MHR 300 exam 1

what does a "fit" have to with a company?

"Fit" has to do with the ways a company activities interact and reinforce one another, strategies that are implemented must align with ALL of the companies activities

job specification

*is written once the job description has been written* a job specification describes the minimum qualifications a person must have to perform the job successfully

Organic Organizations

-- Decentralized hierarchy of authority -- Few rules and procedures -- Shared tasks -- Informal communication -- Many teams or task forces -- Wider span of control, flatter structures

the four things that you must do to keep a strategic plan on track (strategic control)

-- Engage people -- Keep it simple -- Stay focused -- Keep moving

what are the three sources for which strategic position emerges?

-- Few needs, many customers -- Broad needs, few customers -- Broad needs, many customers

what drives an organizational culture?

-- Founders values -- Industry and business environment -- National culture -- Organizations vision and strategies -- Behavior of leaders

what drives an organizations culture?

-- Founders values -- Industry and business environment -- National culture -- organizations vision and strategies -- behavior of leaders

what are tools used to conduct a current reality assessment

-- SWOT analysis -- forecasting -- benchmarking -- Porter's model for industry analysis

functions of formal groups: individual functions

-- Satisfy the individuals need for affiliation -- Develop, enhance, and confirm the individuals self esteem and sense of identity -- Give individuals an opportunity to test and share their perceptions of social reality -- reduce the individuals anxieties and feelings of insecurity and powerlessness -- Provide a problem solving mechanism for personal and interpersonal problems

functions of formal groups: organizational functions

-- accomplish complex, interdependent tasks that are beyond the capabilities of individuals -- Generate new or creative ideas and solutions -- Coordinate interdepartmental efforts -- Provide a problem- solving mechanism for complex problems requiring varied information and assessments -- Implement complex decisions -- Socialize and train newcomers

external recruiting: advantages

-- applicants may have specialized knowlege and experience -- applicants may have fresh viewpoints

mechanistic organizations

-- centralized hierarchy of authority -- Many rules and procedures -- Specialized tasks -- Formalized communication -- Few teams or task forces -- Narrow span of control, taller structures

What are the four types of organizational culture?

-- clan --adhocracy --market --hierarchy

examples of external threats if they applied to college

-- depressed state and national economy -- High schools enrollments decline -- Increased competition from other colleges -- Funding from all sources at risk

Examples of internal strengths if they applied to college

-- faculty teaching and research abilities -- high ability students -- loyal alumni -- Strong programs

examples of external opportunities if they applied to college

-- growth in many local skilled jobs -- many firms give equipment to college -- local minority population increasing -- High school students take college classes

examples of internal weaknesses if they applied to college

-- limited business programs -- high teaching loads -- insufficiënt diversity -- lack of technology

what are some public sources that are avenues to gaining competitive intelligence?

-- the public prints and advertising -- Investor information -- informal sources

external recruiting: disadvantages

-- the recruitment process is more expensive and takes longer -- the risks are higher because the persons hired are less well known

internal recruiting: advantages

--employees tend to be inspired to greater effort and loyalty. morals enhanced because they realize thy working hard and staying put can result in more opportunities --the whole process of advertising, interviewing, and so on is cheaper -- there are fewer risks. internal candidates are already known and are familiar with the organization

internal recruiting: disadvantages

--restricts the competition for positions and limits the pool of fresh talent and fresh viewpoints --it may encourage employees to assume that longevity and seniority will automatically result in promotion --whenever a job is filled it creates a vacancy elsewhere in the organization

what are the three matters and employee should have information on following orientation

--the job routine --the organizations mission and operations --the organizations work rules and employee benefits

many employers don't give honest assessments of their former employees for one of two reasons

1) thy fear that if they say anything negative they can be sued by the former employeee 2) they fear if they say anything positive and the job candidate doesn't pan out, they can be sued by the new employer

The five steps of the Strategic Management Process

1. Establish the mission and the vision 2. Asses the current reality 3. Formulate the grand strategy 4. Implement the strategy 5. Maintain strategic control

what are the 5 stages of group forming?

1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

a group becomes a team when what criteria has been met?

1. Leadership becomes a shared activity 2. accountability shifts from strictly individual to both individual and collective 3. the group develops its own purpose or mission 4. problem solving becomes a way of life, not a part time activity 5. Effectiveness is measured by the group's collective outcomes and products --teams are task groups that have matured to the performing stage

what are the three core processes of business?

