Managing People and Organizations Final

internal locus

"I can make things happen, look what I can do, I can determine my future"

external locus

"why does this happen to me, why bother, there is nothing i can do about my future"

intuition

(holistic hunch) represents a judgement that is based on prior experiences and a subconscious integration of information from memory

levels of organizational culture

1- artifacts, the physical manifestation of an organization's culture 2- espoused values, the stated values that are preferred by the organization 3- basic underlying assumptions, values that have been taken for granted and guide the organizational behavior

Values

Abstract ideals that guide one's thinking and behavior across all behaviors remain stable

Components of Attitudes

Affective- I feel Behavioral- I intend Cognitive- I think

Personal Attitudes

Evaluations, feelings, or opinions about people/places/things can be positive or negative impact behavior

Cognitive Dissonance

Psychological discomfort experienced when simultaneously holding two or more conflicting ideas/values/emotions

Value attainment

Structure the job and its rewards to match employee values.

Counterproductive work behavior

Voluntary behaviors that potentially harm the organization

Perceived Organizational Support

________ is the degree to which employees believe the organization values their contribution and cares about their well-being.

core-self evaluations

a broad personality trait comprised of four narrow and positive individual traits:

team building

a host of techniques aimed at improving the internal function of work groups that strive for greater cooperation, better communication, and less dysfunctional conflict

delphi technique

a method of group decision making that involves collating the judgement of experts

avoidance

a passive withdraw from the problem which follows with an active suppression on the issue at hand

self-efficacy

a persons belief about their chances of success in specific situations or environments

reinforcement theory

a response followed by a reward is more likely to recur in the future

americans with disabilities act of 1990

according to EEOC, cannot be discriminated because of the following conditions limits one or more major life activities or having past history of such impairment

executive pay

accounts for a small proportion of labor costs disproportionate ability to influence organizational performance issues include how they are paid, not necessarily how much they are paid

performing

activity is focused on problem solving members get work done without hampering others lots of helping behavior

virtual team management

adapt communications share the love select the right people clear communication

job design

alteration of specific or interdependent systems of jobs or the intent of improving the quality of employee job experience

intensity

amount of effort being invested in the activity

leadership

an individual influences a group of individual to achieve a common goal

formal group

assigned to organizations to accomplish specific goals fulfills organizational and individual functions

trait theory

attempts to identify personality characteristics that can be used to differentiate leaders from followers

behavior theory

attempts to identify the unique behaviors displayed by effective leaders

person-organization fit

attempts to match the culture of the organization with the individual

norms

attitude, opinion, feeling, or action that is shared by two or more that guides behaviors

bonus

based on output or productivity, do not effect base pay, and are effective for individuals

Fieldler's contingency theory

based on the premise that a leader's effectiveness is contingent on the extent to which a leader's style fits the situation at hand

key jobs

benchmark jobs that have relatively stable content and are common amongst many organizations

effective team

break the ice don't reinvent the wheel communicate a purpose and a plan play to strengths clarifying decision making

individual differences

broad category used to collectively describe the vast number of attributes that describe a person

job rotation

calls for moving employees from one specialized job to another

job characteristics model

can increase job satisfaction can enhance employee's intrinsic motivation increases in quality of performance

judgement heuristics

cognitive shortcuts that are used to simplify the process of making decisions can help managers make decisions but can lead to bad decisions

broadbanding

collapses many traditional salary grades into a few wide salary bands

personality traits

combination of stable physical, behavioral, and mental characteristics that give individuals their unique identities product of both genetics and environmental influences

performance measures

comparative approach, attribute approach, behavioral approach, results approach, and quality approach

comparative approach

compares performance with others simple ranking, alternation ranking, forced distribution, and paired comparison

internal factors regarding compensation

compensation strategy of the organization, worth of the job, employee's relative worth, and employers ability to pay

emotions

complex, relatively brief, affective responses associated with a particular target being: a person, information, experience, event, or nonevent

decision support system (dss)

computer-based interactive systems that use data and models to solve unstructured problems

