Management Final

What are the business defenses used to counter a claim of discrimination?

-Job Relatedness -Bona fide occupational qualification -Seniority -Business Necessity

What are the components of a compensation system?

10% incentives 40% benefits 50% salary

Google uses data analytics to improve all of its employment practices. Scientists at Google's people and innovation lab found that the optimal number of interviews was

4

In dozens of experiments, the research shows that people tend to prefer teams of members.

4 or at most 5

What is the administrative model of decision making

Administrative: An approach to decision-making that explains why decision making is inherently uncertain and risky and why managers usually make satisfactory rather than optimum decisions

· What does it mean to be "stuck in the middle"?

Attempting to simultaneously pursue both a low cost strategy and a differentiation strategy -Difficult to achieve low cost with the added costs of differentiation.

What is a recruitment system? What recruiting methods are most relevant for college undergraduates?

Begins with forecasting so you know how many people you need. Employees will measure the costs, benefits, and yields of different recruiting channels. external recruiting is most relevant: networking, linkedin,

One of the recommendations for virtual team work is to ensure that 15% of team members are ______ ______ these members have connection outside the team that allow them to help get work done

Boundary-spanners

Why is diversity important to business?

Cost: Less turnover; more productivity if diverse employees are engaged in work Talent Acquisition: better PR; more able to attract best talent and sell product if you have a good reputation Marketing: Better insight to market to diverse populations Creativity: Different sources of ideas; different perspectives Problem-solving: wider range of perspectives; devil's advocate; avoid groupthink Flexibility: more fluid; can react for environmental changes Avoid litigation Globalization

Costco's CEO, Jelinek, clearly identifies Costco's stakeholders. Who are Costco's key stake holders?

Customers and Employees

What government agencies would Milton Friedman support (film)?

Department of Defense (Greed Video class 12)

What is disparate treatment and adverse impact and how do you establish a case for both?

Disparate Treatment: Intentional discrimination Adverse Impact: Unintentional discrimination -An education or job requirement disproportionately impacts a group in your workforce. Or, your workforce does not reflect the local labor market. OR show proportion of employees in the company does not match the qualified labor pool. -Hooters example

What is employment at will?

Either party - the employer or the employee- could terminate a work arrangement at any time for any non-discriminatory reason. -Does not apply to contract or union employees -Legal limitations: -Public policy limitations -Wrongful discharge -Implied contract

______ _____ and______ influence team members' emotions in a "top down" fashion.

Emotional Norms; Leaders

Which of the following was not discussed as a "stakeholder" in the text, but could be identified as such?

Environment (stakeholders want to maximize their return on investment)

In your first job out of college, what type of power will you pose from a supervisor's point of view?

Expert Power

What are some of the strengths, weaknesses, opportunities, and threats for Amazon and the Kindle? (SWOT ANALYSIS)

FOR KINDLE: -Strengths: -Amazon is trusted -Specifically for reading -Weaknesses: -Limited selection of apps. -Browser doesn't come with bookmarks or history -known to delete books, gives bad rep and kills future sales (from the first article) -Opportunities: -Parents want to buy something for kids to read, not play games (IPad) -Price → cheaper than the ipad -Threats: -New way of using a device -Ipad

Two reasons why HR planning sometimes lead managers to outsource are

Flexibility and Cost

Virtual teams seem to excel at _____ and solving problems mainly because they make decisions based on _____.

Generating ideas; merit

What is goal setting theory?

Goal setting theory: Focuses on identifying the types of goals that are effective in producing high levels of motivation and performance and explaining why goals have these effects.

What is the purpose of a job analysis and what are the components of a job analysis?

Job analysis- Describes the process of obtaining information about jobs Components- Provides the foundation for most HR functions, mandated by legal requirements-they protect organizations and employees, they reduce role conflict and ambiguity and help define standards of performance, applicants must be able to understand what the functions of a job are before they can respond to the question "can you perform the essential functions of the job for which you are applying?"

According to Fielder, which aspect of the model is fixed?

Leadership Style

What do the different dimensions of the Myers Briggs Framework signify? When should this assessment be used? What is a major limitation of the assessment (and most of the assessments you took, for that matter)?

Myer-Briggs Framework: Most widely used personality-assessment instrument in the world -Individuals are classified as extroverted or introverted (E or I), sensing or intuitive (S or N), thinking or feeling (T or F), and judging or perceiving (J or P). Classifications combined into 16 personality types (ex: INTJ or ESTJ)

All of the following traits except ________ have been linked to our stereotype of a "leader" (other options: good posture, physical fitness, height-tall, voice quality- deep) the look of a leader article

Number of offspring- two or more

All of the following except __________________ are tools used by companies to create employee engagement.

Offering superb benefits, including health care and tuition reimbursement

What are the main take aways about motivation from the "Paying for Grades" video?]

Pay is dissatisfying

What is a SWOT analysis?

SWOT: A planning exercise in which managers identify internal organizational strengths and weaknesses, external opportunities, and threats. -Organizational strengths and weaknesses -Strengths (e.g., superior marketing skills) -Weaknesses (e.g., outdated production facilities) -External opportunities and threats -Opportunities (e.g., entry into new related markets -Threats (increased competition)

What is a selection system? How does it "funnel" candidates? What selection system instruments are most effective and why?

Screening - Narrow pool goal: narrow pool use quick and cost effective tools (ie. resumes, applications) More intensive screening- Sort candidates by desirability Final screening- Final check on candidates

Your team in our class is a

Self-managing team

engage the best and brightest and retain them, they think you care more about them than yourself. Not about making you look good- make them successful Taking care of others (Don Knauss of Clorox)

Servant Leader

What is not protected under title VII of the civil rights act?

Sexual Orientation

What is the exact definition of the EEO Title VII? What claims are most common?