1. People: "you need to consider who will benefit you in the future" 2. Strategy: " you need to consider how success will be accomplished 3. Operations: "You need to consider what path will be followed"

what are the three key principles behind strategic positioning ?

1. Strategy is the creation of a Unique and Valuable Position 2. Strategy requires tradeoffs in competing 3. Strategy involves creating a " fit" among activities

seven step model for regaining trust

1. acknowledge what caused trust to be compromised 2. allow feelings and emotions to be discussed, constructively 3. Get and give support to others in the process 4. reframe the experience and shift from being a victim to taking a look at options and choices 5. take responsibility, ask "what did I do or not do that caused this to happen?" 6. forgive yourself and others 7. let go and move on

four common elements of organizations

1. common purpose 2. coordinated effort 3. division of labor 4. hierarchy of authority

four steps of performance management

1. define performance - set goals and communicate performance expectations 2. monitor and evaluate performance - measure and evaluate progress and outcomes 3. review performance- deliver feedback and coaching 4. provide consequences - administer valued rewards and appropriate punishment

the strategic human resource management process (seven stages)

1. establish the mission and the vision 2. establish the grand strategy 3. formulate the strategic plans 4. plan human resources needed 5. recruit and select people? 6. orient, train, and develop 7. perform appraisals of people purpose: get optimal work performance to help realize company's mission and vision

three concerns with giving a promotion

1. fairness 2. nondiscrimination 3. others resentments

a dozen ways to change an organizations culture

1. formal statements 2. Slogans and sayings 3. Rites and rituals 4. stories, legends, and myths 5. leaser retains to crises 6. Role Modeling, training, and coaching 7. physical design 8. rewards, titles, promotions, and bonuses 9. organizational goals and performance criteria 10. measurable and controllable activities 11. organizational structure 12. organizational systems and procedures

what questions does a good vision statement answer? it answers yes to what questions?

1. is it appropriate for the organization and for the times? 2. Does it set standards of excellence and reflect high ideals? 3. does it clarify purpose and direction? 4. does it inspire enthusiasm and encourage commitment? 5. is it well articulated and easily understood? 6. Does it reflective uniqueness of the organization, its distinctive competence, what is stands for, and what its able to achieve? 7. Is it ambitious?

dismissal types: moving out of the organization

1. layoffs- people being let go because of tough economic times (they could potentially be rehired when the economy improves) 2. downsizing- permanent dissmisal there is no rehiring later ex: a automaker discontinuing a line of cars as it files for bankruptcy might permanently let of of its production employees 3. firings- being terminated permentantly for "a cause" like sexual harassment or stealing or sloppy work performance (an employer must carefully document an employees reason for dismissal)

guarding against loafing (three responsibilities)

1. limit group size 2. assure equity of effort to mitigate the possibility that a member can say, everyone else is goofing off, so why shouldn't I?" 3. hold people accountable, don't allow members ti feel that they are lost in the crowd and think "who cares"

the three levels of organizational culture

1. observable artifacts 2. espoused values 3. basic assumptions

what are the three layers of organizational culture?

1. observable artifacts 2. espoused values 3. basic assumptions

the two good reasons for having objective appraisals

1. they measure results 2. they are harder to challenge legally

Porters model for industry analysis: he suggests that business level strategies originate in five primary competitive forces in the firms environment

1. threats of new entrants 2. bargaining power of suppliers 3. bargaining power of the buyers 4. threats of substitute products or services 5. rivalry among competitors

four reasons for transferring an employee

1. to solve organizational problems 2. to broaden their experience in being assigned to a different position 3. to retain their interest and motivation by being presented with a new challenge 4. to solve some employee problems such as personal differences with their bosses

what are the three types of organizational design?

1. traditional designs 2. horizontal designs 3. designs that open boundaries between organizations

group

1. two or more freely interacting individuals who 2. share norms and 3. goals and have a 4. common identity groups routinely outperform the average of their individual members

what questions does a good mission statement answer?

