BADM 310 UIUC Exam 2
Approaches to social responsibility
(from highest social responsibility to lowest) 1. Proactive 2. accommodatve 3. defensive 4. obstructionist
Linguistic Style
- A person's characteristic way of speaking
Different evaluation or reward systems
- a group is rewarded for achieving a goal but the other is rewarded for achieving something that conflicts with the other team
Grapevine
- an informal network carrying unofficial information throughout the firm.
HRM managers work closely with the :
-"line" managers to improve efficiency, quality, innovation, and responsiveness. -
Employees
--expect to receive award consistent with their performance -want to be able to trust the company to treat them fairly and ethically
Affirmative Actions vs Managing Diversity
-AA is mandatory to fix past discrimination -DV is voluntary
External Advantages
-Accesses a large applicant pool -Can access people who have skills, expertise, and experience that the organization lacks -Newcomers can bring fresh ideas & perspectives
Human Resource Management (HRM)
-Activities that managers engage in to attract and retain employees and to ensure that they perform at a high level and contribute to the accomplishment of organizational goals. -with people
Realistic Job Preview
-An honest assessment of the advantage and disadvantages of a job and organization. -Can reduce the number of new hires who quit when jobs and organizations fail to meet their unrealistic expectations
Benefits
-Benefits are based on membership in an organization -Legally required: social security, workers' compensation, unemployment insurance -Voluntary: health insurance, retirement, day care -Cafeteria-style benefits plans allow employees to choose the best mix of benefits for them, but can be hard to manage.
Forced Ranking Pros:
-Better identification of high and low performers. -Deters retention of low performers
Real-world decisions
-Can be a mix of non-programmed & programmed -Aim for best tradeoff of efficiency and effectivene
Conflict Manage Groups Strategies
-Changing an organization's structure or culture -Altering the source of conflict
Why Be Socially Responsible?
-Demonstrating its social responsibility helps a company build a good reputation -If all companies in a society do so, the quality of life as a whole increases
Action learning:
-Design training to link conceptual learning with actual job tasks (not in text)
Strategic Human Resource Management
-Designing the components of a HRM system to be consistent with the organization's architecture, strategy and goals. -Aims to build the firm's competitive advantage -with company
Steps to stop sexual harassment
-Develop and clearly communicate a sexual harassment policy endorsed by top management -Provide sexual harassment education and training to all organizational members, especially managers -Use a fair complaint procedure to investigate charges of sexual harassment -When sexual harassment has taken place, take corrective action as soon as possible
Team Performance:
-Diversity provides a variety of points of view and approaches. Can provide more creative ideas, learning from diverse others -Mixed research findings - issue is likely more complex than it might seem b/c of cohesiveness, communication barriers (not in text) -diversity and inclusion helps all members of team not just the diverse ones
How to encourage integrative bargaining:
-Emphasizing Superordinate goals -Interests rather than positions (demands) -Creating new options -Focus on the problem rather than the people -Fairness (emphasis on each party reaching goals rather than dividing the pie)
Sources of Personal Power
-Expertise -Track Record -Referent -Effort
Barriers to Effective Communication
-Filtering -Information distortion -Information overload -Jargon
Key Sources of Positional Power
-Formal Authority -Relevance -Centrality -Visibility
1. Face-to-Face
-Highest information richness. -Advantage of verbal and nonverbal signals.
Choose high information richness when message is:
-Important -Sensitive - (For example, Evaluative, critical, disappointing or otherwise emotionally laden). -Complex (likely to be misunderstood; requires interaction to come to understanding).
4. Impersonal Written Communication
-Includes blogs & social networking sites -Good for messages to many receivers where little or feedback is expected (e.g., newsletters, reports) (+) -Lowest information richness. (-) -Information Overload
Pay
-Includes employees' base salaries, pay raises, and bonuses -Determined by characteristics of the organization and the job and levels of performance
Benefits of Good Communication:
-Increased efficiency in new technologies and skills -Improved quality of products and services -Increased responsiveness to customers -More innovation through communication
Benefits of Pay for performance
-Increased motivational leverage -Flexible
Conflict Manage Individuals Strategies
-Increasing awareness of the sources of conflict -Increasing Diversity & diversity awareness and skills -Job rotations or temporary assignments -Permanent transfers or dismissals if necessary
Criteria to decide on best form of communication:
-Information Richness -Time required -Paper trail for later referencing
Overt discrimination:
-Knowingly and willingly denying diverse individuals access to opportunities and positive outcomes. -Unethical and illegal
Internal Recruitment Disadvantages
-Learning (skills & gaining experience) on the job can be (very) expensive -You may know how the candidate performs at their current job, but what about in the new job?
