MNGT 301: Exam 3 chapter content

compensation

An employee's compensation is all of the pay and benefits the employee receives. Other forms of compensation include employee fitness centers and discounts for employees on company products.

Employer brand

An employer brand concerns whether employees and potential employees perceive an organization as a good place to work but again does not relate to the specific fit between the organization and a particular employee.

Level 5 Leader

Jim Collins put forward the idea of a Level 5 leader who builds excellence through will, or a tremendous determination to do what's best for the organization, and humility, or a lack of arrogance about personal achievement.

job analyses

Job analyses provide information about the duties and requirements of jobs

openness to experience

Openness to experience, one of the Big Five personality factors, relates to having a broad range of interests and being open to new ideas. refers to the extent to which a person is energized by exposure to new things

Organizational development

Organizational development is a systematic process based on behavioral science that is used to improve an organization's effectiveness.

Open innovation

Organizations may also engage in open innovation, in which they allow people outside the organization to participate in developing novel ideas. a form of external coordination, means allowing people outside the organization to develop and even profit from new ideas so that the organization can profit from them, too. This can be done through licensing, crowdsourcing, and open source software.

Self-management and social awareness

dimensions of emotional intelligence. (self-management) and practice empathy (social awareness)

Job-centered leaders

typically less effective than either people-oriented or task-oriented leaders; job-centered leaders prioritize schedules, costs, and efficiency rather than meeting overarching goals and taking care of people.

wage surveys

wage surveys provide information about what other organizations are paying for certain kinds of work. Wage and salary surveys gather data on how much companies in a specific area are paying for a certain type of work. You can often find these data online. Just type the word "salary" into your search engine. But large organizations often pay a consulting firm to collect salary data from competitors.

The fundamental attribution error

you overestimate the impact of internal factors in other people's behavior and underestimate the impact of external factors.

the four leadership styles are most effective with a specific category of followers. Explain

• Low readiness followers are unable or unwilling to do a task. They respond best to a leader who uses a directing style. • Moderate readiness followers may be unable but willing or able but unwilling to do a task. They respond best to leaders who use a selling or participating style. • High readiness followers are both able and willing to do a task. They respond best to a leader who uses the entrusting style.

emotional contagion

"catching" feelings displayed by other people Emotional contagion is a natural process in which we adopt the emotions and attitudes of those around us.

3 levels of strategic human resources management

1) business results 2) Key performance drivers 3) Human capital processes Chpt. 12 question 1

Four leadership styles based on the situational leadership model

1. Directing. This style is based on a combination of high task behaviors and low relationship behaviors. Managers who use a directing style give explicit directions about how tasks should be structured. 2. Coaching. This style is based on a combination of high task behaviors and high relationship behaviors. Managers who use a coaching style give directions, but they also respond to employee questions and explain the reasons for the directions. 3. Supporting. This style is based on a combination of low task behaviors and high relationship behaviors. Managers who use the supporting style share ideas with their subordinates, giving them a chance to participate in decision making. 4. Entrusting. This style is based on a combination of low task behaviors and low relationship behaviors. Managers who use the entrusting style turn decision making over to their subordinates, providing them with little direction or support during the process.

4 components of emotional intelligence

1. Self-awareness- the ability to accurately assess your own feelings, strengths, and limitations 2. Self-management- the ability to control disruptive or harmful emotions and balance one's moods so that worry, anxiety, fear, or anger do not cloud thinking and get in the way of doing what needs to be done 3. Social awareness- the ability to understand others and practice empathy 4. Relationship management- the ability to connect to others, build positive relationships, respond to the emotions of others, and influence others

Three stages to achieving change in attitudes and behaviors

1. Unfreezing: Motivate people to change by making them aware that the current status is problematic. During unfreezing, the organization may use a change agent, an OD expert who performs a systematic diagnosis of the organization using tools such as personal interviews, questionnaires, and observations. 2. Changing: Employees experiment with new behavior and learn new skills. This process is sometimes known as intervention. During change, the change agent, if one is used, implements a specific plan for training managers and employees. 3. Refreezing: Individuals acquire new attitudes or values, and the organization rewards their use. Also, the impact of new behaviors is evaluated and reinforced. Ways of working that started off as changes become the new normal. During refreezing, the change agent supplies data that demonstrate positive changes in performance.

OD expert (organizational development expert)

An OD expert may then meet with groups of employees to discuss the survey responses and engage in problem solving.

authentic leader

A Level 5 leader may also be an authentic leader, but the idea of authentic leadership focuses on self-knowledge, behaving consistently with high ethical values, and being open to others' viewpoints and growth.

Job preview

A job preview gives an applicant an idea of what doing the job would entail

New venture team

A new-venture team is a separate unit responsible for developing and implementing a major innovation. An entrepreneurial spirit can be fostered here without tripping over the constraints typically found in day-to-day operations.

realistic job preview

A realistic job preview gives applicants all pertinent and realistic information, both positive and negative, about the job and the organization.

Stressor

A stimulus that causes stress is called a stressor. These produce some combination of frustration and anxiety because an important outcome is at stake and the individual feels uncertainty and a lack of control.

