MGT10001 - Introduction to Management Exam Prep

Advantages of Teams across organsisational structures

improved communication faster and better quality decision-making reduced overhead costs boost morale

The Golden Rule in addressing ethical dilemma

"Do unto others as you would have them do unto you.

Global environmental problems facing managers

Air, water, and soil pollution from toxic wastes • Global warming from greenhouse gas emissions • Natural resource depletion

Existence needs, relatedness needs & growth needs are related to:

Alderfer's ERG Theory

has greater scientific support than Maslow's hierarchy

Alderfer's ERG Theory

work groups

A group that shares information to make decisions to help one other perform within each member's area of responsibility

Process Model

A model that represents the processes involved in cognition

Non-programmed or decisions

Apply specific solutions crafted for a unique pro

strategic plan

Apply to the entire organisation Establish the org's overall goals Seek to position the org in terms of its environment Cover extended periods of time

Types of Compensation/Remuneration

Base wage or salary Wage and salary add-ons Incentive payments Skill-based pay Variable pay

hindsight bias

Believing that they could have predicted past events better once outcomes are known 'I knew it all along'

Common criteria used to inform decision making

Benefits Costs Timeliness Acceptability soundness

In Australia the board of directors are legally responsible for the performance of the organisation under

Corporations Act 2001

Who proposed that managers either adopted a theory x or a theory y view of their employees

Douglas McGregor

Content Theories of Motivation

Early Theories of Motivation include: Maslow's Hierarchy of Needs McGregor's Theory X & Y Herzberg's Two-Factor Theory McClelland's Three-Need's Theory

Two terms used to evaluate sustainability

Eco-efficiency and Eco-effectiveness

Advantages of Functional structures include

Economies of scale Efficient use of resources Job specialisation High quality technical problem solving Clear career paths Centralised decision making and clear chain of command provides greater unity in decision making

Robert House's Path-goal theory

Fundamentally concerned with leaders increasing employee motivation to achieve organisational goals Effective leadership depends on: environmental contingency factors (task structure, formal authority system, work group) subordinate contingency factors (locus of control, experience and perceived ability).

Hersey and Blanchard identified 4 leadership styles

Participating, selling, delegating and telling

Purpose of Planning

Provides direction Reduces uncertainty Minimises waste and redundancy Sets the standards for controlling provides a starting point for further managerial action

Robert L. Katz

Studied skills managers use. Proposed they need 3 critical skills in managing: technical, human and conceptual.

Blake and Mouton's managerial style (high concern for production, high concern for people)

Team manager

Recruitment sources: grad recruitment - disadvantages

Tends to apply only to entry level positions

renewal strategy

a corporate strategy designed to address declining performance

single-use plan

a one-time plan specifically designed to meet the needs of a unique situation

5 effective team characteristics

Trust Healthy conflict Commitment Accountability Results orientation

innovation

Turning the outcomes of the creative process into useful products, services, or work methods

obstructionist strategy

avoids social responsibility and reflects mainly economic priorities, they adopt a classical view of corporate social responsibility. - If criticised, are likely to deny claims of wrong doing

self-monitoring

awareness of one's behavior and how it affects others

reinforcement theory

behaviour is a function of its consequences in contrast to goal setting theory, argues behaviour is externally caused.

Intrinsically motivated behaviour

behaviour that is performed for its own sake

Benchmarking

organisations undertake this or gather competitor intelligence to understand how they are performing compared to other organisations, particularly their competitors. In Australia can gather information re industry through ATO

Product Departmentalisation

organising work and workers into separate units responsible for producing particular products or services

Short-term plans

plans covering one year or less

Planning

setting objectives and determining how to accomplish them

Recruitment: sources advertisements - advantages

can access a wider pool of people or can be targeted for specific groups

satisficing decision

chooses the first satisfactory alternative that presents itself

reinforcers

consequences that, when immediately following a behaviour, increase the probability that the behaviour will be repeated

External Environment

consists of groups that the organisation regularly interacts with and is situated within an external environmental context All relevant forces outside a firm's boundaries, o Political/Legal Economic Sociocultural Technological Demographic Global

Simple structure

consists of two levels, management and workers. little standardisation or formalisation of work structure is typically lean and flexible structure is commonly used by entrepreneurs and small businesses.

classifications of Motivation theories

content theories or process theories

Collective bargaining agreement

contractual agreement between a firm and a union to represent a bargaining unit of employees in bargaining for wage, hours, and working conditions.

self-management

control own behaviour, influencing and leading self through behavioural and cognitive strategies

compensation variables

employee's tenure and performance kind of job performed kind of business degree of unionisation management philosophy geographic location company profitability company size

training/developing workforce

employees are given the opportunity to learn and improve skills that are necessary to do their jobs well

employees socialisations

employees are introduced to the job the people who work in the organisation the organisation's culture and social practices

disadvantage of top-down planning

focus and effort is put into developing a plan that no one reads rather than improving how the organisation works can have communication issues between planners and managers

Implement the decision problem

if managers fail to solicit the participation of key people

How the Manager's Job is Changing

increasing importance of customers innovation

empowering employees

increasing the decision making discretion of workers

3 approaches to defining what managers do

functions they perform, roles they play, skills they need

Types of training

general or specific

issues and concerns for scenario planning

geopolitical change terrorism, climate change sustainable development human rights biodiversity

Focus on ends rather than means

goals are made clear, and individuals are encouraged to consider alternative routes to meeting the goals

Intensity

how hard a person tries

Dimensions of trust

integrity competence consistency loyalty openness

JCM

job characteristics model

Guidelines for Job Redesign

job rotation, job enlargement, job enrichment

Why measure performance?

manage resources better capture customer value manage organisational reputation improve measures of org knowledge

Theory X managers

management assumes employees are inherently lazy and will avoid work if they can. Need for close supervision of employees; who will only work harder for selfish reasons

positive reinforcers

managers can influence employee's behaviour by using

Difference between manager and leader

managers focus on the organisation and leaders focus on people - Samson and Daft (2015) provide the metaphor to explain: "management organises the production and supply of fish to people, whereas leadership teaches and motivates people to fish

Accountability

managers must report and justify work results to the managers above them

Alderfer's ERG Theory: Existence Needs

material and physiological desires

Leading

the process of inspiring others to work hard to accomplish important tasks. Leaders can inspire others through understanding what motivates employees

Valence

the value an outcome holds for the person contemplating it

Resources to manage

time, people, work environment, work equipment and information

Demotions

usually part of a discipline process for poorly performing employees

Team

value can be gained when people work effectively in groups often used within other, more traditional organisation structures in order to overcome difficulties within those structures.

Task-oriented leadership

where leaders focus on the accomplishment of tasks,

Minutes include

who attended the meeting, who didn't attend the meeting accuracy of last minutes list of agenda topics what was discussed the action points resulting from the discussion.

leader

someone who can influence others and who has managerial authority

To be motivating, goals should be

specific eg boost your revenues 25% challenging but achievable linked to action plans ( an action plan outlines the activities or tasks that need to be accomplished in order to obtain a goal and reminds us of what we should be working on) Employeeacceptancance

Components of External Environment

specific environment and general environment

Management by Objectives (MBO)

specific performance goals jointly det by employees & managers. Progress toward accomplishment periodically reviewed Rewards allocated on the basis of progress toward goals

objective of refreezing

stabilize the new situation by balancing the driving and restraining forces

Organisational design needs to vary according to:

strategy size organisational life cycle environmental uncertainty

High achievers like to set goals that require

stretch

3 types of changes managers can make

structure technology people

behavioural approach to performance appraisals

subjective

The classical view of CSR

suggests that organisations are responsible only to shareholders to maximise profits based on Milton Friedman's ideals

figurehead

symbolic head; required to perform a number of routine duties of a legal or social nature

performance management system

system that helps to set up and assess the performance of employees against goals and standards needed to achieve performance outcomes

centralised industrial relations system

system when unions, organisations and government sit down to collectively develop common working conditions. This process is called collective bargaining.

social audit

systematic evaluation of an organisation's progress toward implementing socially responsible and responsive programs

Why people procrastinate

tasks are boring or tedious because they fear failure because they have low confidence in their abilities because they are easily distracted or have depression

Cross-functional teams

team made up of people from different areas of the organisation eg a task force

Virtual teams

teams that use technology to connect and are physically located in different places

Flexible work options

telecommuting- work from home compressed work week flextime job share

contingent workers

temporary, freelance or contract workers - employment contingent on demand for their services.

internal forces that create the need for change

tend to originate from the internal operations of the organisation or from the impact of external changes.

creativity

the ability to combine ideas in a unique way or to make an unusual association

Organisational performance

the accumulated end results of all the organisation's work activities

Geographical Departmentalization

the grouping of jobs according to location

Managerial Concerns

- Efficiency "Doing things right" - Getting the most output for the least inputs - Effectiveness "Doing the right things" -Attaining organizational goals

forecasting

-technique that uses quantitative or qualitative information to predict outcomes -requires skill - frequently found ineffective

Taking Managerial Action

1. Doing Nothing 2. Correcting Actual (Current) Performance 3. Revising the Standard

Disadvantages of Group Decision Making

1. a few people dominate or intimidate 2. groupthink 3. satisficing 4. goal displacement, new goals replace original goals

Decision effectiveness

= decision quality x decision acceptance

boundaryless career

A career in which individuals, not organisations, define career progression and organisational loyalty

Consultative decision

A decision made by a leader after receiving group input

Entrepreneur

A person who organizes, manages, and takes on the risks of a business.

liaison

A person who serves as a connection between individuals or groups; a go-between

Organisational Design process

A process involving decisions about six key elements: Work specialisation Departmentalisation Chain of command Span of control Centralisation and decentralisation Formalisation

SWOT analysis

A technique where the organisational strengths (S), weaknesses (W), environmental opportunities (O) and threats (T) are identified so that appropriate plans can be developed

Innovative culture characteristics

Acceptance of ambiguity Tolerance of the impractical Low external control Tolerance of risk Tolerance of conflict: Focus on ends, rather than means Open-system focus

Recruitment sources: online - advantages

Access to a very large pool of applicants, can get more detailed feedback about applicants and processes, can be targeted

Recruitment sources: grad recruitment - advantages

Access to a wide pool of applicants

Recruitment sources: employment agencies - advantages

Access to a wider pool of applicants, can limit screening burden

Lewin's three-step description of the change process

According to this theory change can be planned and requires unfreezing the status quo, changing to a new state, then refreezing to make the change permanent. The status quo can be considered an equilibrium state To move from this equilibrium, unfreezing is necessary Unfreezing can be thought of as preparing for the needed change. It can be achieved in one of three ways: increase the driving forces that direct behaviour away from the status quo decrease the restraining forces that hinder behaviour away from the status quo combine the two approaches

Contingency Theories of Leadership

Also known as situational theories, they propose that the most effective leadership depends on the context. Key theories include: Fiedler's contingency theory of leadership The Hersey-Blanchard model Robert House's Path-goal theory of leadership

Motivator-Hygiene Theory author

American Frederick Herzberg (1923 to 2000) aka Herzberg's two-factor theory

What is job analysis

An assessment that defines a job and the behaviours necessary to perform the job Knowledge, skills, and abilities (KSAs)

International Organisation for Standards (ISO)

CSR standards

Tips for Managing a Reduction in Human Resources

Communicate openly and honestly with respect. Follow laws and maintain records Provide support/counselling for both employees being dismissed and surviving (remaining) employees. Boost morale for the surviving (remaining) employees Have a plan for reassigning roles and empty office spaces.

