MGMT Final
critical evaluation business acumen consultation
(business) CE: the interpretation of information needed for making business decisions BA: understanding how information can be used to support the strategy of the organization C: how HR employees guide others in the organization
idealized influence
(charisma) Behaving in ways that earn the admiration, trust and respect of followers causing followers to want to identify with the leader. Behaviors such as sacrificing for the good of the group, being a role model, and displaying high ethical standards.
relationship management communications global & cultural effectiveness
(interpersonal) RM: handling the personal interactions necessary for providing services and support C: involves the skills needed to exchange information with others inside and outside the organization GCE: valuing and considering various peoples perspectives. must be aware of differing cultures and how to resolve conflicts
Ethical Practices Leadership & Navigation
(leadership) EP: applying integrity, accountability, and other core values L&N: directing the organizations processes and programs
human resource expertise
(technical) understanding and carrying out the functions of HRM with the most recent information and up to date technology
What is EEO? Be familiar with the various laws and executive orders we discussed that focus on providing this, who falls under each law, and what organizations are supposed to or not to do in relation to the laws.
- Equal Employment Opportunity: prevents job discrimination - Civil Rights Act (1866): grants all citizens the same property rights as white citizens to make, perform, modify, and terminate contracts
What are the nine general competencies that HR professionals need?
- Human Resource Expertise - relationship management - communications - global & cultural effectiveness - critical evaluation - business acumen - business acumen - consultation - ethical practices - leadership & navigation
Transformational behaviors & components
- Idealized influence (charisma) - inspirational motivation - intellectual stimulation - individual consideration
What are the five rights of employees that HR managers shouldn't violate?
- Right to free consent - right of privacy - right of freedom of conscience - right of freedom of speech - right to due process
What are three personality characteristics that may be particularly important in a team?
- agreeableness - conscientiousness - extraversion
Be familiar with the major activities involved in the human resource process
- analysis and design of work - HR planning - recruiting - selection - training & development - compensation - performance management - employee relations
project teams
- are formed to take on "one-time" tasks that are generally complex and require a lot of input from members with different types of training and expertise - one last as long as it takes to finish task - members work full-time on the teams - product design teams, research group, planning ream, movie cast and crew
Be familiar with the five stages of group development.
- forming - storming - norming - performing - adjourning
Be familiar with the various task roles that might exist in a team.
- initiator- contributor: proposes new ideas - coordinator: gets members to work together - orienter: determines the direction of the teams discussion - devils advocate: offers challenges to teams status quo - energizer: motivates the team to strive for better - procedural- technician: performs routine tasks to keep progress moving forward
What are the three specific responses to influence efforts?
- internalization: Substantial agreement followed by initiative and persistence in pursuit of goals. - compliance: reluctant or insincere agreement requiring subsequent prodding to satisfy minimum requirements. - resistance: Stalling, unproductive arguing, or outright rejection.
What are the three standards that can be used to assess whether practices are ethical?
- practices should be fair and equitable - practices should result in the greatest good for greatest number (utilitarianism) - respect for basic human rights (life, liberty, pursuit of happiness)
management teams
- relatively permanent - participate in managerial-level tasks that affect the entire organization - coordinate activities of organizational sub-units or make strategic decisions for the entire organization (top management teams)
work teams
- relatively permanent - purpose is to produce goods or services, and they generally require a full-time commitment from their members - self-managed work teams, production teams, maintenance teams, and sales teams are examples
internalization
- substantial agreement followed by initiative and persistence in pursuit of goals a. Comes through the use of consultation, strong rational persuasion, and inspirational appeals. b. Do not use pressure and coalition tactics. c. More effective when the attempt involves something important and enjoyable and is based on a friendly relationship.
Be familiar with the five types of teams and how they differ in terms of purpose or activities, life span, and level of member involvement.
- work teams - management teams - parallel teams - project teams - action teams
What are the four leader decision making styles? What are the contingencies that should be considered when choosing an appropriate style?
1. Autocratic: leader makes the decision alone without asking for opinions or suggestions of the employees in the work unit. 2. Consultative: the leader presents the problem to individual employees or a group of employees, asking for their opinions and suggestions before ultimately making the decision himself. 3. Facilitative: leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his or her own opinion receives no more attention or weight than anyone else. 4. Delegative: the leader gives an individual employee or a group of employees the responsibility for making the decision within some set of specified boundary conditions.