The five managerial styles according to the managerial grid

A. Country club management (1,9). Country club managers have high concern for people but a low concern for production. This produces a comfortable work environment but doesn't lead to high performance. B. Team management (9,9). Team managers have high concern for both people and production. This creates a high-performance workplace where employees play an integral role in managing operations. C. Middle-of-the-road management (5,5). Middle-of-the-road managers have moderate concern for both production and people. This creates a workplace where performance is adequate and people are generally satisfied, but the highest levels of trust and performance are not obtained. D. Impoverished management (1,1). Impoverished managers pay little attention to either people or production. This creates an unproductive workplace with unhappy workers. E. Authority-compliance (9,1). Authority-compliance managers have high concern for production and a low concern for people. This creates a workplace where productivity is high but job satisfaction is low, and that can lead to high levels of turnover.

Passive follower

According to Kelley's model of followership, the passive follower exhibits neither independent critical thinking nor active participation. Such individuals need constant supervision and prodding by superiors to do their job.

relationship between job satisfaction and work performance

Although managers often believe that there is a direct relationship between job satisfaction and work performance, in reality, the relationship is generally small and influenced by other factors. This is especially the case when workers have little control over their job tasks; employees tend to perform such tasks the same way whether they are satisfied or dissatisfied. Research suggests that there is a direct relationship between employee satisfaction and customer satisfaction, however.

Introspection

An excellent way to understand ourselves better is to engage in introspection, reflecting on how we choose to behave and how our actions have affected ourselves and other people. Engaging in this inquiry with an openness to learning can result in insights that improve our management ability.

New venture fund

An organization establishes a new-venture fund so that individuals or teams have resources to develop new ideas, products, or businesses.

Attributions

Attributions are judgments about whether internal or external factors caused our own or someone else's behavior.

Authoritarianism

Authoritarianism is a belief that status and power differences should exist in the organization.

make people like you

Because the real estate agent has a reputation for being trustworthy, people are more likely to like him and therefore want to be his client.

Being a manager vs. being a leader

Being a manager involves planning and organizing work and evaluating how well employees are performing it. Managers solve problems and complete "paperwork," or more often these days the computer system equivalent. Leadership, on the other hand, means creating an environment where others can do their best work and motivating them to perform their best.

how are employees pumped up?

Blanchard says that employees are energized when their organizations have a higher calling expressed through charity, clear values, and faith. If employees have these things, they will more likely be committed and energized, and the money will follow.

Three components of leadership

Blanchard says that leaders must work with employees to set clear goals, do day-to-day coaching, and evaluate performance. Regular discipline and close monitoring are holdovers from a more hierarchical style of leadership, and many modern employees do not respond well to these types of leader behavior.

pay for performance

Bonuses and profit sharing are examples of pay-for-performance. Other examples are gain-sharing, sales commissions, and base pay increases linked to performance review ratings (merit pay). The criteria for pay-for-performance compensation can include individual performance or team performance, or a combination of the two. Skill-based pay and job-based pay both set a wage depending on characteristics of the employee or job, respectively, rather than recent performance.

make use of higher authority

By going to the dean of the college, the student is making use of a higher authority to get what she wants.

benefits

Cassie's paid vacation and medical insurance are examples of benefits Employer contributions to Social Security and Medicare, dental and vision insurance, and tuition reimbursement are all examples of benefits. There are many others. Employees have traditionally valued benefits as a part of their compensation. However, the recent trend has been for organizations to offer less generous benefit packages than in the past to manage costs more flexibly.

Challenge stress

Challenge stress is exciting and increases your focus, alertness, efficiency, and productivity.

group based pay system

Group-based pay systems such as profit-sharing and gain-sharing plans have both benefits and disadvantages. They are very flexible, and they can provide employees with freedom and protection as they are trying innovative ideas. But when individual employees receive group rewards without doing their fair share, tension and disagreements can arise.

Horizontal linkage model

Chpt. 11 question 4 In the horizontal linkage model, the manufacturing, marketing, and research functions all contribute to creating new products and new production technologies. They do this by sharing information continuously, often through mechanisms such as cross-functional teams and task forces. In this company, the software development department will give and receive information with both the research and marketing departments. In addition, all parts of the company will have exposure to external ideas, whether from customers, formal partners, or other sources.

Force Field analysis example

Chpt. 11 question 9 An analysis of the forces that drive change and the forces that restrain change is a force-field analysis. According to Kurt Lewin, once the restraining forces or barriers to change are lessened or removed, then change will occur. According to force-field analysis, change can only occur when the need for change outweighs the barriers to change. The most effective way to ensure change, then, is to remove the barriers to change. The first barrier to remove is the one that is exerting the most force against change. In this case, that barrier is not having enough time, so your friend should show you how to exercise in less time.

Company Strategy Model

Chpt. 12 question 1 Human resource management (HRM) is driven by the organization's strategy. It also exists in an environmental context that includes a changing competitive landscape due to innovation, globalization, technological change, and government regulations. The three broad HRM activities are finding the right people, maintaining an effective workforce, and managing talent. These and their subsidiary activities are shown in the figure below

Human resource planning-The matching model

Chpt. 12 question 4-Chart The matching model describes an employer's effort to find employees who will be a good fit for what the organization needs from its workforce and what it can offer its workers. It also describes job seekers' desire to find positions that are a good fit for what they have to offer an employer and what they need from a job. The HR process starts with planning for the organization's workforce needs, such as determining the company will need more sales clerks because of high turnover in that position or more PHP programmers because it expects its web development business to grow. Then the company recruits qualified candidates who are interested in working there. From these candidates it selects employees, and it welcomes and orients the new employees to the organization. When an organization forecasts its HR needs, starting with an analysis of overall trends and then determining specific hiring objectives, it is engaged in human resource planning.