Skills needed by managers

Conceptual skills, Interpersonal or Human skills, Technical skills, Political skills

Blake and Mouton's managerial style (high concern for people, low concern for production)

Country club managers

Randomness

Creating meaning out of random events

Dealing with resistance to change

Education & communication participation facilitation and support negotiation manipulation and co-optation coercion

Environmental Factors Affecting HRM

Employee Labour Unions Governmental Laws and Regulations Affirmative Action

Theory Y Assumptions

Employees like to work Employees are creative, and seek responsibility Employees can exercise self-direction and self-control

three major types of organisation structure

Functional structure Divisional structure Matrix structure

challenges of changing environment

Environmental uncertainty Resistance Employee stress need to incorporate sustainability Need to be innovative

Performance appraisal

Evaluating an employee's current and/or past performance relative to their performance standards.

Examples of High Performance Work Practices

Examples of High Performance Work Practices

Recruitment sources: referrals/recommendations by staff - advantages

Existing staff can provide realistic job preview generate good candidates if someone is prepared to recommend and work with them.

Vroom's Expectancy Theory of Motivation

Expectancy theory concerns the relationship between 3 factors: Expectancy Instrumentality valance

Motivators (Herzberg)

Factors that increase job satisfaction and motivation levels, such as praise, recognition and responsibility

HRM Laws in Australia

Fair Work Act 2009 Paid Parental Leave Act 2010 Work Health and Safety Act 2011 Workplace Gender Equality Act 2012

minimum pay rates are set by

Fair Work Commission

Benefits of fair pay

Help attract and retain high-performance employees Impact on the strategic performance of the firm

why groups keep a formal, written record for meetings

In order to build in more accountability for group performance and be more transparent

Learning organisation structure

In the 1990s, Peter Senge proposed an organisation structure based on the mind-set the organisation has the 'capacity to continuously learn, adapt and change'

board of directors

In the corporate governance system a ?, that is supposed to be independent, oversees the performance of the organisation

Models of Organisational Decision Processes

Incremental model Coalitional model Garbage can model

Recruitment sources: online - disadvantages

Large number of unqualified applicants requiring increased screening time commitment

Robert House's Path-Goal Directive Leader

Leader giving clear directions on what to do and how to do it and the standards expected, provides structure

Level 5 Hierarchy of Leaders

Level 5 Executive level 4 effective Leader level 3 competent manager level 2 contributing team member level 1 highly capable individual

introducing change does not ensure that the change will take hold. The new situation needs to be refrozen

Lewin's Change Process Theory

Governmental Laws and Regulations

Limit managerial discretion in hiring, promoting, and discharging employees. (environmental factor affecting HRM)

Recruitment sources: internal sources - disadvantages

Limits supply, can lead to stagnation and lack of diversity

Types of Change Agents

Managers Non-managers Outside consultants

Recruitment sources: referrals/recommendations by staff - disadvantages

May limit diversity mix, may have legal implications for some industries

Two remind managers of the types of reinforcers or rewards that can be used to motivate people

Mazlow's Hierarchy of Needs and Alderfer's ERG Theory

believed that Theory Y should guide management practice

McGregor

Individuals acquire these three needs over time

Need for Achievement, Power and Affiliation (McClelland)

Mazlow's Hierarchy of Needs

Needs were categorised as five levels of lower to higher order needs. Lower-order (external): physiological, safety Higher-order (internal): social, esteem, self-actualisation

Team Characteristics

Norms conformity role

Formal planning

Positive financial results Quality of the plan and implementation affects performance more than the extent of planning. External environment can reduce the impact of planning on performance. Planning-performance relationship is influenced by time frame

Problem Seekers

Proactive, actively process information and constantly look for problems to solve or opportunities to explore

decision makers managers are classified into

Problem avoiders Problem solvers Problem seekers

Leaders can become more ethical

Role model ethical behaviour Develop trust - integrity, competence, consistency, loyalty and openness Empower employees - decision-making discretion and capacity to act independently Making choices considering external stakeholders to build sustainability Develop cross-cultural leadership style reflecting increasing globalisation and multiculturalism incorporate effective leadership

Confirmation bias

Seeking out information or viewpoints that confirm the decision-makers existing ideas

HRM tasks

Selecting, training, and evaluating the work force

Selective perception bias

Selectively choosing data or interpretations that suit decision-makers biases

span of control width variables

Skills and abilities of the manager employee characteristics Characteristics of the work being done Similarity of tasks Complexity of tasks Physical proximity of subordinates Standardisation of tasks

Manager definition

Someone who coordinates and oversees the work of other people so that organisational goals can be accomplished

stakeholder

Someone with a share or interest in a business enterprise

SMART goals

Specific Measurable Achievable Relevant Time-bound

Three roles that leaders of groups can adopt

Task-related role Maintenance-related role self-oriented role

organisational stucture

The formal arrangement of jobs within an organisation

the first step involved in finding and hiring competent staff

The future human resource needs of the organisation HR planning

Managing Downsizing

The planned elimination of jobs in an organisation Provide open and honest communication. Provide assistance to employees being downsized. • Reassure and counselling to surviving employees.

performance management

The process employers use to make sure employees are working toward organisational goals

Authority

The right inherent in a managerial position to tell people what to do and to expect them to do it.

benchmark

The standard of excellence against which to measure and compare

bureaucratic control

The use of rules, regulations, and authority to guide performance can include financial controls or measures like budgets, or financial ratios

Managerial Levels

These levels are often visualised as a pyramid to represent the numbers of managers typically found at different levels.

innovative organisations

These organisations typically exhibit many of the characteristics of change capable organisations

Heuristics bias

Using 'rules of thumb' to simplify decision making

Rules-based in addressing ethical dilemma.

What would happen if everyone made the same decision as you?

Position Power

When manager's use this to influence others they offer others rewards, coercion (punishment), and legitimacy

Sunk Costs Errors

When managers continue with projects because they have already spent a lot of money on the project - assumes current decisions cannot correct past decisions

self-serving bias

When managers take credit for successes and blame failure on outside factors to serve their own interests

Managing Work Force Diversity

Widen the recruitment net for diversity Ensure selection without discrimination Provide orientation and training that is effective

hygiene factors

Within a workplace there are ? are adequate for the employee but do not motivate eg supervision, company policy, relationship with supervisor, working conditions, salary, relationship with subordinates, status, security

technology change

Work processes, methods, and equipment

Social Responsibility

a business's intention, beyond its legal and economic obligations to do the right things and act in ways that are good for society

effective goals and objectives

Written in terms of outcomes rather than actions Challenging yet attainable Measurable and quantifiable Written down Clear time frame communicated to all necessary

Groupthink

a tendency for highly cohesive teams to lose their evaluative capabilities

the control process

a three-step process measuring actual performance, comparing actual performance against a standard, and taking action to correct deviations or inadequate standards

Meetings

a time when people come together for a discussion.

exit interview

a tool that HRM uses to identify problems in the organisation that might be causing employees to leave

Purposes of Information Controls

a tool to help managers control other organisational activities. Managers need the right information at the right time and in the right amount. an organisational area that managers need to control. managers need comprehensive and secure controls in place to protect organisation's important information.

The Global Compact

a voluntary agreement established in 2000 by the United Nations that promotes human rights, labor standards and environmental principles

systems resource model

ability of the organisation to exploit its environment in acquiring scarce and valued resources

escalation of commitment

an increased commitment to a previous decision in spite of negative information

social entrepreneur

an individual or organisation who seeks out opportunities to improve society by using practical, innovative, and sustainable approaches

The HRM Process

attracting, developing, maintaining

Equity Theory (Process Theory)

based on a worker's perception of fairness

Overcoming decision making errors and biases

be aware of them open up decision making to allow different ideas increase critical evaluation by appointing a devils advocate to encourage disagreement increase accountability 'if-then' process

organic

cross-functional teams cross-hierarchical teams free flow of information wide spans of control decentralisation low formalisation

customer departmentalisation advantages

customer needs and problems can be met by specialists

value

customer's subjective assessment of benefits relative to costs in determining the worth of a product

Resource Allocator

decide who gets resources; schedule, budget, set priorities

Traditional or classical models of decision-making assume

decision-making is a rational proce

Job Analysis

defines the duties, tasks and responsibilities of jobs within the organisation that are necessary to achieve organisational performance outcomes

Effectiveness

doing the right things - doing those work activities that will result in achieving goals

Efficiency

doing things right - getting the most output from the least amount of inputs

uncertainty

doubt, the state of being unsure

not always clear what an ethical decision is

due to differing values, behaviours or philosophical approaches

negotiation (resistance to change techniques)

exchanging something of value for an agreement to lessen the resistance to the change effort. This resistance technique may be quite useful when the resistance comes from a powerful source

Theory X and Theory Y

explain and predict leadership behavior & performance based on leader's attitude about followers

Hersey and Blanchard - Selling Leadership style

explaining task directions in a supportive and persuasive way; a high-task, high-relationship style

socialized power

expressed need for power based on desire to support the welfare of others, a group, society, or the common good

to be effective participatory planning

needs to genuinely engage with the different stakeholders of the organisation

The Greening of Management

recognition of close link between an organisation's decision and activities and its impact on the natural environment.