Title VII prohibits employment discrimination based on race, color, religion, sex and national origin. Claims: Top charges: Race, sex, color, national origin, religion? -Race: 34 k -Gender: 30 k -Retaliation: 31 k

Participants in "hackathons" first hear pitches from clinicians and then a keynote address. The next step in the process is:

To pose problems of interest for 60 sec and then, as a group, propose solutions for sixty seconds

What approach did BMW use retain their older workers?

inclass video about making small changes to their factory (wood flooring where workers stand, stretching station, etc.) to adapt to their older work employees

Incomplete Information

incomplete information - even if managers had unlimited ability to evaluate information, they still would not be able to arrive at the optimum decision because they would have incomplete information. information is incomplete because of risk and uncertainty, ambiguity, and time constraints

During the recession, Costco faced declines in same store sales. Most companies elected to protect shareholders by cutting wages. Costco responds by:

increasing wages by $1.50 over the years. (right vs. right)

What values were in conflict in the Siena/Francis homeless shelter case?

integrity of the mission (beer company) duty to care for those you work to help

What was the significance of the Marshmallow experiment?

kids who delayed eating the marshmallow later had higher SAT scores, had a higher level of education and were healthier people who have an internal locus of control believe they themselves are responsible for their own fate; see their own actions and behaviors as being major and decisive determinants of important outcomes Conscientiousness

What are the different types of selection system instruments?

o Background information - from job applications and from resumes - many organizations are performing background checks to verify the background information prospective employees provide (and also to uncover any negative info) o Interviews - structured interview (managers ask each applicant the same standard questions) situational interview questions (present interviewees with a scenario they would likely encounter on the job and ask them to indicate how they would handle it) unstructured interview (proceeds more like an ordinary conversation) o Paper and pencil test - Ability tests (assess the extent to which applicants possess the skills necessary for job performance) Personality tests (measure personality traits and characteristics relevant to job performance à honesty test) o Physical ability tests - for jobs requiring physical abilities - measure physical strength and stamina as selection tools o Performance tests - measure job applicants' performance on actual job tasks (keyboarding test) o References - applicants for many jobs are required to provide references from former employers or other knowledgeable sources who know the applicants' skills, abilities, and other personal characteristics - usually used at the end of the selection process - not always effective because older employers are reluctant to give negative info.

On what basis should you evaluate selection system instruments?

o Reliability (the degree to which a tool or test measures the same thing each time it is used) o Validity (the degree to which a tool or test measures what it purports to measure - the degree to which the test predicts performance o the tasks or job in question) o Applicant reactions o Adverse impact (unintentional discrimination) o Cost of the predictor (how expensive is it?)

What types of question can you expect in an interview?

open-ended: expand on job-relevant skills; good ice breaker, applicant can give pitch ex: "What brought you into this line of work?" situational questions: "what if" -- applicants describe what they would do in a hypothetical job scenario (that requires job related to KSAO) behavioral questions: based on the notion that past behavior predicts future behavior; interviewers look for problem, action and result (PAR) includes pre-set criteria restaurant server example

What are the components of an appraisal system?

performance appraisal: the evaluation of employee's job performance and contributions to the organization focuses on the evaluation of: traits, behaviors and results

According to Patty McCord in her article "how Netflix reinvented HR" the most important job for good talent managers is to:

think like business people and innovators Netflix got rid of vacations and evaluation

What is an entrepreneur, what are their characteristics, and how do they operate in different environments (e.g., within an established company)?

-Entrepreneur: an individual who notices opportunities and decides how to mobilize the resources necessary to produce new and improved goods and services - characteristics: openness to experience, have an internal locus of control(control their future), high level of self- esteem and a high need for achievement

Analyze the competitive forces of an industry (e.g., the airline industry)? (Five Forces Model)

-Focus on airline industry anaylsis: Bad/worst industry to be in. None of the factors are benign. - Suppliers are powerful (According to Porter)- Gates, aircraft, GE, Airbus makes a lot more money. Labor is unionized - Buyers: Buy cheapest ticket. Price sensitive -Threat of entry: low barriers to entry, you can rent a plane, lease a gate -Rivalry: Intense and on price - Substitutes: Use a car or train, much less expensive

What are the defining features of teams and groups?

-Group: 2 or more people who interact with each other to accomplish certain goals. -Team: Interdependent, bounded, stable, authority, intensity teams have intensity and specific overiding goals or objectives

What is management and what is a manager?

-Management: The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently. -Managers: The people responsible for supervising the use of an organization's resources to meet its goals. Resources include people, skills, know-how, machinery, raw materials, computer and IT, and financial capital. First line, middle line, top managers, and then CEO -Organizations: Collections of people who work together and coordinate their actions to achieve a wide variety of goals.

-McClelland's Needs for Achievement, Affiliation, and Power:

-Need for achievement: A strong desire to perform challenging tasks well and meet personal standards for excellence -Need for Affiliation: Extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him get along with each other. Need for Power: Extent to which an individual desires to control or influence others Personal Organization Power: Concentrates on obtaining and exercising power and authority Thinks about how to obtain power High need to win arguments, persuade others, and prevail Uncomfortable without power

What are the sources of an organization's code of ethics?

-Societal Ethics: The values and standards embodied in a society's laws, customs, practices, and norms and values. -Professional Ethics: The values and standards that groups of managers and workers use to decide how to behave appropriately. -Individual Ethics: Personal values and standards that result from the influence of family, peers, upbringing, and involvement in significant social institutions.

What are smart goals

-Specific: Describe what the outcome will look like if you achieve your goal including relevant details so that anyone would have the same understanding as you. Measurable: Establish concrete criteria for measuring the outcome of the goal Ambitious but also Realistic Time based: By when you will achieve this outcome.