Time management process

Chpt. 14 question 7 chart

traits associated with leadership

Chpt. 15 question 4 The following table shows the personal characteristics, or traits researchers say are most commonly associated with leadership. You probably don't have all these traits on your list—you don't need to have every trait to be a leader, and people with these traits still may not be effective leaders. Early research showed that there is only a weak link between leadership traits and leadership success. Great leaders focus on creating and maintaining strengths—their best traits reinforced through education, practice, and experience—and they know that the effectiveness of their strengths can vary depending on the situation in which they find themselves.

The Managerial Grid

Chpt. 15 question 5 In 1964, Robert Blake and Jane Mouton published The Managerial Grid, a book to help managers diagnose their management styles. Robert Blake and Anne Adams McCanse restated this work as the Leadership Grid® in 1991. The managerial grid is one of the most enduring theories of leadership and is still being used by consultants today. The grid places managers in one of five locations based on the extent to which they use a person- or employee-centered or a production- or task-centered approach to management. One of the most important things about the managerial grid is that it suggests that leaders can be both people focused and task focused at the same time.

The situational leadership model

Chpt. 15 question 6 The situational leadership model states that there are four styles of leadership, each one being a different combination of task and relationship behaviors. The most effective managers use different styles depending on their followers' readiness to work independently. Readiness is based on an employee's ability and willingness to do the work.

important table

Chpt. 15 question 7 This table explains how different factors can either decrease the need (substitute) for leadership behaviors or make leadership behaviors irrelevant (neutralize them). Note that the variables have different effects, depending on whether the behavior is task oriented or people oriented. For example, if an organization has rigid rules about how to do things (is inflexible), task-oriented leadership behaviors become irrelevant. There is only one way to do tasks—organizational standards supersede leader directions. But an inflexible organization has no effect on people-oriented behaviors because employees need to know that their leaders care about them whether or not the organization has strict rules.

Chart describing five types of followers

Chpt. 15 question 9 There are no leaders without followers. Robert E. Kelley developed the model shown in this figure to illustrate five different types of followers, based on two characteristics: critical thinking and activeness. People who are independent, critical thinkers are willing to examine a problem from many perspectives and make up their own minds about the best solution to that problem. Dependent, uncritical thinkers accept what they are told without question or analysis. People who are passive wait to be told what to do before taking action, whereas those who are active industriously take action on their own.

External Recruiting

Comcast's job fair is an example of external recruiting, or seeking applications from people who do not currently work for the company. While more expensive than internal recruiting, external recruiting can bring new skills and perspectives into the organization. It is also the only way to fill entry-level positions.

Conflict management

Conflict management is a purpose that organizational development (OD) can serve, and a large-group intervention is an OD activity.

legitimate power

He expects people to respect him because of his title alone.

coercive power

He is threatening people to get them to perform.

Exploration innovation Strategy

Creativity Bottom up approach Internal contests Idea incubators Exploration involves nurturing the creative process: hiring creative people and giving them the space they need to generate new ideas. Some companies use idea incubators to shield employees from company politics and policies and to allow them to play with new ideas in a safe environment.

Creative employee characteristics

Creativity comes, in part, from people's personal characteristics. The most creative employees have the following traits: conceptual fluency, open-mindedness, originality, less need or desire for authority, independence, self-confidence, playfulness, undisciplined exploration, curiosity, persistence, commitment, and a focused approach.

Crowdsourcing

Crowdsourcing is a different type of open innovation in which customers or members of the public at large are invited to contribute ideas.

influence tactics

Different situations call for the use of different influence tactics, and the best managers vary the way they influence others depending on the situation. The more tactics a manager is able to use effectively, the more likely he or she will have the right tactic at hand for a specific set of circumstances.

exit interviews

During exit interviews, a company representative talks to an employee who is leaving voluntarily, or administers a survey to the employee. The employee is invited to communicate why he or she is leaving and give feedback about what the organization is doing right and wrong. When employees are leaving, they often feel free to speak freely, so exit interviews can be valuable sources of information.

organizational commitment

Employees with high organizational commitment have strong loyalty to and engagement with the organization. Managers promote organizational commitment through trustworthy behavior and treating employees fairly, keeping employees informed and letting them help make decisions, giving them the resources they need to achieve their goals, and offering rewards such as pay and benefits that they value.

exert power

Expert power comes from a person's special job-related knowledge or skill. If you were very knowledgeable about your company's enterprise software, you would have expert power.

job satisfaction

Factors that promote job satisfaction are work that aligns with the employee's interests, satisfactory working conditions and rewards (e.g., pay), likable coworkers, and positive relationships with supervisors.

Which tactics for overcoming resistance slow the pace of change? Which results in hostility and rebellion?

For example, communication, participation, and negotiation will all slow the pace of change, while coercion can result in hostility and rebellion.

effective follower

Francine is an effective follower, exhibiting both independent, critical thinking and an active stance toward her work. Effective followers tend to behave the same way toward superiors, peers, and subordinates. They also have good self-awareness and can discern the strengths and weaknesses of others.