external factors regarding compensation

conditions of the labor market, area pay rates, cost of living, collective bargaining, and other legal requirements

scientific management

conducts a business by standards established by facts or truths gained through systematic observation or experiment efficient, but leads to job dissatisfaction, poor mental health, stress, etc

influence tactics

conscious efforts to change a specific behavior consultation, inspiration, rational persuasion are effective means

evidence based decision making

consciously using the best available data and evidence when making managerial decisions

intelligence

constructive thinking, reasoning, and problem solving can be modified there has been a steady rise in intelligence over the past 70 years

functional conflict

consultative interactions focus on the issues mutual respect useful give and take

teamwork competencies

contributes to teamwork constructively interacts with team members expects quality work

control vs commitment

control minimizes employee knowledge and skill requirements in efforts to limit the variability of performance commitment aims to align a workplace and a organization hoping to enhance attachment

added value negotiation

cooperatively develop multiple deal packages while building a productive long term relationship. done by: clarifying interests, identifying opinions, design alternative deal packages, select a deal, and perfect the deal.

occupational safety and health act (OSHA)

created occupational safety and health administration develops and enforces mandatory job safety and health standards

bona fide occupational qualification (BFOQ)

defense against discrimination charge where membership of a protected class is a qualification for a job (getting fired for not being christian)

reliability

degree to which a measure of physical or cognitive abilities is free from random error

utility

degree to which the info provided by the selection method enhances the the effectiveness of selecting personnel

generalizability

degree to which the validity of the selection method established on one context extends to others different situations, sample of people, and time periods

self-actialization

desire for self-fulfillment (being the best individual possible) remember that employees have needs beyond a paycheck

Love needs

desire to be loved and to love (inclusion)

three types of justice

distributive justice, procedural justice, and interactional justice

compromising

effective give and take approach that requires a moderate concern for both self and others

power sharing (empowerment)

efforts to enhance employee performance, well-being, and positive attitudes by giving employees greater influence (centralized management)

effective performance feedback

employee rates performance before meeting praise effective performance focus on solving problems focus feedback on behavior or results

theories in use

employees perception are what count employees what a voice in decisions that affect them employees should be given an appeals process leader behavior matters a climate for justice makes a difference

family and medical leave act of 1993

employers must provide up to 12 weeks of unpaid leave birth, care for sick family member, care for employees own health problems

contingency theory

ensure that people, equipment, and other resources are used in an efficient way

job enrichment

entails modifying a job such that an employee has the opportunity to experience: achievement, recognition, stimulating work, responsibility, and advancement

inform decision

evidence is used to inform a decision process provided hard objective facts with qualitative inputs

make decision

evidence is used to make a decision when the decision follows directly from the evidence

support decision

evidence is used to support a decision that has already been made

salaried work

exempt, but not covered by the FLSA and not eligible for overtime pay

group roles

expected behaviors for members of a group as a whole

personal power

expert power referent power

rational decision making

explains how managers SHOULD make decisions

validity

extent to which a performance measure assesses all and only the relevant aspects of job performance

Need Fulfillment

extent to which the characteristics of a job allow an individual to fill their needs

Job Satisfaction

extent to which you feel positively or negatively about various aspects of your work top 5 factors- work, pay, supervision, emotion, job security

adhocracy culture

external focus and value flexibility creation of new products and services

market culture

external focus and value stability competitive and desire to accomplish goals

big 5 personality dimensions

extraversion agreeableness conscientiousness neuroticism openness to experience

process theory

focus on explaining the process by which internal factors and environmental characteristics influence employee motivation

content theory

focus on identifying factors like needs and satisfaction, that energize motivation

servant leadership

focus on service to others rather than oneself. service leaders are empathetic, aware, persuasive, foresightful, and show stewardship

value matrix approach

focuses on tailoring strategies to specific job families in the firm

physiological needs

food, water, shelter

gainsharing

form of compensation based on group or plant performance rather than organization wide profits does not become apart of base salary improves individual performance

group development process (tuckmans model)

forming storming norming performing adjourning

self esteem

general belief about self-worth personal achievement and praise can raise self esteem differences between men and women is small

step 2

generate alternative solutions, evaluate a broader set of alternatives, invest in studying a greater number of potential solutions

negotiation

give-and-take decision making process that involves two or more parties with different preferences

raise

given annually, based on supervisor performance rating, and changes base pay

organizational selection system

goal is to minimize error and maximize hits and to improve competitive advantage

affirmative action

goes beyond EEO by requiring an increased number of minorities/women in specific positions

