MGMT 301 Quiz 3

The Bread Bakery is organized by bakers, wait staff, and cleanup. What type of departmentalization does this statement illustrate?

Functional

General and Specialist Staff

General Staff: Work for only one manager and help them in any way needed. Specialist Staff: Help anyone in the company who needs it. Ex: Accounting, HR, PR, maintenance

"Do you own or rent your home?" Is it legal (can ask) or illegal (cannot ask during preemployment)?

Illegal

In preparation for the board meeting, Jamal, Ashley, and Griffin each have a clear job: Jamal plans the meeting agenda, Ashley coordinates the meeting logistics, and Griffin creates the board books for the meeting. How would you classify this statement?

This is a GROUP

You were recently offered a full-time job. Although you are excited about the opportunity, you are concerned about the possibility of having two bosses. What organizational principle does this statement represent?

Unity of command and direction

Matrix Structure (p. 240)

Combines functional and product departmentalization. -Very flexible (temporarily organize for project) -Each employee has 2 bosses (functional and project boss) making coordination harder -Used with projects and project management grows Ex: Employee works for a functional department and also assigned to one or more products/projects

Aramark provides food service, facilities, and uniform services to a wide range of customers. There are four COOs who oversee the customer base: the first COO focuses on sports, leisure, corrections, dining, and K-12; the second COO focuses on healthcare, facilities, and higher education; the third COO focuses on uniform and refreshment services; and the fourth COO focuses on international. What type of departmentalization does this statement illustrate? Functional

Customer

Divisional Structure (Multidivisional or M-form) pg. 238

Departmentalization based on semiautonomous strategic business units. -Common for large, complex, global business that use related product diversification Ex: PepsiCo Conglomerate Structure: Based on autonomous profit centers. -Used by companies with unrelated diversified business units Ex: Berkshire Hathaway, Google

Entrepreneurial Characteristics (pg. 207-209)

Entrepreneurial mind-set: -They see things differently and use perseverance to achieve goals and never give up. Are risk takers, influencers, and don't fear failure -Have entrepreneurial orientation and do not just wing-it. It is a strategy-making process that gives companies a basis with the purpose of creating competitive advantage. Entails risk taking -They solve problems to find and create opportunities like starting a business -Entrepreneurship activities are everywhere with creativity and innovation

"Have you ever been arrested?" Is it legal (can ask) or illegal (cannot ask during preemployment)?

Illegal

The Management Functions (p.286)

Leading: Leader shares responsibility and develops group structure and process. Planning: Empower members to set objectives, develop plans, and make decisions, Involve all members and inform them Organizing and Staffing: Participation of members in selecting, evaluating, and rewarding is crucial. Controlling: Help the team set standards and develop positive norms. Members become responsible.

"How long have you lived in Lansdale, PA?" Is it legal (can ask) or illegal (cannot ask during preemployment)?

Legal

Line vs. Staff Authority pg. 235

Line: The responsibility to make decisions and issue orders down the chain of command -Achieve company objectives and bring in revenue -Internal customers of the the staff department Ex: Operations and Marketing Staff: The responsibility to advise and assist other personnel -Provide resources to make revenue -Larger the business, more staff they will have Ex: Human Resources, PR, IT

Group Norms (p. 278-279)

Norm/Unspoken Rules=Expectations about behavior that are shared by members of a group (develop as groups interact) -Develop spontaneously (can develop without ever talking about it). People tend to follow the crowd and follow what they think is normal -Use peer pressure to have others follow norms. -Create positive norms!

