exam 3 mie 201

Secondary Characteristics of Diversity

Education Work background Income Marital Status Parental Staud Military Experience Religious Beliefs Geographic Location

Advantages of Specialization

Efficiency Productivity Ease of training Activities too numerous for one person

The Hawthorne Studies

Elton Mayo: determine what physical condition in the workplace-such as light and noise levels-would stimulate employees to be most productive. 1924-1932: studied a group of workers at the Hawthorne Works Plant of the Western Electric Company Productivity increased regardless of the physical conditions- Hawthorne effect. Employees expressed satisfaction because their co-workers in the experiments were friendly and their supervisors had asked for their help and cooperation. Responding to the attention they received, not the changing physical work conditions. Social and physiological factors could significantly affect productivity and morale . Marked the beginning of a concern for human relations in the workplace

Assessing Performance

Employee's strengths and weaknesses on the job Difficult tasks for managers Crucial because it gives employees feedback on how they are doing and what they need to do to improve. Provide a basis for determining how to compensate and reward employees, and it generates information about the quality of the firm's selection, training, and development activities. May be objective or subjective

Disadvantages of Specialization/Overspecialization

Employees become bored Job dissatisfaction--turnover Poor quality of work Increased injuries

Virtual teams

Employees in different locations who rely on email, audio conferencing, internet, video conferencing (Zoom) or other collaborative tools to accomplish their goals.

Improving Communication Effectiveness

Encourage employees to provide feedback Including concerns and challenges about issues Helps identify strengths and weaknesses Strong feedback mechanisms help empower employees Avoid interruptions Develop strong and effective communication channels through training Important to communicate policies throughout an organization (email, social media, blogs, etc.)

Horizontal Communication- Formal Communication

Exchange of information among colleagues and peers on the same organizational level, such as across or within a department, who inform, support, and early coordinate activities both within the department and between other departments Ex. task forces, project teams, communication from the finance department to the marketing department concerning budget requirements.

Communication Options

Face-to-face (meetings) E-mail Intranets Cloud computing Social media Video conferencing

Compensating the Workforce

Fair compensation plan is important because pay and benefits represent a substantial portion of an organization's expenses. Wages too high- products prices too high, making them uncompetitive in the market Wages too low- may damage employee morale and result in costly turnover.

Upward Communication- Formal Communication

Flows from lower to higher levels of the organization Ex. progress reports, suggestions for improvement, inquiries, grievances.

Financial manager

Focus on obtaining the money needed for the successful operation of the organization and use that money in accordance with organizational goals.

Reduce turnover

Giving employees more interesting job responsibilities (job enrichment) Allowing for increased joo flexibility, and providing more employee benefits.

Delegation of authority

Giving employees not only tasks but also the power to make commitments, use resources, and take whatever actions are necessary to carry out those tasks. The employee needs access to information and the authority to make certain decisions on packaging materials, costs, and so on. Without authority to carry out the assigned task the employee would have to get approval of others for every decision and every request for materials. Frees a manager to concentrate on larger issues, such as planning or dealing with problems and opportunities.

Human resources managers

Handle the staffing function and deal with employees in a formalized manner.

Decrease of negative employee feedback

Hard tactics can harm employees' confidence. Negative feedback tends to overshadow positive feedback, so employees may get discouraged if performance reviews are phrased too negatively. At the same time, it is important for managers to provide constructive criticism on employee weaknesses in addition to their strengths so workers know what to expect and how they are viewed.

Importance of Communication

Has tremendous effect on overall success of firm Mistakes lower productivity and morale

Staffing

Hiring people to carry out the work of the organization.

Suppliers

Important part of managing resources and ensuring that products are made available to customers. Maximize efficiencies and provide creative solutions to help the company reduce expenses and reach its objectives.

Soft Benefits

Include perks that help balance life and work Onsite child care, spas, food service, and even laundry services and hair salons. Motivate employees and give them more time to focus on their job Inspire loyalty to the company. Ex. Facebook

Fringe Benefits

Include sick leave, vacation pay, pension plans, health plans, and any other extra compensation. Some states and cities are adopting new policies on sick leave that mandate a certain number of paid sick days a worker can take. Often lower-wage employees who do not receive paid sick leave, yet they are the ones who usually cannot afford to take a day off if it is unpaid.

Democratic leaders

Involve their employees in decisions. Presents a situation and encourages his or her subordinates to express opinions and contribute ideas. Managers then consider the employee's points of view and make the decision. Highly skilled, trained, and motivated employees

Engagement

Involves emotional involvement and commitment. Carrying out the expectations and obligations of employment.

Reference Checking

Involves verifying educational background and previous work experience. An Internet search is often done to determine social media activities or other public activities. Criminal background checks. Important because applicants may misrepresent themselves on their applications or resumes. People who are willingly to lie on resumes are more likely to engage in unethical behavior. Vital but overlooked stage

Overcentralization

It may take longer for the organization as a whole to implement decisions and to respond to changes and problems on a regional or national scale. To avoid this, brands often test new product offerings at their retailers regionally to get feedback and make improvements before rolling out nationally.

Free-rein leaders/Laissez-faire leaders

Let their employees work without much interference. Sets performance standards and allows employees to find their own ways to meet them. Effective- employees must know what the standards are, and they must be motivated to attain them. Demonstrates a great deal of trust and confidence in the employee. Highly skilled, trained, and motivated employees

No value to diversity/ Discriminatory

Likely to experience greater conflict as well as prejudice and discrimination. Harmful comments and behavior among employees. Harm productivity and increase turnover but it may also subject a firm to costly lawsuits and negative publicity.

Autocratic leaders

Make all the decisions and then tell employees what must be done and how to do it. Use their authority and economic rewards to get employees to comply with their directions. Best for stimulating unskilled, unmotivated employees Requires quick decisions.

Managers

Make decisions about the use of the organization's resources and are concerned with planning, organizing, directing, and controlling the organization's activities so as to reach its objectives.

Administrative managers

Manage an entire business or a major segment of a business; do not specialize in a particular function.

The Collective Bargaining Process

Management tried to negotiate a labor contract that permits the company to retain control over things like work schedules, the hiring and firing of workers, production standards, promotions, transfers, separations, span of management in each department, and discipline. Unions tend to focus on contract issues such as magnitude of wages, better pay rates for overtime holidays, undesirable shifts, scheduling of pay increases, and benefits.

Requirements for Successful Leadership

- Communicate objectives and expectations. - Gain the respect and trust of stakeholders. - Develop shared values. - Acquire and share knowledge. - Empower employees to make decisions. - Be a role model for appropriate behavior. - Provide rewards and take corrective action to achieve goals.

Benefits of Job Rotation

- Exposure to a diversity of viewpoints - Motivating ongoing lifelong learning - Preparing for promotion and leadership roles - Building specific skills and abilities - Supporting recruitment efforts - Boosting overall productivity - Retaining employees

Advantages of Teams

- Higher quality decisions - Increased diversity of views - Increased commitment to solutions and changes - Lower levels of stress and destructive internal competition - Improved flexibility and responsiveness

Disadvantages of Teams

- Inefficiency - Groupthink - Diminished individual motivation - Structural disruption - Excessive workloads

Expectancy Theory and Advancement

Managers should be transparent with employees about opportunities for advancement. According to expectancy theory, your motivation depends not only on how much you want something, but also on how likely you are to get it.