Punishment or Extinction

removing a positive reward

collaborating style

(high assertiveness, high cooperation) conflict is resolved by finding a win:win solution

accommodating

(low assertiveness, high cooperation) occurs by satisfying another person's needs over your own.

Functional structure

- Functional structures are a form of departmentalisation that groups jobs by the functions performed, or those people doing similar tasks

Vroom-Jago Leader Participation Theory

- Helps leaders choose the method of decision making that best fits the nature of the problem situation

achievement

- Individuals with a high need of ? typically desire to do something better or more efficiently than it has been done before, preferring jobs that offer personal responsibility for finding solutions to problems, in which they can receive rapid feedback on their performance so they know whether they are improving or not

Boundaryless structure disadvantages

- Lack of clear boundaries can lead to a lack of control and problems with communication

Goal-setting theory & Reinforcement Theory

- suggests that employees can be motivated by goals that are specific and challenging but achievable

Self-Efficacy Theory

An individual's belief that he or she is capable of performing a task.

strategic goals

Are related to the performance of the firm relative to factors in its external environment (e.g., competitors).

Robert House's Path-Goal 4 Types of Leader

Directive Supportive Participative Achievement-Oriented

teams

Groups of two or more people to fulfill a purpose Interdependent - interact and collaborate Mutually accountable influence each other

Decision Making Styles

Linear thinking style Non-linear thinking style

organisational family-friendly benefits

On-site child care Summer day camps Flexitime Job sharing Leave for personal matters Flexible job hours

collective bargaining

Process of a union representing a group of workers negotiates with management for a contract

Decision Making Process

Recognise and define problem or opportunity Identify and analyse different courses of action Choose a preferred course of action Implement the decision Evaluate decision effectiveness

Four Personal & Work Outcomes

The ways in which core job dimensions and critical psychological states are combined lead to high levels of internal work motivation high quality work performance high levels of satisfaction with work by individuals low levels of absenteeism and turnover

Corporate Governance

This has implications for company behaviour towards employees, shareholders, customers, and banks

Maslow's Hierarchy of Needs theory

This theory proposed that, although no need is ever fully satisfied, a substantially satisfied need no longer motivates an individual to satisfy that need

Availability bias

Using only the information easily available to make decisions -may not be accurate

formal meetings include

agenda a leader called a chair a note taker

relationship-oriented

also known as employee-oriented behaviours, where leaders focuses on satisfying social and emotional needs of others

The Three needs theory (McClelland)

also known as the acquired needs theory

physical exam problems

can breach legal issues around discrimination and privacy

job rotation

changing from one routine task to another to alleviate boredom - can benefit everyone when done properly

a key component of effective teams

communication - through active listening, body language, and conflict management

How disputes are resolved under a centralised industrial relations system

conciliation and arbitration

feedback control

control that takes place after a work activity is done

Internal Stakeholders

employees, owners, board of directors

success of teams factors

group size social loafing group cohesiveness

contingency planning

identifies alternative courses of action to take when original plan is inadequate due to changing circumstances

Alderfer's ERG Theory: Relatedness Needs

involve relationships with other people

Behavioural controls

measure and reward efforts

compromising conflict style

medium assertiveness & cooperativeness user attempts to resolve the conflict through assertive give and take concessions

Socially responsive organisations

meet their economic, legal and ethical responsibilities but do not go beyond responding to needs

Sustainability

meeting humanity's needs without harming future generations

perfectionism

not a reason people procrastinate

procrastination

putting off urgent tasks in favour of less urgent, tasks, leading to doing last minute.

sustainability-driven innovative organisations

where innovation incorporates environmental and social impacts

Boundaryless structure advantages

- can help to improve flexibility and responsiveness and the use of talent across the whole organisation

Peter Drucker's five principles relate to:

- contribution people can make to an organisation's aims - dealing with strengths and weaknesses - building positive culture through integration - ensuring people know what needs to be done - helping people grow - training and development - Status is not one of the key principles

Hersey-Blanchard Model

? proposed that effective leadership did not just depend on the leader & the situation but also on the people following the leader and how receptive they are to the leader. Followers can vary in terms of their readiness to perform in different situations. Effective leaders, under this model, adjust their leadership style (supportive relationship behaviour or task directive behaviours) to match the maturity of the followers

Authority decision

A decision made by the leader then communicated to the group

Group decision

A decision made with the full participation of all group members

Immediate gratification bias

A focus on gaining immediate rewards and minimizing immediate costs

sexual harassment

An unwanted activity of a sexual nature that affects an individual's employment

organisational change

Any alterations in the people, structure or technology of an organisation

stakeholder

Any individual or group who can affect or is affected by the actions, decisions, policies, practices, or goals of the organisation

Size of structure

As organisations grow they tend to become more bureaucratic - to maintain responsive to the environment larger organisations build in features of more adaptable organisation structures

HR planning

Assessing current human resources Assessing future needs for human resources Developing a program to meet those future needs

people change

Attitudes, expectations, perceptions and behaviour - individual and group

increased the responsibility and accountability of the board of directors for the performance of the organisation, by requiring adherence to a number of governance principles

Australian Stock Exchange (ASX)

Blake and Mouton's managerial style (high concern for production, low concern for people)

Authority obedience manager

traditional goal setting

Broad goals set at the top of organisation. Goals then broken into sub-goals for each organisational level Assumes that top management knows best because they can see the "big picture." Goals are to direct, guide, and constrain from above Goals lose clarity and focus as lower-level managers attempt to interpret and define the goals for their areas of responsibility

Stated Goals versus Real Goals

Broadly-worded official statements of the organisation for public that may be irrelevant to its real goals

internal forces for change

Changes in organizational strategy Workforce changes New equipment Employee attitudes

- Self-leadership strategies for overcoming procrastination

Choose tasks that really interest you (where possible) Relate tasks to long-term goals and aspirations Get yourself organised Reframe failure as a learning experience Reframe how you think about the task think of how the task stretches your abilities Separate your self-esteem from your task Create an environment for yourself to work in that reduces distractions.

Characteristics of effective teams

Clear goals relevant skills mutual trust unified commitment good communication, negotiating skills appropriate leadership internal support external support

teamworker

Co-operative, perceptive and diplomatic. Listens and averts friction. Indecisive in crunch situations. Avoids confrontation.

Goal-setting theory & Reinforcement Theory

Contemporary or Process Theories of Motivation

Theory associated with Need for Achievement, Power and Affiliation

Content theory: The Three needs theory (McClelland)

Escalating Commitment Bias

Continuing to commit to a decision despite contrary evidence and refusing to accept their decision was wrong

5 step planning process

Define objectives Determine where you stand in relation to objectives Develop premises regarding future conditions Analyse and choose among alternative actions Implement the plan and evaluate the results.

5 steps to systematic planning process:

Define your objectives Determine where you stand in relation to objectives Develop premises regarding future conditions Analyse and choose among alternative actions Implement the plan & evaluate result

ethics

Defined Principles, values, and beliefs that define what is right and wrong behaviour

Common mistakes in defining problems

Defining the problem too broadly or too narrowly Focusing on symptoms instead of causes Choosing the wrong problem

Disadvantages of Functional Structures

Difficulties in identifying responsibilities for the 'big picture' or strategic tasks, - The chimneys or 'silo' problem - Separate chains of command leading to slower decision-making and problem-solving - High levels of job specialisation - Slow response to external changes

Ethical dilemma issues

Discrimination sexual harassment conflicts of interest eg accepting gifts sharing customer information in the use of organisational resources

organising purpose

Divides work to be done into specific jobs and departments Assigns tasks and responsibilities associated with individual jobs. Coordinates diverse organizational tasks. Clusters jobs into units. Establishes relationships among individuals, groups, and departments. Establishes formal lines of authority. -Allocates and deploys organizational resources.

Personal traits that successful leaders share

Drive or energy Self-confidence Creativity Cognitive ability to interpret information Business knowledge Motivation Flexibility Honesty Integrity Credibility

Geographical Departmentalization Disadvantages

Duplication of functios and can feel isolated from other organisational areas

idea champion

Dynamic self-confident leaders -actively inspire support for new ideas, build support, overcome resistance, and ensure that innovations are implemented

Ways self-efficacy can be increased

Enactive mastery: gain experience Vicarious modeling: see someone else do the task Verbal persuasion: someone convinces you that you have the skills Arousal: get energized

three principles in resolving an ethical dilemma

Ends-based. Which decision would provide the greatest good for the greatest number of people? Rules-based. What would happen if everyone made the same decision as you? "The Golden Rule." "Do unto others as you would have them do unto you.

Completer Finisher

Ensures thorough, timely completion, painstaking & conscientious, polishes and perfects

Recruitment sources: employment agencies - disadvantages

Expensive, limited to pool accessible to employment agency

organisational performance measures

Financial Customer internal quality innovation and learning.

3 levels of managers

First-line (or front-line) managers, Middle Managers, Top Managers

Benefits of Contingency and Scenario Planning

Flexibility Places organisations in a state of readiness improves coordination and Control

Herzberg's Motivation-Hygiene Theory

Focuses on outcomes that lead to higher motivation and job satisfaction, and those outcomes that can prevent dissatisfaction

Equity Theory of Motivation process theory

Focuses on the desire to be treated with equity and to avoid perceived inequity

Anchoring and adjustment effect bias

Focusing on an initial figure or data in making decisions

work team

Generates positive synergy through coordinated effort; Individual efforts result in a level of performance that is greater than the sum of those individual inputs

key elements of MBO

Goal specificity Participative decision making Explicit performance/evaluative period Feedback

2 Contemporary or Process Theories of Motivation

Goal-setting theory & Reinforcement Theory

Contemporary and process theories of motivation include

Goal-setting theory, reinforcement theory, job-design theory, expectancy theory, and equity theory

Advantages of Divisional structures

Greater flexibility to respond to environmental changes Improved coordination across functional departments Clear responsibility for products or services and achieving division goals Focused expertise Easier to change the size of the organisation Greater decentralisation of decision making

a French industrialist described the activities of managers as planning, organising, commanding, coordinating and controlling

Henri Fayol (1916)

Who studied the roles managers play at work and identified 10 different roles or actions and behaviours displayed by managers.