Human Resources Management Process/Staffing Process (pg. 309)

Planning for (job analysis), Attracting (recruiting and selecting), Developing (orientation, training, performance appraisal), and Retaining employees (compensation, health/safety, labor relations)

Balanced Responsibility and Authority

Responsibility: The obligation to achieve objectives by performing required activities (identify who is responsible and take accountability) Authority: The right to make decisions, issue orders, and use resources Accountability: Evaluating how well individual meet their responsibilities

The Selection Process (pg. 321-323)

Selection: The process of choosing the best qualified applicant for a job. -Application form must be filled out online or in person along with adding a resume. -Screen interviews to select top candidates and make sure they fit into the culture before moving on to the next step. Saves companies money and time by dismissing those not qualified or unfit -Test candidates to predict future job success (validity and reliability). Aptitude, achievement, personality, interest, and physical tests are all ones candidates can take. Also drug testing before hiring is required in some states. Can give unpaid internships to see how people work before hire. Also test through Assessment Centers=Applicants undergo a series of tests, interviews, and simulated experiences to determine potential. -Background checks are required to verify honesty of the candidate and references can be contacted. -Interview is the most important step and gives the candidate a chance to learn about the job and interviewer a chance to meet candidate to see if they fit the culture of company. -Hire the most fit candidate and if they leave or reject the job, chose the second best one. HR fills out paperwork for new hire

Small vs. Large business Entrepreneurs (pg. 210)

Small Business: Independently owned and operated with a small number of employees and relatively low volume of sales. -More than 90% of businesses in the US are small and create over 80% of jobs making them crucial for economic growth -Almost all large businesses started small Large Business: Employing more than 500 workers -Try being more entrepreneurial by giving their employees that mind-set and being innovative

Group Cohesiveness (p. 279-280)

The extent to which members stick together. -The more cohesive the group, the more it sticks together/bonds as a team. -The stronger the relationships/commitment/ achievement, the higher the cohesiveness -Smaller size, the more homogeneous the group and the more equal level of participation (high cohesion) -Teams that compete against external teams are more cohesive than teams who compete against each other -Develop cohesive groups that are productive and abide by the three factors below *The more cohesive the group, the more members work together and the more productive they are* 3 Factors of Team Success: 1.) Organizational structure of having fun 2.) Everyone is included 3.) Cooperate and behave according to group norms

Span of Management/Span of Control

The number of employees reporting to a manager. -Fewer employees supervised means smaller management and vice versa -Want to increase the span -Span is related to the number of its organizational levels (determine organizational height) -Tall Organization=Many levels with narrow spans of management (Mechanistic) -Flat Organization=Few levels with wide spans of management. Can flatten by cutting out managers

Performance Appraisal (PA) (pg. 328-332)

The ongoing process of evaluating employee performance. -Very important part of the manager's job -HR develops the conducting process, but managers must do the evaluation and document it. -A formal PA is only conducted one per year but assessment should be ongoing. Employees need feedback and managers should know if an employee needs to be fired. -You get what you reinforce (people do what they are rewarded for doing and avoid what they are punished for doing) -Don't include things that are easy to measure, but use formal PA by HR to measure performance. -Supervisor evaluation affects your pay and promotions, so do not give backlash to your boss. -2 Types of Performance Appraisal (pg. 332): 1.) Developmental=Used to make decisions and plans for performance improvements (focus on future) 2.) Evaluative=Used to make administrative decisions about issues like pay raises, transfers, promotions, and firing/demotions (focuses on past) Performance Appraisal Process (pg. 330): Step 1: Job Analysis Step 2: Develop standards and measurement methods Step 3: Informal PA (coaching and discipline) Step 4: Prepare for and conduct the formal PA

Multitasking (pg. 251-253)

The practice or capability of handling more than one task at a time. -Makes you less productive (brain is not capable of doing 2 cognitive activities at once) -Causes more errors and takes longer to complete a task -Employers say young applicants have shorter attention spans due to high levels of multitasking -Smartphones distract us and lead to wasting time Effective Multitasking: -Know when it is appropriate (use it for noncomplex tasks that don't require thinking or your undivided attention) -Limit distractions/interruptions (turn off electronics, shut the door, turn off music/TV) -Take breaks (can prevent you from multitasking and rejuvenates the brain. Try exercising over checking phone)

