Management 3490 Exam 3 (ch. 8,11, 13, 14)

Path-Goal theory

A theory of leadership suggesting that the primary functions of a leader are to make valued or desired rewards available in the workplace and to clarify for the subordinate the kinds of behavior that will lead to those rewards

LPC (least-preferred coworker)

A theory of leadership that suggests that the appropriate style of leadership varies with situational favorableness

difference between bureaucratic control and decentralized control - see figure 14.6

14-4. bureaucratic = formal and rigid decentralized = self-controled and informal

HRM relationship with legal factors

A number of laws regulate various aspects of employee-employer relations

functional groups

A permanent group created by the organization to accomplish a number of organizational purposes with an unspecified time horizon

informal leadership

A person who engages in leadership activities but whose right to do so has not been formally recognized by the organization or group

budget

A plan expressed in numerical terms (types of budgets listed 14-3a)

financial statement

A profile of some aspect of an organization's financial circumstances

income statement

A summary of financial performance over a period of time

human capital

Reflects the organization's investment in attracting, retaining, and motivating an effective workforce

Family Medical Leave Act

Requires employers to provide up to 12 weeks of unpaid leave for family and medical emergencies

equal pay act

Requires that men and women be paid the same amount for doing the same job

the Americans with disabilities act

Specifically outlaws discrimination against persons with a disability.

NLRA (National Labor Relations Act)

Spells out procedures by which employees can establish labor unions and requires organizations to bargain collectively with legally formed unions; also known as the Wagner Act

control

The regulation of organizational activities in such a way as to facilitate goal attainment

role structure

The set of defined roles and interrelationships among those roles that the group members define and accept

human resource management (HRM)

The set of organizational activities directed at attracting, developing, and maintaining an effective workforce

benefits

Things of value other than compensation that an organization provides to its workers

two opposing forms of structural control

bureaucratic control and decentralized control

strategic importance of human resource management

careful and systematic approach to talent management, reducing employees in areas where they are no longer needed and adding new talent to key growth areas

how organizations maintain human resources

compensation and benefits and career planning

relationship between strategy and control

control helps organizations assess how effective a strategy is in helping the organization meet its goals

how managers can overcome this resistance

encouraging employee participation and developing verification procedures

career planning

few people stay in the same position at the same organization for life, both the individual and the company can benefit from career planning

four stages of team development

forming, storming, norming, and performing

Types of groups

functional, informal and interest, task

how employees form unions

gather interest, collect signed authorization cards, petition NLRB to hold election, ballot election held, union signs up members and elects officers, collective bargaining, labor contract signed, resolve disputes

recruiting

The process of attracting individuals to apply for jobs that are open

Labor Relations

The process of dealing with employees who are represented by a union

labor relations

The process of dealing with employees who are represented by a union

decision-making styles

(decide, consult individually, consult group, facilitate and delegate)

the decline of unions in the US

10.31% attributable to fears of job insecurity due to the recession that hit in 2008

purpose of control

-adapt to environmental change -limit the accumulation of error -cope with organizational complexity -minimize costs

steps in the control process

1. establish standards 2. measure performance 3. compare performance to standards 4. determine need for corrective action

substitutes for leadership

A concept that identifies situations in which leader behaviors are neutralized or replaced by characteristics of subordinates, the task, and the organization

impression management

A direct and intentional effort by someone to enhance his or her image in the eyes of others

bureaucratic control

A form of organizational control characterized by formal and mechanistic structural arrangements

performance appraisal

A formal assessment of how well an employee is doing his or her job

task groups

A group created by the organization to accomplish a relatively narrow range of purposes within a stated or implied time horizon

political behavior in organizations

Activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one's preferred outcomes

decentralized control

An approach to organizational control based on informal and organic structural arrangements

role ambiguity

Arises when the sent role is unclear and the individual does not know what is expected of him or her

leadership

As a process, the use of noncoercive influence to shape the group's or organization's goals, motivate behavior toward the achievement of those goals, and help define group or organizational culture; as a property, the set of characteristics attributed to individuals who are perceived to be leaders

Charismatic leadership

Assumes that charisma is an individual characteristic of the leader

Chapter 11

Chapter 11

Chapter 13

Chapter 13

Chapter 14

Chapter 14

Chapter 8

Chapter 8

strategic control

Control aimed at ensuring that the organization is maintaining an effective alignment with its environment and moving toward achieving its strategic goals

informal oe interest groups

Created by its members for purposes that may or may not be relevant to those of the organization

EEOC

Equal Employment Opportunity Commission

operations control

Focuses on the processes the organization uses to transform resources into products or services

Title VII

Forbids discrimination in all areas of the employment relationship

HRM and social change

HRM changes as society changes - temp workers, minimum wage etc.

transformational leadership

Leadership that goes beyond ordinary expectations by transmitting a sense of mission, stimulating learning experiences, and inspiring new ways of thinking

balance sheet

List of assets and liabilities of an organization at a specific point in time

problem-solving teams

Most popular type of team; comprises knowledge workers who gather to solve a specific problem and then disband

role conflict

Occurs when the messages and cues composing the sent role are clear but contradictory or mutually exclusive

the Age Discrimination in Employment act

Outlaws discrimination against people older than age 40.