Internal Recruiting Advantages
-Managers already know candidates and thus have a better idea of their capabilities and fit -Internal applicants are already familiar with the organization and how it works -Provides clear evidence of a career path - so can help boost levels of employee motivation and morale.
1. Brainstorming
-Managers meet face-to-face to generate and debate many alternatives. -One key rule: No early criticism or evaluation
Chain Network
-Members communicate only with the people next to them in the sequence. -Wheel and chain networks provide little interaction.
Circle Network
-Members communicate with others close to them in terms of expertise, experience, and location.
All-channel Network
-Networks found in teams with high levels of communications between each member and all others
Group Decision Making Advantages
-Often superior to individual making -combined competencies and expertise: more group members means More information, More alternatives and better decisions - Reduced bias: individual biased can be cut out -Better implementation: group decisions are supported by more people
A study at UCLA shows that when we communicate:
-Only 7% of perceived meaning is attributed to the words we speak! -93% of what we really pay attention to is body language
Unintentional discrimination: (not in text)
-Organizations and individuals attempt to achieve equality in key outcomes and opportunity, but fall short. -Common and complex.
Individual Ethics
-Personal standards and values that determine how people view their responsibilities to other people and groups -how they should behave when own interests are at stake
Sources of Cognitive Biaes
-Prior Hypothesis Bias -Representativeness Bias -Illusion of Control -Escalating Commitment
Forced Ranking Cons:
-Problematic because it assumes that each manager has an equal # of high / low performers -Creates competition among employees, hurts information sharing -Clashes with illusory superiority bias >Lake Wobegon effect, hopefully demonstrated by clickers >Imagine the reaction of a good employee who is told they "meet requirements."
Components of HRM
-Recruitment and Selection -Training and Development -Performance Appraisal and Feedback -Pay and Benefits -Labor relations
Unions
-Represent worker's interests to management in organizations. -The power that organizations have over individuals can lead workers to join together in unions.
Non Programmed Decision Making
-Response to unusual, unpredictable opportunities and threats -no regular rules for this because you can't predict it -time consuming
Ethics Ombudsman
-Responsible for communicating ethical standards to all employees -Designing systems to monitor employees conformity to those standards -Teaching managers and employees at all levels of the organization how to appropriately respond to ethical dilemmas
Managers
-Responsible for using a company's financial capital and human resources to increase its performance -Expect to receive rewards consistent with their performance -Frequently juggle interests of multiple stakeholders as well as their own
Standard Tools for Selection:
-Resumes and application forms - initial screening -Interviews - almost universal and reasonably valid -Written tests - measure intelligence, ability, personality, interest, etc. - popular; validity varies -Reference checks - tough to get negative information
External Disadvantages
-Search can be expensive -Outsider's actual technical capabilities and their fit (e.g., with organizational culture) are unknown
Stereotypes:
-Simplistic and often inaccurate beliefs (schemas) about the typical characteristics of particular groups of people => bad decisions
Group Decision Making Disadvantage
-Slower -Can take much longer than individuals to make decisions -Can be difficult to get different individuals to agree because of different interests and preferences -Can be undermined by group decision-making's own biases
Examples of Biases
-Stereotypes -Selective perception -Perceptual set
Suppliers and Distributors
-Suppliers expect to be paid fairly and promptly for their inputs -Distributors expect to receive quality products at agreed-upon prices
Administrative Model:
-The Model Explains Why Decision making is inherently uncertain and risky -Managers usually: >Make satisfactory rather than optimum decisions. >Behaving rationally within limitations imposed by cognitive abilities (bounded rationality), and complexity of environment (incomplete information).
Information richness
-The amount of information that a communication medium can carry -The extent to which the medium enables the sender and receiver to reach a common understanding
Nonverbal Communication
-The encoding of messages by means of facial expressions, body language, and styles of dress. -can send more information that verbal communication
Equal Employment Opportunity (EEO)
-The equal right of all citizens to the opportunity to obtain employment regardless of their gender, age, race, country of origin, religion, or disabilities. -Equal Employment Opportunity Commission (EEOC) enforces employment laws.