1. who are our customers 2. what are our major products or services? 3. in what geographic areas do w want to compete? 4. what is our basic technology 5. what is our commitments to economic objectives? 6. what are our major strengths and competitive advantages? 7. what are our basic beliefs, values, aspirations, and philosophical priorities 8. What are our public responsibilities, and what image do we wish to project? 9. What is our attitude toward our employees?

hierarchy of authority

AKA chain of command, is a control mechanism for making sure the right people of the right things at the right time

performance appraisal

AKA performance review consists of 1. assessing an employees performance and 2. providing him or her with feedback --usually dictated by a date on the calendar --performance management on the other hand is an ongoing interactive process between managers and employees --most performance reviews are useless, people think that you only remember the negative --still are widely used however 7 in 10 people say their boss did not remain calm during a performance review 20 percent of people dread having difficult conversations with their boss

objective appraisals

AKA results appraisals are based on facts and are often numerical Exs: total sales for an employee in a month, number of complaints over a month, miles of freight hauled etc

performance tests

AKA skills tests, measure performance on actual job tasks, so called job tryouts, as when computer programmers take a test on a particular programming language or middle mangers work on a small project

division of labor

AKA work specialization, is the arrangement of having discrete parts of a task done by different people

three fundamental elements recommended for those interested in establishing ROI for team building

Clear Objectives- identify which outcomes are most relevant for a particular team, such as increased sales, increased customer satisfaction, timelines, or quality improvement Validation- involves confirming that team building efforts actually link to the desired changes in behavior and attitude, (making sure the team has a positive attitude etc) Performance information- what data are needed to track the previous two elements and how will they be obtained? using surveys, interviews etc

few needs, many customers

Example : Jiffy lube provides only lubricants, but to all kinds of people and all kinds of motor vehicles

Broad needs, many customers

Example : national movie theater operator Carmine Cinemas operates only in cities with populations of fewer than 200, 000

Broad needs, few customers

Example : weather management and investment advisory form Bessemer Trust focuses exclusively on high net- worth clients

what are the three common grand strategies?

Growth Stability and Defensive

accountability

Managers must report and justify work results to the managers above them , being accountable means you have the responsibility for performing assigned tasks

what is the process for completing an environmental scanning?

SWOT analysis (or situation analysis) which is a search for strengths, weaknesses, opportunities and threats

Adjourning

The work is done; it is time to move on to other things. The return to independence can be eased by rituals celebrating "the end" and "new beginnings" Leaders need to emphasize valuable lessons learned during the adjourning stage (parties award ceremonies etc)

Storming

This is a time of testing Individuals test the leaders policies and assumptions as they try to determine how they fit into the power structure. Subgroups take shape, and subtle forms of rebellion, such as procrastination, occur. this stage is the reason not many new CEOS survive

clan culture

Thrust: Collaborative means: cohesion, participation, communication, empowerment, the ends: morale, people development, and commitment internal focus valuing flexibility over stability and control

market

Thrust: compete Means: Customer focus, productivity, enhancing competitiveness Ends: market share, profitability, goal achievement strong external focus and values stability

team building

a catchall term for a host of techniques time at improving the internal functioning of work groups

execution

a central part of any companies strategy, it consists of using questioning , analysis, and follow through to mesh strategy with reality, align people with goals and achieve results promised

The single product strategy

a company makes and sells only one product within its market -- Focused but vulnerable

virtual structure

a company outside a company that is created " Specifically to respond to an exceptional market opportunity that is often temporary"

grievance

a complaint by an employee that management has violated the terms of the labor management agreement ex an employee may feel as though he is working too much overtime etc

hierarchy of authority or chain of command

a control mechanism for making sure the right people do the right things at the right time

the modular structure: outsourcing pieces of a product to outside firms

a firm assembles product chunks or modules provided by outside contractors "a collection of lego bricks that can snap together"

boundary less organization

a fluid, highly adaptive organization whose members, linked by information technology, come together to collaborate on common tasks, the collaborators may include not only coworkers but also suppliers, customers, and even competitors. the form of the business is ever changing, and business relationships are informal.

organizational structure

a forma system of task and reporting relationships that coordinates and motivates an organization's members so that they can work together to achieve the organizations goals concerned with who reports to whom and who specializes in what work

organizational structure

a formal system of task and reporting relationships that coordinates and motivates and organizations members so that they can work together to achieve the organizations goals

What does a narrow span of control mean?

a manager has limited number of people reporting, like only three vice presidents reporting to a president as opposed to nine vice presidents

BCG Matrix

a means of evaluating strategic business units on the basis of business growth rates and their share of the market (in relation to competitors)

heroes

a person whose accomplishments embody the values of the organization

benchmarking

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

trust

a reciprocal belief that another person will consider how his or her intentions and behaviors will affect you

human resource inventory

a report listing your organizations employees by name, education, training, languages, and other important information used to easily consider many employees through one system

role and group role

a role is a set of expected behaviors for a particular position, and a group role is a set of expected behaviors for member of the group as a whole

team

a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable

stories

a story is a narrative based on true events which is repeated and sometimes embellished upon to emphasize a particular value

trait appraisals

a subjective appraisal that are ratings of a persons "attitude" "initiative" and "leadership"

behavioral appraisals

a subjective appraisal that measures specific observable aspects of performance ex: being on time for work

organization according to Chester I. barnard

a system of consciously coordinated activities or forces of two or more people

behavioral description interview

a type of structured interview where the interviewer explores art applicants have actually done in the past Example: "what was the best idea you ever sold to a supervisor, teacher, peer, or subordinate?

situational interview

a type of structured interview where the interviewer focuses on hypothetical situations Example: "what would you do to address the situation if two people were arguing loudly in your work space?"