360-degree feedback

Performance appraisal of managers done by their boss, peers, and subordinates

legitimate power

Power granted through the organizational hierarchy; the power defined by the organization to be accorded to people occupying particular positions

norms

Standards of behavior that the group accepts for and expects of its members

LMX Approach (Leader Member Exchange)

Stresses that leaders have different kinds of relationships with different subordinates

Strategic leadership

The ability to understand the complexities of both the organization and its environment and to lead change in the organization in order to achieve and maintain a superior alignment between the organization and its environment

ratio analysis

The calculation of one or more financial ratios to assess some aspect of the organization's financial health

cohesiveness

The extent to which members are loyal and committed to the group; the degree of mutual attractiveness within the group

compensation

The financial remuneration given by the organization to its employees in exchange for their work

collective bargaining grievance procedure

The means by which a labor contract is enforced

leadership behaviors

The new assumption was that effective leaders somehow behaved differently than less effective leaders

referent power

The personal power that accrues to someone based on identification, imitation, loyalty, or charisma

expert power

The personal power that accrues to someone based on the information or expertise they possess

coercive power

The power to force compliance by means of psychological, emotional, or physical threat

reward power

The power to give or withhold rewards, such as salary increases, bonuses, promotions, praise, recognition, and interesting job assignments

negotiation

The process in which two or more parties (people or groups) reach agreement on an issue even though they have different preferences regarding that issue

collective bargaining

The process of agreeing on a satisfactory labor contract between management and a union

situational approaches to leadership

assume that appropriate leader behavior varies from one situation to another

leadership traits

assumed that some basic trait or set of traits existed that differentiated leaders from nonleaders

generic approaches to leadership

assumed that there was one set of answers to the leadership puzzle

why people resist control

if they feel overcontrolled, if they think control is inappropriately focused on or that it rewards inefficiency, or if they are uncomfortable with accountability

characteristics of effective control

integration with planning, flexibility, accuracy, timeliness, and objectivity

5 reasons why people join groups and teams

interpersonal attraction group activities group goals need satisfaction instrumental benefits

Discuss interpersonal and intergroup conflict in organizations

interpersonal: between two or more people in an organization intergroup: between two or more organizational groups

human resource planning

involves job analysis and forecasting the demand and supply of labor

Describe the issues associated with managing knowledge and contingent and temporary workers

knowledge workers: need to retain and update training frequently contingent/temporary workers: must understand how to most effectively use employees

Ethical leadership

maintain high ethical standards for their own conduct, to exhibit ethical behavior unfailingly, and to hold others in their organizations to the same standards

Describe how organizations manage conflict

many ways listed in 13-4

performance appraisals methods

objective methods and judgmental methods

OSHA

occupational safety and health administration

levels of control

operations, financial, structural, and strategic

the optimal level of conflict

optimal conflict varies with both the situation and the people involved; the point between complacent and hostile where creativity and innovation is

how organizations attract human resources

plan, recruit, and select

three forms of operations control

preliminary (inputs), screening (transformation), postaction (outputs)

leadership grid

provides a means for evaluating leadership styles and then training managers to move toward an ideal style of behavior (concern for production vs for people)

creation of an obligation

providing support for another person's position that obliges that person to return the favor at a future date

four primary approaches to negotiation

psychological, situational, game theory and the cognitive approach

four essential characteristics of group and teams

role structure, norms, cohesiveness, and informal leadership

performance feedback

should generally be focused on the facts—the assessed level of performance, how and why that assessment was made, and how it can be improved in the future

emerging approaches to leadership

strategic leadership cross-cultural leadership ethical leadership

related approaches to leadership

substitutes for leadership charismatic leadership transformational leadership

selecting

to gather from applicants information that will predict their job success and then to hire the candidates likely to be most successful

how organizations develop human resources

training and development, performance appraisal, and performance feedback

training and development

training: Teaching operational or technical employees how to do the job for which they were hired development: Teaching managers and professionals the skills needed for both present and future jobs

persuasion

use of emotion and logic to convince others

coercion

use of force to get someone to obey

inducement

when a manager offers to give something to someone else in return for that person's support

cross-cultural leadership

when traveling/leading in different countries, that person will need to become acclimated to the cultural differences that exist between the two countries and to change his or her leadership style accordingly