-Maslow's Hierarchy of Needs:

-Specifies that there are 5 human needs and that these needs are arranged in such a way that lower, more basic needs must be satisfied before higher-level needs become activated. Ranking of needs: 1.) Physiological needs 2.) Safety and Security needs Social needs Esteem needs Self-actualization.

What are three theories of leadership discussed in class and in the text? What do they say about leadership behavior and how useful are these theories in predicting leadership behavior?

-Trait Approach- The view that leaders possess special traits that set them apart from others and that these traits are responsible for their assuming positions of power and authority Traits are better at predicting leader emergence than leader effectiveness -Behavioral Theory- Assumes people can be trained to lead, provides the basis of design for training programs Behavioral Model- identifies the two basic types of behavior that many leaders engaged in to influence their subordinates Fiedler's Model- Effective group performance depends on the proper match between the leader's style and the degree to which the situation gives control to the leader -Contingency Theory- Task oriented leaders are successful, relationship oriented leaders are successful in moderate situations, leaders cannot change their orientation and should try and find situations that suit them

What are the rules/tools for making ethical decisions? What are the limits of these rules?

-Utilitarian Rule: Decision that produces the greatest good for the greatest number of people. Ethical math problem. Net balance of good vs. bad. (Class sinking example: Save the 3 people who will have the best impact on the world.) -Moral Rights Rule: Decision that best maintains and protects the fundamental or inalienable rights and privileges of the people affected by it. Duty, reputation. (Class sinking ex: Let the people on the raft vote.) -Justice Rule: Decision that attributes benefits and harms among people and groups in a fair, equitable, or impartial way. (Class sinking example: Flip a coin.) -Practical Rule: Decision that a manager has no hesitation about communicating to people outside the company because the typical person would think its acceptable. (Class sinking ex: Keep the women, children, disabled, etc...)

How do teams help an organization gain a competitive advantage?

1) enhancing performance 2) increase its responsiveness to customers 3) increase innovation and 4) increase employees' motivation and satisfaction synergy = performance gains that result when individuals/departments coordinate their actions

What is the team development cycle (e.g., forming, norming, etc.)?

1. Form: build acquaintances and ground rules 2. Storm: intergroup conflict as members establish their roles and the norms of the group. Competition for leadership. members may withdraw 3. Norm: agreement over goals and values. Roles established, bonds intensify. teams begin to function as a whole, norms develop 4. Perform: focus is on tasks and collaboration. Role differentiation and specialization. teams in good shape respond flexibly to criticism and will show signs of efficiency and effectiveness

What are the components of HRM?

1. Recruitment and Selection: used to attract and hire new employees who have the abilities, skills and experiences that will help an organization achieve its goals 2. Training and Development: ensures that organizational members develop the skills and abilities that will enable them to perform their job effectively in the present and future. 3. Performance Appraisal and Feedback: provides managers with the info they need to make good human resource decisions about how to train, motivate and reward organizational members. 4. Pay and Benefits: Rewarding high performing organizational members with raises, bonuses and recognition. 5. Labor Relations: Steps that managers take to develop and maintain good working relationships with the labor unions.

What is the five forces model?

1.) Level of Rivalry: Degree of competition for customers tends to drive down profits - good example are the overabundance of restaurants in Boulder. Competition leads to lowering of prices and more advertising. 2.) Potential for Entry: When a company can easily enter a market. For example, Starbucks has threat of entry coffee shops that want to enter this market. -Barriers to entry: supply-side economy of scale, capital requirements to enter the market (pharmaceuticals), government policy restricts entry (taxi, liquor). 3.) Power of suppliers: if there are only a few large suppliers, they can drive up the prices. For example, when Microsoft had a near monopoly on operating systems, they would cut profitability out of PC sellers. 4.) Power of Buyers: Big, powerful buyers or buyers group can bargain prices down particularly when they buy in volume. The Federal government buys weapons. 5.) Threat of Substitutes: performs the same or a similar function as an industry's product by a different means. Videoconferencing is a substitute for travel, plastic is a substitute for aluminum.

What are the three stages of the planning process?

1.) Mission Statement: A broad declaration of an organization's purpose that identifies the organization's products and customers and distinguishes the organization from its competitors. a. Functional Level: Executes Tasks b. Functional Area: Different areas that support functions (marketing, finance, etc...) c. Time Horizons of plans: The intended duration of a plan i. Long-term: 5 years or more ii. Intermediate-term: 1-5 years (Corporate and business-level goals and strategies.) (Also functional plans) iii. "Short" term: 1 year d. Defining the business i. Who are our customers? ii. What costumer needs are being satisfied? iii. How are we satisfying our customer needs? e. Alignment: Goals must align with mission of company. 2.) Planning: Identifying and selecting appropriate goals and courses of action for an organization 3.) Strategy: A cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals.

What are the major tasks of management?

1.) Planning: Choose appropriate goals and courses of action. Process of identifying and selecting appropriate goals and courses of action a. Deciding which goals to pursue b. Deciding what strategies to adopt and attain those goals c. Deciding how to allocate organizational resources 2.) Organizing: Establish task and authority relationships. Structuring working relationships in a way that allows organizational members to work together to achieve organizational goals. Resources to achieve goals. 3.) Leading: Motivate, coordinate, and energize individuals 4.) Controlling: Establish accurate measuring and monitoring systems to evaluate how well the organization has met its goals.