What are the two types of bargaining that might take place in a negotiation process?
1. Distributive bargaining: win-lose negotiating over a fixed pie of resources. Use competing conflict resolution style. 2. Integrative bargaining: aimed at accomplishing a win-win solution which both parties agree to and may lead to a better solution than either party's original positions.
Michigan Study
1. Employee-centered behavior: focuses on developing strong interpersonal relationships with employees. 2. Job-oriented behavior: makes sure work gets done properly. 3. Participative: managers get subordinates to take part in determining how work is done.
How do followers react to the use of these types of power?
1. Expert and referent power have the most positive influence and are associated with commitment and performance. 2. Referent power has the broadest influence. 3. Coercive power usually is associated with resistance & compliance. 4. Legitimate and reward power have positive influence and are associated with compliance.
What are some exceptions that allow for differences in pay between men and women?
1. Merit 2. Seniority 3. Incentive plans related to quality & quantity of production
What are the stages of negotiation? What biases might negotiators have that could inhibit the sides from reaching a positive agreement?
1. Preparation: each party determines what its goals are for the negotiation and whether or not the other party has anything to offer. (BATNA: Best Alternative To a Negotiated Agreement; each sides bottom-line.) 2. Exchanging Information: non-confrontational process in which each side makes a case for its position. (Involves a lot of information sharing and questioning.) 3. Bargaining: give and take discussion leading to an agreement. 4. Closing and commitment: formalize the agreement in writing or with a handshake.
stages of the leader-member exchange theory
1. Role taking: leader presents expectations for followers and followers attempt to fulfill those expectations. 2. Role making: on-going relationship between leader and follower develops placing member into the in- or out-group. 3. In-group: trusted assistants who have better relationships with leaders and receive more work-related benefits. a. Receive more attention and support from the leader. b. Rate higher on motivational factors c. Rate bosses higher. d. Experience less role-related stress (role overload, role insufficiency, role ambiguity & conflict). 4. Out-group: hired hands. a. More likely to file grievances. b. May see leader as treating them unfairly. 5. Differing relationships have been shown to influence: a. Job satisfaction. b. Performance ratings. c. Turnover d. Subordinate decision influence.
leader styles
1. Telling: demonstrates high task behavior and low relationship. 2. Selling: high task and high relationship. 3. Participating: high relationship; low task. 4. Delegating: low relationship; low task.
What are the contingencies that should be considered when choosing an appropriate style?
1. Time: how much time is available to make the decision? 2. Decision significance: is the decision important to the success of the project or the organization? 3. Importance of commitment: is it important for the employees to buy in to the decision? 4. Leader expertise: does the leader have the ability to make the decision? 5. Likelihood of commitment: how likely is it that the employees will trust the leader's decision and commit to it? 6. Shared objectives: do the followers share and support the same objectives of the leader and organization? 7. Employee expertise: do the followers have the expertise to make the decision? 8. Teamwork skills: can the followers work together to solve the problem?
match
1. When the follower is both unable to do the task, lacks commitment, confidence and willingness Telling should be used. 2. Follower is motivated to make an effort but lacks the ability Selling should be used. 3. When follower has the ability but is insecure, apprehensive, or unwilling to use that ability Participating should be used. 4. When follower has the ability and the willingness Delegating should be used.
What are the three types of tasks related to how important individual member ability levels are to the success of the group?
1. disjunctive tasks: with a verifiable best solution the effectiveness of the group will reply on the person with the highest level of relevant ability 2. conjunctive tasks: team needs everyone to have relevant abilities because the success of the group is dependent on the groups weakest link 3. additive tasks: success of the group is dependent on each member contributing their share of the output. better performing members can make up for low contributors
ethical principles
1. emphasize mutual benefit in interactions with stakeholders 2. employees assume responsibility for the actions of the company and vice versa 3. the company has a sense of purpose or vision that employees value which guides their everyday behavior 4. emphasize fairness
What are the three ways to distribute outcomes in a group situation?
1. equal outcome 2. individual-based 3. based on % of salary
What are the priorities in terms of when OSHA will investigate? ***
1. imminent danger 2. catastrophes and fatal accidents 3. employee complaints 4. high hazard industries 5. follow-up inspections
What are the two methods of alternative dispute resolution?
AD: if the two parties cannot reach an agreement an objective, neutral third-party can be brought in to resolve it. - mediation - arbitration
What is transformational leadership? ** What are the four components of transformational leadership?