Corporate University

GE's facility is a corporate university, a permanent, year-round training and development facility. Such facilities, maintained by corporations as diverse as MacDonald's and Pixar, are worthwhile investments when the organization has substantial institutional knowledge it can teach its employees in a classroom environment. Corporate universities are sometimes used to train customers, suppliers, and strategic partners as well.

enthusiastic beginner

Helen is an enthusiastic beginner, low on competence but high on commitment, so you should use a directing leadership style with her. Support isn't as important at this stage, because her natural enthusiasm will take its place.

wages

Her wages could be either job based or performance based or some combination of both, but her benefits would not be.

Cooperation innovation strategy

Horizontal coordination mechanisms Customers, partners Open innovation Cooperation involves bringing people together to spark the creative process. Companies increase internal cooperation by bringing people together from different functional departments, especially manufacturing, research, and marketing. But, more and more companies are looking outside themselves to spark creativity. Open innovation and crowdsourcing are two ways companies can reach outside themselves for new ideas.

Horizontal linkage

Horizontal linkage is the sharing of ideas across departments within the organization.

Human Capital Business

Human capital business results refers to revenue growth, ROIC or ROE, and total return to shareholders.

Human Resources Management

Human resource management (HRM) refers to the design and application of formal systems to ensure the effective and efficient use of human talent to accomplish organizational goals. Important aspects of HRM are how an organization chooses to hire, compensate, and develop its employees.

Innovation roles innovation strategy

Idea champions new venture teams and funds Skunkworks Innovation roles involves championing new ideas so they get carried forward, accepted, and implemented. It can involve taking on a champion or sponsor role in the organizational change process or creating small, new-venture teams or skunkworks dedicated to implementing breakthrough ideas.

Affirmative Action plan

If Walmart is convicted of discriminating against women, a judge would be likely to demand that Walmart create an affirmative action plan that prevents such discrimination from happening in the future. An affirmative action plan requires an employer to take positive steps to guarantee equal employment opportunities for people within protected groups. The rationale for affirmative action plans is to make up for past discrimination. Elements of an affirmative action plan are often included in workforce planning, recruiting, and selection activities.

What is the ultimate goal of strategic human resource management

Improve business results: revenue growth, ROIC or ROE, total return to shareholders

HR planning process

In HR planning, managers gather data that allow them to predict future workforce needs. They consider information about the company's strategy and the business environment, as well as information about turnover rates, projected retirements, and labor availability. The analysis involves big-picture questions involving the labor market and the organization's workforce in general and detailed questions about the need for workers with specific skills in specific locations. Questions about how to effectively recruit and select employees, how to evaluate their performance, how to train them, and how to pay them are not directly related to HR planning. Note, however, that the way these questions are answered, if the solutions affect turnover, may indirectly feed the HR planning process.

Human Capital

In a recent survey, CEOs identified human capital as the most important factor for success. Many other factors, including the other answer choices to this question, are important. However, people—their knowledge, experience, skills, and capabilities—drive almost everything else that happens in an organization.

emotion

In contrast to personality, which is a constant pattern of responses to the environment, emotion arises spontaneously based on interaction with the environment. It is often accompanied by physiological changes or sensations; for example, when someone takes credit for your idea and you feel anger, your face may flush and your heart may beat faster

Idea incubator

In this program, participants have the freedom and support to pursue and refine their ideas with the goal of having a positive impact on the world. The ideas need to seem reasonable to be selected and then to garner sponsorship so they can be implemented.

Interactive leader

Interactive leadership is also not incompatible with Level 5 leadership, but the emphasis is on collaboration and deriving power from relationships rather than formal authority. An interactive leader is one who values collaboration and relies on relationships, rather than position power and formal authority, to influence employees. Although men can be interactive leaders, research indicates that women are more likely to favor this type of leadership.

Internal Recruiting

Internal recruiting means posting jobs where current employees can apply for them.

skill based pay

Jasper's company has skill-based pay, so a highly skilled employee like Jasper earns a high salary as he moves from job to job. This type of pay system rewards employee learning, which makes the organization more adaptable and helps employees prepare for future jobs either with this organization or elsewhere. With a skills-based pay system, employees are rewarded for what they know how to do rather than what they actually do. This makes companies more flexible, because higher-paid employees can take on any one of a number of jobs. It also allows more opportunities for job growth, because employees are encouraged to learn new skills.

Job analysis

Job analysis is a systematic way of gathering data to describe the essential aspects of a job Job analysis is the systematic process of gathering and interpreting information about the essential duties, tasks, and responsibilities of a job and the job's context. The job analysis can be used to write a description of the job and its requirements, which is essential for recruiting and selecting qualified employees.

job based pay

Job-based pay is determined by the worth of the job to the organization rather than the ability of the employee to contribute.

Large group intervention

Large-group intervention is designed to accelerate learning and change across the entire organization. A large-group intervention brings together participants from all parts of the organization, and often key external stakeholders—to discuss problems or opportunities and plan for change. The goal is to gather perspectives from all parts of the system and help people to create a shared future, and mutual learning on this scale offers the possibility for radical transformation of the culture.

Leaders effects vs. managers effects on the workplace

Leaders shape the organizational context in which other employees work. Leadership can be defined as the ability to influence people toward the attainment of goals. Therefore, leaders' attitudes and behaviors have a significant impact on the performance of everyone else in the organization. Managerial work, such as solving problems, is distinct from leadership, which is about accomplishing work through others.