Equal Pay Act

Mandates that men and women who do equal work must receive the same wage. Wage differences are only acceptable if they are attributed to seniority, performance, or qualifications. Jobs that pay lower wages-gap tends to be smaller. Wage inequalities still exist.

Decision making

1) recognizing and defining the decision situation. Effective managers pay attention to warning signs. Recognize then define 2) developing options to resolve the situation Brainstorming A technique in which group members spontaneously suggest ideas to solve a problem. 3) analyzing the options Analyze the practicality and appropriateness of each option. 4) selecting the best option Best option always relates to analyzing risks and trade-offs. 5) implementing the decision Can be fairly simple or very complex, depending on the nature of the decision. Must be ready to deal with unexpected consequences. 6) monitoring the consequences of the decision Determine whether it has accomplished the desired result.

Downsizing- turnover

Many companies in recent years are choosing to downsize by eliminating jobs. Reasons for downsizing might be due to financial constraints or the need to become more productive and competitive. Layoffs are sometimes temporary. Human resource department strives to minimize losses due to separations and transfers because hiring new people is expensive.

MeGregor's Theory Y

McGregor's humanistic view of management whereby it is assumed that workers like to work and that under proper conditions employees will seek out responsibility in an attempt to satisfy their social, esteem, and self-actualization needs. Maintain less control, do not use fear as primary motivator, more democratic in decision making, allowing subordinates to participate in the process. Addresses the high-level needs in Maslow's hierarchy as well as physiological and security needs.

MeGregor's Theory X

McGregor's traditional view of management whereby it is assumed that workers generally dislike work and must be forced to do their jobs. Managers: maintain tight control over workers, provide almost constraint supervision, try to motivate through fear, and make decisions in an autocratic fashion, with little or no input from their subordinates. Only focus on physiological and security needs.

Ten Most Common Resume Lies

1. Education 2. Employment dates 3. Technical skills 4. Previous employment history 5. Foreign language fluency 6. GPA 7. Previous job descriptions 8. Graduation year 9. Promotions 10. Salary

Management in practice

1. Figuring out what to do despite uncertainty, great diversity, and an enormous amount of potentially relevant information, 2. Getting things done through a large and diverse set of people despite having little direct control over most of them.

The Benefits of Workforce Diversity

1. More productive use of a company's human resources. 2. Reduced conflict among employees of different ethnicities, races, religions, and sexual orientations as they learn to respect each other's differences. 3. More productive working relationships among diverse employees as they learn more about and accept each other. 4. Increased commitment to and sharing of organizational goals among diverse employees at all organizational levels. 5. Increased innovation and creativity as diverse employees bring new, unique perspectives to decision-making and problem-solving tasks. 6. Increased ability to serve the needs of an increasingly diverse customer base.

How to Retain Good Employees

1. Offer training and mentoring 2. Create a positive organizational culture 3. Build credibility through communication 4. Blend compensation, benefits, and recognition 5. Encourage referrals and don't overlook internal recruiting 6. Give coaching and feedback 7. Provide growth opportunities 8. Create work/life balance and minimize stress 9. Foster trust, respect and confidence in senior leadership

MeGregor's Theory X statements

1. The average person naturally dislikes work and will avoid it when possible. 2. Most workers must be coerced, controlled, directed, or threatened with punishment to get them to work toward the achievement of organizational objectives. 3. The average worker prefers to be directed and to avoid responsibility, has relatively little ambition, and wants security.

MeGregor's Theory Y Statements

1. The expenditure of physical and mental effort in work is as natural as play or rest. 2. People will exercise self-direction and self-control to achieve objectives to which they are committed. 3. People will commit to objectives when they realize that the achievement of those goals will bring them personal reward. 4. The average person will accept and seek responsibility. 5. Imagination, ingenuity, and creativity can help solve organizational problems, but most organizations do not make adequate use of these characteristics in their employees. 6. Organizations today do not make full use of workers' intellectual potential

Interview Questions

1. What are your strengths? 2. What are your weaknesses? 3. Why are you interested in working for this company? 4. Where do you see yourself in five years? Ten years? 5. Why do you want to leave your current company? 6. Why was there a gap in your employment between [insert date] and [insert date? 7. What can you offer us that someone else can not? 8. What are three things your former manager would like you to improve on? 9. Are you willing to relocate? 10. Are you willing to travel?

Management By Objectives (MBO)

1954, Peter Drucker Refers to the need to develop goals that both managers and employees can understand and agree upon. Required managers to work with employees to set personal objectives Employees often feel a greater sense of commitment toward achieving organizational goals.

Vision statement

A brief and inspirational expression of what a company aspires to be

Values statements

A brief articulation of the principles that guide a company's decisions and behaviors.

Agenda

A calendar, containing both specific and vague items, that covers short-term goals and long term objectives.

Equal Employment Opportunity Commission (EEOC)

A federal agency dedicated to increasing job opportunities for women and minorities and eliminating job discrimination based on race, religion, color, gender identity, sexual orientation, national origin, or handicap.

Flat Organization

A few layers and is flat. Wide span of management Managers supervise a large number of employees, fewer management layers are needed to conduct the organization's activities. Perform more administrative duties than managers in a tall organization, because there are fewer of them. Spend more time supervising and working with subordinates.

Internships

A good way to solicit for potential employees Give new graduates and recent graduates the opportunity to get hands-on experience on the job. Organization may then hire the intern as a full-time worker.

Management

A process designed to achieve an organization's objectives by using its resources effectively and efficiently in a changing environment.

Centralized Organizations

A structure in which authority is concentrated at the top and very little decision-making authority is delegated to lower levels. Ex. U.S Army, the Postal Service, and the IRS When the decisions to be made are risky and when low-level managers are not highly skilled in decision making.

Holacracy

A structure in which job titles are abandoned, traditional managers are eliminated, and authority is distributed to teams.

Participative decision making

A type of decision making that involves both manager and employee input, supports employee empowerment within the organization. Employee and managerial training

Testing

Ability and performance tests are used to determine whether an applicant has the skills necessary to the job. Aptitude, IQ, or personality tests: used to assess an applicant's potential for a certain kind of work as well as the applicant's ability to fit in company culture. Ex. Myer-Briggs Type Indicator. Testing used to use a polygraph/lie detector. Physical examinations for some jobs, and screened for illegal drug use. Drugs and alcohol abuse can be particularly damaging to businesses.

Planning

Actives to achieve the organization's objectives. The process of determining the organization's objectives and deciding how to accomplish them; the first function of management. Designs the map that lays the groundwork for the other functions. Forecasting events and determining the best course of action from a set of options or choices. Specifies what should be done, by whom, where, when, and how. Data gathering- to determine what the facilities need and which automation can maximize order efficiency.

Financials

Adequate financial resources to pay for essential activities. Primary funding comes from owners and shareholders, as well as banks and other financial institutions.

EEOC - Sexual harassment

Administers and enforces civil right laws for workplace discrimination.