Ability of the leader to coax performance beyond expectations from employees. Building to it varies according to two dimensions: passive vs. active & effective v. ineffective.
slacker
Acts cynically, nonchalantly, or goofs off
What is human capital? What are the various types?
An organization's employees, described in terms of their training, experience, judgment, intelligence, relationships, and insight. ** TYPES???
What are the four contingency factors that impact the amount of power a person has?
CF: certain situational factors increase or decrease the amount of influence the types of power have on followers 1. substitutability 2. discretion 3. centrality 4. visibility
What are the five styles of conflict resolution? When might you use them and what is the likely result?
CR: when a disagreement arises between one or more individuals or groups, leaders can use power to resolve the conflict by using varying levels of assertiveness and cooperation. 1. competing 2. avoiding 3. accommodating 4. collaborating 5. compromise
HR Planning
Determining how many employees with specific knowledge and skills are needed
HR planning
Determining how many employees with specific knowledge and skills are needed
What is reverse discrimination?
Discrimination against the majority group
How can human resource management create a sustainable competitive advantage?
HR can create this advantage when employees are - valuable - rare - cannot be imitated - no good substitutes
Right to due process
If people believe their rights are being violated, they have the right to a fair and impartial hearing.
How do job analysis & job design differ? How are they related?
JA: process of getting detailed information about jobs (certain job) JD: process of defining the way work will be performed and the tasks that a given job requires (organizational) ** RELATED??
relationship to outcomes job performance organizational commitment
JP: transformational leadership has a moderately positive impact on both task performance and citizenship behaviors. OC: transformational leadership has a strong positive influence on affective and normative commitment.
What biases might negotiators have that could inhibit the sides from reaching a positive agreement?
NB: problems that might exist with either party that may lead to difficulty in reaching an agreement or reaching a poor one. 1. Perceived power relationship: one or both sides may perceive they have more power than they actually do leading to a more aggressive approach to negotiations. 2. Emotions: as human beings we may let either our positive or negative emotions overwhelm our logic and make negotiations difficult.
How would an overly political environment impact the employees in that organization?
Negative employee reactions: high levels of political behavior makes employees uneasy in the work environment. 1. Decreased job satisfaction. 2. Decreased organizational commitment. 3. Decreased task performance. 4. Increased stress and strain.
what are organizational characteristics
OC: contextual differences that make it more likely that political behavior will occur. 1. Lack of participation in decision making: or not knowing who makes decisions. 2. Limited or changing resources: how will you get what you need. 3. Ambiguity in roles: not knowing who is responsible for what. 4. High performance pressure: drives people to take short-cuts. 5. Unclear performance evaluations: if you don't know what you will be evaluated on, you engage in behaviors to create the most favorable perception.
Difference in the Ohio and Michigan Studies
OSU studies suggest that managers can engage in both types of behavior while Michigan studies suggest you are either one type or the other. Can't combine.
What are the five sources of interpersonal power?
Organizational/ Position 1. reward power 2. coercive power 3. legitimate power personal 4. referent power 5. expert power
What are the personal and organizational
PC: there are some individual differences that lead some to engage in organizational politics more than others. 1. need for power: need to be in control of your environment. a. Socialized motivation: want to lead for the best for all. b. Personalized: looking out for oneself. 2. Machiavellism: willingness to manipulate and deceive others to acquire more power.
What are the four political skills that individuals might develop in organizations?
PS: the ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives. 1. networking ability 2. social astuteness 3. interpersonal influence 4. apparent sincerity
Right of free consent
People have the right to be treated only as they knowingly and willingly consent to be treated.
right of freedom of speech
People have the right to criticize an organization's ethics, if they do so in good conscience and their criticism does not violate the rights of individuals in the organization.
right of privacy
People have the right to do as they wish in their private lives, and they have the right to control what they reveal about private activities.
right of freedom of conscience
People have the right to refuse to do what violates their moral beliefs, as long as these beliefs reflect commonly accepted norms.
What are the three main components of the CRA of 1991? What is the difference between actual, compensatory and punitive damages? What are the limits on punitive damages under this act? ***
Punitive damages: jury trials are to be used to determine punitive damages against guilt employers to punish them for such things as emotional pain & suffering in addition to actual (compensatory) damages. varies by employers up to $300,000
Roles Task Roles
R: pattern of behavior that a person is expected to display in a given context TR: behaviors that facilitate the accomplishment of team tasks
What is recruiting and selection and how are they related? What key skills are organizations looking for today?
