MGMT exam 3

Application Launch

organization introduces new products or services to the marketplace. The question isnt "does the product work" but, "will the consumers buy it"

Americans with Disabilities Act (ADA)

outlaws discrimination against individuals with disabilities

The National Labor Relations Act (NLRA)

also known as the Wagner act, spells out the procedures by which employees can establish labor unions and requires orgs. to bargain collectively with legally formed unions.

Process consultation

an OD consultant observes groups in the organization to develop an understanding of their communication patterns, decision-making and leadership processes, and methods of cooperation and conflict resolution. The consultant then provides feedback to the involved parties about the processes he or she has observed.

internal recruiting

considering people within the organization for an open position. Hiring a current employee means giving that person a promotion or giving them a lateral transfer that broadens their experience and skills. only downside is that you have to fill their former position.

innovation development

development of the innovation itself. involves the evaluation, modification, and improvement of creative ideas.

job rotation

employees are intentionally moved from one position to another. High-skilled jobs are not appropriate for job rotation because they cannot be performed well if the employee in the job is always new to it. Therefore, the primary reason organizations use job rotation is to train workers on lower-level skills.

Fair Labor Standards Act (FLSA)

establishes a minimum wage and mandated overtime pay for work in excess of 40 hours per week.

Vietnam Era Veterans Readjustment Assistance Act

extends the affirmative action mandate to military veterans who served during the Vietnam War.

360-degree feedback

feedback is collected not only from the employee's direct manager but also from subordinates, peers, and other stakeholders as applicable. This method is a rich source of information but can be time-consuming to implement.

Title VII of the Civil Rights Act of 1964

forbids discrimination in all areas of the employment relationship

Product departmentalization

groups jobs according to what product or service, or set of products and services people work on. In the figure, the high-level division between Computers and Software is product departmentalization.

third-part peacemaking

which is most often used when substantial conflict exists within the organization.

How to overcome change.

-Encourage employees to participate in planning and implementing the change. They will understand it better and will feel that their perspectives have been considered. -Educate employees and communicate openly with them throughout the change to reduce uncertainty. -Facilitate change by not altering more than necessary, telling employees what will happen well in advance, and giving them time to adjust. -Conduct a force-field analysis by listing all the forces promoting and impeding change, then boosting the forces for change and reducing the forces against change.

Why people resist change

-change is inherently uncertain, so people often feel anxious about whether the change will negativley harm them -Threatened self-interest arises when people know the change will reduce their influence or cause the organization to value their jobs less. -Sometimes people resist a change because they disagree with it. They have different perceptions of the situation or different opinions about the best response, and so they try to block the manager from acting. -Employees may feel a sense of loss during organization change, as their jobs, procedures, systems, status, and workplace relationships change.

Training and development process

1. assess training needs 2. set training objectives 3. Develop training program and plan training eval. 4.conduct training 5.Eval. training 6. modify training program

External recruiting

means making the job known outsides the organization.

human capital

members of the organization reflects an understanding that the cost and effort of attracting, retaining, and motivating an effective workforce is an investment.

Diagnostic activities.

Analysis of the current condition of an org using questionnaires, surveys, interviews, etc

Coaching and counseling

Coaching and counseling provide nonevaluative feedback to individuals. The purpose is to help people develop a better sense of how others see them and learn behaviors that will assist others in achieving their work-related goals.

Labor relations laws

The National Labor Relations Act (NLRA) Labor-Management Relations Act

education

Educational activities focus on classroom training. "sensitivity skills"

Compensation and Benefits Laws

Fair Labor Standards Act (FLSA) Equal Pay Act of 1963 Employee Retirement Income Security Act of 1974 (ERISA) Family and Medical Leave Act of 1993 (FMLA)

Location departmentalization

groups jobs by geographic areas.

job chara

•Skill variety is the number of different tasks the employee performs. •Task identity is the extent to which the part of the overall job that the employee does is a recognizable, complete piece of work. •Task significance relates to whether the employee believes the work is important to others. •Autonomy is how much control the employee has over the work. •Feedback is how much information the employee receives about how well they are doing the job.

wage-level decision.