Optimum decision
-The most appropriate decision in light of what managers believe to be the most desirable future consequences for their organization
Type of communication network depends on:
-The nature of the group's tasks -The extent to which group members need to communicate with each other to achieve group goals.
Communication
-The sharing of information between two or more individuals or groups to reach a common understanding.
2. Production Blocking
-Too many ideas going around during brainstorming and too much disorganization leads to loss of productivity in brainstorming
What makes communication hard?
-We take it for granted rather than viewing it as an important challenge. -We assume others will see things the same way that we do. -Communications are highly interpreted yet those others' interpretations are often not visible.
Organizational Conflict
-When discord occurs between groups or individuals and it gets in the way of objectives
Performance-simulation tests
-Work sampling - perform key tasks (non-managerial jobs) -Assessment center - simulate challenges of managerial jobs -Most valid -Most expensive
reasoned judgment (non programmed)
-a decision that requires time and effort and results from careful information gathering, generation of alternatives and evaluation of alternatives -time and effort
Skunkworks
-a group of intrapreneurs who are separate from rest of organization and are assigned to come up with new ideas and products
Product Champion
-a manager who takes ownership of a project and provides the leadership and vision that takes a product from idea stage to final development
Defensive Approach
-act ethically enough to not get in trouble with the law and abide by legal requirements -no social responsibility so leads to unethical behavior
Distributive Negotiation
-adversarial negotiation in which the parties in conflict compete to win the most resources while conceding as little as possible -Handled by competition
Stakeholders
-affected by the way people in the company behave -the people that supply a company its productive resources and so have a claim and a stake in the company
Realistic Job Preview (RJP)
-an honest assessment of the advantages and disadvantages of a job and organization
Barrier #2 Mangers often fumble performance appraisals:
-appraisals generate conflict -Performance management is "indirectly productive" (doesn't produce something directly) so it is delayed or taken lightly
needs assessment
-assessment of which employees need to training and development and what skills they need.
cafeteria style benefit plan
-benefit plans where employees can choose what benefits they want
Administrative model is based on 3 concepts:
-bounded rationality -incomplete information -risk and uncertainty
development
-building the knowledge and skills of organizational members so they are prepared to take on new responsibilities and challenges
How can organizations encourage ethical behavior?
-code of ethics and policies -training programs -organizational culture -goals and appraisals -disciplinary actions -audits and protections
Bounded Rationality:
-cognitive limitations that constrain ones ability to interpret, process and act upon information
Obstruction approach
-companies & managers choose not to behave in a socially responsible way and instead behave unethically and illegally
Accommodative approach
-companies and their managers behave legally and ethically and try to balance the interests of different stakeholders as the need rises -acknowledges need for social responsibility
Process
-conflict about how the group gets things done -can be good since it will allow teams to improve
Task
-conflict about what decision the group will take
Negotiation
-conflict resolution method in which the parties consider alternative ways to allocate resources and come up with a solution acceptable to all of them
Relationship
-conflict that gets personal between people -based on personal style -mostly about winning
Integrative Bargaining
-cooperative negotiation in which the parties in conflict work together to achieve a resolution that is good for them both
Creativity
-decision making ability to come up with new ideas that lead to good decisions/solutions
3. Nominal Group Technique
-decision making technique -group members write down ideas and solutions, read their suggestions to the whole group, and discuss and then rank the alternatives. -useful for controversial issues -Gives managers more time and opportunity to come up with potential solutions
Decision Making Opportunities
-decisions to improve organization performance to benefit customers, employees, and stakeholders
Being Irreplaceable
-develop special skills
Incompatible goals and time horizons
-different groups have different goals and focus
Conflict is inevitable because:
-different stakeholders have different goals which are incompatible -Conflict is not necessarily bad. -a good balance can lead to better group performance
Proactive Approach
-embrace social responsibility and go out of their way to learn about the needs of different stakeholders and use resources to promote interests of all stakeholders
Systematic Erros (cognitive biases)
-errors that people make over and over and that result in poor decision making
Being in a central position
-have decision making control
Classical Model of Decision Making
-how decisions should be made -assumes decision maker can identify and evaluate all alternatives -leads to optimum decision
Sources of Conflict
-incompatible goals and time horizons -different evaluation or reward systems -overlapping authority -scarce resources -task interdependencies -Status inconsistencies -differences in perception
Incomplete Information:
-information is incomplete due to: 1. uncertainty (unknown probabilities) and risk (known probabilities) 2. Ambiguous info (interpreted in different ways) 3. Time Constraints and information costs
Schema:
-past experiences with certain groups of people that builds an idea in your mind which you refer to when encountering that group again.