Delegation pg. 231

The process of assigning responsibility and authority for accomplishing objectives. -Responsibility and authority are delegated down chain of command -Important to success and *only takes place when you give an employee a new task* -Used in organic orgs *It is not giving other employees tasks that are not part of their jobs or giving them your work*

Separating Employees (pg. 339-340)

Turnover/Reasons: -Turnover rate=Percentage of employees in a workforce that separate during a certain period of time. -Employment is separated for 3 reasons: Attrition (voluntary turnover), firing, and layoffs Attrition: Occurs when employees die, leave for other jobs, stop working for period of time, or retire. -Employees lost through attrition need to be replaced Firing: -Wrongful Discharge=A legal doctrine that requires employers to have a job-related reason for firing like violations or poor performance Layoff/Downsizing: -Occur due to poor economic conditions or mergers -Can try offering employees new jobs or give severance pay while they search

Levels of Authority pg. 234

1.) Authority to inform: Inform a supervisor of alternative actions and they have authority to make the decision. 2.) Authority to recommend: Recommend one action to take but it cannot be implemented without the boss approval (can deny the recommendation) 3.) Authority to report: You may freely carry out an action, but must report it to the boss afterward 4.) Full authority: May freely make decisions and act without the boss knowing or getting their approval (can still ask boss for advice)

The Prioritized To-Do List (pg. 250)

1.) Write the task that you must perform on the task line 2.) Answer the 3 priority-determination questions by placing a Y (yes) or N (no) in the relevant column. Also add deadlines and time needed to complete them 3.) Assign a priority to the task by placing the letter D (delegate), H (high), M (medium), or L (low) in the priority column. 4.) Determine which task to complete now and do the most important thing first.

Group Performance Model (pg. 272)

A function of organizational context, group structure, group process, and group development. -Group performance is a function of organizational content (culture, environment, strategy), group structure (type, size, objective, composition, leadership), group process (roles, norms, status), and group (forming, norming, terminating) Share 3 characteristics... 1.) Members are engaged 2.) They have a variety of ideas 3.) Everyone is setting goals

Scope of Authority pg. 233

A hierarchy that narrows as it flows from the top down through the organization. Ex: President has more authority than a VP who has more than a manager who has more than a citizen -Responsibility and authority flow down while accountability flows up

Job Benefits (pg. 334-336)

Benefits: Nonwage compensations given to employees in addition to normal wages/salaries. Legally Required Benefits: -Workers compensation -Unemployment -Medicare and Social Security Optional Benefits: -Health insurance (also dental and life insurance) -Paid sick days -Holidays and vacation -Pension plans -Tuition reimbursement *Can be paid in full by employers or split between employee and employer Cost of Benefits: -Cost employers 25-35% of employee compensation making it important to make sure your employer gives these benefits -Some employers also offer additional extra benefits to attract employees (dry cleaning, unlimited vacation, free food, parental leave) Health Insurance: -Much more to pay for insurance yourself and companies spend $20,000 per year on one family for insurance. Many companies had to make cuts and force employees to pay more for their cut Retirement: -401-k plans gives you free money when you put in part of your paycheck and the company matches it -Put away 10-15% of your gross income into retirement Work-Life Balance and Benefits: -Women are being held back from getting top positions due to their children and companies that offer on-site childcare help a lot. -Companies are becoming more flexible on when employees can work allowing them to focus on their personal lives and lower stress.

Centralized and Decentralized Authority pg. 234

Centralized: Important decisions are made by top managers -Good control and reduced duplication of standardized work -Mechanistic Decentralized: Important decisions are made by middle and first-line management -Pushed authority and accountability further down the line -Lack of flexibility leads to slower decision making -Organic *Most companies lie between the two and have a mix

As an assistant manager, Lucas managed five employees. Now, as an associate manager, Lucas manages 15 employees. What organizational principle does this statement represent?