Job Sharing Two Flexible Strategies

Allowing full-time workers to work part-time for a certain period Ex. A new baby, take care of elderly family member, slow down a little while. Allowing workers to work at home either full or part time. Some people work better at home with little distractions. Reduce overhead costs for businesses.

On the job training

Allows workers to learn by actually performing the tasks of the job

Crisis management or Contingency planning

An element in planning that deals with potential disasters such as product tampering, oil spills, fire, earthquake, computer virus, or airplane crush. Federal Emergency Management (FEMA) 40% of small businesses do not reopen after a disaster Many companies have crisis management teams to deal specifically with problems, permitting other managers to continue to focus on their regular duties. Periodic disaster drills

Decentralized Organization

An organization in which decision-making authority is delegated as far down the chain of command as possible. Organizations that operate in complex, unpredictable environments. Businesses that face intense competition often decentralize to improve responsiveness and enhance creativity. Requires that lower-level managers have strong decision-making skills. Can be a key to being better, not just bigger. Non Profit organization can benefit

Time wages

Appropriate when employees are continually interrupted and when quality is more important than quantity. Ex. Assembly-line workers, clerks, and maintenance personnel are commonly Advantage: Ease of computation. Disadvantage: provide no incentive to increase productivity, encourages employees to be less productive. Overcome disadvantages: pay on an incentive system using piece wage or commissions.

The Interview

Ask questions to the interviewee The interviewer can also answer questions about requirements for the job, compensation, working conditions, company policies, organizational culture. Social Media activity question

Capital as a Service (CAAS)

Automates early investment decisions and thus eliminates bias against unconventional startups.

Piece wages

Based on the level of output achieved. Advantage: motivate employees to supervise their own activities and to increase output. Ex. Skilled craft workers.

Teams (pt. 2)

Becoming far more common in the US workplace Benefit of being able to pool members' knowledge and skills and make greater use of them than can individuals working alone. Require harmony, cooperation, synchronized effort, and flexibility to maximize their contribution. Enhances employee acceptance of, understanding of, and commitment to team goals. Motive workers by providing internal rewards. Get workers more involved Peaks at five team members

Cost-of-living escalator/adjustment clause (COLA)

Calls for automatic wage increases during periods of inflation to project the "real" income of the employees.

National Labor Relations Act of 1935

Certain private-sector employees are allowed to complain about working conditions and pay- which seems to apply to social media sites as well.

Motivational - Herzberg's Two-factor theory LIST

Content of the Work Achievement Recognition Work itself Responsibility Advancement Personal Growth

MeGregor's Theory X Characteristics

Countries that use this style- China Philosophy- Tight control over workers Job description- Considerable specialization Control- Tight control Worker welfare- Limited concern Responsibility- Managerial

Ouchi Theory Z Characteristics

Countries that use this style- Japan Philosophy- Employee participation in all aspects of company decision making Job description- Trust and intimacy with workers sharing responsibilities Control- Relaxed but required expectations Worker welfare- Commitment to workers' total lives Responsibility- Participative

MeGregor's Theory Y Characteristics

Countries that use this style- United States Philosophy- Assume workers will seek responsibility and satisfy social needs Job description- Less control and supervision; address higher levels of Maslow's Hierarchy Control- Commitment to objectives with self-direction Worker welfare- Democratic Responsibility- Collaborative

HR

Determine how many employees and what skills are needed to satisfy the overall plans Determines current number of workers and how many plan to retire or leave Forecasts how many qualified employees will need to be hired, or determines if layoffs are required Forecasts availability of future qualified hires Develops strategy, which may include outsourcing, automation, or temporary workers Working with managers, uses job analysis to develop job descriptions and job specifications

Employees

Determine what skills are needed for specific jobs, how to motivate and train employees, how much to pay, what benefits to provide, and how to prepare employees for higher-level jobs.

Production and operations manager

Develop and administer the activities involved in transforming resources into goods, servies, and ideas ready for the marketplace.

Actions You Should and Shouldn't Take When You Are Terminated

Do not criticize your boss who terminated you. Do not take files or property that is not yours. Do try to get a reference letter. Do not criticize your former employer during job interviews. Do look to the future and be positive about new job opportunities.

MeGregor's Theory X and Theory Y

Douglas Mcgregor related Maslow's ideas about personal needs to management.

Informal expression: Organizational Culture

Dress codes, work habits, Stories, Extracurricular activities

Why is Diversity important?

Minorities groups have traditionally faced discrimination and higher unemployment rates and have been denied opportunities to assume leadership roles in corporate America. More and more companies are trying to improve HRM programs to recruit, develop, and retain more diverse employees to better serve their diverse customers. Ex. Silicon Valley startup Social Capital and its Ceo Chamath Paliphapitya have have focus on investing in and nurturing more startups

Formal expression: Organizational Culture

Mission Statement, Code of Ethics, Ceremonies, Policies, Formal Communication

Directing

Motivating and leading employees to achieve organizational objectives. Involves telling employees what to do when to do it through the implementation of deadlines then encouraging them to do their work. Involves determining and administering appropriate rewards and recognition. Motivate employees by providing incentives Ex. promise of a raise or promotion. Managers should give younger employees some decision-making authority as soon as possible. Ask workers to contribute ideas for reducing costs, making equipment more efficient, improving customer service, or even developing new products. This participation also serves to increase employee morale. Recognition and appreciation are often the best motivators.

Importance of Motivational Strategies

Motivation is a process that affects all the relationships within an organization and influences many areas such as pay, promotion, job design, training opportunities, and reposting relationships. Motivated by the nature of the relationships they have with supervisors, by the nature of their job, and by characterics of the organization. Managers can be honest, supportive, empathic, accessible, fair, and open.

The Motivation Process

Need, goal directed behavior, need satisfaction

Authentic leadership

Not exclusive Passionate about the goals and mission of the company display corporate values in the workplace form long-term relationships with stakeholders.

Employee Assistance Program EAP

Offer counseling for and assistance with those employees' personal problems that might hurt their job performance. Drug and alcohol abuse treatment programs, fitness programs, smoking-cessation clinics, stress-management clinics, financial counseling, family counseling, and career counseling. Ex. Home Depot-CARE/Solutions for Life Reduce cost associated with poor productivity, absenteeism, and other workplace issues by helping employees deal with personal problems that contribute to these issues.

Age Discrimination in Employment Act

Outlaws discrimination based on age. Banning hiring practices that discriminate against people 40 years and older. Force retirement based on age is illegal. Benefits to older workers: dedicated, punctual, honest, and detail-oriented, good listeners, pride in their work, good organizational skills, efficient, confident, mature, role models, communications skills, reduce labor cost because they already have insurance plans.

Compulsory Arbitration

Outside party (usually the federal government) requests arbitration as a means of eliminating a prolonged strike that threatens to disrupt the economy.

Phase 1- Organizational chart

Owner

Americans with Disabilities Act (ADA)

Prevents discrimination against disabled persons. Classifies people with AIDS as handicapped-prohibits using a positive AIDS test as a reason to deny an applicant employment.