R: process through which the organization seeks applicants for potential employment S: process by which the organization attempts to identify applicants with the necessary knowledge, skills, abilities and other characteristics that will help the organization achieve its goals ** KEY SKILLS??
What is a disability? A reasonable accommodation?
Reasonable accommodation: modification or adjustment to a job or work environment that enables an otherwise qualified individual with a disability or religious requirement to perform the job.
What type of charge is most often filed with the EEOC?
Retaliation
What is the difference between training and development?
T: a planned effort to enable employees to learn job-related knowledge, skills, and behavior D: acquisition of knowledge, skills, and behavior that improve an employee's ability to meet changes in job requirements and in customer demands ** generally training is focused on the current job while development is focused on future jobs
What is the difference between a group and a team?
T: consists of 2 or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose GROUP??? A group is a collection of individuals who coordinate their efforts, while a team is a group of people who share a common goal.
Be able to distinguish between the four types of task interdependence.
TI: the degree to which team members interact with and rely on other team members for the information, materials, and resources needed to accomplish work for the team. 1. pooled interdependence 2. sequential interdependence 3. reciprocal interdependence 4. comprehensive interdependence
Be familiar with the leader-member exchange theory.
Theory that hypothesizes that leaders do not treat all employees the same as they develop two groups of followers - in-group and out-group.
negotiation
a process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences
follower
accepts the ideas and direction of teammates
What is organizational politics?
actions by individuals that are directed toward the goal of furthering their own self-interests possibly at the expense of the organization
blocker
acts stubbornly resistant and disagrees beyond reason
Networking ability
an adeptness at identifying and developing diverse contacts
apparent sincerity
appearing to others to have high levels of honesty and genuineness
collaboration
attempting to make it easier for the target to complete the request by offering assistance, removing obstacles or providing resources
compromiser
attempts to find the hallway point to end conflict
Recruiting
attracting potential employees
Be familiar with the Occupational Safety and Health Act and how it is enforced.
authorizes federal government to establish and enforce occupational safety and health standards for all places of employment engaging in interstate commerce
Laissez-faire
avoidance of leadership altogether; important actions are delayed, responsibility is ignored, and power and influence go initialized.
legitimating tactics/ upward appeals
basing a request on ones authority or right, organizational rules or policies or express or implied support from superiors (name dropping)
leader emergence
becoming a leader either through being placed in a position of influence by an outside agent, the members of a group or through one's own choice.
consideration
behavior of a manager that suggests to the employees that the manager trusts, respects, and cares for them. a. Membership: mixing with employees, stressing informal interactions, and exchanging personal services. b. Integration: encouraging a pleasant atmosphere, reducing conflict, promoting individual adjustment to the group. c. Communication: Providing information to employees, seeking information from them, showing an awareness of matters that affect them. d. Recognition: expressing approval or disapproval of the behaviors of employees. e. Representation: acting on behalf of the group, defending the group, and advancing the interests of the group.
initiating structure
behaviors that are directed at task accomplishment. Makes sure work gets done, subordinates perform their jobs well, and the organization is effective and efficient. a. Initiation: originating, facilitating, and sometimes resisting new ideas and practices. b. Organization: defining and structuring work, clarifying leader versus member roles, coordinating employee tasks. c. Production: setting goals and providing incentives for the effort and productivity of employees.
team-building roles
behaviors that influence the quality of the team's social climate. how well team gets along; cohesion - encourager - harmonizer - compromiser - gatekeeper/ expediter - standard setter - follower
spatial distance
being separated from one's leader by physical space. when. the leader is away the followers will play
recognition seeker
brags and calls attention to self
Substitutes for leadership model
certain characteristics of the situation and follower can constrain the influence of the leader, making it more difficult for the leader to influence employee performance.
Be familiar with the Life Cycle Theory of Leadership (Situational Leadership Model) including the different styles of leadership, the contingency factor and when one would use each style based on the contingency factor.
challenge for leader is to identify follower readiness and then match it with the appropriate leadership style called for the model. - follower readiness - leader styles - match
Selection
choosing employees
What is the focus of evidence-based HR?
collecting and using data to show that HR practices have a positive influence on the company's bottom line or key stakeholders. HRM must be able to demonstrate its value to the organization
parallel teams
composed of members from various jobs who provide recommendations to managers about important issues that run "parallel" to the organization's production process - part time commitment from members and can permanent or temporary - quality circles - committees/task forces
storming
conflict occurs as the member's work out differences related to what is to be accomplished, how it should be accomplished, and who has power.