What are the five components of emotional intelligence, what are the hallmarks of each, and can they be learned? (article)

1.) self-awareness: the ability to recognize and understand your moods, emotions, and drives, as well as their effect on others; hallmarks... self confidence realistic self-assessment self-depreciating sense of humor 2.) self-regulation (self-management): the ability to control or redirect disruptive impulses and moods; the propensity to pursue goals with energy and persistence, hallmarks... trustworthiness & integrity comfort w ambiguity openness to change 3.) motivation: a passion to work for reasons that go beyond money or status; a propensity to pursue goals with energy and persistence; hallmarks... strong drive to achieve optimism, even in the face of failure organizational commitment 4.) empathy (social awareness): the ability to understand the emotional makeup of other people; skill in treating people according to their emotional reactions; hallmarks... expertise in building and retaining talent cross-cultural sensitivity service to clients and customers 5.) social skill (relationship mangement): proficiency in managing relationships and building networks; an ability to find common ground and built rapport; hallmarks... effectiveness in leading change persuasiveness expertise in building and leading teams

Human Relations movement.

A management approach that advocates the idea that supervisors should receive behavioral training to manage subordinates in ways that elicit their cooperation and increase their productivity - originated from the Hawthorne studies

What are the major components of pay? How are people motivated by these components?

A. Pay as a motivator Expectancy: association between performance and outcomes, must be high for motivation to be high Need theory: pay is used to satisfy many needs Equity theory: pay is given in relation to inputs Goal setting theory: pay is linked to attainment of goals Learning theory: pay is distributed upon performance of functional behaviors Herzberg: not a motivator, can dissatisfy

What are differences between command groups, task forces, and self-managed work team?

Command group: a group composed of subordinates who report to the same supervisor; also called a department or unit Task force: a committee of managers or nonmanagerial employees from various departments or divisions who meet to solve a specific, mutual problem: also called a hoc committee Self-managed work teams: a group of employees who supervise their own activities and monitor the quality of the goods and services they provide.

What are the three stages of levels?

Corporate-level strategy: a plan of action to manage the growth and development of an organization so as to maximize its long run ability to create value Business - Level strategy: a plan of action to take advantage of favorable opportunities and find ways to counter threats so as to compete effectively in an industry Functional-Level strategy: a plan of action to improve the ability of an organization's departments to create value

What is the definition of diversity and what is the purpose of diversity programs?

Diversity is traits you were born with and traits you adopt Diversity programs = NOT a legal requirement purpose = to integrate and retain the best talent into the company; fulfill the need to respect all diverse qualities avoid letting stereotypes affect decisions

How does equity theory operate at work? What employment practice does it impact directly?

Equity Theory: A theory of motivation that focuses on people's perceptions of the fairness of their work outcomes relative to their work inputs Underpayment inequity and overpayment inequity Relative; perception Pay policy: internal and external pay equity Equity: Outcomes/Inputs = Outcomes/Inputs. (Example: An engineer perceives that he contributes more inputs (time and effort) and receives proportionally more outcomes (a higher salary and choice job assignments) than his referent.)

What is an ethical dilemma? How do you solve an ethical dilemma?

Ethical Dliemma: Situation concerning right or wrong in which values you hold are in conflict -Individuality vs. community -Justice vs. Mercy -Truth vs. Loyalty A dilemma between "right and right" Solve an ethical dilemma by: Know your own values Be guided by your values Spot the red flags Decide what is right Take action to do the right thing

What is the difference between ethics and values?

Ethics: Actions consistent with beliefs. your beliefs about what is right or wrong, good or bad, especially in actions that affect others Values: basic beliefs, qualities of behavior, thought and character that socially regards as being intrinsically good, having desirable results and worthy emulation by others

What is expectancy theory? Why is it difficult to validate the effectiveness of this theory?

Expectancy theory: The theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes. Motivation is based on people's beliefs about the probability that effort will lead to performance, multiplied by the probability that performance will lead to reward, multiplied by the perceived value of the reward. (M=V*I*E) Determinants of motivation: -Valence (3): The value a person laces on the rewards he or she expects to receive from an organization. (Peoples reward,Value) -Instrumentality (2): An individual's beliefs regarding the likelihood of being rewarded in accord with his or her own level of performance (P-->O) (will you get the reward) -Expectancy (1): The belief that one's efforts will positively influence one's performance (E-->P) (Word hard,get better)

What is the distinction between intrinsic and extrinsic motivation?

Intrinsic Motivation: Behavior that is performed for its own sake Motivation occurs while engaging in the behavior. Example: Playing an instrument to get someone to smile and say I did a good job Extrinsic Motivation: ($) Behavior that is performed to acquire material or social rewards or to avoid punishment The source of motivation is the consequence of the behavior Example: Playing an instrument for money

What are the main points about decision making from the Dan Ariely video?

Main point: if we could understand cognitive limitations, we could design a better world We wake up in the morning and we feel we make decisions. They gave doctors a choice: nothing is working, so patient is referred to hip replacement. A) there was one medication you forgot (majority pull back patient) B) there were two medications you didn't try (the majority let the patient go to hip replacement).

What does the Pygmalion effect predict and what actions should a manager/leader take to benefit from the Pygmalion effect?

One of the strongest effects in leadership intervention research: Leaders' higher performance expectations positively impacts follower performance Implications: Communicate your goals, reinforce your belief in ability to achieve goals, celebrate achievement of goals, hold high expectations and believe them

What are power tactics? Which ones are most effective?

Power tactics: legitimate power: the authority that a manager has by virtue of his or her position in an organizational hierarchy reward power: the ability of a manager to give or withhold tangible and intangible rewards coercive power: the ability of a manager to punish others (negative) expert power: power that is based on special knowledge, skills and expertise that a leader possesses referent power: power that come from subordinates' and coworkers' respect, admiration and loyalty **PERSONAL sources of power are more effective than formal (i.e. expert and referent)*** *** Coercive power is negatively related to employee satisfaction and commitment typically held by and available by likeable managers who are concerned about their workers

What is the difference between a programmed and an un-programmed decision? Why is the distinction significant?