Matrix Structure

Project management structure- a structure that sets up teams from different departments, thereby creating two or more intersecting lines of authority; also called a project management structure. Ex. NASA- coordinates different projects at the same time. Superimposes project-based departments on the more traditional, function based departments. Usually temporary: Team members typically go back to their functional or line department after a project is finished. Ex. Aerospace, universities and schools, accounting firms, banks.

Cafeteria Benefit Plans

Provide a financial amount to employees so that they can select the specific benefits that fit their needs. Making benefits flexible rather than identical benefits to fit individual needs.

360-degree feedback system

Provides feedback from a panel that typically includes superiors, peers, and subordinates. Tension it may cause, peer appraisal appears to be difficult for many. Companies that use it successfully: tend to be open to learning, willing to experiment, and are led by executives who are direct about the expected benefits as well as the challenges. Managers and leaders with a high emotional intelligence (sensitivity to their own as well as others' emotions) assess and reflect upon their interactions with colleagues on a daily basis. They conduct follow-up analysis on their projects, asking the right questions and listening carefully to responses without getting defensive.

Objective Assessment

Quantifiable Ex. Westinghouse employees might be judged by how many circuit boards the employee typically produces in one day or by how many of the employee's boards have defects. RE/MAX real estate agents might be judged by the number of listings the agent has shown or the number of sales the agent has closed. Managers must take into account the work environment when they appraise performance objectively.

Subjective Assessment

Ranking system: listens to various performance factors on which the manager ranks employees against each other. Unpopular with many employees. Qualitative criteria: teamwork, communication skills- harder to evaluate. Triggered employee lawsuits that alleged discrimination in ranking. Different managers and different grading styles. Other criticisms of grading systems include unclear wording or inappropriate words that managers use when writing a performance evaluation. Important for managers to use clear language in performance evaluations and be consistent with all employees.

Information technology (IT) manager

Responsible for implementing, maining, and controlling technology applications in business, such as computer networks.

Marketing manager

Responsible for planning, pricing, and promoting products and making them available to customers through distribution.

Phase 3- Organizational chart

Sales Manager- Sales personnel Accountant- data processing analyst Merchandise buyer Growth requires organizing Necessitates hiring people who have specialized skills.

Phase 2- Organizational chart

Sales Personnel Merchandise buyer

Primary Characteristics of Diversity

Sexual Orientation Race Age Ethnicity Gender Abilities

External Recruiting

Sources of applicants consist of advertisements in newspapers and professional journals, employment agencies, colleges, vocational schools, recommendations from current employees, competing firms, unsolicited applications, online websites, and social networking sites-LinkedIn. More expensive Maybe necessary if there are no current employees who meet the job specifications or there are better qualified people outside of the organization.

Internal Recruiting

Sources of applicants include the organization's current employees. Many companies have a policy where it first considers their own employees-or promoting from within. Cost of hiring current employees is inexpensive. Good for employee morale. Causes another job vacancy to be filled

Coworking

Space that is shared among employees and small businesses. Offer flexibility, agile workspaces to businesses ranging from freelancers to Fortune 500 companies.

Span of Management

Span of control, the number of subordinates who report to a particular manager. Top managers should not directly supervise more than four to eight people,

Frederick W. Taylor - Classical Theory of Motivation

Suggested that workers who were paid more would produce more, an idea that would benefit both companies and workers. To improve productivity Taylor thought that managers should break down each job into its component tasks (specialization) Determine the best way to perform each task Specify the output to be achieved by a worker performing the task Believed that incentives would motivate employees to be more productive. Suggested that managers link workers' pay directly to their output. Believed that satisfactory pay and job security would motivate employees to work hard.

Classroom Training

Teaches employees with lectures, conferences, videos, case studies, and web-based training.

Monitoring Communications

Technological advances and electronic communication have made monitoring necessary. Agreements often require that employees will use corporate computers only for work-related activities. AI can monitor, benchmark, and understand how employees feel about their job. Enhance experiences to be positive for workers.

Trends in management of the workforce

Technology, Great Recession, COVID, major impact on employment Small Businesses are growing rapidly. Gig economies provide many opportunities. Blurring the lines between leisure and work time with the use of smartphones and tablet computers. Social Media in office- new policies for companies. New jobs were created during COVID- healthcare and tech. Hiring trends on the rise.

Headhunters

That specialize in luring qualified people away from other companies.

Human Relations Skills

The ability to deal with people, both inside and outside the organization. Those who can relate to others, communicate well with others, understand the needs of others, and show a true appreciation for others are generally more successful than managers who lack these skills. Important for hospitals, airline companies, banks, and other organizations that provide services.

Analytical skills

The ability to identify relevant issues, recognize their importance, understand the relationship between them, and perceive the underlying causes of a situation. Identifying critical factors and causes, managers can take appropriate action. All managers need to think logically This skill is most important to the success of top-level managers. Necessary to think about a broad range of issues and to weigh different options before taking action.

Leadership

The ability to influence employees to work toward organizational goals. Manage and pay attention to the culture of their organization and the needs of their employees.

Conceptual skills

The ability to think in abstract terms and to see how parts fit together to form the whole. Needed by all managers, but particularly top-level managers. Must be able to evaluate continually where the company will be in the future. Involve the ability to think creatively.

Customer Departmentalization

The arrangement of jobs around the needs of various types of customers. Allows companies to address the unique requirements of each group. Do not focus on the organization as a whole and therefore require a large administrative staff to coordinate the operations of the various groups.

Structure

The arrangement or relationship of positions within an organization. Rare to be able to achieve common objectives without some form of structure.

Networking

The building of relationships and sharing of information with colleagues who can help managers achieve the items on their agendas. Networking through social media. Help managers carry out their responsibilities.

Need

The difference between an actual state and a desired state.

Downsizing

The elimination of a significant number of employees from an organization.

Objectives

The ends or results desired by an organization, derive from the organization's mission. Relate to profit, competitive advantage efficiency, and growth. Generally stated in such a way that they are measurable.

The Application

The first stage of the selection process Goal of this stage is to get acquainted with the applicants and weed out those who are obviously not qualified for the job. Employees with work experience- most companies ask for the following information before continuing. Online applications- ask more specific questions, how they might react in certain situations, interactions with other people.

Geographical Departmentalization

The grouping of jobs according to geographic location, such as state, region, country, or continent. Allowing the company to get closer to customers and respond more quickly and efficiently to regional competitors. Requires a large administrative staff and control system to coordinate operations, and tasks are duplicated among the different regions.

Departmentalization

The grouping of jobs into working units usually called departments, units, groups, or divisions. Most companies use more than one to enhance productivity.

Functional Departmentalization

The grouping of jobs that perform similar functional activities, such as finance, manufacturing, marketing, and human resources. Managed by an expert in the work done by the department. Weakness: tends to empathize departmental units rather than organization as a whole- decisions that involve more than one department maybe slow

Organizational Layers

The levels of management in an organization Relate to a description of the layers and number of layers in the organizational structure.

Physiological Needs- Maslow's hierarchy

The most basic human needs to be satisfied—water, food, shelter, and clothing. Humans devote all their efforts to satisfying physiological needs until they are met.

Responsibility

The obligation, placed on employees through delegation, to perform assigned tasks satisfactorily and be held accountable for the proper execution of work.