Ohio State Studies
consideration and initiating structure
Employee Relations
creating a positive work environment
aggressor
deflates teammates, expresses disapproval with hostility
centrality
degree to which a persons job requires others to depend on them to accomplish tasks
Goal Interdependence
degree to which the members share a vision of the team's goal and align their individual goals with that vision. 1. creating a mission statement should help accomplish this 2. can create commitment and urgency to the teams task
outcome interdependence
degree to which the team members share in the rewards that the team earns 1. Equal outcomes: every member receives equal compensation. 2. Individual-based: each team member is rewarded based on their level of contribution. 3. Based on % of salary: compensation is determined by base pay.
pressure
demanding compliance or using intimidation or threats
leader decision making styles
depending on several factors, leaders may use varying styles of leadership based on how much control is retained by the leader or shared with followers
organizational/ position
derive primarily from a persons position within the organization
intrinsic satisfaction
deriving personal satisfaction from one's work
What are the two perspectives on diversity as it relates to team success?
differences among members according to how people may be categorized - value in diversity problem solving approach - similarity-attraction approach
self-confessor
discloses personal opinions inappropriately
Similarity-attraction approach
diversity could have detrimental effects on team effectiveness if members avoid interacting with others who are different from them - could lead to serious communication problems - potential for greater conflict
Value in diversity problem-solving approach
diversity is beneficial because it provides for a larger pool of knowledge and perspectives from which a team can draw as it carries out its work - stimulates the exchange of information - increases team member learning - complex problems that require creativity benefit most
gatekeeper/ expediter
encourages participation
What are some ways that HR maintains positive employee relations?
engage in a variety of activities to communicate information to employees and receive information from the employees
Performance Management
evaluating performance
apprising
explaining how personally beneficial to the target performing the request will be
standard expenditer
expresses goals for the team to achieve
Follower Readiness
extent to which a follower has the ability and willingness to accomplish a specific task 1. Ability: the knowledge, experience, and skill that an individual or group brings to a particular task or activity. 2. Willingness: the extent to which an individual or group has the confidence, commitment and motivation to accomplish the specific task.
committees/task force
formed to deal with problems that arise periodically. non-routine hiring is an example
training & experience
gaining the knowledge to act independently of the leader
consultation
getting others to participate in the planning, making decision or changes
coalition tatics
getting others to support your efforts to persuade someone (ganging up)
ingratiation
getting someone in a good mood prior to making a request. being friendly, helpful, and using praise, flattery or humor
pooled interdependence
group members complete their assignments independently and then work is simply accumulated and draw from a common source of resources.
interpersonal influence
having an unassuming and convincing personal style that's flexible enough to adapt to different situations
professionalism
having professional specialty that offers guidance - doctors - lawyers - accountants
task stability
having tasks with a clear, unchanging sequence of steps
formalization
having written policies and procedures that govern one's job
referent power
he ability to influence the target because the target likes and respects the source. They wish to replicate the sources accomplishments.
collaborating
high assertiveness, high cooperation. Two parties work together to find a mutually beneficial result. a. Work to find a win-win solution. b. Seen as most effective method of conflict resolution. c. There is likely a balance of power. d. Can gain a high level of commitment from both sides. e. Provides opportunities to learn and gain insight.
valuable
high-quality employees provide a needed service as they perform many critical functions
comprehensive interdependence
highest level of interaction and coordination among members as they try to accomplish work (product design teams; many action teams; rock band)
visibility
how aware others are of a leaders power
prevalence
how often does the behavior occur
severity
how outrageous would a normal person perceive the behavior to be
reasonable person
how would a reasonable person, given the circumstances, interpret the behavior
coercive power
influence others through the control of positive valence outcomes that are desired by the target and are perceived to be under the control of the source.
inspirational motivation
involves establishing an attractive vision of the future, the use of emotional arguments, and exhibition of optimism and enthusiasm
active management by exception
leader arranges to monitor mistakes and errors actively and takes action when required.
intellectual stimulation
leader behaves in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways.
individual consideration
leader is able to get people to feel that the leader cares for them individually.