Relying on objective information:
-providing objective information causes others to feel the managers course of action is correct
Controlling uncertainty
-reduce uncertainty for others in the firm
Strategies for Exercising Power
-relying on objective information -bringing in an outside expert -controlling the agenda -making everyone a winner
What do you evaluate with appraisal?
-results -behaviors -traits (should avoid) "who the person is"
Programmed Decision Making
-routine or automatic decision making that follows established rules or guidelines. -happens very often and is efficient. Ex: When an office runs out of pens you go buy more to re-stock
Heuristics (cognitive biases)
-rules of thumb that simplify the process of making decisions --saves effort and similar to programmed decisions but leads to systematic errors
Intrapreneur
-someone who works inside an organization and comes up with a way to improve aspects of the organization
Jargon
-specialized language that members of an occupation, group, or organization develop to facilitate communication among themselves -Can be a barrier to effective communication with people outside the occupation, group, or organization
Perception
-subjective process when people organize sensory input and interpret it as the world around us -is what we think reality is
training
-teaching employees how to do their current job and developing skills to help them be effective
validity
-the degree to which a tool or test measures what to purports to measure
Glass Ceiling
-the invisible barriers that prevent minorities and women from being promoted to top corporate positions.
Information Overload
-the potential for important information to be ignored or overlooked while tangential information receives attention
on the job training
-training that takes place in the work setting as employees perform their job tasks
Dialect Inquiry
-two groups of managers are assigned to the same problem and they debate and compete until top managers decide on best decision -fights cognitive bias and groupthink
Bringing in an outside expert
-using an experts opinions to lend credibility to managers proposal
Entrepreneurship
-using resources and taking advantage of situation to provide customers with new or improved goods or services
Stockholders:
-want to maximize return on investment -want to ensure managers are behaving ethically and thus avoiding unnecessary risks to investors capital
Decision Making Threats
-when a problem arises that threatens performance so managers must search for decisions that will increase performance
Why are politics bad?
-when managers act in self interested ways for their own benefits
How can politics be good?
-when managers gain support for much needed change -you can bring different perspectives together
Risk and Uncertainty:
-when managers understand that any action can have risks and can assign probabilities to them -20% chance a drug won't work for patients
Satisficing
-when you solve problems with minimum solution instead of best solution
Reasons diversity is difficult to manage:
1. Biased perceptions 2. Homophily 3. Organization processes or culture
Ways of forming group creativity include:
1. Brainstorming 2. Production Blocking 3. Nominal Group Technique 4. Delphi Technique
Additional reasons diversity is hard to manage
1. Effective diversity management requires cultural change 2. Managing diverse groups is challenging 3. Diversity can lead to communication errors(linguistic styles, gender differences) 4. Mistrust and tension-thru lack of familiarity
Types of Communication from most information rich to least:
1. Face to Face Communication 2. Spoken Communication Electronically Transmitted 3. Personally Addressed Written Communication 4. Impersonal Written Communication
Approaches to Social Responsibility From top to bottom on level of social responsibility
1. Proactive 2. Accommodative 3. Defensive 4. Obstructionist
Ethical values and norms help organizational members:
1. Resist self-interested action 2. Realize they are part of something bigger than themselves
Key practical steps to manage diversity effectively
1. Top management commitment 2. Measures and rewards 3. Training 4. Inclusive Culture(encourage tolerance, understanding, empathy; mentors, networks)
How to Be Successful Using Groupware (or change in general) :
1. Work is team-based and members are rewarded for group performance 2. Groupware has full support of top management 3. Organization Culture - stresses flexibility 4. Groupware is being used for a specific purpose 5. Employees receive adequate training
Family and Medical Leave Act 1993
12 weeks of unpaid leave must be provided if there is a medical or family emergency.
Gender Schema
: Preconceived beliefs or ideas about the nature of men and women, their traits, attitudes, behaviors, and preferences
Prior Hypothesis Bias
A cognitive bias resulting from the tendency to base decisions on strong prior beliefs even if evidence shows that those beliefs are wrong
Representativeness Bias
A cognitive bias resulting from the tendency to generalize inappropriately from a small sample or from a single vivid event or episode.