Programmed Decision: Routine, virtually automatic decision making that follows established rules or guidelines - Managers have made the same decision many times before - There are rules or guidelines to follow based on experience with past decisions - Little ambiguity involved. Unprogrammed Decision: Non-routine decision making that occurs in response to unusual, unpredictable opportunities and threats -Intuition: Often used in response to nonprogrammed decisions -Reasoned judgments: Well thought out decision that requires careful information gathering, generation of alternatives, and evaluation of alternatives. -In non-programmed decisions, you have more chance of error whether you are using judgment or the unconscious.

Job enrichment theory

Skill Variety: The degree to which a job requires various activities, requiring the worker to develop a variety of skills and talents. Jobholders can experience more meaningfulness in jobs that require several different skills and abilities than when the jobs are elementary and routine.[2] Task Identity: The degree to which the job requires the jobholders to identify and complete a workpiece with a visible outcome. Workers experience more meaningfulness in a job when they are involved in the entire process rather than just being responsible for a part of the work.[2] Task Significance: The degree to which the job impacts other people's life. The influence can be either in the immediate organization or in the external environment. Employees feel more meaningfulness in a job that substantially improves either psychological or physical well-being of others than a job that has limited impact on anyone else.[2] Autonomy: The degree to which the job provides the employee with significant freedom, independence, and discretion to plan out the work and determine the procedures in the job. For jobs with a high level of autonomy, the outcomes of the work depend on the workers' own efforts, initiatives, and decisions; rather than on the instructions from a manager or a manual of job procedures. In such cases, the jobholders experience greater personal responsibility for their own successes and failures at work.[2] Feedback: The degree to which the worker is provided with clear, specific, detailed, actionable information about the effectiveness of his or her job performance. When workers receive clear, actionable information about their work performance, they have better overall knowledge of the impact of their work activities, and what specific actions they need to take (if any) to improve their productivity.

What is motivation, exactly?

The psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort, and a person's level of persistence. (Drive)

What is the sharing economy? What kind of competitive threat (the five forces model) might an upstart "sharing economy" business pose for an established, traditional business?

The sharing economy (sometimes also referred to as the peer-to-peer economy, mesh, collaborative economy, collaborative consumption) is a socio-economic system built around the sharing of human and physical resources. Shakes up corporate level strategy as it challenges mainstream business in many sectors.

What is the difference between transactional and charismatic leadership?

Transactional Leaders- Leaders that motivate subordinates by rewarding them for high performance and reprimanding them for low performance Charismatic Leaders- An enthusiastic, self-confident leader who is able to clearly communicate his or her vision of how good things could be

What are some of the strengths and weaknesses of the sharing economy from a worker's point of view?

Uber allows people to connect services with sellers and she is the microentrepreneur. Of course this brings opportunities and strength in a sharing economy. Although at the same time it is very up in the air and can be risky. Good deal for consumers as well as investors, can run a company with no salary cost Bad deal for the worker they don't receive any benefits, consistent salary, no insurance, can't challenge companies decisions on terms The pay is good, it is convenient for the worker. But from an economical standpoint and from an insurance perspective it doesn't make sense. what happens if the taxi driver gets in a car accident. who pays for the health insurance bills, who pays for the car...the worker in most cases. The employer will not back you up

Why is it important to identify your values? What are the universal values?

Universal values: Honesty, respect, responsibility, fairness, and compassion

Weber's Theory

bureaucracy—a formal system of organization and administration designed to ensure efficiency and effectiveness—and created bureaucratic theory. A bureaucratic system of administration is based on five principles. five principles: 1. a manager's formal authority derives from the position he or she hold in the organization 2. people should occupy positions because of their performance, not because of their social standing or personal contacts 3. the extent of each position's formal authority and their responsibilities, and their relationships to other positions in an organization, should be clearly specified 4. authority can be exercised effectively in an organization when positions are arranged hierarchically, so employees know whom to report to and who reports to them 5. managers must create a well-defined system of rules, standard operating procedures, and norms so that they can effectively control behavior within an organization

What are the different teams structures (based on the amount of authority teams have)?

o Manager Led Team - task execution; ex. Flight crew, stage crew à follows what the leader says o Self-Designing Teams - making decisions of who is on the team, how will people be rewarded, what skills do you need? o Self-governing team - independent ask forces, ex. board of directors o Self-Managing - team takes over, managing performance process Track goal process, are we meeting our goals? executive search, managerial task force What are the specific processes within the teams?

What are the implications for teams of the Asch conformity experiments?

o One person is told they are taking part in a visual perception test - the other people in the group are actors - the test is really about group conformity o The actors were told to say the wrong answers - the actor will be examined to see if he goes along with the opinions of the group or says the right answer o It proves that we will conform to the group - we are very aware of what the people around us think and we want to be liked - so that means we will go along with the group even if we don't believe what others are saying o The Solomon Asch Experiment shows how others influence people in a group. They conform to what others do to a much larger extent than they think

What are the deterrents to team productivity (social loafing, etc.)?

o Social Loafing - diminished motivation: negative acceleration with more team members à the greater the number of people who work on a group task, the smaller the contribution any one member of the group will make *** o Essential conditions for successful team performance: expertise o Social Facilitation - predictable enhancement in performance in the presence of others § An improvement in performance produced by the mere presence of others o Social Inhibition - person becomes concerned with discrepancies between their performance and standards of excellence § Derailing effects of performance in the presence of co actors and audiences o Ways team players can ensure optimal response to a challenge: expertise, practice, and rehearsal o Free Riding - diffusion of responsibility, sucker aversion, lack of self efficacy § Fixes for free riding: increase identifiably, promote involvement, reward performance, strengthen team cohesion, use team charters, provide teams with reviews and feedback, maintain right staffing level