An organization decides whether it will pay below, at, or above the market rate for labor in its geographic area or the industry.

Steps in the innovation Process

Development Application Launch Growth Maturity Decline

What is the most important question to answer when evaluating a training program?

Has the training improved the employee's job performance?

Labor-Management Relations Act

also known as the Taft-Hartley Act, limits the power of unions and specifies management rights during a union-organizing campaign.

Innovation Application

Innovation application is the stage in which an organization takes a developed idea and uses it in the design, manufacturing, or delivery of new products, services, or processes. At this point the innovation emerges from the laboratory and is transformed into tangible goods or services

Innovation Maturity

Innovation maturity is the stage at which most organizations in an industry have access to an innovation and are applying it in approximately the same way. The technological application of an innovation during this stage of the innovation process can be very sophisticated. Because most firms have access to the innovation, however, either as a result of their developing the innovation on their own or copying the innovation of others, it does not provide competitive advantage to any one of them

planning and goal setting

More pragmatic than many other interventions are activities designed to help managers improve their planning and goal setting. Emphasis still falls on the individual, however, because the intent is to help individuals and groups integrate themselves into the overall planning process

health and safety laws

Occupational Safety and Health Act of 1970 (OSHA)

Example of different types of change resistance

Shanice manages the technical support team. The chief technology officer has decided that each technical support specialist should work on just one product and should report to the business lead for that product. Shanice was not consulted about this change and believes it will reduce the quality of technical support for the company's products (she disagrees with it). Her team will be broken up, eliminating the need for her job, and she is unsure whether she will be given a different job or be laid off (anxiety about uncertainty). Furthermore, she believes that if she is given a different job, it will have less responsibility and prestige than her current role (threatened self-interest). Finally, she will miss interacting with her direct reports and her network of stakeholders, as well as the daily routine she has developed in her current role (sense of loss).

organizational structure

The activity of organizing can be thought of as having two stages: selecting elements and then deciding how to put them together. When determining organizational structure, managers make decisions about six elements: -Designing jobs -Grouping jobs -Establishing reporting relationships between jobs -Distributing authority among job -Coordinating activities among jobs -Differentiating among positions

Selecting

is the process of choosing a capable or the most capable job candidate.

intergroup activites

The focus of intergroup activities is on improving the relationships between two or more groups.

wage-structure decision

The organization decides how jobs will be paid relative to each other

job evaluation

The process of determining the relative worth of the jobs in the organization

departmentalization

The process of grouping certain jobs together. When deciding how to group jobs, managers choose from among four bases for departmentalization: function, product, customer, and location.

Equal Employment Opportunity Acts.

Title VII of the Civil Rights Act of 1964 Age Discrimination in Employment Act (ADEA) Executive Order 11246 Pregnancy Discrimination Act Vietnam Era Veterans Readjustment Assistance Act Americans with Disabilities Act (ADA) Civil Rights Act of 1991

Performance appraisal is important in order to...

Validate employee selection tests and assess the impact of training programs. make decisions about pay raises, promotions, and training. Provide feedback to help employees improve their performance and plan their careers. This is usually done in a one-on-one meeting between the supervisor and employee, and the discussion covers the manager's assessment of the employee's performance, the basis for that assessment, and how the employee can improve their performance in this job or grow into another job

Union voting

When union representatives and management reach agreement, the proposed contract is put to a vote by the union members, who may approve or reject it. As a last resort, union members may vote to strike in order to put maximum pressure on management.

replacement chart

a list of each position and who should be considered for a promotion in a company.

Application Growth

a period of high economic performance for an organization because demand for the product or service is often greater than supply. Organizations that fail to anticipate this stage may unintentionally limit their growth.

realistic job preview (RJP)

a preview of a job that provides both positive and negative information about the job.

team building

a process that consists of formal activities intended to improve the development and functioning of a work team

technostructural activities

are concerned with the design of the organization, the technology of the organization, and the interrelationship of design and technology with people on the job

planned changes

are made in anticipation of future events. Planned changed always better than reactive.