Performing

activity during this vital stage is focused on solving task problems, as contributors get their work done without hampering others

grand strategy

after the assessment of the current reality., explains how the organizations mission is to be accomplished. Three common grand strategies are growth, stability and defensive.

forced ranking performance review systems

all employees within a business unit are ranked against one another and grades are distributed along some sort of bell curve bottom of the pack is usually fired

division of labor

also known as work specialization is the arrangement of having discrete parts of a task done by different people

when hiring we should assume that..?

always assume that your organization could change, and by a lot at anytime we don't want to assume that positions will always become open on a periodic basis due to retirement, resignations etc, and that salaries will stay the same to fill them.

norm

an attitude, opinio, feeling or action, shared by two or more people-- that guides behavior often unwritten or are not discussed openly

unity of command

an employee should report to no more than one manager

unity of command

an employee should report to no more than one manager in order to avoid conflicting priorities and demands

Hierarchy Culture Definition

an internal focus and values stability and control over flexibility -- A structured culture valuing stability and effectiveness

espoused vs enacted value

an international corporation hangs signs through out the hallways stating that trust was one of its driving principles (espoused value) Yet it had a policy of searching employees belongings each time they enters or exited the building (enacted values)

symbols

an object, act, quality, or event that conveys meaning to others, in an organization, symbols convey its most important values (example an iconic product that revolves around a companies vision like a cheap ikea table that many can afford because the companies vision is "to create a better life for the many")

the matrix structure: a good of functional and divisional for two chains of command

an organization combines functional and divisional chains of command in a grid so that there are two command structures, vertical and horizontal

virtual organization

an organization whose members are geographically apart, usually working with email, collaborative computing, and other computer connections, while often appearing to customers and others to be a single unified organization with a real physical location

background information entails:

application forms, resumes, and reference checks. as many as 35% of resumes are filled with puffery 14% had lied about education 42.7% had at least one innacuracy 12.6% had two or more factual errors another study found that as many as 56% contained falsehoods of some kind

open shop workplace

applies in 22 states (right to work states) workers may choose to join or not join a union

agency shop workplace

applies to public sector teachers in some states prohibited in others

formal appraisals

are conducted at specific times through the year and are based on performance measures that have been established in advance the manager should give the employee feedback

self managed team

are defined as groups of workers who are given administrative oversight for their task domains administrative oversight involves delegated activities such as planning, scheduling, monitoring, and staffing, these are "chores typically performed by managers

employment tests

are legally considered to consist of any procedure used in the employment selection decision process even application forms, interviews and educational requirements exes: simulating work tasks, performing role playing exercises, or tackling a business case study

basic assumptions

are not observable, represent the core values of an organizations culture, those that are taken for granted and are thus difficult to change read page 42 for more details

labor unions

are organizations of employees formed to protect and advance their members interest by bargaining with management over job related issues authorization card-each worker signs it designating a certain worker as the bargaining unit bargaining unit- represents the union employees, employees must petition to be granted a bargaining unit by the national labor relations board ratification-- voting to accept or reject a request made by union workers

integrity tests

assess attitudes and experiences related to a persons honestly dependability trustworthiness reliability and precocial behavior used to identify people that are likely to engage in inappropriate or dishonest acts

formal group

assigned by organizations or their managers to accomplish specific goals such groups have labels (work group, teams, committee, task force)

strategic positioning

attempts to achieve sustainable competitive advantage by preserving what is distinctive about a company it means performing different activities from rivals or preforming similar activities in different ways

according to porter.. strategic positioning ....

attempts to achieve sustainable competitive advantage by preserving what is distinctive about a company, he says it mean " performing different activities from rivals, or performing similar activities in different ways"

what are the three selection tools for the selection process?

background information, interviewing, and employment tests

clan culture definition

clan culture has an internal focus and values flexibility rather than stability and control --An employee- Focused Culture Valuing Flexibility not stability

on the job training examples

coaching, training positions, job rotation, and planned work activites

what are the three c's of team players?