Does working from home make teams more innovative?

o Virtual work presents some distinct advantages, particularly when it comes to generating ideas ands solving problems o Virtual meetings deliver what Kingl calls "a meritocracy of ideas" o There is a greater chance for a marketplace of ideas and there are fewer biases in virtual meetings compared to face-to-face meetings o Article: "does working from home make teams more innovative"

What are pooled, sequential, and reciprocal interdependence and why are they important?

pooled interdependence: each organizational department or business unit performs completely different functions; not inherently direct but working towards same common goal/ business objective sequential: when one units produces the output necessary for the next unit performance; scheduling & planning = essential reciprocal: output of one department becomes the input of another in a cyclical cycle

What are social influence tactics? Which ones are most effective?

rational persuasion: using logical arguments and facts to persuade another that a desired result will occur inspirational appeal: arousing enthusiasm by appealing to one's values and beliefs personal appeal: appealing to feelings of loyalty and friendship before making a request ingratiation: getting someone to do what you want by putting that person in a good mood or getting him or her to like you consultation: asking for participation in decision making or planning a change exchange: promising some benefits in exchange for complying with a request legitimating: pointing out one's authority to make a request or verifying that it is consistent with prevailing organizational policies and practices coalition building: persuading by seeking the assistance of others or by noting the support of others pressure: seeking compliance by using demands, threats or intimidation ***Rational persuasion, inspirational appeals and consultation are more effective using more than one compatible tactic at the same time or sequentially increases the chance of success 'softer' tactics work better than 'harder' tactics pressure = least effective

Risk and Uncertainty

risk and uncertainty - risk is present when managers know the possible outcomes of a particular course of action and can assign probabilities to them. uncertainty exists when the probabilities of alternative outcomes cannot be determined and future outcomes are unknown. the probability of a given outcome occurring is not known, so managers have little information to use in making a decision.

What is the significance of each step of the decision making model? How does each step enhance decision making?

step 1: recognize the need for a decision - sparked by an event such as environment changes step 2: generate alternatives - managers must develop feasible alternative courses of action step 3: assess alternatives - what are the advantages and disadvantages of each alternative? general criteria for evaluating possible courses of action: legal ethical economical practical step 4: choose among alternatives - rank the various alternatives and make a decision tendency is for managers to ignore critical information, even when available step 5: implement the chosen alternative - managers must now carry out the alternative often a decision is made and not implemented step 6: learn from feedback - compare what happened to what was expected to happen

What is strategic human resource management?

the process by which managers design the components of a HRM system to be consistent with each other, with other elements of organizational architecture, and with the organization's strategy and goals

How does a no-tipping policy impact job satisfaction attitudes? What are the pros and cons of such a policy?

they know they will come home with $$ every night so there is more security restaurants who don't tip say employees are more satisfied and that service has actually improved pro is that it eliminates stress on customers to tip con is that wage increases are bound to translate to higher menu prices

What are the threats to team creativity?

threats are conformity, social loafing, production blocking, and performance matching o Production blocking - common problem in brainstorming groups. It is a tendency for one individual to block or inhibit other people during a group discussion. o And performance matching - the tendency for group members to match their performance to that of the lowest performing group members. Basically, the team sets its sights lower

How does the article on women entrepreneurs relate to Maslow's model?

women start or want to start their own business to achieve work life balance women in different countries have different motivators (controlling their futures, having pride in themselves) passion and independence was also another popular motivator the Maslow model is a pyramid of needs (physiological, safety, social, esteem, and self-actualization) women mostly felt the need for self-actualization ( one's full potential as a human being) and esteem

What are the business level strategies? What actions do they suggest you take?

· Low cost: drive down costs in comparison with rivals. Usually this can occur in production or manufacturing. Economies of scale are used...margins are low, but sales are high. Walmart, Southwest airlines. · Differentiation strategy: Being different on a dimension that is important to customers: for example product design, quality, after-sales service and support. Think about McGuckins versus Home Depot. McGuckins is higher priced, but differentiates itself with service. Also Nike, Morton salt, Disneyworld. , FedEx. · Focused low-cost strategy: going after one customer segment and offering a low cost product. Papa Murphys: targets low incomes families. Pizza is baked at home allowing it to accept food stamps. Keeps costs low.

Why is job satisfaction an important attitude to measure? What are the general trends in job satisfaction?

-A collection of feelings and beliefs that managers have about their current jobs. -Managers high on job satisfaction like their jobs, feel that they are being fairly treated, and believe that their jobs have many desirable features. -Causes of job satisfaction: Work itself- skill variety, task identity, task significance, job feedback, autonomy How you feel about work: is it meaningful, do you have responsibility, can you see knowledge of results Pay- not correlated after individual reaches a level of comfortable living.

What is the significance of efficiency and effectiveness in business and how do they impact performance?

-Efficiency: A measure of how well or productively resources are used to achieve a goal -Effectiveness: A measure of the appropriateness of the goals in an organization is pursuing and the degree to which the organization achieves those goals. -Organizational Performance: A measure of how efficiently and effectively managers use organizational resources to satisfy customers and achieve organizational goals. -The more effective and efficient use an organization can make of resources, the greater the relative well-being of people.

-Herzberg's Motivation-Hygiene Theory:

A need theory that distinguishes between motivator needs (related to the nature of the work itself) and hygiene needs (related to the physical and psychological context in which the work is performed) and proposes that motivator needs must be met for motivation and job satisfaction to be high.

In detail, describe the different personality frameworks and how they impact worker efficiency and effectiveness.