External Coordination

Looking to customers and scanning the environment for new technologies Another example is entering into an alliance or joint venture with another organization in order to develop an innovative product or service

machiavellianism and locus of control

Machiavellianism and locus of control are personality characteristics, not sources of power.

Drawbacks of mergers and acquisitions

Mergers and acquisitions usually lead to some culture clash. Therefore, organizational development interventions can be helpful. One possibility is team-building activities to help groups of Honest Tea and Coca-Cola employees work effectively together. Another possibility is to survey Honest Tea employees to learn about what aspects of the acquisition are causing stress; then the survey results can be used to craft interventions. In addition, training on Coca-Cola's systems, such as payroll systems, would be helpful if Honest Tea employees are expected to use them.

Equal Employment Opportunity Commission

Note that the Equal Employment Opportunity Commission does not judge cases of discrimination—it merely brings such cases before a court of law.

On the job training

On-the-job training is when an employee learns from more experienced employees in the workplace. The most common type of training is on-the-job (OTJ) training, in which an employee learns from more experienced employees in the workplace. This type of training requires no investment in training professionals, classrooms or other equipment, or school tuition, nor does it require the trainee to take time away from work. Furthermore, the skills learned are immediately applicable and transferable to the job at hand. OTJ training can also be developmental for the trainers, who may enjoy and learn from communicating their expertise to less experienced workers.

Innovation by acquisition

One way to adopt an open innovation approach is to engage in innovation by acquisition, that is, to buy companies that are making a new product or service.

Patient Protection and Affordable Care Act (2010)

Passed in 2010, the Patient Protection and Affordable Care Act contains several new health insurance regulations that will take effect over a number of years. Some of the earliest changes include mandatory coverage for adult children (up to 27 years old) and a requirement that employers report the value of health benefits on W-2s. Eventually, the law requires all companies with more than 50 employees to offer health insurance to their employees or risk facing a fine of $2,000 per employee.

personal effort

People who put in a great deal of personal effort have power because people tend to respect their work ethic.

Perceptual distortions

Perceptual distortions are errors that arise from inaccuracies in any part of the perception process. One kind of perceptual distortion is stereotyping (also the halo effect)

rule of reciprocity

Phil Davis is using the rule of reciprocity (I saved your life, now you need to do what I want) in this example.

Age Discrimination in Employment Act

Prior to the passage of the Age Discrimination in Employment Act (ADEA), employers could create mandatory retirement ages—often at age 65. The ADEA prohibits an employer from discriminating against people who are 40 or older. It also says that employers may not require retirement at a certain age unless a bona fide occupational qualification (BFOQ) exists. Airlines, for example, can mandate that pilots retire at 65 because of a BFOQ related to reflex speed and visual acuity.

Realistic job previews

Realistic job previews help job applicants self-select by giving them information about the positive and negative aspects of a job

recruitment

Recruitment is how an organization creates a pool of applicants from which to select employees. Recruiting is the process of attracting people with the desired qualifications to apply for jobs. Only once candidates are recruited can the organization use selection tools to choose those who are the best fit. Therefore, recruitment is very important: If the best people are not recruited, then no matter how rigorous the selection process is, they can't be hired.

referent power

Referent power comes from an individual's personal characteristics that command others' identification, respect, and admiration so that they wish to emulate that individual. People whom you view as role models have referent power with respect to you, just as you have referent power with respect to people who admire you.

rightsizing

Rightsizing, also called downsizing, is cutting the number of people in the workforce to fit the organization's current situation. Sometimes rightsizing occurs to reduce labor costs, as is the case in this example. Other times, the company is rightsizing in a certain product division, functional area, or geographic area while another part of the company may be growing. Such realignments are often painful for the terminated employees and for those who still have jobs. Regular, frank communication and transition packages that include severance pay and/or job-hunting assistance can make the situation easier.

Internal innovation contest

Running an internal innovation contest can be an exciting way to encourage employees to come up with innovative ideas and put them forward so managers can consider them.

servant leaders

Servant leaders, first described by Robert Greenleaf, are similar in that they work for the benefit of the organization and not for themselves; emphasized in the idea of servant leadership is fulfilling subordinates' needs and goals. Both servant leaders and Level 5 leaders have the core characteristic of humility, paired with a determination to turn an organization's vision into reality. Humility allows these leaders to celebrate the successes of others wholeheartedly.

Sexual Harassment

Sexual harassment includes unwelcome sexual advances, requests for sexual favors, and other verbal and physical conduct of a sexual nature when submission to the conduct is tied to continued employment or advancement or when the behavior creates an intimidating, hostile, or offensive work environment.

reward power

Silvia is using reward power. People do what she wants because they receive bonuses and prizes when they do.

Alienated follower

Someone who is passive in the sense of avoiding extra responsibility but who engages in critical thinking is termed an alienated follower and may be good at identifying problems but reluctant to propose solutions.

Stereotyping

Stereotyping is a type of bias that occurs when a rater uses just one or a few characteristics to categorize an employee and then rates the employee's performance based on perceptions of that category instead of on the employee's actual behaviors and results. the tendency to assign an individual to a group or broad category and then attribute generalizations about the group to the individual.

Survey feedback

Survey feedback is gathered from a questionnaire that asks employees about values, climate, participation, leadership, and group cohesion

Team building

Team building enhances the functioning of particular groups.