Intranets
A company-wide system of computer networks for information sharing by employees
4. Delphi Technique
A decision-making technique in which group members do not meet face-to-face but respond in writing to questions posed by the group leader.
Formal Authority
A person's position in the organizational hierarchy -Managers have high formal authority
Escalating Commitment
A source of cognitive bias resulting from the tendency to commit additional resources to a project even if evidence shows that the project is failing.
Recruitment
Activities that managers engage in to develop a pool of candidates for open positions
Formal appraisals
An appraisal conducted at a set time (i.e., annual, semi-annual) and based on performance dimensions that were specified in advance
Justice Rule
An ethical decision should distribute benefits and harm amongst people in fair, equitable and impartial manner -not playing favorites
Utilitarian Rule
An ethical decision should produce the greatest good for the greatest number of people.
Third Party Negotiator
An impartial individual with expertise in handling conflicts and negotiations who helps parties in conflict reach an acceptable solution.
Informal appraisals
An unscheduled appraisal of ongoing progress and areas for improvement
Quid pro quo
Asking for or forcing an employee to perform sexual favors in exchange for receiving some reward or avoiding negative consequences
Referent
Attributes others find appealing or that they identify with
Civil Rights Act 1991
Awards payment and punishes if discrimination is done intentionally
Groupthink (Group Decision Making Disadvantage)
Bad decisions that come from wanting to agree with group members
Relevance
Being closely aligned with or controlling activities crucial to performance
Development
Building the knowledge and skills of organizational members to enable them to take on new responsibilities and challenges.
Information Distortion
Changes in the meaning of a message as the message passes through a series of senders and receivers.
What influences perception?
Characteristics of Perceiver (Perceptual) Biases
Conflict Management Strategies
Compromise Collaboration Competition Accommodation
Groupware
Computer software that enables members of groups and teams to share information with each other to improve communication and performance.
Competition
Conflict management strategy in which each party tries to maximize its own gain and has little interest in understanding the other party's position and arriving at a solution that will allow both parties to achieve their goals
Strategies for Gaining Power
Controlling uncertainty Being Irreplaceable Being in a central position Generating Resources Building Alliance
Chapter 7
Decision Making, Learning, Creativity and Entrepreneurship
Marketing Effectiveness:
Diverse employees are more attuned to the needs of diverse customers.
Concurrent Control
During the conversion stage. Manage problmes as they occur Goal: Prevent a small problem from growing
Feedforward control
During the input stage. Anticipate problems before they occur. goal: avoid quality problmes before they begin
Feedback Control
During the output stage. Manage problems after they arise Goal: revise or reengineer the product/service
Forced ranking:
Each manager is required to categorize employees in a standardized way.
Talent Retention:
Effective management can increase the retention and motivation of all organizational members.
Chapter 4
Ethics & Social Responsibility
Multiple Evaluators:
Expand evaluation beyond bosses, to include coworkers, subordinates, etc.
Why does performance feedback conflict with appraisal? Barrier #1
Feedback is supportive while managers have to act as judges for appraisal
Three types of control
Feedforward control concurrent control feedback control
Organizational Ethics
Guiding practices and beliefs through which a particular company and its managers view their responsibility toward their stakeholders -top managers play crucial role in an organizations ethics
Examples of information richness
Highest to lowest: face-to-face conversation video-conferencing telephone conversation emails blogs written memos formal written documents spreadsheet
Scale of Information Richness
Highest-lowest: 1. Impersonal written communication 2. personally addressed written communication 3. spoken communication electronically transmitted 4. face-to-face communication
Internal Recruiting vs External Recruiting
Hiring existing employees to fill open positions. vs Hiring people who have not worked at the firm previously.
Chapter 12
Human Resource Management
Wheel Network
Information flows to and from one central member
Interests rather than positions (demands)
Interests allow exploration of alternatives, whereas positions tend to be fixed
Levels or Types of Conflicts
Interpersonal Intra group Intergroup Inter organizational Relationship Task Process
Visibility
Just what it says
Effort
Leads to perception of commitment and expertise
3. Personally Addressed Written Communication
Lower richness than the verbal forms of communication, (-) Helps ensure receiver actually reads the message (+)
Steps of using MBO
Management by objectives. 1. specific goals and objectives are established at each level of organization 2. managers and subordinates set specific objectives together 3. managers then evaluate regularly 4. rewards are tied to achieving objectives (salary, bonuses, recognition, etc)
Chapter 17:
Managing Conflict, Politics, and Negotiation
Chapter 5
Managing Diverse Employees in a Multicultural Environment
Social Responsibility and Economic Performance
More proof that social responsibility does improve economic performance
Collective bargaining
Negotiation between labor and management to resolve conflicts and disputes about issues such as working hours, wages, benefits, working conditions, and job security.