Chain of Command

Group Roles (pg. 277-288)

Contain group task roles, group maintenance roles, and self-interest roles. -Different from job roles which are shared expectations of how group members work Group Task Role: Members who do and say things that directly aid in accomplishing the objective (structured, job centered, production/task oriented, directive) Group Maintenance Role: Members who do and say things to develop and sustain the group process with cooperative behavior to benefit the team (employee centered, relationship oriented, supportive) Self-Interest Role: Members who do and say selfish things that help themselves at the expense of others (self-centered, entitled) -Need members who play task and maintenance roles with low self-interest ones. -Manager should make up for roles not being played

Delegating (pg. 253-255)

Delegation: The process of assigning responsibility and authority for accomplishing objectives (means of enriching jobs; giving employees new tasks) Benefits and Obstacles of Delegating: -Enhances task coordination, productivity, and performance (free up time to do high priority tasks) -Increase motivation in employees and offer professional development -Managers must deal with others and do not want to give up power and control (employees will fail to complete tasks or do better than them) -Managers believe they can do the task better than employees (don't give employees unnecessary work) Delegation Decisions: -Select what and who to delegate -Delegate what you least enjoy (Do what you do best and delegate the rest) -Don't delegate anything you need to be involved in, personnel matters, confidential matters, projects or tasks in crisis, and activities delegated to you personally

Traditional Departmentalization pg. 239

Departmentalization: The grouping of related activities into units. -Traditional has simple structure but can have internal or external focus Functional Departmentalization: Organizes departments around essential internal input activities (making/selling and financing products). Also can be called "Process Departmentalization" when focus is on work or customer flow (ex: DMV) Product (Service) Departmentalization: Organizing departments around products. Used by companies with multiple products and retail chains Customer Departmentalization: Organizing departments around the needs of different customers. Product can vary based on what customer wants (different book genres, different therapy) Territory (Graphic) Departmentalization: Establishing separate units in each area where the enterprise does business (different countries) Multiple Departmentalization: Create a hybrid structure to use many types (used by large, complex companies). Any mixture can be used

Division of Labor

Employees have specialized jobs and related functions are grouped together under a single boss. -Mechanistic have greater specialized division of labor Ex: Specialized jobs such as accounting or sales

Formal and Informal Authority

Formal Authority: Based on specified relationships among employees (sanctioned way of getting the job done). Enforced by management -Mechanistic orgs Ex: Management creating a task that needs done Informal: Arises from patterns of relationships and communication that evolve as employees interact and communicate in social structures (unsanctioned way of getting the job done) -Organic orgs Ex: Group of employees getting lunch and sharing common interests

Group Process (pg.277)

Group Process/Group Dynamics: The patterns of interactions that emerge as members perform their jobs. How members get along and their social structures, not how they do their work! -Affect team performance Group Process Dimensions: Roles, norms, cohesiveness, status, decision-making, and conflict resolution.

Groups and Teams (pg. 270)

Group: Two or more members, with a clear leader, who perform independent jobs with individual accountability, evaluation, and rewards. -Group managers are called "Directive leaders" and evaluate individual's performance -Members rewarded on their individual performance only -Management directed (mechanistic) and semiautonomous Team: A small number of members (5-12 people), with shared leadership, who perform interdependent jobs with both individual and group accountability, evaluation, and rewards. -Team leaders are called "Empowering leaders" -Members evaluate each others performance and overall group performance -Members are rewarded for both individual and group performance -Self directed (organic) *All teams are groups, but not all groups are teams*

Group Structure (pg. 272-276)