Performance Appraisal

Terrence's manager will give him a performance appraisal, which involves observing and assessing employee productivity, recording the assessment, and providing feedback to the employee. Ideally, this process will be ongoing rather than occurring as an isolated event once a year.

The Americans with Disabilities Act

The Americans with Disabilities Act prohibits discrimination based on physical and mental impairments and requires that people with impairments be provided "reasonable accommodations." The law specifies that the impairment must "substantially limit one or more major life activities."

The Consolidated Omnibus Budget Reconciliation Act

The Consolidated Omnibus Budget Reconciliation Act (COBRA) helps people with preexisting conditions who might not be able to find health insurance after losing a job. It requires that employers offer to keep terminated employees on group health care plans for up to 18 months after they leave the company. The employer does not have to pay the bill, however, and can charge the ex-employee the full cost of the health insurance policy, plus a small administrative fee (up to 2% of the total cost).

Equal Pay Act

The Equal Pay Act was designed to eliminate "pink collar" discrimination. Some jobs, such as teaching and nursing, are traditionally held by women, and these jobs tend to be lower paid than jobs that are traditionally held by men. Under the Equal Pay Act, people who do substantially the same work must receive the same amount of money.

The family and medical leave act

The Family and Medical Leave Act mandates that an employer allow an employee to take up to 12 weeks of unpaid leave to deal with medical issues for themselves and their immediate family. It also allows for time off for childbirth.

Health Insurance Portability Accountability Act HIPAA

The Health Insurance Portability Accountability Act (HIPAA) places strict restrictions on the use of personal health information by employers and health insurance providers, and it allows employees with preexisting medical conditions to switch health care providers without penalty.

The Occupational Safety and Health Act

The Occupational Safety and Health Act (OSHA) regulates everything from the construction industry to your local restaurants. This law established the Occupational Safety and Health Administration, whose inspectors are charged with finding and eliminating unsafe working conditions.

The halo effect

The halo effect means reaching an overall conclusion about someone's performance based on just one dimension of performance.

The matching model

The matching model describes the process by which employers evaluate the fit between what they need and what employees can offer, as well as what employees need and what the organization can offer. When both parties' needs and offerings match, then there is a good fit and the employment relationship is likely to have positive outcomes for both.

reward the behaviors you want

The parent is rewarding the child with a smile. Since the child likes to see the parent smile, and the parent smiles when the child is quiet, the child is more likely to be quiet in the future.

360 degree feedback system

The purpose of a 360-degree feedback system is to allow employees to receive information from all of the people who are influenced by their work, not just their managers. Having a wide variety of feedback and getting the opportunity to do a self-evaluation may make employees feel that the performance appraisal system is more fair.

Behaviorally anchored rating scale

The purpose of a behaviorally anchored rating scale is to focus a manager's attention on specific actions that are linked to job success. The idea is that employees can be evaluated more fairly when a manager says what it is they do or do not do, as opposed to who they are (traits or personality).

Ranking performance appraisal system

The purpose of a ranking system is to arrange employees along an entire spectrum of performance from good to bad. Ranking systems are particularly useful in situations in which managers must make cuts according to employee performance, for example, when an organization is downsizing.

Social Contract

The social contract is an implicit general understanding of what employers and employees are supposed to offer each other but does not relate to the specific fit that must be found between an organization and its workers

Halo Effect

The tendency to give an employee the same rating on every dimension of the job is the halo effect. For example, a compensation specialist might be very good at using data to analyze how much jobs or people should be paid but poor at explaining this analysis to managers. If the specialist's manager perceives the employee's overall performance as "satisfactory but not great," the manager might give the employee middle ratings on all work dimensions, even though at least one should be high and one should be low.

Interpersonal demands

arise from relationship conflict

Exercising influence

This manager is exercising influence because he or she is using power to effect a change in other people's attitudes, values, beliefs, or behavior. Someone can have power but be unable to use it effectively. The degree of influence one has is a measure of how much change one can bring about.

rational persuasion

This manager is using rational persuasion to convince his boss, because his presentation is based on sales facts and figures.

Discrimination

This store manager is using a criterion that is not related to job performance to select employees, which may result in discrimination.

threat stress

Threat stress compromises your job performance, your relationships, and even your health. People undergoing threat stress tend to make worse decisions, have more trouble learning, and have greater difficulty adapting to change.

Title VII of the Civil Rights Act of 1964

Title VII of the Civil Rights Act of 1964 prohibits discrimination on the basis of race, religion, color, sex, or national origin. Title VII also created the Equal Employment Opportunity Commission, a government body charged with investigating unfair discrimination and bringing suit against employers who discriminate against members of protected classes.

Perception

To make sense out of the environment people select, organize, and interpret information in a cognitive process called perception. Because of individual differences in personality, values, and interests, different people may perceive the same situation in different ways.

Training

Training is often used to improve the performance of certain employees. Training focuses on a particular skill and does not seek to change the way that the organization as a whole works. Common training topics for managers include teamwork, diversity, emotional intelligence (EQ), quality circles, communication skills, and participative management.

Transformational Leader

Transformational leaders can bring about innovation by communicating an inspiring vision, shaping values, building relationships, and providing meaning for followers. The traits of agreeableness and emotional stability are often associated with transformational leaders, and they often have high emotional intelligence.

Trust

Trust occurs when employees believe their managers will do what they say they will do and will not harm them.