Centrality
Occupying central positions in important networks
Task Interdependencies
One member of a group or a group fails to finish a task that another member or group depends on, causing the waiting worker or group to fall behind.
Chapter 11
Organizational Control and Change
Three types of Organizational control systems
Output control: financial measure of performance, organizational goals, operating budgets Behavior control: direct supervision, bureaucratic(SOPs), MBO (management by objectives) Clan (or cultural) control: values, norms, socialization
Distributive Justice
Pay, promotions, job tittles, etc be awarded to those who deserve it and not based on personal characteristics over which individuals have no control. Focuses on outcomes
Characteristics of Perceiver
People's personalities, values, attitudes and moods as well as their experience and knowledge
Subjective vs Objective
Perceptions vs measurable results -try to use both
Performance Feedback
Process by which managers share performance appraisal information and (with subordinates) develop plans for the future. -Goal Improve employee performance
Pregnancy Discrimination Act 1978
Prohibits discrimination against women who are pregnant, have children, and related
Title VII of the Civil Rights Act 1964
Prohibits discrimination in employment decisions on the basis of race, religion, sex, color, and national origin.
Chapter 16
Promoting Effective Communication
Traditional pay:
Salary with (permanent) increases based on individual performance
Status Inconsistencies
Some individuals and groups have a higher organizational status than others, leading to conflict with lower status groups.
Occupational Ethics
Standards that govern how members of a profession, trade, or craft should conduct themselves when performing work-related activities -medical ethics
Societal Ethics
Standards that govern how members of a society should deal with one another in matters involving issues such as fairness, justice, poverty, and the rights of the individual -behave ethically because of internalized values -vary across society
Labor relations
Steps that managers take to develop and maintain good working relationships with the labor unions that may represent their employees' interests
How to do a performance appraisal well
Subjectively (manager's perceptions): rich information, potential for unfairness inconsistency and biases Objectively: less bias unless the perforamnce measure can be gamed, information not as rich (was it under your control?) Remmendation: incorporate both types of evaluation
Organization Chart
Summarizes the formal reporting channels in an organization (solid lines between boxes).
Political strategies
Tactics that managers use to increase their power and use power to influence and gain the support of other people while overcoming resistance or opposition.
Training
Teaching organizational members how to perform current jobs and helping them to acquire skills and knowledge they need to be effective performers.
Hostile work environment
Telling lewd jokes, displaying pornography, making sexually oriented remarks about someone's personal appearance, and other sex-related actions that make the work environment unpleasant.
Why not choose high information richness mediums all the time?
Tend to have higher cost /time Tend to lack a paper trail
Organizational Politics
The activities managers engage in to -Use their power to achieve their goals -Overcome resistance or opposition. -Increase their power Can be bad or good
Labor Relations
The activities managers engage in to ensure they have effective working relationships with the labor unions that represent their employees' interests.
Pay Structure
The arrangement of jobs into categories based on their relative importance to the organization and its goals, level of skills, and other characteristics.
Verbal Communication
The encoding of messages into words, either written or spoken
Performance Appraisal
The evaluation of employees' job performance and contributions to their organization.
Communication Networks
The pathways along which information flows in groups and teams and throughout the organization.
Feedback Part of Communication Process
The phase in which a common understanding is assured. same as transmission, now receiver sends message back to sender
Transmission Part of Communication Process
The phase in which information is shared by two or more people. Message Encoding Medium Decoding by receiver
Decision Making
The process by which managers respond to opportunities and threats that confront them by analyzing options and making determinations about specific organizational goals and courses of action
Selection
The process that managers use to determine the relative qualifications of job applicants and their potential for performing well in a particular job.
Perception
The process through which people select, organize, and interpret what they see, hear, touch, smell, and taste to give meaning and order to the world around them.