passive management by exception
leader waits around for mistakes and errors and takes corrective action as necessary
accommodating
low assertiveness, high cooperation. One party gives in to the other party. a. You have much less power than the other. b. The issue isn't that important to you. c. Maintains harmony. d. May gain negotiating credits for later conflicts.
avoiding
low assertiveness, low cooperation. Simply stay away or postpone conflict as long as possible hoping it will go away. a. May be good to let parties cool down. b. When issue isn't important or there are others that are. c. Perceive no chance of alleviating your concerns. d. Let others resolve it more effectively. e. Doesn't get rid of problem and most likely leads to bad results for everyone involved.
exchange
making express or implied promises and trading favors
What is retaliation and why are employees protected from it?
management cannot engage in any punitive actions against employees who elect to exercise their legal right to file claims with any EEO agency.
Who are the organizational stakeholders and what role does the HR department play in helping the organization be socially responsible?
manager, supervisor, & HR 1. HR planning 2. talent management 3. evidence-base HR 4. corporate social responsibility
dominator
manipulates team members for personal control
harmonizer
mediates differences between group members
reciprocal interdependence
members are specialized in their tasks and interact with a subset of the other members to complete the team's task. (construction crew; custom home design team)
Forming
members orient themselves by trying to understand their boundaries of the team. Try to figure out what is expected of them, how much risk should they take, and who is in charge.
norming
members realize they must work together so they begin to cooperate, develop norms and agree on who has what roles so that the group can achieve its goals.
tactics and the types
methods used to influence others - rational persuasion - inspirational appeals - consultation - collaboration - ingratiation - personal appeals - exchange - apprising - coalition tactics - pressure - legitimating tacts/ upward appeals
compromise
moderate assertiveness and cooperation. Each side gives in on some points and gains on others. a. Likely a balance of power. b. Can lead to a quick, temporary solution until a final one can be hammered out. c. Neither side gets all it wants.
How does team size impact team success?
needs to find the right size for the task. Too few, there won't be enough people to get the work done or have the resources to bring to bear on the task. Too many, slacking may become a concern and non-task activities such as socialize will dominate. ** typical team size is 4 to 5 people
transactional
occurs when the leader rewards or disciplines the follower depending on the adequacy of the follower's performance.
Who is responsible for providing EEO at the governmental level?
office of federal contract compliance programs: responsible for enforcing executive orders that cover companies doing business with federal government 1. utilization analysis 2. goals and timetables 3. action steps
action teams
perform tasks that are normally limited in duration, are often quite complex and take place in highly visible context
extraversion
perform well in team contexts in general and tend to be more positive and optimistic leading to a more harmonious environment. watch out for extraverts taking on individualistic roles
unwanted
person claiming harassment doesn't desire to be the target of the behavior
talent management
planned effort to attract, retain, develop and motivate the workforce
legitimate power
power which comes from the position held in the organization or society - authority: the right to influence - zone of indifference: the range of activities that the follower believes the leader has the right to influence
encourager
praise the contributions of other team members
individualistic roles
pursues own interests at the expense of the team - aggressor - blocker - recognition seeker - self-confessor - slacker - dominator
task feedback
receiving feedback on performance from the task itself
staff support
receiving information and assistance from outside staff
neutralizers and its components
reduce the importance of the leader but they inhibit the success of the followers in accomplishing tasks and goals. - task stability - formalization - inflexibility - spatial distance
substitutes
reduce the importance of the leader while simultaneously providing a direct benefit to employee performance. 1. task feedback 2. training & experience 3. professionalism 4. staff support 5. group cohesion 6. intrinsic satisfaction
personal appeal
referring to friendship and loyalty when making a request
deep level diversity
refers too diversity with respect to attributes that are less easy to observe initially but can be inferred from direct experience. - This emerges over time after people's underlying beliefs and values begin to emerge. - Could lead to the most problematic situations. - Really need to focus on task if this is an issue.
surface level diversity
related to observable attributes such as race, gender and age which may cause some conflict but usually decline as time goes on and members get to know each other and rely less on stereotypes. - Fault-lines: refer to rifts that develop when sub-groups form along these observable traits which may prevent the group from unifying.
quality circles
relatively permanent parallel team which meets regularly to identify oriented problems and develop solutions
Compensation
rewarding employee effort through monetary payments
hostile work environment
some sexually related activity in the work environment makes it uncomfortable for an individual to the degree that their work performance is negatively impacted. can be perpetrated by anyone
What is a sustainable competitive advantage?