Henry Mintzberg (1970's)

- Much of the enthusiasm for job enrichment can be attributed to his findings and recommendations

Herzberg's

Although some critics said his theory was too simplistic, it has had a strong influence on how we currently design jobs

Herzberg's

This theory enjoyed wide popularity from the mid 1960s to the early 1980s despite criticism of his procedures and methodology.

Herzberg's Motivation-Hygiene Theory

Ethical decision-making framework

Identify all stakeholders affected by the decision State facts of decision only Highlight principles, values and codes relevant to the decision Outline decision options available Ask if the decision is legal, right, and beneficial? Perform a double check: How would I feel if this decision was public? How would you explain your decision to family? How will this decision impact on the reputation of the organisation? Make the decision and accept responsibility for the outcome

equity theory

If an individual perceives an inequity they can respond in different ways including changing work inputs through exerting less effort, asking for a change in rewards, adjusting how they perceive the inequity by adjusting their comparison, or quitting the job

Maslow's Hierarchy

If you want to motivate someone, you need to understand what need level that person is on in the hierarchy and focus on satisfying needs at or above that level.

Blake and Mouton's managerial style (low concern for production, low concern for people)

Impoverished manager

Advantages of Matrix Structures

Improved co-operation and problem-solving between different groups better flexibility in responding to environmental changes Better customer service Greater performance accountability Decentralised decision making

power

Individuals with a high need of ? desire to have impact and to be influential, and enjoy being in charge

Henry Mintzberg's Managerial Roles

Interpersonal: Figurehead, Leader, Liaison informational: Monitor, Disseminator, Spokesperson Decisional: Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator

characteristics of change

Is constant yet varies in degree and direction produces uncertainty yet is not completely unpredictable creates both threats and opportunities

equity theory

It is not so much about whether inequity really exists but whether an individual perceives inequity

(KSAs)

Knowledge, skills, and abilities

Change process theory

Kurt Lewin's theory that describes three stages for change: unfreeze, move, and refreeze.

Symptoms of an Out-of-Control Company

Lax top management Absence of policies Lack of agreed-upon standards "Shoot the messenger" management Lack of periodic reviews Bad information systems Lack of ethics in the culture

Incremental Model of Decision Making

Leader may not know what to do or how to process a decision to satisfy stakeholders so just proceeds with small changes to attempt improvement (trial and error)

Range of Training methods

Learning through doing Learning from others Learning through formal training programs Learning through technologies

Legal (or Light Green) Approach

Legal or light green approach: Organisations engage only in legal compliance, exhibiting only a low degree of environmental sensitivity

Teams

Make better decisions Make better products and services more knowledge and expertise Increase employee engagement

Representation bias

Making decisions based on similarity to other events - assuming it will happen the same way again

negative reinforcement or avoidance learning

Managers engage in this when negative consequences are removed if an individual behaves as desired

Rationality

Managers make consistent, value-maximising choices with specified constraints

bounded rationality

Managers make decisions rationally, but are limited (bounded) by their ability to process information

Theory Y managers

Managers who assume that engaging in effortful behaviour is natural to human beings recognise that people seek responsibility and that motivation can come from allowing employees to suggest creative and meaningful solutions.

Maslow's hierarchy

Managers who used this in motivating employees attempted to change their organisations and management practice so that employees' needs could be satisfied

external forces for change

Marketplace Governmental laws and regulations Technology Labor market Economic changes

best-known theory of motivation is

Maslow's Hierarchy of Needs theory

Organisational design classifications

Mechanistic or organic

Blake and Mouton's managerial style(medium concern for people and concern for production)

Middle of the road manager

Features of organisational structure

Mintzberg's work (1981) -Job specialisation Formalisation - how standardised jobs and extent employee behaviour is guided by rules and procedures -Departmentalisation -Chain of command -Spans of control - Centralisation/decentralisation - of authority to make decisions

Expectancy theory formula

Motivation is determined by expectancy times instrumentality times valence M = E × I × V

Innovation stimulation

Organisation structure Human resources Organisational culture

Stakeholder Approach

Organisations engage with multiple stakeholders to meet their environmental demands

Market Approach

Organisations respond to customers to exhibit greater sensitivity to environmental issues

Activist (or Dark Green) Approach

Organisations seek out ways to preserve the environment and the resources found in the environment, exhibiting a high level of environmental sensitivity

Employee Labour Unions

Organisations that represent workers and seek to protect their interests through collective bargaining (environmental factor affecting HRM)

goal setting limitations

People lack ability and/or knowledge Dysfunction and individual performance goals Increase competition/reduce cooperation (Team vs. individual goals) Encourage unethical behaviour

Disadvantages of Controls & Measuring Performance

Performance cannot be measured or is difficult to measure Measuring performance is not feasible, meaning it is too expensive for the outcomes expected Introducing controls could lead to unintended consequences reducing employee initiative reducing the attractiveness of the organisation to employees

Gantt

Project planning tool - graphically displays activities of a project in sequence and plots them against time.

Recruitment sources: temp agencies - advantages

Provides access to temporary labour, can fill needs for specific skills

Disadvantages of Divisional Structures

Reduce economics of scale and increase costs as efforts are duplicated in different divisions Can create unhealthy rivalries between divisions for resources Lower levels of job specialisation so there is less technical expertise in divisions Can be poor coordination across divisions Top management has less control

theory that argues behaviour is externally caused

Reinforcement theory

De-Recruitment options

Resignation, dismissal, redundancy/retrenchment, redeployment/transfer, lay off, attrition, reduced work week, early retirement, job sharing, and hiring freezes

operational plan/tactical plan

Specific detail of how o/all goals to be achieved Cover short time sets out ways to implement a strategic plan, covers short time period

Project Management

The application of knowledge, skills, tools, and techniques to project activities with a clear start and end point

Unity of Command

The concept that a person should have one boss and should report only to that person

Formalisation

The degree to which jobs within the organization are standardised and the extent to which employee behaviour is guided by rules and procedures. - Highly ? jobs offer little discretion over what is to be done. - Low ? means fewer constraints on how employees do their work.

Work Specialisation

The degree to which tasks in the organisation are divided into separate jobs with each step completed by a different person.

Maintaining a Quality Workforce

The final part of the employment cycle ensure that the right skills, abilities and knowledge continue to be available to the organisation need to consider how employee remuneration & careers development to retain staff and can also involve employee movement and replacement decisions

Departmentalisation

The grouping of work positions into formal teams or departments which are linked in a coordinated fashion within the larger organisation

Framing bias

The influence that the way information is presented on the decision-maker

scenario planning

The long-term, strategic version of contingency planning. help 'condition the organisation to think' and better prepare than competitors for 'future shocks'.

team composition

The mix of people who make up a team in terms of their characteristics, motivation and competencies

Environmental uncertainty

The more uncertain the environment the more difficult highly mechanistic structures respond to the changes in the environment

POLC

The planning function of management sets plans and goals organising allocates resources to achieve those goals leaders motivate employees to achieve those goals controlling measures and corrects actions to ensure goals achieve their intended results

General Environment

The wide-ranging global, economic, technological, sociocultural, demographic, political, and legal forces that affect an organisation

McGregor

Theory X and Theory Y

McGregor's Theory X and Theory Y

Theory X assumes that individuals will be motivated by lower-order needs theory Y assumes that individuals will be motivated by higher-order needs such as esteem and self-actualisation

law of effect

Thorndike's principle that behaviors followed by favorable consequences become more likely, and that behaviors followed by unfavorable consequences become less likely

Controlling

To ensure that activities are completed in ways that lead to accomplishment of organisational goals ? is the management function that enables managers to know how units and people within the organisation are performing

approaches to goal setting and planning

Traditional goal setting Means-ends chain Management by objectives Project management

Examples of sexual harassment

Unwanted sexual advances requests for sexual favours verbal or physical conduct of a sexual nature when this conduct explicitly or implicitly affects an individual's employment.

When to use Robert House's Path-Goal styles

Use directive - when job assignments are ambiguous Use Supportive - when worker self-confidence is low Use participative - when performance incentives are poor Use achievement-oriented when task challenge is insufficient

Guidelines for Motivating Employees

Use goals Ensure that goals are perceived as attainable Individualise rewards Link rewards to performance Check equity Use recognition Show care and concern for employees Don't ignore money

Ends-based principle in addressing ethical dilemma.

Which decision would provide the greatest good for the greatest number of people?

Conflict may be ok in a group

a certain amount of conflict is considered valuable for producing optimal Group performance

3 decision conditions faced by managers

a certain environment a risk environment an uncertain risk environment

Garbage Can Model of Decision Making

a chaotic process leading to seemingly random decisions, occurs when people are unsure of their goals and what should be done

business plans

a formal document describing a business concept, outlines core objectives, details strategies and timelines for achievement

Functional teams

a manager and subordinates from the same part of the organisations

performance efficiency

a measure of resource cost associated with goal accomplishment

Balanced Scorecard

a measurement tool that uses goals set by managers in four areas to measure a company's performance

Fairwork Australia

a neutral third party resolves disputes after a formal hearing

conciliation and arbitration

a neutral third party resolves disputes after a formal hearing was the Australian Industrial Relations Commission now Fair work Australia

Australian Industrial Relations Commission

a neutral third party that resolved disputes after a formal hearing that has now been replaced by Fair work Australia in 2009

change agent

a person or group who takes leadership responsibility for changing the existing pattern of behaviour of another person or social system

Motivation

a person's efforts are energised, directed and sustained towards attaining a goal - the forces within a person that affect the direction, intensity, and persistence of voluntary behaviour.