Pay Level
The relative position of an organization's incentives in comparison with those of other firms in the same industry employing similar kinds of workers
Illusion of Control
The tendency to overestimate one's own ability to control activities and events
2. Spoken Communication Electronically Transmitted
Tone of voice, sender's emphasis, and quick feedback(+) no visual nonverbal cues. (-)
How organizations encourage ethical behavior
Top Mangement Behavior: 1. Goals and appraisals 2. Disciplinary Actions 3. Audits and protections 4. Organizaitonal Culture 5. Training Programs 6. Code and ethics and policies
Overlapping authority
Two or more managers claim authority for the same activities which leads to conflict between the managers and workers
Recruitment and Selection
Used to attract and hire new employees who have the abilites, skills, and experiences that will help an organization achieve its goals
Pay-for-performance:
Variable compensation based on individual, group and/or organization performance.
Political conflict
When the same basic realities or oganizaiontal life generate conflict. Ex: differing perceptions (goals, experience, values, interests) interdependence: most managers rely on others for their success, formal authority isn't enough, influence is crucial scarce resources: you can't fund every idea and initiative
Choosing the right medium
Why not choose high info richness mediums all the time: higher cost/time, lack a paper trail choose high info rich when message is: important, sensitive, or/and complex
Filtering
Withholding part of a message because of the mistaken belief that the receiver does not need or will not want the information.
Age Discrimination in Employment Act 1967
Workers over 40 can't be discriminated against and can't be forced to retire
360 Feedback:
You receive feedback from everyone you work with.
intuition (non programmed)
a decision that comes instantly due to beliefs, and hunches. -little effort
lateral move
a job change that requires no major changes in responsibility or authority levels
Practical Rule
an ethical decision should be one that a manager has no hesitation about communicating to people outside the company because the typical person in a society would think the decision is acceptable
Moral Rights Rule
an ethical decision should maintain and protect the fundamental rights and privileges of people -hard to benefit all people without damaging others -can distract from efficiency and production -protects weak
Selective perception
attending to some aspects of stimuli & ignoring others.
Homophily
attraction to those who are similar to you in socially significant ways. Can produce monocultures (cultures dominated by majority views) and homogenization of the organization
Actively listening
avoid interrupting the speaker, be empathetic, make eye contact, paraphrase, head nods and appropriate facial expressions, ask questions, no distracting actions or gestures, don't overtalk
Expertise
being an expert in your field
Take political actions with integrity
being politcally adept can help you and your organization. you should ask yourself: does it help me? does it help the organization? is it ethical? does it maintain relationships?
Horizontal communications flow:
between employees of the same level.
Collaboration
both parties try to satisfy their goals by coming up with an approach that leaves them both better off and does not require concessions on issues that are important to either party.
Arbitrator
can impose what he thinks is a fair solution to a conflict that both parties are obligated to abide by
Informal communications
can span levels and departments
Americans with Disabilities Act 1990
can't discriminate against those with disabilities and accommodations must be made
Intergroup
conflict between 2 or more teams, groups, or departments. -managers play a key role
Intragroup
conflict between group, team, or department
Interpersonal
conflicts between individuals
Political strategies for gaining and maintaining power
controlling uncertainty (formal authority), being irreplaceable (expertise), being in a central position ( relevance), generating resources(recruiting key staff, close sales), building alliances (mutually beneficial)
Decoding
critical point where the receiver interprets and tries to make sense of the message
Social Contracts model:
decision is compatible with existing ethical norms in companies, industries, and regions
reliability
degree to which a tool or test measures the same thing each time it is used
Track Record
demonstrated accomplishments
Building Alliances
develop good relations with others
Compromise
each party is concerned about not only their goal accomplishment but also the other party's goal accomplishment and is willing to engage in a give-and-take exchange to reach a reasonable solution.
Competition
each party tries to maximize its own gain and has little interest in understanding the other party's position and arriving at a solution that will allow both parties to achieve their goals (often ineffective) -forcing- force teams to do what you want (often from leaders)
Stakeholders include:
employees stockholders managers customers community, society and nation state suppliers and distributors
Training and development
ensures that organizational members develop the skills and abilites that will enable them to perform their jobs effectively in the present and the future. Changes in technology and the environment require that organizational members learn new techniques and ways of working
Reputation
esteem or high repute that individuals or organizations gain when they behave ethically -all stakeholders have reputation to loose
Differences in perceptions (fundamental / not in text)
even with same goals in mind, the complexity of organizational life means they disagree with how to interpret problems and what actions to take
Management by wandering around
face-to-face communication technique in which a manager walks around a work area and talks informally with employees about issues and concerns.