Traditional model of organizational development

Under the traditional model of organizational development, information is collected with surveys and interviews. The results are then used in team-building exercises and also used to address organizational problems. This process takes time, so change tends to be slow and incremental. Traditional organizational development models focus on individuals and small groups. Individuals may be taken on journeys of self-discovery, while groups often work together to build teams and resolve problems.

Social Learning

Using social media tools, such as an online user group, facilitates social learning, which is learning informally from others through instruction or observation. Other technologies that enable social learning include mobile apps, social networking sites like Twitter, wikis, blogs, and virtual games. Knowledge can be accessed very quickly this way, as an employee can almost instantly reach many experts on a topic, both within and outside the organization.

Things that are and are not required to be provided by companies

Vision insurance, dental insurance, and life insurance are all optional. Companies provide them to stay competitive, but they do not have to. In contrast, Social Security, workers' compensation, and unemployment insurance are mandated by law.

Organizing

When organizing his life, Noah needs to think primarily about big projects, or those things he cannot do quickly and easily. He needs to transfer these projects to a calendar so he knows when they are due, and he needs to keep a running list of activities that he can use as a reminder anytime he is free to work. Organizing is not delegating, which is done earlier in the self-management process, nor is it actually doing the work, which is the last step in self-management.

develop allies

When people gather others around them who will support their goals, they are creating allies.

negative emotion

While negative emotions can motivate an employee to improve performance to avoid feeling that emotion again, when employees feel a lot of negative emotions at work, they are likely to be less effective and productive. Managers can improve their employees' performance by managing the work environment so that people feel positive emotions.

Workforce planning

Workforce planning requires an employer to take positive steps to guarantee equal employment opportunities for people within protected groups. Workforce planning is a continual process of aligning the needs of the organization with the workforce to make sure it can meet demand.

acqui-hiring

Yahoo is using acqui-hiring, or adding people to its workforce by acquiring the companies they already work for. Recruitment is how an organization creates a pool of applicants from which to select employees. When Yahoo buys a start-up because talented people work there, Yahoo is selecting those employees, not recruiting them.

Disillusioned learners

Your programmers are disillusioned learners, low on competence and low on commitment, so you should use a coaching leadership style with them.

Product Change

a change in the organization's product or service outputs. Product and service innovation is the primary way in which organizations adapt to changes in markets, technology, and competition.

Technology Change

a change in the organization's production process—how the organization does its work—so that making a product or service is more efficient.

Job description

a job description summarizes the responsibilities of the job.

Job specification

a job specification outlines the requirements to perform the job The job specification is an outline of the knowledge, skills, education, physical abilities, and so forth that an individual needs to perform satisfactorily in a particular position

Internal Attribution

a judgment that characteristics of the person led to the behavior.

External Attribution

a judgment that something about the situation is causing a person's behavior rather than something intrinsic to the person.

Transactional Leadership

a leader provides subordinates with something they want in exchange for their work. The flip side of this is that if employees do not meet expectations, they receive negative reinforcement ranging from criticism to termination

leadership neutralizer

a situational variable that counteracts a leadership style, preventing the manager from using that behavior. Some factors, such as low position power and physical separation from subordinates, neutralize both task-oriented and people-oriented behavior, and managers in that situation will find it challenging to be effective.

substitute for leadership

a situational variable that makes a leadership style, either task oriented or people oriented, have little effect on subordinates' performance. The leader can use the style, but it has little impact.

role ambiguity

a type of task demand arising from a lack of clarity about what job behaviors are expected

self management

an aspect of emotional intelligence, is the ability to control oneself so as to succeed in challenging situations. Self-management is an aspect of emotional intelligence

Consideration

an aspect of people-oriented behavior, concerns meeting the needs of subordinates and building good relationships with them.

Initiating structure

an aspect of task-oriented behavior, is the degree to which a leader drives subordinates' behavior toward goal achievement.

skunkworks

an autonomous and often secret program within an organization where employees have the freedom and resources to work on breakthrough ideas, without pressure to produce short-term results.

The Myers-Briggs Type Indicator

assessment measures an individual's preferences for introversion or extroversion, sensation or intuition, thinking or feeling, and judging or perceiving. Based on these preferences, the person is considered to have 1 of 16 distinct personality types—in this case, INTJ. As an INTJ, you would have an Intuitive-Thinking problem-solving style, which lends itself to creative thinking about and impersonal analysis of theoretical problems.

self-confidence

assurance in one's own ideas, judgment, and capabilities. Getting feedback and engaging in reflection may increase or reduce this manager's self-confidence, depending on the insights she gains about herself.

Extroversion and Introversion

based on the extent to which a person is energized by being around other people.

self awareness

being aware of the internal aspects of one's nature (e.g., personality traits, beliefs, emotions, and perceptions) and appreciating how one's patterns of behavior affect other people. High self-awareness is a prerequisite for understanding and effectively managing others. Self-awareness can be enhanced by getting feedback from others and by self-assessment through tools like personality inventories and reflection, as this manager is doing.

How managers can improve job satisfaction

by giving employees more control over the way they do their work (autonomy) and by providing work that matches an employee's interests and needs.

