization

Work specialization is the way in which tasks in an organization is divided into separate jobs. In some organizations, this categorization is referred to as a company's division of labor. How many tasks does any one employee perform? To some degree, work specialization is a never-ending trade-off among productivity, flexibility, and worker motivation.

What are all of the selection tools used when hiring a candidate

interviews, background information, references, performance tasks, physical ability tests, paper and pencil tests

Bureaucratic structures: what is a multi-divisional structure (what are the sub-categories) and what are the pros and cons

multi-divisional structures (or just divisional) are bureaucratic organizational forms in which employees are grouped into divisions around products, geographic regions, or clients (see Figure 15-4). Each of these divisions operates relatively autonomously from the others and has its own functional groups. Multi-divisional structures generally develop from companies with functional structures whose interests and goals become too diverse for that structure to handle. - Product structures group business units around different products that the company produces. Each of those divisions becomes responsible for manufacturing, marketing, and doing research and development for the products in its own division. - Geographic structures are generally based around the different locations where the company does business. The functions required to serve a business are placed under a manager who is in charge of a specific location. Reasons for developing a geographic structure revolve around the different tastes of customers in different regions, the size of the locations that need to be covered by different salespeople, or the fact that the manufacturing and distribution of a product are better served by a geographic breakdown. - the client structure. When organizations have a very large number of customers or groups of customers that all act in a similar way, they might organize their businesses around serving those customers. Pros - Allows functional managers to specialize in one product, geographic, or market area. - Division managers become experts in their area. - Corporate managers do not need direct supervision of the division. - Divisional management improves the use of resources (but only within a division) Cons - Duplication of functions across the organization (HR, Finance, Marketing) is inefficient

what are the sources of leader power

personal which includes expert/info and referent AND positional/organizational which includes legitimate, reward, coercive

Define Power

the capacity to produce effects on others or the potential to influence others.