Mediators
facilitates negotiations but no authority to impose a solution
Salience effect
focus attention on individuals who are conspicuously different
Communication in an organization flows through:
formal and informal pathways
Superordinate goals
goals that both parties agree to regardless of the source of their conflict
Collaboration software
groupware that promotes and facilitates collaborative, highly interdependent interactions and provides an electronic meeting site for communication among team members (Google docs, Wikis).
Social Responsibility
how managers and employees view their duties to make decisions that protect, enhance, and promote the wellbeing of stakeholders and society as a whole
Job Analysis
identifying the tasks, duties, and responsibilities that make up a job and the knowledge, skills, and abilities needed to perform the job
Controlling the agenda
inflecting which alternatives are considered or even wether a decision was made
Ethics
inner morals, values, and beliefs that people use to analyze or interpret a situation and then decide the right or appropriate way to behave
Generating Resources
innovate, bring in more money
Noise
interference with communication
Making everyone a winner
make everyone feel supported and seem like its good to follow the manager
Scarce resources
managers conflict over the allocation of scarce resources
Procedural Justice
managers should be fair when determining the distribution of outcomes to organizational members. Focuses on Process.
Organizational learning
managers try to improve employees understanding and managing of the organization to improve effectiveness
Line Managers
managers who are directly involved in production & sales of products / services: (for example, operations; production; sales; logistics).
Devil's Advocacy
member of group exposes the flaws and potential favor of the group decision -fights cognitive bias and groupthink
Equal Pay Act of 1963
men and women be paid equal
Implicit Bias
mental associations that emerge under conditions of automaticity -learned and shaped by cultural influences -news: black person after a hurricane is said to have robbed a store but a white person is said to have found food
Customers=
most critical stakeholders want reliability and value
collective bargaining
negotiations between labor unions and mangers to resolve conflicts and disputes about issues.
Accommodation
one party, typically with weaker power, gives in to the demands of the other, typically more powerful, party (often ineffective) .
Learning organization
organization promotes group thinking and creativity to improve organizational learning
Medium
pathway through which an encoded message is transmitted to a receiver
Social status effect bias
perceive individuals with high social status more positively than those with low social status
Similar-to-me effect bias
perceive others who are similar to ourselves more positively than those who are different
Perceptual set
perceptions are shaped by expectations of perceiver. We see what we expect to see (also confirmation bias).
Performance appraisal and feedback
provides managers with the information they need to make good human resources decisions about how to train, motivate and reward organizational members. Feedback from performance appraisal serves a developmetal purpose for members of an organization
Strategies for exercising power
relying on objective information(your objectively right), bringing in an outside expert( they can lend credibility to your ideas), controlling the agenda ( controlling what alternatives are considered), making everyone a winner(everyone whose support is needed benefits personally from providing that support)
Politics, then, is all about
resolving conflicts and influencing others
Pay and benefits
rewarding high performing organizational members with raises, bonuses and recognition. Increased pay provides additional incentive.
Encoding
sender translates the message into symbols or language
Stereotypes
simplified and often inaccurate beliefs about the characteristics of particular groups of people
"Staff" managers
support the line: (e.g., marketing; finance; HRM; R&D).
(Perceptual) Biases
tendencies to use information about others in ways that can result in inaccurate perceptions -can interfere with the encoding and decoding of messages
labor relations
the activities managers engage in to ensure they have effective working relationships wit h the labor unions that represent their employees interest
Validity
the degree to which the test measures what it is supposed to measure
Reliability
the degree to which the tool measures the same thing each time it is used
Non Verbal Communication
the encoding of messages by means of facial expressions, body language and style of dress
Avoidance
the parties try to ignore the problem and do nothing to resolve their differences (often ineffective) .
Diverse individuals have experienced and continue to experience
unfair treatment in the workplace
Vertical communications flow:
up and down the corporate hierarchy
Message
what information to communicate
Ethical Dilemma
when a person has to decide in what way to behave to see if they should help another person even if doing so might go against their own beliefs
Biases
when you inaccurately have perceptions of people that come from information you might have
Intelligent satisficing
when you keep looking for a solution but stop when the costs are above the benefits of the outcome
Trust
willingness of one person or group to have faith or confidence in the goodwill of another person -even though this puts them at risk
Who does better better as managers? women or men?
women