Product Departmentalization

The organization of jobs in relation to the products of the firm. Functional activities- production, finance, marketing, and others- located within each product division. Emphasizes the product rather than achievement of the organization's overall objectives.

Potential problems with Telecommuting

The pace of change in today;s workplace is faster than ever, and telecommuters may be left behind or actually cause managers more work in helping them stay abreast of changes. Create a security risk- more opportunities for computer hackers or equipment thieves. May hurt career advancement opportunities Some- increases the strain of work and family responsibilities by blurring the barriers between office and home.

Top Managers

The president and other top executives of a business, such as the chief executive officer (CEO), chief financial officer (CFO), and chief operations officer (COO), who have overall responsibility for the organization. The CEO of a company manages the overall strategic direction of the company and plays a key role in representing the company to stakeholders. Boss is board of directors. COO is responsible for daily operations of the company. COO reports to CEO. Number 2 in command. CPO is the chief privacy officer. Privacy concerns. Spend most of their time planning. Represent their company to the public and to government regulators. Many years of varied experience and command top salaries compensation packages, perks, and special treatment Workforce diversity is an important issue in today's corporations. The higher ranks in management often have significantly fewer than men, and the women often receive lower pay.

Accountability

The principle that employees who accept an assignment and the authority to curry it out are answerable to a superior for the outcome. Even though the vice president of marketing delegates work to subordinates, he or she is still ultimately accountable to the president for all marketing activities.

Controlling

The process of evaluating and correcting activities to keep the organization on course. 1) measuring performance 2) comparing present performance with standards and objectives 3) identifying deviations from the standards 4) investigating the causes of deviations 5) taking corrective action when necessary. Helps managers assess the success of their plans. Take forms such as visual inspections, testing, and statistical modeling processes. Basic idea is to ensure that operations meet requirements and are satisfactory to reach objectives. Helps managers deal with problems arising outside the firm.

Goals

The result that a firm wishes to achieve. A company always has multiple goals. Three key components: An attribute sought- profits, customer satisfaction, or product quality A target to be achieved- volume of sales or extent of management training to be completed A time frame- the time period in which the goals are to be attained. What is to be achieved, how much, when, and how succeeding at a goal is to be determined.

Goal

The satisfaction of some need

Line of Structure

The simplest organizational structure, in which direct lines of authority extend from the top manager to the lowest level of the organization. Ex. Convenience store employees may report to an assistant manager, who resorts to the store manager, who reports to a regional manager, directly to the owner.

Tall Organization

The span of management is narrow. Each manager supervises only a few subordinates, many layers of management are necessary to carry out the operations of the business. Ex. CVS More managers in tall organizations, administrative costs are usually higher, communication is slower because information must pass through many layers.

Technical Expertise

The specialized knowledge and training needed to perform jobs that are related to particular areas of management. Most needed by first-line managers and are least critical to top-level managers

Mission statement

The statement of an organization's fundamental purpose and basic philosophy. Answer five basic questions: 1. Who are we? 2. Who are our customers? 3. What is our operating philosophy (basic beliefs, values, ethics, etc.)? 4. What are our core competencies and competitive advantages? 5. What are our responsibilities with respect to being a good steward of environmental, financial, and human resources? Delivers a clear answer to these questions. Provides the foundation for the development of a strong organization culture, a good marketing plan, and a coherent business strategy.

Organizing

The structuring of resources and activities to accomplish objectives in an efficient and effective manner. By reviewing plans and determining what activities are necessary to implement them Then divide the work into small units and assign it to specific individuals, groups, or departments. Important for several reasons: - Create synergy (the effect of a whole system equals more than that of its parts) - establishes lines of authority - improves communication - helps avoid duplication of resources - can improve competitiveness by speeding up decision making.

Middle Management

Those members of an organization responsible for the tactical planning that implements the general guidelines established by top management. More narrowly focused than top managers. Specific operations of the organization, and spend more time organizing than other managers. Plant managers, division managers, department managers, product managers, etc. Ranks of middle managers have been shrinking as more and more companies downsize to be more productive.

Strategic plans

Those plans that establish the long-range objective and overall strategy or course of action by which a firm fulfills its mission. Cover period of one year or longer. Plans to add products, purchase companies, sell unprofitable segments of business, issue stock, and move into international markets. Take into account the organization's capabilities and resources, the changing business environment, and organizational objectives. Market-driven, matching customers' desire for value with operation capabilities, processes, and human resources.

First-line management

Those who supervise both workers and the daily operations of an organization. responsible for implementing the plans established by middle management and directing worker's daily performance on the job. Directing and controlling. Foreman, supervisor, and office manager.

Re-structure

To change the basic structure of an organization

Sexual Harassment

To describe unwanted behavior anywhere from suggestive remarks to sexual assault. Women are the most common victims. Men-on-male harassment and sexual-based hazing MeToo movement Employees are trained on what actions can constitute sexual harassment and what words and phrases may be considered harassment. Corporations are developing training and programs to address employee relationships.

Downward Communication- Formal Communication

Traditional flow of communication from upper organizational levels to lower organizational levels Ex. Directions, assignments of tasks and responsibilities, performance feedback, details about strategies and goals, speeches, employee handbooks, job descriptions

Piece-rate system- Frederick W. Taylor

Under which employees were paid a certain amount for each unit they produced; those who exceeded their quota were paid a higher rate per unit for all the units they produced.

Operational Plans

Very short-term plans that specify what actions individuals, work groups, or departments need to accomplish in order to achieve the tactical plan and ultimately the strategic plan. Executing activities in one month, week, or even day. Ex. A work group may be assigned a weekly production quota to ensure there are sufficient products available to elevate market share (tactical) and ultimately helping the firm be number one in its product category (strategic).

Hostile Work Environment

Victims are put in uncomfortable positions where inappropriate behavior is pervasive and unwanted jokes or touching can occur.

Givebacks

Wage and benefit concessions made to employers to allow them to remain competitive or in some cases to survive and continue to provide jobs for union workers.

Reverse Discrimination

When a company's policies force it to consider only minorities or women instead of concentrating on hiring the person who is best qualified.

Wide span of management or control

When a manager directly supervises a very large number of employees. lower-level managers who supervise routine tasks are capable of managing a much larger number of subordinates. Decentralized firms.

Narrow span of management or control

When a manager directly supervises only a few subordinates. Top managers should not directly supervise more than four to eight people. Centralized organizations

Employee Empowerment

When employees are provided with the ability to take on responsibilities and make decisions about their jobs. A participative corporate culture has been found to be beneficial because employees in these companies feel like they are taking an active role in the firm's success.

Exit Interview

When employees choose to leave a company A survey used to determine why the employee is leaving the organization. Feedback will alert companies to processes they can improve upon to dissuade valuable employees from leaving.

Diagonal Communication- Formal Communication

When individuals from different levels and different departments communicate. Ex. A manager from the finance department communicates with a lower-level manager from the marketing department.

Developing Organizational Structure

When managers assign work tasks and activities to specific individuals or work groups and coordinate the diverse activities required to reach the firm's objectives. All the people occupying these positions must work together to achieve the store's objectives. Consider the evolution of a new business

Hygiene Factors - Herzberg's Two-factor theory LIST

Work setting Company policies Supervision Working conditions Relationships with peers, supervisors, and subordinates Salary Security

Job Specification

a description of the qualifications necessary for a specific job, in terms of education, experience, and personal and physical characteristics. Develop recruiting materials such newspapers, trade publications, and online advertisements.