something that the organization does better than its competitors which it can continue over an extended period of time. This can be created by both the effectiveness of human resource management and the people the HR department brings into the organization.
sequential interdependence
tasks are done in a prescribed order and those later in the sequence must rely on those earlier in the sequence to complete their task before they can start (assembly line)
Training & Development
teaching employees how to perform their jobs and preparing them for the future
What are virtual teams?
teams in which the members are geographically dispersed, and interdependent activity occurs through electronic communication.
ability
teams needs a variety of supplementary and complementary skills to not only perform the task but to work well as a unit
conscientiousness
tend to be more dependable and continue to pursue goals - more likely to engage in task roles and be standard setters
agreeableness
tend to promote more positive attitudes within the group leading to greater harmony and less conflict - more likely to engage in team-building roles - less likely to engage in individualistic roles
sustainability
the ability of the organization to make a profit while not depleting its own and the environments resources
expert power
the ability to influence based on a deep knowledge base in a particular field. - Limited to that field. - Not the same as information power.
personal (power)
the ability to influence others regardless of position
reward power
the ability to influence others through the control of positive valence outcomes that are desired by the target and are perceived to be under the control of the source.
power
the ability to influence the behavior of others and resist unwanted influence in return
discretion
the degree to which managers have the right to make decisions on their own
substitutability
the degree to which people have alternatives in accessing scarce and critical resources
leader effectiveness
the degree to which the leader's actions result in the achievement of the unit's goals, the continued commitment of the unit's employees and the development of mutual trust, respect & obligation in leader-member dyads.
corporate social responsibility
the degree to which the organization is meeting the needs of the stakeholders - sustainability
performing
the group actually works towards the accomplishment of its goals.
adjourning
the group disbands which may create anxiety and other emotions.
What is a protected class?
the group that has historically been discriminated against which a particular law attempts to prevent discrimination against (e.g. women with the equal pay act). Technically, however, a given law protects everyone.
contingent reward
the leader attains follower agreement on what needs to be done using promised or actual rewards in exchange for adequate performance.
How are supervisors involved in human resource management?
the managers who directly work with employees are also responsible for some of the responsibilities in managing human resources 1. appraise performance 2. Motivate using pay and benefits 3. Communicate and enforce policies 4. Recommend pay increase and promotions 5. Identify training needs and provide that training. 6. Interview and make recommendations on selecting employees. 7. Forecast HR needs in area 8. Help analyze and define job
punctuated equilibrium
the point at which the team realizes it needs to really pick up the pace so it can achieve its purpose; usually around the mid-point of the teams existence.
What are some basic ways to manage performance?
the process of ensuring that employees activities and outputs match the organizational goals. Comparing actual behavior against expectations and standards
under-represented
the standard that is used to determine if the disparate impact discrimination is happening which compares what percentage of a protected class is employed by an organization compared to the percentage of protected class members in the relevant labor market
social astuteness
the tendency to observe others and accurately interpret their behavior
Leadership
the use of power and influence to direct the activities of followers toward goal achievement
What is leadership?
the use of power and influence to direct the activities of followers toward goal achievement
What are workforce analytics?
the use of quantitative tools and scientific methods to analyze data from human resource databases and other sources to make evidence-based decisions that support business goals
rare
there not many of these high-quality employees
arbitration
third party listens to the cases for each side and makes a decision. a. Traditional: arbitrator listens to both sides and can create a solution based on the cases brought by each side. b. Final-offer: arbitrator chooses one of the party's solution.
mediation
third party tries to get the negotiations back on track by providing an unbiased opinion to get the parties to reach an agreement. Has no ability to dictate a solution.
quid pro quo
this for that. trading sexual favors for work related benefits. must be a superior
inspirational appeal
trying to build enthusiasm by appealing to others' emotions, ideals, or values
rational persuasion
trying to convince someone with reason, logic, or facts
What is sexual harassment? What are the two types? What should organizations do to prevent it?
unwelcome sexual attention, whether verbal or physical, that affects an employees job conditions or creates a hostile work environment 1. quid pro quo 2. hostile work environment
analysis and design of work
what are the responsibilities of people who perform a given job
no good substitutes
what these employees do cannot be replaced by something such as technology
cannot be imitated
what these high-quality employees do can't be mimicked
group cohesion
working in a close-knit and interdependent work group
inflexibility
working in an organization that prioritizes rule adherence