Equal Employment opportunity (EEO)

govt's attempt to ensure that all individuals have an equal chance for employment protected classes are- race, color, gender, religion, age, origin, disabilities, etc no definitive list of protected classes

stock options

grant the right to purchase a specific number of shares at a discounted rate

attribute approach

graphic rating scales list of traits evaluated by 5-pt rating scale (legally questionable)

group decision making advantages

greater pool of knowledge different approaches to a problem greater commitment to a decision better understanding of decision rationale more visible role modeling

normative

guided by bounded rationality, the notion that decision makers are restricted by a variety of constraints when making decisions

team players

have commitment, collaboration, and competency

expert power

having valued knowledge over those who need the information

strategic workers

high in value and highly unique

core workers

high in value, but not highly unique

emotional stability

high levels = relaxed, unworried, higher job performance, more OCB, fewer CWB is an asset but only goes so far

Disposition/Genetic Components

hire employees with an appropriate disposition

expectancy theory

holds that people are motivated to behave in ways that produce desired combinations of expected outcomes

goal setting theory

holds that successful people all live lives that are goal oriented goals need to be specific and difficult to lead to higher performance people need ability and resources to achieve the goal

equity comparison

how an employee's Output/Input ration compares to others equal ratios equals satisfaction

managing emotions

how can you prepare to get where you want

ideal emotions

how do you want to feel

emotions after

how do you want to feel when your finished

non-rational decision making

how managers actually make decisions normative vs intuition

keeping balance

how will you regain balance

negotiation with emotion

ideal emotions, managing emotions, hot buttons, keeping balance, emotions after

person-job fit

identifies required competencies for job success

step 1

identify the problem, determine the actual vs. the desirable

decision making

identifying and choosing alternative solutions that lead to a desired state of affiars

step 4

implement the solution chosen

Organizational Citizenship Behavior

individuals discretionary behavior, not directly recognized by the reward system, and promotes effective functioning of the organization

disparate treatment

individuals in similar situations are intentionally treated different based upon a protected class

Conflict Handling

integrating, obliging, dominating, avoiding, and compromising

stable differences

intelligence and personality

Equity

interact with employees so they feel fairly treated

clan culture

internal focus and value flexibility over stability

hierarchy culture

internal focus and values structure efficient and reliable

personality conflicts

interpersonal opposition- based on personal dislike or disagreement

selection devices

interviews references biological data physical ability tests cognitive ability tests work samples drug tests

job emlargement

involves more variety into a worker's job by combining specialized tasks of comparable difficulty

behaviors of job satisfaction

job performance, organizational citizenship behavior counterproductive work behavior, turnover

task roles

keep group on track orienteer, initiator, evaluator, energizer

maintenance roles

keep the group together encourager, commentator, follower, harmonizer

path goal theory

leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction

position power

legitimate power reward power coercive power

need for power

likes to be in power, in control of events and people, and appreciates being recognized

need for affiliation

likes to work in teams, avoids conflict, and appreciates being praised in private

types of intelligence (multiple intelligences)

linguistics, logical, mathematical, musical, kinesthetic, spatial, interpersonal, naturalist

support workers

low in value and not unique

complimentary workers

low in value but highly unique

adverse rejection rate (rule of thumb)

lower selection rate / higher selection rate not legal definition of discrimination

coercive power

make threats of/and deliver actual punishment

sources of performance management info

managers are the most frequently used source peer appraisal can be a popularity contest subordinate appraisal can be beneficial for development purposes team appraisals only reflect on team aspect rather than individual reflection

performance management

managers ensure that employees' activities and outputs are congruent with organizational goals

conflict processes

members interactions aimed at working through task and interpersonal disagreements

informal groups

members' overriding purpose for meeting is friendship or a common interest

relationship between gender and leadership

men displayed more task leadership while women displayed more social leadership both were equally assertive women score higher on effectiveness criteria

groupthink

mode of thinking that people are engaged in when they are deeply involved in a cohesive group

attitudes of job satisfaction

motivation, job involvement withdraw cognitions, and perceived stress

forming

mutual trust is low, members are uncertain of their role, conflict leads to creativity