committed collaborative and competent

organizational design

concerned with desdiging the optimal structures of accountability and responsibility that an organization uses to execute its strategies,

informal appraisals

conducted on an unscheduled basis and consist of less rigorous indications of employee performance

strategic human resource planning

consists of developing a systematic comprehensive strategy for a) understanding current employee needs and b) predicting future employee needs

collective bargaining

consists of negotiations between management and employees about disputes over compensation benefits and working conditions and job security

human resource management

consists of the activities managers perform to plan for attract develop and retain an effective work force the fact the the old personnel department in now called the human resources department is because people are and organization's most important resource top companies have been shown to put employees first, well developed HR systems have showed to correlate with high employee satisfaction, financial performance, and service performance

base pay

consists of the basic wage or salary paid employees in exchange for doing their jobs --determined by many economic factors: prevailing pay levels, how much experience he or she has, etc

sexual harassment

consists of unwanted sexual attention that creates an adverse work environment

Definiton: Execution

consists of using questioning, analysis, and follow through to mesh strategy with reality, align people with goals, and achieve results promised

three forms of trust

contractual trust, communication trust, competence trust

what constitutes a feedback loop?

corrective actions, problems require that managers return to an earlier step to rethink policies, redo budgets, or revise personnel arrangements

performance management

defined as a set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance expectations

flat organization

defined as one with an organizational structure, with few or no levels of middle management between top managers and those reporting to them

group cohesiveness

defined as the "we feeling" that binds members of a group together, is the principal by product of stage 3 (norming)

team performance strategies

deliberate plans that outline what exactly the team is to do such as goal setting and defining particular member roles, tasks, and responsibilities

team charters

describe how the team will operate such as processes for sharing information and decision making (teamwork)

the purpose of a job analysis is to:

determine by observation and analysis the basic elements of a job --specialists who conduct job analysis interview job occupants about what they do, observe the flow of work, and learn how results are accomplished

discipline vs demotion

discipline- being temporarily removed from a job such as a police officer being suspended demotion - have current responsibilities or pay taken away Ex a middle manager is demoted to a first line manager

cost of living adjustment (COLA) clause

during the period of the contract ties future wage increases to increases in the cost of living as measured by the US bureau of Labor statistics consumer price index

360 degree assessment

employees are appraised not only by their managerial superiors but also by peers subordinates and sometimes clients thus providing several perspectives typically chooses between 6 to 12 people

national labor relations board

enforces procedures whereby employees may vote to have a union and for collective bargaining

what step is taken after competitive intelligence?

environmental scanning - careful monitoring of an organizations internal and external environments to detect early signs of opportunities and threats that may influence the firms plans

computer assisted instruction

example of off the job training in which computers are used to proved additional help or to reduce instructional time

geographic divisions: grouping by regional location (divisional structure)

example: the federal reserve bank has 12 separate districts around the US

a companies overall ability to execute is a function of effectively executing according to three processes:

execution

informal group

exists when the member's overriding purpose of getting together is friendship or a common interest

how are facts and skills learned most effectively?

facts-- videos, lectures, workbooks skills-- discussion, role playing, and practice

affirmitive action

focus on achieving equality of opportunity within an organization -- practices to actively hire and train people from groups that have been previously targeted against --EE0 laws do not allow use of hiring quotas

competitive intelligence

gaining information about ones competition's activities so that you van anticipate their moves and react appropriately

definiton: competitive intelligence

gaining information about ones competitors activities so that you can anticipate their moves and react appropriately

realistic job preview

gives a candidate a picture of both positive and negative features of the job and the organization before he or she is hired very effective at reducing job turnover within the 30 - 90 day period shows enhanced employee satisfaction

step 3 of the strategic management process is to translate the broad mission and vision statements into a...

grand strategy- explains how the organization's mission is to be accomplished account to the current reality

divisional structure : Product divisions, grouping by similar products or services

group activities around similar products or services: examples, warner bros is divided into divisions of magazines , movies, recordings, cable television and so on

Norming

groups that make it through stage 2 (storming) typically do so because a respected member, other than the leader, challenges the group to resolve its power struggles so something can be accomplished

adverse impact

happens when an organization uses an employment practice or procedure that results in unfavorable outcome to a protected class such as hispanic over another group of people such as non hispanic whites

Market Culture Definition

has a strong external focus and values stability and control -- a competitive culture valuing profits over employee satisfaction