Benchmarking

a process by which a company compares its performance with that of high-performing organizations

Career Defined

a sequence of positions held by a person during their lifetime

recruitment

a set of activities designed to attract a qualified pool of job applicants to an organisation

Mission Statement

a short, specific written statement of the reason a business exists and what it wants to achieve

job specification

a statement of the person needed to do the job outlined in the job description, including the knowledge, skills, education, or any other abilities needed to complete the job

Eco-effectiveness

a strategy for business growth and prosperity that generates ecological, social, and economic value

management is fundamentally

about working with others, whether in smaller groups like teams or larger groups like organisations.

5 dysfunctions of a team

absence of trust, fear of conflict, lack of commitment, avoidance of accountability, inattention to results

organisational activity

accumulated end results of all of the organisation's work processes and activities

Ideally teams are successful in both

achieving outcomes and in the processes or satisfaction of members

recruitment process

advertising vacancies making contact with applicants screening to create a short list of appropriate candidates

Economic Changes

affect almost all organisations. For instance, global recessionary pressures force organisations to become more cost efficient to survive

Boundaryless structure

aims to loosen boundaries to increase the efficiency and effectiveness

Hersey and Blanchard - Delegating Leadership style

allowing the group to make and take responsibility for task decisions; a low-task, low-relationship style

Product Departmentalisation Advantages

allows specialisation of products and services closer to customers

Evaluate decision

allows the organisation to adjust future decision making

mechanistic design

also known as a bureaucracy

Triple Bottom Line Reporting

an accounting system that is designed to include measures of economic, social and environmental performance into the formal accounting system

Overconfidence bias

an individual's unrealistically positive views of their capacity to make good decisions

Norms

an informal standard of conduct shared by team members and guides their behaviour

Performance effectiveness

an output measure of task or goal accomplishment

punishment

any event or object that, when following a response, makes that response less likely to happen again

realistic job previews

applicants are given more detailed positive and negative information about the job

disturbance handler

applies corrective action when org faces important, unexpected disturbances

Non-linear thinking style

approaches problems in a flexible and spontaneous fashion

Linear thinking style

approaches problems in a rational and analytical fashion.

Vertical boundaries or hierarchies

are relationships and levels within the organisation

Problem Solvers

are willing to make decisions and solve problems, but they are reactive

Mintzberg (1981)

argues in his seminal article on organisational design the structure of the organisation must be consistent in its use of the different elements of structure of which it consists and match the environment in which it operates

The socioeconomic view of CSR

argues maximising profits is important but it isn't enough and that organisations are responsible for protecting and improving society as well

their own outcomes/inputs vs others outcomes/inputs

assessing equity

two parts of HR planning

assessing the current human resources identifying skill gaps to achieve the organisations goals and strategies

Organising

assigning tasks, allocating resources, arranging activities to implement plans. Arranging and structuring work

Bounded Rationality assumptions

assumes that decision makers will not seek out or have know all alternatives. Will satisfice or choose the first option that available to solve the problem

decentralised structure

authority for decision making is dispersed throughout levels of the organisation

centralised structure

authority resides at the top level of the organisation

One of the reasons why successful team performance can be difficult to assess

because those outside the group often cannot see how the group works together

Organisational life cycle

begin as small entities and over time grow and go through until they are a mature organisation

Extrinsically motivated behaviour

behaviour that is performed to acquire external material or social rewards or to avoid punishment from another

self-oriented roles

blockers, withdrawer, dominators, recognition seeker

Techniques used to incorporate different perspectives of different group members

brainstorming, the nominal group technique electronic meetings

participation (resistance to change techniques)

bringing individuals directly affected by proposed change into the decision-making process

advantage of participatory planning

builds commitment to plans and incorporates diverse perspectives, increasing creativity and information

disadvantage of participatory planning

can be a slow process which increases the time and costs for organisations

Recruitment sources: temp agencies - disadvantages

can be expensive, may be issues with organisational commitment

Success of teams

can be successful because of the outcomes they achieve or because they have a high degree of satisfaction of members of the team

Argument for organisational boundaries

can be useful for organisations as they help to identify meaningful communities where information or service provision is relevant

equity theory

can concern perceived fairness of outcomes (distributive justice) or the way the distribution of rewards are decided (procedural justice)

Disadvantages of Teams across organsisational structures

can include issues with lack of clarity about who is in command, and increasing pressure to perform on teams

Process departmentalisation Disdvantages

can only be used with certain types of products

organisational performance

can refer to organisational performance in the market (financial performance) or in the community (social responsibility) or in the environment (environmental performance)

Maintaining a quality work

can require providing career development opportunities to improve motivation and develop succession plans

Overspecialisation

can result in human diseconomies from boredom, fatigue, stress, poor quality, increased absenteeism, and higher turnover.

A bureaucratic or mechanistic organisation is characterised by

centralised authority many rules and procedures narrow span of control highly specialised tasks little use of teams and formal coordination mechanisms

Goals are more effective when

challenging give feedback are learning goals

Assumption of white-water rapids metaphor

change assumes that the environment is dynamic and unpredictable and therefore the change process would be like navigating white-water rapids. The lack of environmental stability requires that managers and organisations continually adapt to survive

Once unfreezing has been accomplished

change itself can be implemented

Top Managers Responsibilities

change, commitment, culture, environment

changing structure

changes in strategy frequently require changes in structure

job enrichment

changing a task to make it inherently more rewarding, motivating, and satisfying

changing people

changing attitudes, expectations, perceptions and behaviours

socialized power

channelled toward the constructive improvement of organizations and societies

Motivators

characteristics of the job itself ▪ when present, jobs presumed to be both satisfying and motivating for most people

hygiene factors

characteristics of the workplace ▪ make people unhappy if they are poorly managed ▪ will not make people truly satisfied

organisations are responsible only to shareholders

classical view of csr

strategic partnerships

collaborative relationships between 2 or more orgs in which they combine their resources and capability for business purpose

information controls

collected through management information systems to feed into management decision making

Matrix Structure

combines a functional and divisional structure evolved in order to maximise the advantages and minimise disadvantages of functional and divisional structures. In this structure employees belong to two groups. dual chain of command. common in global organisations or multinational organisations often uses permanent, cross functional teams

job analysis requirements

conducting interviews direct observation collecting self-reports of employees and their managers

strategies organisations adopt to be better than their competitors

cost leadership strategy (where the org has the lowest costs in the industry) differentiation strategy (where the org has unique products or services highly valued by customers) -focus, or niche, strategy

Informal structure disadvantage

create problems when they work against the interests of the organisation, carry inaccurate information and generate resistance to change

Value

created when resources are used in the right way, at the right time, at minimum cost to create high-quality goods/services

process innovation

creating an idea, doing some initial experimentation with that idea, determining feasibility and then the final application where the idea is commercialised for sale in the market

eco-efficiency

creating more goods and services while using fewer resources and creating less waste and pollution

plant

creative, imaginative, problem-solver

Advantages of a matrix/project structure

cross-functional integration cost benefits quicker product development higher responsiveness to customers quicker decision making

programmed decisions

decisions that become somewhat automatic because knowledge allows them to recognise and identify a situation and action needed often a rule, a policy or procedure to help guide programmed decision-making.

External boundaries

defining what is within the organisation and what is outside (like suppliers or customers), and geographic boundaries

autonomy

degree to which a job provides substantial freedom, independence and discretion

skill variety

degree to which a job requires a variety of activities using different skills and talents

Vroom-Jago Model

describes decision-making methods

Calm Waters Metaphor

description of organisational change that likens that change to a large ship making a predictable trip across a calm sea and experiencing an occasional storm

White-Water Rapids Metaphor

description of organisational change that likens that change to a small raft navigating a raging river

Blake and Mouton's 5 Managerial styles or (Leadership Grid)

designed to describe different leadership styles, assess preferred styles and assist in leader development. Impoverished manager Country club managers Middle of the road manager Team manager Authority obedience manager

Advantages of Learning Organisation

designed to facilitate collaboration and the learning can offer advantage of continual sharing and application of knowledge

team performance judgement

difficult as performance includes both outcomes and the process

Disadvantages of a matrix/project structure

difficulties in allocation of people to projects problems with project silos can create co-ordination issues lack of clear career paths for employees

Driving forces for change

direct behaviour away from the status quo

Types of decision makers

directive, conceptual, analytical, behavioral

Herzberg's Two-Factor Theory

distinguished between two broad categories of factors that affect people working on their jobs

Tolerance of risk

diversity of opinions is encouraged

Job specialisation (Mintzberg)

dividing work activities into separate job tasks.

Horizontal boundaries

divisions between different functions or areas within an organisation that often accompany specialisation

Disadvantages of Matrix Structures:

dual chain of command can create confusion, Many meetings required for decisions slow capacity to act Cross functional teams can develop loyalty to team goals over organisational goals Extra layers, meetings and personnel to improve coordination can increase costs

Product Departmentalisation Disdvantages

duplication of functions limited view of organisational goals

customer departmentalisation disadvantages

duplication of functions limited view of organisational goals

Shaper Role

dynamic, thrives on pressure, drive to overcome obstacles

Learning through technologies

e-learning, videos, podcasts

organisational development techniques

efforts to assist organisational members with a planned change may include: sensitivity training team building intergroup development (changing attitudes) process consultation survey feedback

work-life balance

efforts to help employees balance the competing demands of their personal and professional lives

punishment

eliminates undesired behaviour faster than non-reinforcement does effects only temporary may later have dysfunctional behaviour such as workplace conflicts, absenteeism and turnover

7 leadership competencies

emotional intelligence integrity drive leadership motivation self-confidence intelligence knowledge of the business

Hersey and Blanchard - Participating Leadership style

emphasises shared ideas and participatory decisions on task directions; a low-task, high-relationship style

Disadvantages of Learning Organisation

employees can resist sharing information and knowledge and can be increased conflict

career plateau

employees reach this when they can no longer attain jobs with higher levels of work responsibility

theory y

employees should participate in decision-making, have responsible and challenging jobs and that good group relations are important to maximise motivation

feedforward control

ensure that directions and resources are right before the work begins control that allows managers to anticipate problems before they arise

Developing the workforce

ensuring that employees have the skills and support necessary to do their jobs and perform well