Salary

a financial reward calculated on a weekly, monthly, or annual basis. Ex. white-collar workers such as office personnel, executives, and professional employees. Provides a stable stream of income-workers may be required to work beyond their usual house without additional financial compensation.

Organizational Culture

a firm's shared values, beliefs, traditions, philosophies, rules, and role models for behavior. Some speculate that these policies will only work at firms with employees who are already highly motivated to work hard and are less likely to take vacations in the first place. Failure to understand the values of their customers may experience rejection. Values, beliefs, traditions, philosophies, rules, role models

Profit Sharing

a form of compensation whereby a percentage of company profits is distributed to the employees whose work helped to generate them. Involve distributing shares of company stock to employees, ESOPs- employee stock ownership plans A sense of partnership that they create between the company and employees. Motivate employees to work hard because increased productivity and sakes mean that the profits or the stock dividends will increase. Stock purchase plans, ESOPS, or stock investments through 401k plans. Boost productivity and increase morale

Job Description

a formal, written explanation of a specific job, usually including job title, tasks, relationship with other jobs, physical and mental skills required, duties, responsibilities, and working conditions. Develop recruiting materials such newspapers, trade publications, and online advertisements.

Compressed Workweek

a four-day (or shorter) period during which an employee works 40 hours. Employees typically work 10 hours per day for hour days and have a three-day weekend. Reduced the company's operating expenses because its actual hours of operation are reduced.

Self-directed work team (SDWT)

a group of employees responsible for an entire work process or segment that delivers a product to an internal or external customer. Permit the flexibility to change rapidly to meet the changing needs of customers

Ouchi Theory Z

a management philosophy that stresses employee participation in all aspects of company decision making. William Ouchi- Theory Z How American Business Can Meet the Japanese Challenge. Trust and intimacy. Managers and workers share responsibilities; the management style is participative; and employment is long term-often life long. Japan has faced a significant period of slowing economic progress and competition from other nations- questioning Theory Z Theory Z results in employees feeling organizational ownership-positive effects.

Conciliation- Outside Resolution

a method of outside resolution of labor and management differences in which a third party is brought in to keep the two sides talking. No formal power over union representatives or over management Goal is to get both parties to focus on the issues and to prevent negotiations from breaking down.

Mediation- Outside Resolution

a method of outside resolution of labor and management differences in which the third party's role is to suggest or propose a solution to the problem.

Transfer

a move to another job within the company at essentially the same level and wage. Allow workers to obtain new skills or two find a new position within an organization when their old position has been eliminated because of automation or downsizing.

Committees

a permanent, formal group that performs a specific task.

Promotion

a persuasive form of communication that attempts to expedite a marketing exchange by influencing individuals, groups, and organizations to accept goods, services, and ideas. Advancement to a higher-level job with increased authority, responsibility, and pay. Some companies and most labor unions: Seniority-the length of time a person has been with the company is the key issue in determining who should be promoted. Managers base promotions on seniority only when they have candidates with equal qualifications-prefer to base promotions on merit.

Flextime

a program that allows employees to choose their starting and ending times, provided that they are at work during a specified core period. Ex. Telecommuting component, part time or freelance. Does not reduce the total number of hours that employees work- instead it gives employees more flexibility in choosing which hours they work. Benefits: including improved ability to recruit and retain workers who wish to balance work and home life. Customer benefits: allowing customer service over longer hours, work stations and facilities can be better utilized by staggering employee use, and rush hour traffic may be reduced. Flexible schedules associated with an increase in job satisfaction, less burnout, and better work-to-family balance. Valued by Millennials and Gen Z Ex. Medical and Health, education and training, computer and IT, administrative, sales, customer services, and accounting and finance.

Picketing- Labour Tactics

a public protest against management practices that involves union members marching and carrying anti management signs at the employer's plant. Hope their signs will arouse sympathy for their demands from the public and from other unions. Occur as a protest or in conjunction with a strike.

Team

a small group whose members have complementary skills; have a common purpose, goals, and approach; and hold themselves mutually accountable. Purpose is collaboration Virtual teams are employees in different locations who rely on technological tools to accomplish goals All teams are groups, but not all groups are teams. Share leadership roles, have both individual and mutual accountability, and create collective work products. - Has shared leadership roles - Has individual and group accountability - Has a specific purpose that the team itself delivers - Creates collective work products - Encourages open-ended discussion and active problem-solving meetings - Measures performance directly by assessing collective work products - Discusses, decides, and does real work together

Product-development teams

a specific type of project team formed to devise, design, and implement a new product. Ensure that the end product meets the customers' needs.

Line-and-staff Structure

a structure having a traditional line relationship between superiors and subordinates and also specialized managers—called staff managers—who are available to assist line managers. Can focus on their area of expertise in the operation of the business, while staff managers provide advice and support to line departments on specialized matters. Staff managers do not have direct authority over line managers or over the line manager's subordinates, but have direct authority over subordinates in their own departments. Experience problems with overstaffing and ambiguous lines of communication. Employees may become frustrated because they lack the authority to carry out certain decisions.

Multidivisional Structure

a structure that organizes departments into larger groups called divisions. Departments may be organized by product, geographic region, function, or some combination of all three. Focusing each division on a common region, product, or customer, each is more likely to provide products that meet the needs of its particular customers. Inevitably creates work duplication, more difficult to realize the economies of scale that result from grouping functions together.

Wage/salary survey

a study that tells a company how much compensation comparable firms are paying for specific jobs that the firms have in common. Depends on both the compensation for that job and the individual's productivity. Two employees with identical jobs may not receive exactly the same pay because of individual differences in performance.

Task Force

a temporary group of employees responsible for bringing about a particular change. Membership is based on expertise rather than organizational position. May be formed from individuals outside the organization Might last for a few months or years.

Maslow's hierarchy

a theory that arranges the five basic needs of people— physiological, security, social, esteem, and self-actualization—into the order in which people strive to satisfy them. Maintain that the more basic needs at the bottom of the hierarchy must be satisfied before higher-levels goals can be pursued. If a low-level need is suddenly reactivated, the individual will try to satisfy that need rather than higher-level needs. Employees will be motivated to contribute to organizational goals only if they are able to firsts satisfy their physiological, security, and social needs through their work,

Organizational chart

a visual display of the organizational structure lines of authority (chain of command) staff relationships, permanent committee arrangements, and lines of communication.

Efficiently

accomplishing objectives with minimum resources.

Human Resource Management (HRM)

all the activities involved in determining an organization's human resources needs, as well as acquiring, training, and compensating people to fill those needs. Concerned with maximizing the satisfaction of employees and motivating them to meet organizational objectives productively. Some call function personnel management Managers try maximizing employee satisfaction while motivating them to productively meet objectives. Concerned with not only pay but with job satisfaction, personal performance, recreation benefits, the work environment, and their opportunities for advancement.