Adhocracy culture definition

has an external focus and values flexibility -- a risk taking culture valuing flexibility

simple structure (for the small firm)

has authority centralized in a single person, a flat hierarchy, few rues, and low work specialization typically the style of a start up firm

line managers

have authority to make decisions and usually have people reporting to them

orientation

helping the newcomer fit smoothly into the job and the organization "learning the ropes"

what are the three types of boundary less organizations?

hollow, modular and virtual

three important concepts of HR management

human capital knowlege workers social capital

closed shop workplace

illegal employer may hire only workers for a job who are already in the union

centralized authority

important decisions are made by higher level managers, very small companies tend to be the most centralized

decentralized authority

important decisions are made by middle level and supervisory level managers, mangers are encouraged to solve their own problems rather than bother someone at the higher level

functional structure: grouping by similar work specialties

in a functional structure, people with similar occupational specialties are put together in formal groups (businesses will have multiple departments such as marketing, production, and finance)

related diversification

in which an organization under one ownership operates separate businesses that are related to one another, there are three benefits to this strategy --- Reduced risk -- management efficiencies -- Synergy

assessment center

in which management candidates participate in activities for a few days while being assessed by evaluators

two tier wage contracts

in which new are paid less or receive less benefits than veteran employees have

structured interview

incomes asking each applicant the same questions and comparing their responses to a standardized set of answers

what are the goal directed roles?

initiator, orientor, and energizer

unstructured interview

involves asking probing questions to find out what the applicant is like --there is no fixed set of questions asked of all applicants and no systematic scoring procedure --has been criticized as being overly subjective and apt to be influenced by the bias of the interviewer --is susceptible to legal attack because some questions may infringe on non job related matters such as privacy, diversity or disability --However, has been found to provide a more accurate assessment of an applicants job related personality traits

the defensive strategy

involves reduction in the organizations efforts

the growth strategy

is a grand strategy that involves expansion as in sales revenues market share number of employees or number of customers

the stability strategy

is a grand strategy that involves little or no significant change

team adaptive capacity

is important to meet changing demands and to effectively transition member in and out

knowledge worker

is someone whose occupation is principally concerned with generating or interrupting information as opposed to manual labor

strategy formulation

is the process of choosing among different strategies and altering them to nest fit the organizations needs, time consiming process, strategic plans determine what the organizations long term foals should be for the next 1 - 5 years

step 2 of the strategic management process entails a current reality assessment which is..

looking at where the organization stands and see what is working a and what could be different so as to maximize efficiency and effectiveness in achieving the organizations mission

Step 5 of the strategic management process entails:

maintaining strategic control: the feedback loop Strategic control consists of monitoring the execution of strategy and making adjustments, if necessary

internal recruiting

making people already employed at the organization aware of job opportunities --most vacant positions in organizations are filled through internal recruitment , mainly through job postings

external recruiting

means attracting job applicants from outside the organization --more and more companies using social media, linked in is 94% of the people hired through social media

ability tests

measure physical abilities, strength and stamina, mechanical ability, mental abilities, and clerical abilities. ex: telephone operators being testes for hearing a corporate event company testing for ability to pay attention to detail

personality tests

measure such personality traits such as adjustment, energy, sociability, independence, and need for achievement. career assessment tests that help workers identify suitable jobs tend to be of this type myers briggs is one of the most famous --personality tests need to be observed / interpreted with caution because of the difficulty of measuring personality characteristics and of making a legal defense if the results are challenged

strategic control consists of

monitoring the execution of a strategy and taking corrective action if necessary

transfer

movement of an employee to a different hob with similar responsibility

union shop workplace

not allowed in 22 states workers aren't required to e union members when hired for a job but must join the union within a specified time

work place discrimination

occurs when people are hired or fired or denied a promotion / given a promotion for reasons not relevant to the job 1) although the law prohibits discrimination in all aspects of employment it does not require an employer to extend preferential treatment because of race color religion etc 2) employment decisions must be made on the basis of job related criteria

cross functionalism

occurs when specialists from different ares are put on the same team new product development is a popular area in which organizations utilize cross functional teams

fair labor standards act

of 1938 established minumum living standards for workers engaged in interstate commerce, including provision of a federal minimum wage check page 137 for the full list of laws (but are very self explanatory)

differentiation strategy

offer products of services that are of unique and superior vale compared with those of competitors but to target a wide market --Offering unique and superior value for a wide market

flat organization

on with an organizational structure with few or no levels of middle management between top managers and those reporting to to them