Mcclellands acquired needs theory (content theory)

need for power, achievement, and affiliation

Esteem needs

need for reputation, recognition, and self-confidence and strength

disparate (adverse) impact

neutral employment practice disproportionately excludes a protected group from employment

legitimate power

obtain compliance because of formal authority

reward power

obtain compliance by providing rewards

psychological empowerment

occurs when employees feel meaningful

performance appraisal

organization gets information on how well an employee is doing on the job

merit pay

organization identifies individual differences in performance which are assumed to reflect differences in ability or motivation pay increases are linked to performance appraisal results

functions of culture

organizational identity collective environment social system stability sense-making device

equal pay act of 1963

outlaws discrimination in pay based on gender excludes seniority, merit, quantity/quality of production

hourly work

paid by an hourly rate and is nonexempt

team effectiveness

participative leadership shared responsibility aligned on purpose high communication future focused creative talents rapid response OPTIMAL SIZE OF 7

leader behaviors

path-goal clarifying achievement oriented work facilitation supportiveness value based

profit sharing

payments are based on a measure of the organizations performance

hostile work environment

peer to peer sexual harassment

distributive justice

perceived fairness of how rewards are distributed

procedural justice

perceived fairness of the process of allocation decisions

flexible differences

performance and job satisfaction

quality approach

performance management strategy designed with a strong quality orientation emphasizes managers and employees working together

market pay surveys

procedure by which an organization compares its own practices against the competition

point system of job evaluation

procedure that determines the relative value of a job by the total points assigned to it

organizational socialization

process by which a person learns the values, norms, and required behaviors which permit him to participate as a member of the organization

job evaluation

process composed of compensable factors which are characteristics of jobs that an organization values and chooses to pay

integration

process of both parties confronting the issue, generating and weighing alternatives, and selecting the best solution for both sides

age discrimination act of 1967

prohibits employers from discriminating against those 40 years and older in employment decisions

Title VII of civil rights act of 1964

prohibits employment discrimination on the basis of race, color, religion, sex, or origin

competing values framework

provides a practical way for managers to understand, measure, and change organizational culture

motivation

psychological processes that underlie the direction, intensity, and persistence of behavior or thought

consensus

reached when group agrees upon a decision or when you have made your point and were unable to convince the group

interactional justice

relates to the quality of intrapersonal experience a person receives when procedures are implemented

locus of control

relatively stable personality characteristic that describes how much personal responsibility someone takes for their behavior

selection method standards

reliability, validity, generalizability, utility, and legality emphasis on reliability and validity

behavioral approach

requires managers to keep record of specific examples of effective and ineffective performance behaviorally anchored rating scales (BARS) behavioral observation scales (BOS)

extrinsic

results from external rewards

intrinsic

results from internal feelings

individual incentive plans

rewards to individual for performance but payments are not rolled into base pay performance is measured as physical output rather than subjective rating

OSHA rights

right to request an inspection representative present at inspection have employer violations posted at work site informed about exposure to hazards

Safety needs

safe from physical and psychological harm

step 3

select a solution with consideration for ethics, feasibility, and effectiveness

legality

selection methods must conform to existing laws and legal precedents

personal emotional inteligence

self awareness and self management

maslows need hierarchy theory (process theory)

self-actualization esteem love safety physiological

core capabilities

serve as the dominant source of competitive advantage and are the strategic resources used to meet strategic goals

roles

set of expected behaviors for a particular position

organizational culture

set of shared implicit assumptions that a group holds how it thinks about and reacts to various environments

conflict states

shared perceptions among members about the intensity of disagreement over either tasks or relationships

effective structural empowerment

shared with those who are competent to do what is necessary

employee stock ownership plans (ESOP)

similar to stock options, but the organization contributes shares and in result gets certain tax and financial advantages

rating errors

similar-to-me, strictness, central tendency, leniency, contrast effects, halo effect, horns effect.