HR planning is about

ensuring the right people are in the right place at the right time

Decisional Roles

entrepreneur, disturbance handler, resource allocator, negotiator

Assessing Equity

equity exists when subjective perceptions or beliefs that their own outcomes/inputs vs others outcomes/inputs

based on the logic of social comparisons and that perceived inequity is a motivating state

equity theory

develop controls

estabilsh performance objectives and standards measure actual performance compare actual performance against standard take action to correct performance

social audit measures

evaluates economic, legal, ethical and discretionary responsibilities to establish the social performance of the organisation

subjective approach to performance appraisals

evaluation of performance is based on manager's perception - behavioural approach to performance appraisals

employee attitudes

evaluations ranging from positive to negative employees make eg increased job dissatisfaction may lead to increased absenteeism, voluntary resignations, labour strikes

resource investigator

explores opportunities. Makes contacts. Shares external information. Negotiates with outsiders. Responds well to challenges

ethical influencers on leaders

extent to which a leader had an ethical role model during their career ethical culture of the organisation importance of moral issues importance of consequences of unethical behaviour individual characteristics

Learning through formal training programs

external or internal training programs, experiential exercises, and classroom lectures

Team Leaders Responsibilities

facilitation, external relationships, internal relationships

Interpersonal Roles

figurehead, leader, liaison

Four perspectives of the balanced scorecard

financial customer internal quality innovation and learning

concurrent control

focus on what happens during the work process control that takes place while a work activity is in progress

organisational development (changing people)

focuses on techniques or programs to change people and the nature and quality of interpersonal work relationships

Robert House's Path-Goal Supportive Leader

focusing on the well-being of workers and making the workplace a pleasant place to work, reduces stress & frustration in the workplace

Conflict resolution techniques

forcing, avoiding, compromising, collaborating accommodating

plans made by

formal planning dept in traditional approach with specialist staff, in a top down approach

Performance appraisal

formal process of evaluating an employee's performance and giving feedback

Group Stages of Development

forming, storming, norming, performing, adjourning

Informal structure advantage

forms critical social relationships that can foster informal learning, and provide emotional support, particularly through times of organisational change

dismissal tips

give employees a chance to address performance problems don't delay dismissals make sure records have been maintained and the dismissal is defensible be aware of need for support and counselling for both the individual being dismissed and the remaining employees offer help to find other employment.

Redesigning Jobs

give employees more responsibility more meaningful work more autonomy increased feedback can reduce stress because these factors give employees greater control over work activities and lessen dependence on others.

job enlargement

giving people additional tasks at the same level of responsibility to alleviate boredom

Hersey and Blanchard - Telling Leadership style

giving specific task directions and closely supervising work; a high-task, low relationship style

Global Reporting Initiative (GRI)

global guidelines for reporting on environmental and sustainability performance

Organisations engaging in social responsibility

go beyond responding to needs to consider what they can do help make society a better place

Reinforcement theory ignores

goals expectations needs and instead, focuses solely on what happens to a person when they take some action

Downside of traditional goal-setting:

goals are clearly defined to begin with but are broader and more loosely defined as they are cascaded down the managerial levels.

goals that motivate

goals should be acceptable to employees, challenging but attainable, specific, measurable, achievable, relevent and time bound

methods for evaluating performance

graphic rating scales; behaviourally anchored rating scales critical incidents written essays a multi-person comparison or 360 degree feedback appraisal

Advantages of Network structure

greater competitiveness in global markets greater flexibility reduced overhead cost increased operating efficiency

Advantages of Group Decision Making

greater pool of knowledge, different perspectives, intellectual stimulation, better understanding of decision rationale, deeper commitment to the decision

Departmentalisation (Mintzberg)

grouping of work positions into formal teams or departments which are linked in coordination with the larger organisation

Divisional structures

groups together people working on the same product, in the same area, with similar customers, or involved in the same processes focus on group tasks and resources according to the outputs common in very large organisations

Divisional structure

groups together people working on the same product, in the same area, with similar customers, or involved in the same processes.

Communities of practice

groups who share a concern or set of problems or passion and deepen their knowledge and expertise with regular interaction

Coalitional Model of Organisational Decision Making

groups with differing preferences use power and negotiation to influence decisions, used when people disagree about goals or compete for resources

idea proposed by Chandler in his (1969)

growth strategies led to changes in the arrangement of resources (structures). organisational structure changes depending on the type of strategy adopted by the organisation.

3 types of corporate strategic plans

growth strategy, stability strategy, renewal strategy

maintenance-related roles

harmoniser, compromiser, gatekeeper, encourager, follower

certain environment

has all of the necessary information regarding each choice of action and its predicted outcome

Managers

have formal authority and are responsible for smoothly running the organisation

heterogenous teams

have members with diverse personal characteristics

Making communities of practice work

have top mgmt support and set clear expectations attract ppl and make them want to return for advice, conversation and sharing encourage regular meetings est regular communication focus on real problems and issues for the organisation have clear accountability and managerial oversight

facilitation and support (resistance to change techniques)

helping employees deal with fear and anxiety associated with the change. help may include employee counselling, therapy, new skills, training

education and communication (resistance to change techniques)

helping employees see the logic of the change effort

Reinforcement Theory

helps to explain why publishers may include incentive clauses in their author's contracts

Forcing

high in assertiveness, low in cooperation a conflict-resolution technique where one party forces their solution on the others. an example of a win-lose conflict resolution technique.

mechanistic

high specialisation rigid departmentalisation clear chain of command narrow span of control centralisation high formalisation

Organic structure

highly adaptive authority to make decisions is decentralised to empower workers there are minimal rules and procedures use teams and shared tasks wide spans of control (so that organisations are flatter)

Restraining forces for change

hinder behaviour away from the status quo

Theory X

hold negative views of why people work assuming that people have little ambition, dislike work, want to avoid responsibility and need to be closely directed to work effectively (McGregor's Theory X and Theory Y)

ethical leader traits

honesty trustworthiness fair and principled decision-makers

Productivity

how effective performance is (are goals accomplished) and how efficient performance is (the cost in terms of resources in achieving goals

persistence

how long the effort is maintained

Formalisation (Mintzberg)

how standardised an organisation's jobs are and the extent to which employee behaviour is guided by rules and procedures

Leading when applied to self-management

how you motivate and inspire yourself to achieve goals and perform whether tasks are motivating or not.

SO CLEAR

how you sit, stand or use space openness of movement and expression centre your attention lean appropriately towards other person eye contact appropriately respond to listener through active listening be appropriately relaxed

If the these are absent from the workplace the employees will be dissatisfied

hygiene factors

Herzberg's Two-Factor Theory of Motivation

hygiene factors and motivating factors

Hygiene Factors (Herzberg)

hygiene: factors that by their absence, inhibit performance but any addition in them does not increase efficiency or productivity. Thus they are extrinsic to the job basic needs for a job

research by Belbin

identified 9 different roles that individuals adopt in teams

Mazlow's three major contributions

identified important need categories helpful to think of two general levels of needs, in which lower-level needs must be satisfied before higher-level needs become important alerted managers to the importance of personal growth and self-actualization

The jobs characteristics model

identifies 5 core job dimensions that influence critical psychological states which in turn lead to personal and work outcomes

Problem Avoiders

ignore information indicating a performance opportunity or threat

Three types of objectives may be specified in an MBO contract:

improvement objectives personal development obj's maintenance obj's

Managers use normative controls

in selection processes and through organisational symbols and stories

attracting a quality workforce

includes HR planning, analysing jobs, recruitment, and selection

developing a quality workforce

includes employee orientation, measuring performance and training and development.

participatory planning

includes the persons who will be affected by plans and/or who will be asked to implement them

Benefits of collaborative work

increased communication and coordination greater innovative output better addressing complex problems sharing information and best practice

budgets poor form of control

incremental improvements a fear of failure hoarding behaviours focus on compliance with rules less responsiveness to the market

influencers on ethical dilemma resolution

individuals family influences and values organisational values and practices way organisations operate in the external environment eg common practices in that industry Some organisations employ an ethics officer specialist to help improve ethical decision-making in the organisation Adopting ethical decision-making processes or frameworks can also help to improve ethical decision making

External Stakeholders

individuals or groups who have some claim on a firm such as customers, suppliers, governments and special interest groups

Tolerance of the impractical

individuals who offer impractical answers to what-if questions are not stifled

equity theory

individuals will compare the rewards they perceive they receive from an act (eg work) to those of a referent, another individual or group of Referents

need for affiliation

individuals with this need strive for friendships, prefer cooperative situations to competitive ones, and desire relationships involving a high degree of mutual understanding The Three needs theory (McClelland)

socialisations

induction or orientation programs that outline the job and policies and culture of the organisation

task-related roles

initiator, information/opinion seeker, information/opinion giver, elaborator, orienter/coordinator, energizer

means-end chain

integrated network of goals - result from clearly defined hierarchy of organisational goals achievement of lower level goals is the means by which to reach higher level goals (ends)

employment tests

intelligence tests or personality tests, or even a work simulation where applicants demonstrate how they would do an actual piece of work

Recruitment Sources

internal advertisements referrals/recommendations from existing staff employment agencies temp agencies online

Maintaining a quality workforce

involves the retention, movement and turnover of employees

coercion (resistance to change techniques)

involves the use of direct threats or force against the resisters

Robert House's Path-Goal Participative Leader

involves workers in decision-making, employees get better clarity & commitment to goals and able to work more autonomously

environmental uncertainty

lack of information needed to understand or predict the future

risk environment

lacks complete information but offers probabilities of the likely outcomes for possible action alternatives

Recruitment sources: advertisements - disadvantages

large amount of work if numerous, and inappropriate individuals apply

According to Vroom-Jago leader-participation theory, a leader should use authority-oriented decision methods when

leader has greater expertise to solve a problem leader is confident and capable of acting alone Others likely to accept and implement the decision Little or no time is available for discussion

According to Vroom-Jago leader-participation theory, a leader should use group-oriented and participative decision methods when:

leader lacks sufficient information to solve a problem by himself/herself problem is unclear and help is needed to clarify the situation acceptance of the decision and commitment by others is necessary for implementation adequate time is available for true participation

authentic leadership

leader true to self while leading knows and understands self inspires trust & commitment stays true to own values and beliefs respects diverse viewpoints act with higher order ethical values encourages collaboration helps others learn, grow, and develop as leaders

characteristics of homogenous teams

less conflict faster team development perform better on cooperative tasks better coordination high satisfaction of team members