The Diversification Strategy

operating several businesses in order to spread the risk There is unrelated as well as related diversification

unrelated diversification

operating several businesses under one ownership that are not related to one another -- Common big company strategy

benefits

or fringe benefits are additional non monetary forms of compensation designed to enrich the lives of all employees in the organization which are paid all or in part by the organization insurance polices, retirement plans, holidays off, disability protection etc

Divisional structure: Grouping by similarity in purpose

people with diverse occupational specialties are put together in formal groups by similar products or services, customers or clients, or geographic regions

a companies overall ability to execute is a function of effectively executing according to three processes:

people, strategy, and operations

job posting

placing information about job vacancies and qualifications on bulletin boards in newsletters, and on the organizations intranet ceos from within the ranks do a better job implementing strategic changes according to a recent study

behaviorally anchored rating scale (BARS)

rates employee gradations in performance according to sales of specific behaviors

development

refers to educating professionals and managers in the skills they need to do their jobs in the future

training

refers to the educating technical and operational employees in how to better do their current jobs

span of control: narrow (or tall) versus wide (or flat)

refers to the number of people reporting directly to a given manager, a narrow span means a manager has a limited number of people reporting, an organization is said to be tall when there are many levels with narrow spans of control wide span of control means a manager has several people reporting (an assembly line is a good example) , an organization is said to be flat when there are only a few levels with wide spans of control.

authority

refers to the rights inherent in a managerial position to make decisions, give orders, and utilize resources

bullying

repeated mistreatment of one or more persons by one or more perpetrators, it is abusive physical psychological verbal nonverbal behavior that is threatening humiliating or intimidating unfortunately people in the workforce that bully are usually rated very high by superiors because they "charm"

enacted values

represent the values and norms actually exhibited in the organization

enacted values:

represent the values and norms actually exhibited in the organization

disparate treatment

results when employees from protected groups such as disabled individuals are intentionally treated differently (giving all international cases to only people with no disabilities on the assumption that they won't need accommodations to travel)

staff position

staff personal have authority functions, they provide advice, recommendations, and research to line managers

right to work laws

statutes that prohibit employees from being required to join a union as a condition of employment

at what stage do we deal with roadblocks within an organizations culture?

strategy implementation

Step 4 of of the strategic management process-

strategy implementation- putting strategic plans into effect, top managers must check for roadblocks

consistency amongst what three elements leads to higher performance?

strategy, culture, and structure

job description

summarizes what the holder of the job does and how he or she does it --once the fundamentals of a job are understood, you can then write the job description

task roles vs maintenance roles

task roles enable the work group to define, clarify and pursue a common purpose, maintenance roles foster supportive and constructive interpersonal relationships task roles kee the group on track while maintenance roles keep the group together

the horizontal design (AKA team based design): eliminating functional barriers to solve problems

teams or work groups either temporary or permanent, are used to improve collaboration and work on shared tasks by breaking down internal boundaries

divisional structure: Customer Divisions, grouping by common customers or clients

tend to group activities around common customers or clients, ex: ford motor company has separate divisions for passenger car dealers, for larger trucking customers, and for farm product customers

rites and rituals

the activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in the organizations life

coordinated effort:

the coordination of individual efforts into group or organization wide effort

coordinated effort

the coordination of individuals efforts into a group or organization wide effort (working together for a common purpose)

reliability

the degree to which a test measures the same thing consistently so that an individuals score remains about the same over time

human capital

the economic or productive potential of employee knowledge experience, and actions research has shown that highly educated, knowledgable workers, are the hardest to find and the easiest to lose

social capital

the economic or productive potential of strong trusting and cooperative relationships aspects of social capital include: goodwill, mutual respect, cooperation, trust, and teamwork --many people vote that a good relationship with their boss is very important outscoring things such as reliable equipment easy commute flexible hours etc

synergy definition

the economic value of separate, related businesses under one ownership and management is greater together than the business are worth separately

espoused values:

the explicitly stated values and norms preferred by an organization typically put forth by the firm's founder or top managers

espoused values

the explicitly stated values and norms preferred by an organization, as may be put forth by the firms top managers or founder

why are the first six months so crucial to new employees?

the first six months on a job are so critical to how one performs over the long haul because this is when psychological patterns are established --better to give newcomers a helping hand

Forming

the ice breaking stage group members tend to be uncertain and anxious about such things as their roles, the people in charge, and the group's goals. Mutual trust is low, and there is a good deal of holding back to see who takes charge and how conflict among members is beneficial--> typically increases creativity

what is the most common employee selection technique?