teams

small number of people with complimentary skills who are committed to a common purpose and performance goals

social emotional inteligence

social awareness and relationship management

group decision making disadvantages

social pressure few people dominate goal displacement

domination

somebody has a higher regard for themselves rather than the people on their team, often relying on formal authority to force compliance

norming

someone challenges the group to settle conflict group becomes cohesive

obliging (smoothing)

someone shows a higher regard for others than themselves, often minimizing differences and highlighting similarities

high performance work system

specific combination of HR practices and processes that maximizes employee skill and commitment

job performance standards

strategic congruence, validity, reliability, acceptability, and specificity

human capital architecture

strategic workers core workers complimentary workers support workers

quid pro quo

superior to subordinate sexual harassment

conscientiousness

tendency to be careful and persersevering

openness to experience

tendency to be original, have broad interests, and daring to take risks

emotional stability (neuroticism)

tendency to experience negative emotions and moods

extraversion

tendency to experience positive emotions and moods in a social aspect

agreeableness

tendency to get along with others

power

the ability to marshal human, informational, and other resources to get something done all about influencing others

practical intelligence

the ability to solve everyday problems by utilizing prior knowledge and experiences

strategic congruence

the extent to which a performance management system elicits job performance that is congruent with the organizations strategy

Organizational Commitment

the extent to which an individual identifies with an organization and commits to its goals outcome-greater motivation

equity/justice theory

the extent to which people perceive that they are treated fairly at work

Employee Engagement

the harnessing of organizational members' selves to their work roles when employees express themselves physically, cognitively, and emotionally during role performance

contact hypothesis solution

the more members of different groups interact, the less intergroup conflict they will experience

social loafing

the tendency for an individual effort to decline as group size increases

agency theory

there are principals and agents and the principal's goal is to motivate the agents to engage in specific behavior while the agents aim to put out as little work as possible

dysfunctional conflict

threatens an organization's interests

expectancy theory regarding pay

three equal components that contribute to motivation which are expectancy, instrumentality, and valence

storming

time of testing policies, assumptions, and how they fit in the power structure subgroups take shape

retaliation

title VII states employers cannot retaliate for employees opposing a potentially illegal employment practice

results approach

top management passes down company's strategic goals to managers to define goals productivity measurement and evaluation system (ProMES)

transformational leaders

transform leaders to pursue organizational goals over self-interests through inspirational motivation, idealized influence, individualized consideration, and intellectual stimulation

groups

two or more freely interacting individuals who share norms and goals and have common identity usually accomplish more than individuals

nonkey jobs

unique to organizations and cannot be directly valued or compared through comparison

brainstorming

used to help groups generate multiple ideas and alternative for solving problems

referent power

using ones personal characteristics and social relationships to obtain compliance

porter's strategy typology

value can be created either by reducing costs or by convincing the market that your product/service is different from all the others

big data

vast quantity of data available for decision making used to create a competitive advantage

equity output

what a person perceives they're getting out of their job

equity input

what a person perceives they're putting into their job

direction

what an individual is intending at a given time

hot buttons

what will throw off the balance

conventional forms of conflict

when members of different groups interact, the less intergroup conflict they will experience

conflict

when one party perceives that its interests are being opposed or negatively affected by another party incompatible personalities, overlapping/unclear job responsibilities, competition for limited resources.

distributive negotiation

win-lose mentality

integrative negotiation

win-win mentality

adjourning

work is done group moves onto other things

conflict resolution via reduction

work to eliminate negative interactions conduct team building encourage and facilitate friendships via social events foster positive attitudes

virtual teams

work together over time and distance via electronic media reduced real estate costs, commuting costs, and work-life conflicts

need for achievement

working on challenges, situations where performance is due to effort and ability, and prefers to work with other high achievers