Chain of command

links persons with successively higher levels of authority

job description

list of a job's duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities

job specifications/qualifications

list of a job's human requirements - the required education, skills, personality, — another product of a job analysis

5 rules for active listening

listen for message content, listen for feelings, respond to feelings, note all non-verbal cues, paraphrase and restate

disadvantages of Network structure

loss of control as central hub is dependent on what external groups provide loss of organisational expertise reduce employee loyalty

Recruitment sources: internal sources - advantages

low cost, provides career paths for current staff, retains corporate knowledge

Avoiding

low in assertiveness and cooperation responding to conflict by withdrawing from open discussion

Management strives for:

low resource waste (high efficiency) high goal attainment (high effectiveness)

Uncertain environment (dynamic)

managers have access to so little information that it is difficult to assess the probabilities of likely outcomes

Disseminator

managers share information with subordinates and others in the company

who conducts performance appraisals

managers, peers, subordinates, customers or even the employee themselves through self-appraisal

Important Managerial Skills

managing human capital, inspiring commitment, managing change, structuring work, getting things done, facilitating psychological and social contexts of work, networking, managing decision making processes, managing strategy and innovation, managing logistics and technology

coordinator

mature, confident, clarifies goals and delegates effectively

employee movement

may be through promotion, transfers of employees to other positions, retirement, demotion or dismissal

Well-designed jobs produce three critical psychological states

meaningfulness, responsibility and knowledge of results

Objective controls

measure employee behaviour and outputs in order to assess employee performance

output controls

measure the results of work activities

self-control

measuring or monitoring our individual performance and being accountable for that performance whether it concerns our behaviours, outcomes or our emotions

Controlling

measuring performance and taking action to ensure desired results. Monitoring, comparing, and correcting work.

homogeneous teams

members share many similar characteristics

Learning from others

mentoring, coaching and modelling

Herzberg's Two-Factor Theory

model that divides motivational forces into satisfiers ("motivators") and dissatisfiers ("hygiene factors")

Informational Roles

monitor, disseminator, spokesperson

characteristics of heterogenous teams

more conflict longer team development performs better on complex problems more creative better representation outside the team

Geographical Departmentalization Advantages

more effective and efficient handling of specific regional issues that arise and serves needs of unique ? markets better

Process departmentalisation Advantages

more efficient flow of work activities

Process Theories of Motivation

more recent theories than content theories concerned with how motivation occurs

Alderfer's ERG Theory: Growth Needs

motivate people to productivity or creativity

intrinsic factors that increase job satisfaction e.g. achievement, advancement or growth

motivators (Herzberg's two factor theory)

Three-Needs Theory (McClelland)

need for achievement, power, and affiliation

This need is the desire to be liked and accepted by others The Three needs theory (McClelland)

need for affiliation

personalized power

need for power that drives people to seek control through assertive or aggressive behavior, often for personal gain

work promotion requirements

need to be fair, non-discriminatory and may result in resentment from other employees

need for power

need to make others behave in a way that they would not have behaved otherwise The Three needs theory (McClelland)

personalised power

negative force expressed through the manipulation and exploitation of others

changing technology

new equipment, tools or operating methods

Product (and service) innovations

new or improved goods and services

First Line Manager Responsibilities

non-managerial worker supervision, teaching and training, scheduling, facilitation

Organisation in teams variables

norms, conformity, groupthink, group size, group cohesiveness

Spans of control

number of employees reporting to a manager

On a continuum where stage 1 represents lesser social responsibility and stage 4 greater responsibility stakeholders at these stages include:

o Stage 1: Owners and management o Stage 2: Employees o Stage 3: Constituents in the specific environment o Stage 4: Broader society

Carroll's model: Four criteria to determine how socially responsive an organisation are:

o economic responsibility o legal responsibility o ethical responsibility o discretionary responsibility

where psychological force of motivation can come from

o intrinsic or o extrinsic sources

results approach to performance appraisals

objective

Four strategies of corporate social responsibility

obstructionist strategy defensive strategy accommodative strategy proactive strategy

feedback

obtaining direct and clear information about the effectiveness of their performance.

- Centralisation/decentralisation

of authority to make decisions

Job characteristics model (process theory)

offers a framework and guide for explaining how jobs can be designed to be motivating

performance measures

often narrowly measured in terms of financial performance

Learning through doing:

on-the-job, Job rotation, workbooks/manuals

Direction

one that benefits the organization

Societal concern with leader's ethical behaviour

ongoing ethical and financial scandals executive pay rates whether business purpose harms society whether business iconduct harms society has driven interest in ethical leadership

standing plans

ongoing plans that provide guidance for activities performed repeatedly

open innovation

opening up the search for new ideas beyond the org & allowing innovations inward and outward

Self-managed teams

operates without a manager

Research into the effect of structural variables on innovation shows five things:

organic structures positively influence innovation. With an abundance of resources, managers can afford to purchase and institute innovations. Frequent inter-unit communication helps to break down barriers to innovation. Cross-functional teams, task forces and other such organisational designs facilitate interaction across departmental lines and are widely used in innovative organisations. Innovative organisations try to minimise extreme time pressure on creative activities despite the demands of white-water-type environments. Finally, studies have shown that when an organisation's structure provided explicit support for creativity from work and non-work sources, an employee's creative performance was enhanced

Steps in Typical MBO Program

organisation's overall objectives and strategies are formulated. Major objectives are allocated among divisional and departmental units. Unit managers collaboratively set specific objectives for their units with their managers Specific objectives collaboratively set with department members. Action plans, defining how objectives are to be achieved are specified and agreed on by managers and employees. action plans are implemented. Progress toward objectives is periodically reviewed, and feedback provided. Successful achievement of objectives is reinforced by performance-based rewards.

The shades of green model

organisations are identified as adopting four different approaches to sustainability and environmental performance: Legal or light green approach Market approach Stakeholder approach Activist or dark green approach

socioeconomic view

organisations are responsible for protecting and improving society as well as maximising profits

defensive strategy

organisations define CSR performance in terms of the minimum legal requirements in order to protect the organisation - If criticised, organisations are likely to deny any claims of wrong doing

ethical responsibility approach to CSR

organisations focus on financial performance, complying with laws and responding to the norms and demands of the community

discretionary responsibility approach to CSR

organisations focus on financial performance, complying with laws, respond to norms of the community and actively seek out ways to address social issues

economic responsibility approach to CSR

organisations focus on their financial performance and believe their responsibility to shareholders is their most important responsibility

group developing plan complexity

other people are involved with different ideas about what goals to set and the plan for how those goals could be achieved

Why are managers critical to the organisation?

outcomes achieved by the organisation, in the culture of the organisation, and the well-being of those being managed

Dismissals

part of workforce reduction may be part of downsizing initiatives (letting go of skills that are no longer used in the organisation, or due to performance problems)

active listening

paying close attention to what someone is saying and communicating

Problem-solving teams

people from the same department or functional area that work to solve problems

Different meanings of Management

people that engage in management activities; managers, the skills needed to successfully manage, roles managers adopt in organisations or in terms of the functions or activities that managers engage in.

Maintaining a quality workforce

performance management and appraisal, remuneration and benefits career planning retention and turnover.

Control Measures

personal observation statistical reports oral reports written reports

4 Key functions of Management

planning, organizing, leading, controlling

why is control important

plannning empowering employees protect the workplace

specific plans

plans that are clearly defined and leave no room for interpretation

directional plans

plans that are flexible and set out general guidelines, provide focus and allow discretion in implementation

growth strategy

plans to expand markets served or products offered

stability strategy

plans to keep doing what it is currently doing

long-term plans

plans with a time frame beyond three years

9 Belbin team roles

plant coordinator monitor evaluator implementer completer finisher resource investigator shaper teamworker specialist

consequences of behavior

positive reinforcement, negative reinforcement, punishment, extinction

Theory Y

positive views of why people work - that works can exercise self-direction, accept and seek out responsibility and consider work to be as natural as rest or play

Alderfer's ERG Theory

postulates that several different needs can be operating at once

Disadvantage of collaborative work

potential interpersonal conflict different views and competing goals logistics of coordination

Building trust

practice openness be fair speak your feelings tell the truth show consistency fulfil promises maintain confidences demonstrate competence

Classical decision-making theory

presents an ideal model for making decisions based on a certain environment rarely applicable in the workplace

conformity

pressure on group members to conform or align with the other members of the group

group size

problem solving works better with large groups (those with 12 or more members) small groups (5 to 7 members) are better at taking action

Types of Innovation

process innovations: better ways of doing things product (and service) innovations: new or improved goods and services

innovation

process involves creating an idea, doing some initial experimentation with that idea, determining feasibility and then the final application where the idea is commercialised for sale in the market

select a candidate

process involves screening, or short listing formal applications to identify candidates that the company might wish to interview

HRM

process of attracting, developing and maintaining a quality workforce

Define Management

process of coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively

Two types of managerial decisions

programmed non-programmed decisions

Critical path analysis

project managers compress schedule by moving resources, eg people, from noncritical path tasks onto critical path tasks

Hope & Fraser (2003)

propose that longer term performance measures (some financial and some non-financial) that incorporate competitive position offer a better alternative to budgets

Herzberg

proposed that intrinsic factors, or motivators are related to job satisfaction and motivation, whereas extrinsic, or hygiene, factors are associated with job dissatisfaction

Fiedler's Contingency Theory of Leadership or (Fiedler's Model)

proposes leadership success depends on matching leadership style with situational demands. ? proposed that leaders have a preferred leadership style as either task oriented or relationship oriented. styles are effective in different situations depending on: o how much leader control o amount of position power o degree of task structure o nature of leader-member relations. ? suggested that leadership styles were difficult to change and proposed that to be effective, leaders needed to 'fit' the situation which their style is most effective.

Alderfer's ERG Theory

proposes that people have three basic need sets Existence needs Relatedness needs Growth needs

Job descriptions

provide a written summary of the duties, tasks and responsibilities of a job that were identified through job analysis

Leaders

provide direction and motivate followers to voluntarily work to achieve the leaders vision

Workplace Relations Ammendments (WorkChoices) Act 2005

provided opportunities for businesses to change employees' work conditions and pay.