Group Structure Dimensions: Group type, size, composition, leadership, and objectives. -Need to get this right to maximize team performance (requires coordinating people) Group Types... -Formal or Informal: Formal=Created by an organization as part of its formal structure (departments and their smaller subparts). All employees have formal group membership and higher in the company, the more formal groups a manager is part of. Informal=Not created by the organization as part of formal structure (members join together voluntarily due to similar interests) -Functional and Cross-Functional Groups: Functional/Vertical=Perform jobs within one limited area (work unit or department). Cross-functional/Horizontal=Come from different areas and levels of an organization and help specialized departments coordinate with other departments (Marketing give input to engineering). *Managers act as linking pins* -Command or Task Groups: Command=Consist of managers and the employees they supervise (hired to be part of command group). Are part of the same functional area. Task=Employees selected to work on a specific objective. Cross-functional 2 Types of Task Groups: ->Task Force: Temporary group formed for a specific purpose (project teams, project management) ->Standing Committee: A permanent task group that works on continuing organizational issues. Membership is rotated every year to bring new ideas Global Virtual Teams: Teams whose members are physically located in different places but work together as a team. Group Size... -Groups are larger than teams and size is the span of management (Freeriding=Members rely on others to carry their workload due to too large of a group) -Connections (5-9 member relationships and performance): Our brain works best when holding between 5 and 9 items. Groups of less than five break into pairs and more than 9 causes team communication to fail since the group is too large. -Size affects management since the larger the size, the more formal/autocratic the leadership must be. Teams are small and more effective -Break large groups down for better performance Group Composition... -Def: The mix of members' skills and abilities (affects performance) -Include diverse individuals with complementary skills rather than everyone having the same skills (use cross-functional ones) -Quality of team leadership is crucial and the leader must be able to structure the group and perform well -Make sure size of group is appropriate and make sure objectives are clear!

Unions and Labor Relations (pg. 337-339)

Labor Union: Organization that represents employees in collective bargaining with the employer over wages, benefits, and work conditions (retention) Labor Relations/Union Management/Industrial: Interactions between management and unionized employees. National Labor Relations Act (Wagner Act): Oversees labor relations in the US by conducting union elections, hearing complaints, and issue injunctions Why do workers join unions? ->Dissatisfaction with working conditions and gain more money or benefits. Collective Bargaining: Negotiation process resulting in a contract between employees and management that covers employment conditions (compensation, hours, and working conditions) -Collective bargainers can agree to mediators from the Federal Mediation and Conciliation Service -Mediator=Neutral party to settle disagreements -Arbitrator=Makes a binding decision that management and labor must adhere Union Organization Process (pg. 338): 1.) Initial organization activities 2.) Sign authorized cards (need 30% of employees) 3.) Determine bargaining unit 4.) Election (need over 50% to vote for the union) 5.) Certification (not certified, union is out)

Orientation Programs, Onboarding, and Newcomer Socialization (pg. 326)

Orientation: The process of introducing new employees to the company and their job. -Is critical for their future success -Developed by HRM department and have personnel policy handbook -Include: Description of organization/department functions, specifications of job tasks and responsibilities, explanation of standing plans, a tour, and introduction to coworkers -Onboarding=Socializing new hires and developing relationships (is invaluable to company success) *Communication is key! -Newcomer Socialization=Process which new employees acquire knowledge, skills, behavior, and attitudes required for success in the firm.

Yellow College is a four-year degree granting institution. Undergraduate students can choose from more than 70 different majors. The college is organized by academic departments. What type of departmentalization does this statement illustrate?

Product (service)

Handling Problem Members (pg. 291-293)

Silent Type: Being silent does not allow all group members to give input and you need all group members to contribute. Leader should encourage silent member to share (use "round robin") and enforce no interruption so they can fully share. Talker: Talkers like to dominate conversations preventing other members to share. Tend to interrupt others and can cause conflicts. Leader should slow talkers down (since they talk fast) and not let them dominate the group. Use rotation method so all members get a chance to talk. Wanderer: Distract the group from the agenda and change the subject to complain/gossip. Bored Member: Members who are not interested in the meeting and do not participate or pay attention. May also feel superior and overestimate the value they bring to the team causing them to not listen. Try calling on them to make them participate or make meetings more exciting. Arguer: Likes to be the center of attention and argue rather than helping the group. Create win-lose situations and cannot stand losing. Avoid this by plussing (add to what people say to make it better) Social Loafer/Free Loader: Selfish slackers who withhold their own effort and fail to perform their share of the work. They rely on other people to do their work and want to take the credit.