Equity Theory

an assumption that how much people are willing to contribute to an organization depends on their assessment of the fairness, or equity, of the rewards they will receive in exchange. Fair situation: Workers receive rewards proportional to the contribution they make to the organization. In practice: equity is a subjective notion. Input-output ratio If two workers' ratios are close, workers will feel that they are being treated equitably. Explain why some people are upset about CEO compensation. Issues involved in equity theory are subjective- can be problematic. Employees who feel they are treated unfairly may be motivated to equalize the situation by stealing, etc. Managers should ensure rewards are distributed on the base of performance and employees clearly understand their pay and benefits.

Boycott- Labour Tactics

an attempt to keep people from purchasing the products of a company. Union members are asked not to do business with the boycotted organization. Some unions imposed fines on members who ignored the boycott. Some ask the public to boycott.

Morale

an employee's attitude toward his or her job, employer, and colleagues. High morale contributes to high levels of productivity, high return to stakeholders, and employee loyalty. Low Morale causes high rates of absenteeism and turn over (when employees quit or are fired and must be replaced by new employees) Respect, involvement, appreciation, adequate compensation, promotions, a pleasant work environment, and a positive organizational culture are all morale boosters.

Commission

an incentive system that pays a fixed amount or a percentage of the employee's sales. Consultants earn commissions on whatever products they sell. Motivates employees to sell as much as they can, Combine payment based on commission with time wages or salaries

Grapevine

an informal channel of communication, separate from management's formal, official communication channels. Accuracy of grapevine information has been a great concern to managers. Some can use it to advantage Obtain valuable information from the grapevine to their advantage Mangers feeding it facts instead of incorrect information.

Motivation

an inner drive that directs a person's behavior toward goals. Both needs and goals can be motivating. Explains why people behave as they do.

Motivational - Herzberg's Two-factor theory

aspects of Herzberg's theory of motivation that focus on the content of the work itself; these aspects include achievement, recognition, involvement, responsibility, and advancement. Their presence is likely to motivate employees to excel. Companies who value employee happiness consider the following benefits: flexible hours, ability to work from home, pet-friendly offices, maintained break rooms, and celebrating successes. Maslow's esteem and self-actualization needs are similar.

Hygiene Factors - Herzberg's Two-factor theory

aspects of Herzberg's theory of motivation that focus on the work setting and not the content of the work; these aspects include adequate wages, comfortable and safe working conditions, fair company policies, and job security. Their absence may be a potential source of dissatisfaction and high turnover.

Interpersonal- Figure

attending award banquet

Extrinsic rewards

benefits and/or recognition received from someone else. Ex. Your grade is an extrinsic recognition of your efforts and success in the class. In business, praise and recognition, pay increases, and bonuses.

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Behavior Modification

changing behavior and encouraging appropriate actions by relating the consequences of behavior to the behavior itself. Developed by psychologist B. F Skinner. Behavior that is rewarded will tend to be repeated-while behavior that is punished will tend to be eliminated. Punishing unacceptable behavior may provide quick results but may leave to undesirable long-term side effects- employee dissatisfaction and increased turnover Rewarding appropriate behavior is a more effective way to modify behavior.

Decision- Entrepreneur

changing work process

Informational- Disseminator

conducting meetings with subordinates to pass along safety policy

Interpersonal- Leadership

conducting performance appraisal for subordinates

Informational- Minotauro

contacting government regulatory agencies

Interpersonal- Liaison

coordinating production schedule with supply manager

Decision- Disturbance handler

deciding which unit moves into new facilities

Decision- Resource allocator

deciding who receives new computer equipment

Labour Unions

employee organizations formed to deal with employers for achieving better pay, hours, and working conditions. Organized employees are backed by the power of a large group that can hire specialists to represent the entire union in its dealing with management Union workers make significantly more than nonunion employees. Union growth has slowed in recent years. Most blue collar workers, the traditional members of unions, have already been organized. Factories have become more automated and need fewer blue collar workers. Because workers' say in the way planets are run is increasing, their need for union protection is decreasing.

Strikes- Labour Tactics

employee walkouts; one of the most effective weapons labor has. A union makes carrying out the normal operations of a business difficult at best and impossible at worst. Receive widespread publicity-weapon of last resort. Extreme cases- workers may organize a strike with the help of unions and coalitions. Threat of a strike is enough sometimes.

Separations

employment changes involving resignation, retirement, termination, or layoff. Employees may be terminated, fired for poor performance, violation of work rules, absenteeism, etc. Traditionally business can fire people at will for other reasons that are not discriminatory Recent legislation requires companies to fire employees fairly, for just cause only. Managers must warn employees when their performance is unacceptable. They should document all problems and warnings in employees' work records-avoid the possibility of lawsuits.

Orientation

familiarizing newly hired employees with fellow workers, company procedures, and the physical properties of the company. Tour of the building, introductions to supervisors, co-workers, and subordinates, describing company's policies on vacations, absenteeism, lunch breaks, company benefits, etc. Involves socializing the new employee into the ethics and culture of the new company.

Wages

financial rewards based on the number of hours the employee works or the level of output achieved. Federal minimum wage is $7.25 per hour Tipped wages maybe $2.13 per hour as long as tips plus the wage of $2.13 per hour equal the minimum wage of $7.25 Different states have different minimum wages

Herzberg's Two-factor theory

focuses on the job and on the environment where work is done.

Recruiting

forming a pool of qualified applicants from which management can select employees.

Project teams

groups similar to task forces that normally run their operation and have total control of a specific work project. Temporary

Effectively

having the intended result.

Mentoring

involves supporting, training, and guiding an employee in his or her professional development. Provides employees with more one-on-one interaction with somebody in the organization who not only teaches them but also acts as their supporter as they progress in their jobs. Companies can use this process to attract talent from underrepresented areas. A way to attract more women into male-dominated industries.

Affirmative action

legally mandated plans that try to increase job opportunities for minority groups by analyzing the current pool of workers, identifying areas where women and minorities are underrepresented, and establishing specific hiring and promotion goals, with target dates, for addressing the discrepancy. Began in 1965 as Lyndon B. Johnson Make up for past hiring and promotion prejudices, overcome workplace discrimination, and to provide equal employment opportunities.

Objectives- Efficiency objective

making the best use of the organization's resources.

Lockout- Management Tactics

management's version of a strike, wherein a work site is closed so that employees cannot go to work. As a general rule only when a union strike has particularly shut down a plant and it seems less expenses for the plant to close completely.

Informational- Spokesperson

meeting with consumer groups to discuss product safety.

Bonuses

monetary rewards offered by companies for exceptional performance as incentives to further increase productivity. Bonus for good work or incentive to continue to work hard. Foster happier employees and reduce turnover, Ex. Wall street firms: bonuses rise when the United States has an improving economy and strong performance in the financial sector.

Job Rotation

movement of employees from one job to another in an effort to relieve the boredom often associated with job specialization. Allowing workers to undertake a greater variety of tasks and by giving them the opportunity to learn new skills. Does not totally eliminate the problem of boredom.