Incentives

are payments for meeting specific criteria. EX. sales commission paid for closing a sale

Reactive change

are responses, often rushed and inadequate, to developing circumstances.

Wages

are the hourly pay of operating employees.

Benefits

are things of value other than compensation that the organization provides to its workers. benefits are sometimes referred to as indirect compensation. on average an employee receives benefits worth one third of their pay. •Pay for time not worked (e.g., sick leave, unemployment compensation) •Insurance benefits (e.g., health insurance) •Workers' compensation, which is wage replacement and payment for health care needed when an employee is injured at work •Social Security •Employer-provided retirement plans •On-site childcare

customer departmentalization

groups jobs according to which customers employees interact with. In the figure, the Marketing department is further divided into Industrial Sales and Consumer Sales departments, which sell to other businesses and individual customers, respectively.

Functional departmentalization

groups together jobs involving the same or similar activities.

grievance procedure

happens when a contract is in place and the union feels management hasn't abided by the contract. The grievance procedure starts with the employee bringing the complaint to their immediate supervisor and, if not resolved, can escalate through a series of steps up to binding arbitration. Because employees have access to a grievance procedure, unions are not legally permitted to strike when a contract is in force.

Life and career Planning

helps employees formulate their personal goals and evaluate strategies for integrating their goals with the goals of the organization.

Forecasting

human resource demand and supply involves estimating the organization's future need for certain skills (demand) and the number of people within the organization and in the external labor market with those skills (supply). To track internal supply, an organization may use an employee information system or skills inventory.

halo error

impressed by an employee's performance on one dimension of the job and therefore rates the employee highly on all dimensions. The "horns" error is the opposite: the manager is disappointed by one aspect of the employee's performance and so rates the employee poorly across the board.

objective measures of performance

include quantitative measures of output and assessment of performance under standardized conditions.

Judgmental methods

include ranking employees relative to each other and rating employees relative to a fixed standard. A behaviorally anchored rating scale (BARS) can be used to rate employees; managers identify relevant performance dimensions and then generate anchors—specific, observable behaviors typical of each performance level—for each dimension.

job characteristics approach

includes an analysis of the work system (the way in which processes and activities are coordinated to produce products or services) and seeks to improve jobs along five dimensions, with differing degrees of success depending on the personality of the employee.

internal forces

includes changes in strategy and in employee values and preformance

Job enlargement

increases the number of tasks an employee preforms. increases training cost as well as employee satisfaction as well as it makes employees think they should be payed more

Leniency/severity error

involves giving all employees relatively high or relatively low ratings, as compared to ratings given by other supervisors. A manager might also overuse the middle of the scale, rating all their employees "average."

Collective bargaining

is a negotiation between management and the union over the terms of the labor contract. The contract may cover nearly any condition of employment, including wages, work hours, job security, promotion, layoffs, discipline, benefits, methods of allocating overtime, vacations, rest periods, and the grievance procedure.

Job analysis

is a systematic analysis of the organization's jobs. Job analysis produces a job description, or a list of the duties, working conditions, and resources used to perform the job. It also produces a job specification, which is a list of the skills, abilities, knowledge, etc. needed to perform the job. Managers can use this documentation to hire qualified people and determine how much to pay them.

organization change

is any substantive modification to some part of the organization.

Organizing

is deciding how to arrange and assemble certain elements so an organization will be as successful as possible.

contingent worker

is not employed on a permanent or full-time basis. Categories of contingent workers include independent contractors, on-call workers, temporary employees, contract and leased employees, and part-time workers. It is important that managers not expect too much from these workers, who are less engaged with the organization than full-time employees are. The organization saves money by not providing these employees with full-time benefits and by not paying them when no productive work is available. However, they tend to be less productive than full-time employees. For example, they are usually less familiar with the organization's processes and systems. Managers must decide to what extent they will treat contingent workers the same as regular, full-time employees. For example, will contingent workers receive company-wide communications? Will they receive formal performance feedback at any point?

Validation

is the determination of the ability of information to predict job preformance.

Compensation

is the financial remuneration that the organization gives to employees.

preformance app

is the formal evaluation of an employee's job performance.