A. Extraversion: tendency to experience positive emotions and moods and feel good about oneself and the rest of the world 1. Managers high in extraversion tend to be sociable, affectionate, outgoing and friendly 2. Managers low in extraversion tend to be less inclined toward social interaction and have a less positive outlook B. Negative Affectivity: tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others Ex: Bezos C. Agreeableness: tendency to get along well with others 1. managers high in this are likable, affectionate and care about others 2. managers low in this may be distrustful, unsympathetic, uncooperative and antagonistic D. Conscientiousness: tendency to be careful, scrupulous and preserving (ex: marshmallow experiment) 1. managers high in this trait are organized and self- disciplined 2. managers low in this trait lack direction and self- discipline E. Openness to Experience: tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks

From the text, what are the benefits of ethical business actions? (pg. 155)

Benefits: -Trust: Willingness of one person or group to have faith or confidence in another person's goodwill, even though this puts them at risk. -Reputation: Esteem or high repute that individuals or organizations gain when they behave ethically.

What is the optimal balance of conformity and deviance in a group?

Certain level of conformity to ensure that it can control member's behavior and channel it in the direction of high performance and group goal accomplishment Certain level of deviance to ensure that dysfunctional norms are discarded and replaced with functional ones

What was the significance of the Chaplin mask and the monkey business videos?

Chaplin Mask: example of bounded rationality and top-down processing In the monkey experiment - our intense focus on counting causes us to disregard other information. Intense focus and concentration causes us miss unexpected information. Ambiguous Information can be a source of incomplete information: Information that can be interpreted in multiple and often conflicting ways

What are an organizations mission and goals? Why are they important?

Defining the Business: who are our customers? what customer needs are being satisfied? how are we satisfying customer needs? Establishing Major Goals provides the organization with a sense of direction stretches the organization to higher levels of performance goals must be challenging but realistic with a definite period in which they are to be achieved

What are some examples of intuitive decision making, of reasoned judgment?

Example 1: John Gottman, a well-known marital expert, describes how within an hour of observing a couple, he can gather with 95% accuracy if the couple will be together within 15 years. His accuracy goes down to 90% if he observes the couples for 15 minutes, supporting the phenomenon of thin-slicing. Example 2: Many other uses of thin-slicing are implied and seen throughout the media such as firemen making split-second decisions, or cops knowing something is wrong by simply a gut feeling. All these imply and show that thin-slicing actually occurs and is a fact of life that actually occurs within everyone. "the ability of our unconscious to find patterns in situations and people based on very narrow 'slices' of experience."

What are Lynda Gratton's rules for managing virtual teams?

Gratton suggests that when forming virtual teams, it is helpful to include a few members who already know eachother, well connected to people outside the team and members who have volunteered to be a part of a team companies should have some kind of online site to learn more about eachother and the kinds of work they are engaged in virtual projects should be meaningful, interesting and important to members

What are the two ways we make decisions? When should we rely on one type of decision making style over the other?

Intuition: feelings, beliefs, and hunches that come readily to mind, require little effort and information gathering and result in on-the-spot decisions often used in response to non-programmed decisions Judgment: decisions that take time and effort to make from careful information gathering, generation of alternatives, and evaluation of alternatives

How did the Yale medical "hackathon" work?

The hackathon brought together students and mentors from across Yale for a weekend of brainstorming, making plans, and devising prototypes. Awards were given in categories including affordable technology, public health, and novel approaches.

Bounded Rationality

bounded rationality - to describe the situation in which the number of alternatives a manager must identify is so great and the amount of information so vast that it is difficult for the manager to even come close to evaluating it all before making a decision. → human decision making capabilities are bounded by people's cognitive limitations = limitations in their ability to interpret, process, and act on information

What model does COSTCO follow and what is the evidence for this?

classic stakeholder model (approach) -- customers & employees FIRST

What is strategy?

cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals

What are the three skills of management? Are different skills used at different levels of management?

conceptual - conceptual skills are demonstrated in the general ability to analyze and diagnose a situation and to distinguish between cause and effect. top managers require the best conceptual skills because their primary responsibilities are planning and organizing formal education and training are important in helping managers develop conceptual skills human - include the general ability to understand, alter, lead, and control the behavior of other individuals and groups. The ability to communicate, to coordinate, and to motivate people, and mold individuals into a cohesive team distinguishes effective from ineffective managers. human skills can be learned through education and training, as well as be developed through experience thorough and direct feedback allows managers to develop their human skills technical - technical skills are the job specific skills required to perform a particular type of work or occupation at a high level ex. IT skills Managers need a range of technical skills to be effective the array of technical skills managers need depend on their position in their organization

What is decision fatigue and how does it impact decision making? How can you limit the effects of decision fatigue?

decision fatigue helps explain why ordinary, sensible people get angry at colleagues and families, splurge on clothes, buy junk food, etc. no matter how rational and high minded one may try to be, one can't make a decision without paying a biological price the more choices you make throughout the day, the harder each one becomes for your brain, and eventually, it looks for shortcuts decision fatigue: refers to the idea that people tend to make worse decisions after having made a lot of decisions. if you "flex" your decision muscle too much, it will fail you.

Why is emotional intelligence important to you?

gives individuals control of ways/how they can react

What are the best practices of self-managed teams?

gives teams enough responsibility and autonomy to be truly self-managing. Refrain from telling team members what to do or solving problems for them even if you know what should be done make sure a team's work is sufficiently complex so it entails a number of different steps or procedures that must be performed and result in some kind of finished or end project Carefully select members of work teams--members should have the diversity of skills needed to complete the team's work, have the ability to work with others, and want to be apart of a team Managers must realize that their role vis a vis self-managed work teams calls for guidance, coaching and supporting--not supervising. Analyze what types of training team members need, and provide it. Working in a self-managed work team often requires that employees have more extensive technical and interpersonal skills

What was the outcome of the Siena/Francis Homeless Shelter case? What rule was used?

organization did not accept donations/sponsorship moral and practical rule

Frederick Taylor

scientific management, the systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency. scientific management - the systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency. taylor believed that if the amount of time/effort that each worker expends to produce a unit of output (a finished good or service) can be reduced by increasing specialization and the division of labor, the production process will become more efficient.