the interview

mission vs vision

the mission is the organizations purpose or reason for being, the vision is its long term goal describing what ti wants to become, it describes its long term direction and strategic intent

span of control

the number of people reporting to the manager

responsibility

the obligation you have to perform the tasks assigned to you

hollow structure (AKA network structure) : Operating with a central core and outsourcing functions to outside vendors

the organization has a central core of key functions and outsources other functions to vendors who can do them cheaper or faster

union security clause

the part of the labor management agreement that states that employees who receive union benefits must join the union or at least pay dues to it closed shop agreement is illegal (where only current union workers are hired)

mediation

the process in which a neutral third part a mediator listens to both sides in a dispute makes suggestions and encourages them to agree on a solution (may be lawyers or retired judges or specialists in various fields)

arbitration

the process in which a neutral third party an arbitrator listens to both parties in a dispute and makes a decision that the parties have agreed will be binding on them (are often retired judges)

delegation

the process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy

Defintion : Strategy Formulation

the process of choosing among different strategies altering them o best fit the organizations needs

contingency design

the process of fitting the organization to its environment "what method is the best to use under these particular circumstances?"

recruiting

the process of locating and attracting qualified applicants for jobs open in the organization the word qualified is important, you want to find people whose skills, abilities, and characteristics are best suited to your organization

selection process

the screening of job applicants to hire the best candidate -- becomes an exercise in prediction: how well will the candidate perform the job and how long will he or she stay?

organizational culture or corporate culture

the set of shared taken for granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments "social glue" the personality of the culture

organizational culture

the set of shared, taken for granted implicit assumptions that a group holds and that determines hot it perceive, thinks about, and reacts to its various environments

social loafing

the tendency for individual effort to decline as group size increases

Integration: when forces pull the organization together

the tendency for the parts of an organization to draw together to achieve a common purpose, in a highly integrated organization, the specialists work together to achieve a common goal there is a formal chain of command, standardization or rules and procedures, and use of cross functional teams and computer networks

Differentiation: when forces push the organization apart

the tendency of the parts of an organization to disperse and fragment, the more subunits into which an organization breaks down, the more highly differentiated it is. --Specialists work in specific delimited ways, without coordinating with tear parts of the organizaiton EX: a company producing dental floss, deodorants and etc (each product probably has a separate business facility)

validity

the test measures what it purports to measure and is free of bias if a test is support to predict performance, then the individuals actual performance should reflect his or her score on the test

the three cs of effective team players

they focus on the individual or member level -Charters and strategies -Composition -Capacity

hybrid rewards

those that include team and individual components

hierarchy

thrust: control Means: capable processes, consistency, process control, measurement Ends: Efficiency, timeliness, smooth, functioning internal focus that values stability and control over flexibility

adhocracy

thrust: create means: adaptability , creativity, agility Ends: innovation, growth, cutting edge output external focus and values flexibility

cost focus strategy

to keep the costs and hence prices, of a product or service below those of competitors and to target a narrow market --keeping costs and prices low for a narrow market

cost leadership strategy

to keep the costs and the prices of a product or service below those of competitors and to target a wide market -- Keeping costs and prices low for a wide market

current reality assessment

to look at where the organization stands and see what is working and what could be different so as to maximize efficiency and effectiveness in achieving the organizations mission

focused differentiation strategy

to offer products or searches that are of unique and superior value compared to those of competitors and to rage a narrow market ( luxury cars or jewelry) --offering unique and superior value for a narrow market

competence trust

trust of capability, how effectively do people meet or perform their responsibilities and acknowledge other peoples skills and abilities

contractual trust

trust of character do people do what they say they are going to do? Do managers and employees make clear what they expect of one another?

communication trust

trust of disclosure, how well do people share information and tell the truth

common purpose:

unifies employees or members and gives everyone an understanding of the organization's reason for being

common purpose

unifies employees or members and gives everyone an understanding of the organizations reason for being (the means for unifying members)

the three parts of compensation

wages or salaries, incentives, and benefits in different organizations one part may take more importance over the other EX: nonprofits don't offer salaries but do offer great health benefits

subjective appraisals

which are based on a managers perceptions of an employees traits or behaviors

givebacks

wn which the union agrees to give up previous wage or benefit gains in return for something else usually the union seeks job security as in a a no layoff policy

virtual teams

work together over time and distance via electronic media to combine effort and achieve common goals, are a product of evolving information technologies that allow people to connect from anywhere most anytime the workforce is distributed-- people are in many different locations and organizations etc..