Labor relations

is the management of employees who are represented by a union. Employees in a non-union workplace who wish to form a union may attempt to do so. Often, the organization tries to deter union organizing, but management must be careful not to break the laws that protect union activity.

Salary

is the pay of professional employees, who are paid for their total contribution to the organization rather than for hours worked.

Human resource management (HRM)

is the set of organizational activities directed at attracting, developing, and maintaining an effective workforce. Because employees are a major part of an organization's internal environment, HRM plays a critical role in both setting and implementing strategy. For example, it would be a poor decision to enter a new market if the company did not have access to people who understood that market.

Recency error

is the tendency to base evaluations mostly on the employee's recent performance, without giving enough weight to performance early in the evaluation period.

Civil Rights Act of 1991

makes it easier for employees to sue an organization for discrimination but limits punitive damage awards if they win.

innovation

managed effort of an org. to develop new products or services or new uses for existing products or services

Occupational Safety and Health Act of 1970 (OSHA)

mandates that employers provide safe working conditions.

External Forces

nclude changes in the general environment, such as to the economy, to laws and regulations, and in societal values. External forces also include changes in the task environment, such as activity of competitors, suppliers, regulators, and unions.

Job enrichment

not only increases the number of tasks a worker performs but also gives the worker more control.

Age Discrimination in Employment Act (ADEA)

outlaws discrimination against people older than 40

predictive validation

people take a test before they are hired, and then they are hired without regard to the results of that test. Sometime later (usually a year), their performance on the job is measured and compared to their test scores. If the test score can be used to predict job performance, it is considered valid to use in the selection process.

positives and negatives of job specialization

positives: -Employees who do small, simple tasks become good at them. -Employees lose less time to task switching since they are doing fewer tasks. -Specialized equipment can be developed to help with a very specific job. -It is easy and inexpensive to train replacement workers. Negatives: -Employees with very narrow jobs tend to become bored and thus unhappy. -When each worker does only a small part of the work, work must be handed off many times, each time resulting in some loss of efficiency.

Knowledge workers

primarily use the information in their heads and their cognitive skills to do their jobs. Examples of knowledge workers include software developers, engineers, and scientists. These employees typically have extensive, highly specialized training, which they need to maintain to stay current in their field. (Momma) Demand for knowledge workers continues to increase, meaning that pay for these jobs also keeps increasing. The wage level within an organization is likely to increase at the same rate as the labor market as a whole. Therefore, to retain these employees, an organization may need to increase the pay for their jobs more than for other jobs.

development

refers to teaching managers and professionals the skills needed for both present and future jobs. The focus here tends to be on "soft" skills, such as communication, planning, and leadership.

Training

refers to teaching operational or technical employees how to do the job for which they were hired. The focus here tends to be on "hard" skills, such as the ability to use certain equipment or software packages or to follow a set of guidelines.

Employee Retirement Income Security Act of 1974 (ERISA)

regulates how orgs manage their pension funds

Family and Medical Leave Act of 1993 (FMLA)

requires employers to provide up to 12 weeks of unpaid leave for family and medical emergencies

Equal Pay Act of 1963

requires that men and women be paid the same amount for doing the same job

Organizational Development (OD)

set of techniques for implementing planned change to make people and organizations more effective Diagnostic activities Team building Survey feedback education intergroup activities third-party peacemaking technostructural activities process consultation life and career planning coaching and counseling planning and goal setting

Pregnancy Discrimination Act

specifically outlaws discrimination on the basis of pregnancy

job specialization

the degree to which the work of the organization is divided into smaller tasks. At one extreme, an unspecialized job would be held by a self-employed entrepreneur with no employees who does all of the work of the business alone. At the other extreme, a very large organization may have thousands of specialized jobs that each do a very small part of the work of the organization.

content validation

the material on a selection test is compared to the tasks one does on the job. If there is a good match the test is considered valid for use in the selection process.

recruiting

the process of attracting qualified people to apply for postiions

survey feedback

the use of questionnaires to identify discrepancies among member perceptions; discussion follows, and remedies are suggested aim is to change behavior of supervisors