According to Oldham and Hackman's model, what are the sources of job satisfaction?

skill variety, task variety, task significance + meaningfulness → work motivation autonomy + responsibility → growth satisfaction and general satisfaction feedback from job + knowledge of results → work effectiveness

What are the specifics of the shareholder model?

social responsibility of business = increase profits businesses cannot have responsibility; only people can have responsibilities executive's obligation to stockholders values of the free market checks gov't power facilitates innovation preserves freedom protection from coercion protection from discrimination

What is stack ranking? Why did stack ranking persist at Microsoft even though it had negative impact on efficiency and effectiveness?

stack ranking: is an employee evaluation method that slots a certain percentage of employees into each of several levels of performance

What are some of the general shifts in youth attitudes towards life, work?

the great recession was a wake up call to youths, causing young people to be more interested in conserving resources and more concerned about others wanted jobs where they could make a significant amount of money and showed less of an interest in luxury items

What are the five key elements of group dynamics?

1) group size and roles 2) group leadership 3) group development 4) group norms 5) group cohesiveness

What are the rules of brainstorming and are groups better at brainstorming than individuals working alone?

Brainstorming is used to stimulate creative thinking in organizations, the claim is that the group product could be greater than the sum of the individual parts if criticism is ruled out, freewheeling is welcome, quantity is desired, combination and improvement of ideas is desired. Osborne claimed that group brainstorming would be twice as productive in comparison with individual brainstorming

Why is Chipotle a success? What motivations does it encourage in managers?

Chipoltle's business success is attributable to it's promotion from within policies this is a Herzberg motivator because it is recognition and advancement motivation: A strong desire to perform challenging tasks well and meet personal standards for excellence

What factors enhance group cohesiveness?

Level of participation within a group, level of conformity to group norms, emphasis on group goal accomplishment, group size ( small to medium), effectively managed diversity (diverse groups), group identity and healthy competition

What are the main differences between management and leadership? Can you be a manager and a leader at the same time?

Manager- Plans, organizes, and coordinates. The manager administers, has a short-range view, and accepts the status quo Leader- Inspires and motivates, innovates, a long range view, and challenges the status qou

What managerial task was depicted in the Google film?

Organizing ... their build to foster the companies growth to facilitate communication and help work get done. Social engineering Not Control: measuring aspects to put borders in optimize background research

How do narcissists operate? What do studies suggest about identifying narcissistic traits on-line? Why might narcissistic traits be problematic at work?

Personality trait reflecting grandiose and inflated self concept: Inflated views: power, intelligence, physical attractiveness Sense of uniqueness, entitlement Social relationships used to regulate self-esteem Use relationships to look popular or high status Tendency to create relationships-create initial good impression Do not create long-term relationships based on warmth, empathy, closeness Use relationships for self enhancement

What are the strengths and weaknesses of virtual teams?

Strengths: -Allows managers to form teams with the expertise to get the job done, regardless of geography -Multi-stage, multi-national manufacturing process -Round the clock product development -Seem to excel at generating ideas and solving problems because they make decisions based on merit (clicker question) Employees are happier and it allows specialization Weaknesses: o Social behavior and IT Power and status cues are missing In groups of executives meeting face to face, men 5X as likely to make first decision proposal If groups meet via computer, men and women make first proposal equally o Communication via email: o Respond more openly, conform less to social norms. Focus more on the task and less on direction of high status leaders. o D: gender differences greatest when people couldn't individuate each other o D: Rudeness and inhibition can lead to escalation of conflict. People are 8 times as likely to "flame" others in CM vs. FTF

What is the HR planning process and what are the goals of outsourcing?

The HR planning process are activities that managers engage in to forecast their current and future needs for human resources Job analysis: describes the process of obtaining information about jobs provides foundation for most HR functions mandated by legal requirements- they protect organizations and employees they reduce role conflict and ambiguity and help define standards of performance Outsourcing: to use outside suppliers and manufacturers to produce goods and services, it can give managers increased flexibility and allow managers to use HR at a lower cost

What are the specifics of the stakeholder model?

The people, groups and things that supply a company with its productive resources and so have a claim on and a stake in the company. They can directly benefit or be harmed by company's actions, so the ethics of a company and its managers are important to them. -Type of stakeholder: Stockholders- -Want to ensure that managers are behaving ethically and not risking investors' capital by engaging in actions that could hurt the company's reputation. -Want to maximize their return on investment. -Usually ignores ethics

How do goals and strategy fit in the management process?

strategy: cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals goals and strategy are both part of the planning process: deciding which goals to pursue - define the business, establish major goals deciding what strategies to adopt to attain to those goals - analyze current situation and develop strategies deciding how to allocate organizational resources - implementing strategy - allocate resources and responsibilities to achieve strategies

What are the key findings about teams?

the model team size is 8, management teams, operations and services, cross-functional: the expertise and knowledge of different organizational departments are brought together in skills and knowledge of team members, the structure is self-managing, 1-2 years, motivational challenges, minimizing confusion, coordinate problems

Hawthorne's Theory

worker's productivity is affected more by observation or attention received than by physical work setting. The Hawthorne effect - seemed to suggest that the attitudes of workers toward their managers affect the level of workers' performance → a manager's behavior or leadership approach can affect performance if supervisors could be trained to behave in ways that would elicit cooperative behavior from their subordinates, then productivity could be increased. → led to human relations movement