Overview of the tactics for overcoming resistance

chpt. 11 question 8

men and women leadership styles

chpt. 15 question 3 Men and women tend to have very different leadership styles. Women tend to be better suited for interactive leadership because they rate higher on social and emotional skills which are crucial to this type of leadership. Zenger Folkman, a leadership development firm, surveyed more than 7,000 business people about leader in their organizations. This chart shows just a few of the dimensions that were measured in the study.

task demands

come about because of the work the job requires

intrinsic rewards

come from the work itself and can include pride in accomplishing a complex task or seeing the positive effect one's work has on other people.

Type A behavior

competitive, impatient, and aggressive

Reverse innovation

creating innovative, low-cost products for emerging markets and then quickly and inexpensively repackaging the products for sale in developed countries.

extrinsic rewards

given by another person, typically a manager, and in addition to the examples given here include promotions, praise, and pay increases, health benefits, and job security.

information

gives people power because they are better able to predict what is going to happen than those around them.

high agreeableness

good-natured, forgiving, and cooperative. willingness to go along with others

Ambidextrous Approach

having separate departments where people have the flexibility and freedom to innovate while also using a more rigid, centralized, and standardized approach to carry on the regular work of the organization and to implement innovations.

Big five personality traits

include extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience. Researchers suggested that there are five basic personality factors as early as 1932, but the term "Big Five" comes from a study published by W. T. Norman in 1963. Conscientiousness is the trait most often associated with high job performance, although recent research by Le, et al. suggests that the relationship between personality and job performance may be curvilinear (up and down)

Intuitive feeling style-Myers-Briggs Type Indicator

interested in people's views and feelings in a general way and may be charismatic and enjoy participating in large-group events. Thus, this style is often associated with public relations and advertising. The person with an Intuitive-Feeling style would not be comfortable working with data or developing practical guidelines, being more interested in people and broad themes.

Intuition-in terms of personality

intuition is used in the Myers-Briggs personality type model to indicate that one gathers information by looking for patterns and possibilities.

Bottom-up approach to innovation

involves encouraging lower-level employees, who are often closest to the customer, to volunteer new ideas. This approach is effective when executives really listen to their employees' ideas and follow through by implementing good ideas.

defensive bias

involves identifying with someone who is having trouble and attributing the trouble to an external cause, much as you attribute your own troubles and failures to external causes.

job evaluations

job evaluations provide information about how jobs should be paid relative to one another

external locus of control

likely to believe that the responsibility for achieving his goals and the ability to do so lies outside himself. Thus, he believes that success is unlikely to follow from his actions and will be unmotivated to work. However, because he assigns responsibility for his behavior and outcomes to outside forces, he is more likely to be compliant with Ana's instructions, to the extent that he can be motivated to follow them in between training sessions.

High emotional stability

manage her own emotions and the emotions of those around her.

sensation thinking style

more interested in data than people and would prefer to solve immediate, practical problems. Someone with the Sensation-Thinking style tends to be comfortable working with facts, such as research studies, and applying them to real-life situations, such as training programs that help clients meet their goals.

Employee development

occurs after hiring takes place

role conflict

occurs when job tasks are mutually exclusive occurs when an individual perceives incompatible demands from others.

emotional stability

one of the Big Five personality factors and, like any facet of personality, is an underlying quality that tends to be consistent in a person regardless of where she is or what she is doing.

network of relationships

people with a wide network of relationships have power because they gain a reputation as someone who knows whom to call (IM, text, e-mail) in order to get a job done.

Internal Coordination

process by which new ideas flow across departments within the organization.

Authoritarian

refers to a person's tendency to believe that power is unequally distributed, and that those who have less power should obey those who have more. This is a fairly conventional mind-set, and people with high authoritarianism are comfortable in traditional hierarchical organizations. They can be judgmental, and they are unlikely to do well in modern companies where power is spread widely across all levels of employees.

Disruptive innovation

refers to changes in products or services that end up completely replacing an existing product or service technology for producers and consumers.

Self-serving bias

relates to evaluation of one's own behavior. when you look at your own behavior, you attribute your successes to internal causes, and you attribute your failures to external causes.

idea champion

sees the need for change within the organization and consistently promotes this change, even in the face of resistance. The idea champion is not necessarily creative but instead may identify creative individuals and harness their abilities to bring about productive change.

Intuitive thinking style

tend to be interested in more theoretical problems that can be solved with impersonal analysis rather than interaction with people. Someone with the Intuitive-Thinking style would tend to be interested in more theoretical problems, where more creativity and a number of options are involved, rather than problems grounded in specific data.

sensation feeling style

tend to be more interested in working with actual clients and solving their specific problems. Someone with the Sensation-Feeling style would tend to be more interested in working with the clients (the people) than with scientific data.

influence

the actual effect someone has on the attitudes, values, beliefs, or behavior of others.

Machiavellianism

the desire for power for purely personal gain. A willingness to exploit others' weaknesses to win a negotiation is an example of Machiavellianism, a desire to acquire power and manipulate other people for purely personal gain. So-called "Machs" tend to be capable of lying to achieve personal goals, are more likely to win in win-lose situations, and are more likely to persuade than be persuaded. They may be effective in jobs that require bargaining skills or that involve substantial rewards for winning. People who are high on Machiavellianism do not do well in jobs that are highly structured, because they cannot easily manipulate the situation to their advantage. But they will do extremely well in situations requiring bargaining, winning, and personal goal achievement, since those are strengths of the Machiavellian personality.

power

the potential ability to influence the behavior of others

negative reinforcement

the removal of a negative work condition when an employee exhibits a desired behavior.