Benefits

nonfinancial forms of compensation provided to employees. Ex. pension plans for retirement; health, disability, and life insurance; holidays and paid days off for vacation or illness; credit union membership; health programs; child care; elder care; assistance with adoption. Increase employee security and to a certain extent their morale and motivation. Rising health care costs have forced a growing number of employers to trim health insurance benefits. Employee loyalty tends to increase when employees feel that the firm cares about them.

Turnover

occurs when employees quit or are fired and must be replaced by new employees. Results in lost productivity from the vacancy, costs to recruit replacement employees, management time devoted to interviewing, training, and socialization expenses for new employees. Can take form in promotion or transfer.

Strikebreakers- Management Tactics

people hired by management to replace striking employees; called "scabs" by striking union members. Managers hire these to continue operations and reduce the losses associated with strikes and to show the unions that they will not bow to their demands. Generally last-resort measure for management because it does great damage to the relationship between management and labor.

Job Sharing

performance of one full-time job by two people on part-time hours. Ex. One person may work from 8 am to 12:30 pm, and the second person works from 12:30 pm to 5 pm. Gives both people opportunity to work as well as time to fulfill other obligations. Benefit of the skills of two people for one job but lower total cost of salaries and benefits than one person working 8 hours a day would be paid.

Title VII of the Civil Rights Act of 1964

prohibits discrimination in employment and created the Equal Employment Opportunity Commission. Employers must not impose sex distinctions in job specifications, job descriptions, or newspaper advertisements. Outlaws the use of discriminatory tests for applicants Must demonstrate that such tests relate to job performance so that no one race has an advantage in taking the tests or is alternatively discriminated against.

Goal-setting Theory

refers to the impact that setting goals has on performance. Goals act as motivators to focus employees' efforts on achieving certain performance outcomes. Goals help employees direct their efforts and attention toward the outcome, mobilize their efforts, develop consistent behavior patterns, and create strategies to obtain desired outcomes.

Objectives- Growth

relates to an organization's ability to adapt and to get new products to make the marketplace in a timely fashion.

Arbitration- Outside Resolution

settlement of a labor/ management dispute by a third party whose solution is legally binding and enforceable. Takes place on a voluntary basis- management and labor must agree to it, and they usually split the cost (arbitrator's fee and expenses).

Decision- Negotiate

settling union grievance

Tactical plans

short -range plans designed to implement the activities and objectives specified in the strategic plan. Cover a period of one year or less. Allow the organization to react to changes in the environment while continuing to focus on the company's overall strategy. A fast-paced and ever-changing market requires companies to develop short-run or tactical plans to deal with the changing environment. Tactical plans are designed to execute the overall strategic plan. Short term nature- Easier to adjust or abandon if changes in the environment or the company's performance so warrant.

Quality-Assurance Teams (quality circles)

small groups of workers brought together from throughout the organization to solve specific quality, productivity, or service problems. Address quality issues

Objectives- Competitive advantage

stated in terms of percentage of sales increase and market share, with the goal of increasing those figures.

Training

teaching employees to do specific job tasks through either classroom development or on-the-job experience. Vital function of human resource management Companies are engaging in more experiential and involvement-oriented training exercises for their employees Ex. role-plays, simulations, and online training.

Job Enlargement

the addition of more tasks to a job instead of treating each task as separate. Overcome the boredom associated with specialization. Jobs are more satisfying as the number of tasks performed by an individual increases.

Expectancy Theory

the assumption that motivation depends not only on how much a person wants something but also on how likely he or she is to get it. A person who wants something and has reason to be optimistic will be strongly motivated. Contrast: if you do not believe you are likely to get what you want, you may not be motivated to try to get it, even though you really want it.

Job Analysis

the determination, through observation and study, of pertinent information about a job—including specific tasks and necessary abilities, knowledge, and skills.

Specialization

the division of labor into small, specific tasks and the assignment of employees to do a single task. Rationale for specialization is efficiency People can perform more efficiently if they master just one task than all tasks. Means workers do not waste time shifting from one job to another, and training is easier. Occurs when activities that must be performed are too numerous for one person to handle.

Labor Contract

the formal, written document that spells out the relationship between the union and management for a specified period of time—usually two or three years.

Job Enrichment

the incorporation of motivational factors, such as opportunity for achievement, recognition, responsibility, and advancement, into a job. Gives workers not only more tasks within the job, but more control and authority over the job. Enhance a worker's feeling of responsibility and provide opportunities for growth and advancement when the worker is able to take on more challenging tasks. Careful planning and execution.

Social Needs- Maslow's hierarchy

the need for love, companionship, and friendship—the desire for acceptance by others. Making friends with a coworker, joining a group, volunteering at a hospital, throwing a party.

Esteem Needs- Maslow's hierarchy

the need for respect—both self-respect and respect from others. Competition- the need to feel that you can do something better than anyone else. Motivate people to increase their productivity. They do not always provide tangible evidence of success. Needs can be released through rewards and increased involvement in organizational activities.

Self-actualization Needs- Maslow's hierarchy

the need to be the best one can be; at the top of Maslow's hierarchy. People tend to feel that they are living life to its fullest in every way.

Security Needs- Maslow's hierarchy

the need to protect oneself from physical and economic harm. Reporting a dangerous workplace condition of management, maintaining safety equipment, and purchasing insurance with income protection in the event you become unable to work.

Collective bargaining

the negotiation process through which management and unions reach an agreement about compensation, working hours, and working conditions for the bargaining unit. The objective of negotiations is to reach agreement about a labor contract

Diversity

the participation of different ages, genders, races, ethnicities, nationalities, and abilities in the workplace.

Intrinsic Rewards

the personal satisfaction and enjoyment felt after attaining a goal. Ex. in class you may feel personal enjoyment in learning how business works and aspire to have a career in business or to operate your own business.

Selection

the process of collecting information about applicants and using that information to make hiring decisions. Application, Interviewing, testing, and reference checking. Lengthy and expensive-increase of being online. Improving the online application process to attract the best pool of candidates. Finding the right employees, companies wouldn't have to spend more money on hiring replacement employees. AI to support the recruitment and hiring process Concerned with AI tools could lead to unintended bias- monitor equity algorithms.

Human Relations

the study of the behavior of individuals and groups in organizational settings. Involves motivating employees to achieve organizational objectives effectively and effectively. Boost morale, maximize productivity and creativity, and motivate employees to be more effective. Concerned with the needs of employees, their goals and how they try to achieve them, and the impact of those needs and goals on job performance.

Reinforcement Theory

the theory that behavior can be strengthened or weakened through the use of rewards and punishments. Application of Behavior Modification

Classical Theory of Motivation

theory suggesting that money is the sole motivator for workers By Frederick W. Taylor and Frank and Lillian Gilbreth.

Development

training that augments the skills and knowledge of managers and professionals. Used to improve skills of employees in their present positions and to prepare them for increased responsibility and job promotions.

Group

two or more individuals who communicate with one another, share a common identity, and have a common goal. Emphasize individual work products, individual accountability, and even individual leadership. - Has strong, clearly focused leader - Has individual accountability - Has the same purpose as the broader organizational mission - Creates individual work products - Runs efficient meetings - Measures its effectiveness indirectly by its effects on others (e.g., financial performance of the business) - Discusses, decides, and delegates

Objectives- profit

want to have money and assets left over after paying off business expenses.