Benefits of Core Job Dimensions

provides conditions that lead to perceptions of whether the work is meaningful critical psychological skill variety, task identity and task significance can be combined to provide meaningful work autonomy gives employees experience with responsibility feedback gives information about work outcomes

orientation process

quite formal in large organisations and quite informal in smaller organisations

advantage of formal planning dept

recognizes importance of planning and has advantage of being thorough, systematic and coordinated

Manipulation and co-optation (resistance to change techniques)

refer to covert attempts to influence others about the change

Once candidates have been interviewed, next steps

references and background are checked, may require a physical exam

Need for Affiliation (McClelland)

reflects a strong desire to be liked by other people

trust

related to increase in job performance, organisational citizenship behaviours, job satisfaction, organisational commitment

financial goals

related to the expected internal financial performance of the organisation.

Affirmative Action

requirement that organisations take proactive steps to ensure the full participation of protected groups in its workforce (environmental factor affecting HRM)

Middle Managers Responsibilities

resources, objectives, coordination, subunit performance, strategy implementation

Herzberg's theory problem

respondents generally associated good times in their jobs with things under their personal control, Bad times, were more often associated with factors in the environment, under management control

negotiator

responsible for representing the organisation at major negotiations

objective approach to performance appraisals

results approach to performance appraisals because results are often easier to quantify

Human Resource Inventory

review of the current make-up of the organisation's current resource status

heuristics

rules of thumb to simplify the reality of complex decision-making

Low external controls

rules, regulations, policies and similar organisational controls are kept to a minimum

environmental scanning

screening large amounts of information to anticipate and interpret changes in the environment. may be outsourced

monitor

seeks & receives information

Monitor Evaluator

sees all the possibilities, evaluates situations objectively and sees what is realistically achievable

3 strategies that organisations can adopt to develop ethical leaders:

select ethical leaders train leaders in transformational leadership develop ethical cultures, decision-making processes and performance management systems that emphasise fairness and transparency

Herzberg's two-factor theory

separates factors that motivate people and lead to satisfaction from factors that leave people unmotivated and dissatisfied

Robert House's Path-Goal Achievement-oriented leader

sets challenging goals and expect high standards, similar to transformational leadership

Peter F. Drucker's Five Basic Operations of the Manager

sets objectives organises motivates & communicates Measurement develops people including self

Plan for yourself

setting some goals, and research tells us that some goals are more effective than others

Normative controls or (Clan Control)

shared values of the company influences the values, beliefs and decisions of employees within an organisation

An important group in the organisation's performance for incorporated organisations are

shareholders or owners through their role in corporate governance

specialist

single-minded and self-starting, providing knowledge and skills in short supply

5 core job dimensions

skill variety - different job activities involving several skills task identity - completion of a whole, identifiable piece of work task significance - important impact on the lives of others autonomy - independence and discretion in making decisions feedback

HR inventory

skills assessment - a survey completed by employees to identify what current levels of education, training, languages or specialised skills people have

why are Coaching and training important?

so staff can advance their skills and career prospects

why career planning is built into performance appraisal systems

so that organisational goals can be matched with the individual's goals

social loafing

tendency for people in a group totry less when pooling efforts than when individually accountable

social facilitation effect

tendency to increase motivation in presence of others - helps individual perform better

cross-cultural leadership

the ability of the leader to influence and motivate members of a culturally different group by appealing to the shared knowledge

four common rationalisations to help justify their own misconduct or unethical decision making:

the behaviour is not really illegal the behaviour is really in everyone's best interests nobody will ever find out what you've done. organisation will 'protect' you.

Expectancy

the belief that working hard will result in a desired level of task performance being achieved

Transparency

the clarity of reporting on organisational performance

The source of extrinsic motivation

the consequences of the behaviour, not the behaviour itself

Specific Environment

the customers, competitors, suppliers, industry regulations, and advocacy groups that are unique to an industry and directly affect how a company does business eg o Public pressure groups Customers Suppliers Competitors

environmental uncertainty

the degree of change and complexity in an organisation's environment

task significance

the degree to which a job has a substantial impact on the lives or work of other people

task identity

the degree to which a job requires completion of a whole and identifiable piece of work

Need for power (nPower)

the desire to control other people, to influence their behaviour, or to be responsible for them.

need for affiliation (nAff)

the desire to establish and maintain friendly and warm relations with other people

Multiple Constituencies Model

the effectiveness of the organization in meeting each constituencies' needs

group cohesiveness

the extent to which members are attracted to the team & motivated to stay in it

Motivation (in leading)

the force driving the action. It is central to management because it explains why people behave the way they do in organisations

Belbin's team roles

the idea that for a team to function effectively it needs key roles to be performed by team members—each role contributing a specific skill or behavioural dimension to the team dynamics; identified nine specific roles

Market control

the influence of market competition on the behaviour of organisations and their members

Management Information Systems (MIS)

the management and use of information systems that help organisations achieve their strategies

Organising People

the management function concerned with arranging and allocating resources to achieve organisational goals

Corporate social responsibility

the need for organisations to go beyond financial and economic definitions of performance to include the welfare and wellbeing of a broader range of stakeholders and society

need for power

the need to have control or influence over others The Three needs theory (McClelland)

Social Obligation

the obligation of a business to meet its economic and legal responsibilities and nothing more

Formal structure

the official organisation structure. represents the way the organisation is intended to function and depicted on an organisational chart.

Open-system focus

the organisation closely monitors the environment and responds rapidly to changes as they occur

Network structures

the organisation has a core linked to a network of specialists outside an organisation's structure A flexible and fluid system can have parts of the network added or removed according to the needs of the system controlled by the centre of the hub

Stakeholders

the people whose interests are affected by an organisation's activities

Instrumentality

the perceived likelihood that performance will be followed by a particular outcome

Implementer

the person who implements something or who puts it into practice

Where Manager's Power can come from

the position in the organisation their personal power, or the way they are viewed by others

Group think

the pressure within groups for everyone to agree regardless of evaluation of the decision

organising

the process of arranging resources and tasks to achieve objectives formal ways in which people and other resources are arranged form the organisational structure

innovation

the process of taking a creative idea and turning it into a useful product, service or work method

punishment by removal

the punishment of a response by the removal of a pleasurable stimulus

Productivity

the quantity and quality of work performance with resource use considered

productivity

the result of an activity understood in terms of effectiveness, or "doing the right things, or completing activities so that organisational goals are attained

Informal structure

the set of unofficial relationships among an organisation's members

Corporate Governance

the system of governing a company so that the interests of corporate owners and other stakeholders are protected

decision variables

the type of problem manager's level in organisation hierarchy decision frequency amount of information available clarity of goals guiding the decision time frame available

what content theories help us to understand

the variety of human needs that motivate people, or why people are motivated

corporate governance

the way in which boards oversee the running of a company by its managers, and how board members are, in turn, accountable to shareholders and the company

Herzberg's two-factor theory

theory has been widely criticized eg individual personality traits that could provide a different response to a motivator or hygiene factor.

Goal-Setting Theory of Motivation

theory of motivation based on directing one's effort toward the attainment of specific goals that have been set or established

McGregor's Theory X & Theory Y

theory of motivation based on management perceptions of worker attitudes Theory X managers are authoritarian and assume that employees need to be supervised. Theory Y managers assume that employees seek recognition and praise for their contributions and achievements.

Expectancy Theory

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.

Equity Theory - process theory

theory that states that people will be motivated when they perceive that they are being treated fairly

useful information

timely, high quality, complete, relevant, understandable

why workplaces must carefully document reasons for dismissal

to comply with legal protections for employees against unfair dismissal

Acceptance of ambiguity

too much emphasis on objectivity and specificity constrains creativity

general training

training in general skills like interpersonal skills, customer service or training in particular computer software

specific training

training in very specific skills identified as necessary to perform their job well

sometimes called 3 Ps 'People, profits and planet

triple bottom line accounting

Group definition

two or more interacting and interdependent individuals who come together to achieve specific goals

McGregor'

two sets of assumptions that manager's make about human nature that ? proposed explained the ways in which managers approached motivating their employees

McGregor's Theory X and Theory Y

two views of human beings, that a manager holds one view of their employees

highly innovative organisations

typically exhibit many of the characteristics of change capable organisations

Reasons people resist change

uncertainty habit concern over personal loss belief that the change is not in the organisation's best interest

performance

understood in terms of productivity - the quantity and quality of work of the whole organisation

removing a positive reward

used by mgrs in negative reinforcement

Different techniques can be adopted to resolve conflict

vary in regards to how people respond to conflict in terms of how assertive or cooperative they are.

social responsiveness

when a firm engages in social actions in response to some popular social need

decentralised industrial relations system

when individual employees or unions negotiate working conditions directly with their employer

Ethical dilemmas

when leaders and managers exert pressure on the followers to do questionable things.

accommodative strategy

when organisations do the minimum in terms of what is ethically required. These organisations aim to meet economic, legal and ethical responsibilities that are consistent with society's norms Responses are still reactive and sometimes only done because outside groups pressure a response

Personal Power

when they are perceived as experts through referent power when others like or admire them

Matrix-project structure (or a project-based structure)

when work is organised according to projects organisation allocates tasks & resources for projects. In some organisations there are continuous projects operating and employees are selected to work on projects based on the skills and abilities they offer

proactive strategy to CSR

where organisations lead the way in defining and responding to social issues aiming to meet economic, legal, ethical and discretionary responsibilities Organisations following this strategy are proactive, seeking to anticipate and prevent adverse social impacts

Maslow

who proposed that human needs form a hierarchy with lower order needs requiring satisfaction before higher order needs can be satisfied

Motivated employees

willing to exert a particular level of effort (intensity) for a certain amount of time (persistence) toward a particular goal (direction). Direction - one that benefits the organization Intensity - how hard a person tries Persistence - how long the effort is maintained

servant leadership

work for the development of the worker, puts aside self-interest to serve others' needs while strengthening the business gives away power, ideas, information, recognition, credit and money

structure change

work specialisation, chain of command, span of control, centralisation, formalisation, job redesign

traditional, hierarchical trajectory of workplace

workplaces provide career development opportunities for employees to work their way up the ranks