Status Within the Group (p. 280)

Status: The perceived ranking of one member relative to other members in a group (influence interactions between members) -Based on many demographic factors (performance, job title, seniority, appearance, education, gender) -High-status members have more influence over the group and its development/performance -In command groups, boss has high-status Status Congruence: Acceptance and satisfaction members receive from their group status.

Chain of Command/Scalar Principle

The clear line of authority from the top to the bottom of an organization, forming a hierarchy. -All members should know who they report to and who reports to them -Clearer and used in mechanistic organizations

Recruiting (p. 319-320)

The process of attracting qualified candidates to apply for job openings (people need to know about the job opening). Not about getting lost of applicants, but attracting qualified ones. -Internal Recruiting/Mobility: Filling job openings with current employees. Use horizontal or vertical moves (promotions within) -Employee Referrals: Employees refer external friends or relatives to apply for positions (based on networking) -Walk-ins: Go to the company to apply on the spot -Outside Organizations: Recruiting that takes place at high schools, colleges, professional associations, job fairs, career conferences. Good for recruiting entry level people with no experience -Agencies: Temporary (part of full-time help for a limited time), Public (nationwide state employment services that provide candidates to employers at no/low cost), Private (privately owned and charge a fee to connect candidates with jobs). "Headhunter" or executive recruiters specialize in recruiting managers or those with high levels of experience. -Advertising/Internet: Help-wanted signs, displaying on company website with link to apply, newspapers having ad for job opening, Indeed.com or other online hiring websites.

Job Simplification (p. 245)

The process of eliminating or combining tasks and/or changing the work sequence to improve performance -Makes jobs more specialized -Common in mechanistic orgs -Work smarter, not harder Broken down into 3 steps: -Eliminate: Does the task need to be done at all? -Combine: Can you do similar things together? -Change Sequence: Can you change the order of doing things to save time?

Job Design (aka Work Design or Job-crafting) (p. 244)

The process of identifying tasks that each employee is responsible for completing. -Doing what must be done to accomplish the mission and objective -Affects job satisfaction and productivity -Gives accountability for task performance and fits in the organizational culture Ex: Tesla designed jobs also based on function

Strategic Human Resources Planning (pg. 318)

The process of staffing the organization to meet its objectives. -Provide the right kinds of people in the right quantity with the right skills and traits that fit the company culture. -Retrenchment causes layoffs and growth needs hiring employees Job Analysis: Determining what the position entails and the qualifications needed to staff it. Results in a job title ->Job Description=Tasks and responsibilities of a position (skills needed, what you do on the job, realistic job preview) ->Job Specification=Qualifications needed by the person who is to fill the position (culture fit, educational background/degree needed)

Training and Team Leadership (p. 285)

Training: Benefit the company and employees, teaches skills that are useful in group settings. Organizational Development team-building programs are helpful. Group Manager: Takes responsibility for performing the four functions of management (directive leader) -Should be team-guiding, not the boss Team Leader: Empower members to take responsibility for performing the management functions and focus on developing effective group structure and group process and on furthering group development (empowering leader) -Don't have the term "management" in their title

Job Characteristics Model (JCM) pg. 246

Uses a complex model to guide job design to make the job more interesting based on the job itself (core job dimensions), characteristic of employee doing the job (critical psychological state), and the employee's interest in having an enriched job (growth-need strength) -Can increase motivation, satisfaction, and improve job results -Used by consultants or large organizations

Size (Organization) pg. 228

-As a firm grows, the more formal and mechanistic their structure is (some can be organic by using more custom-made products like Google and Facebook)

Selection Interviewing (pg. 323-325)

-Ask all candidates the same interview questions so you can compare them accurately. Ask open-ended questions for critical thinking -Complete Interview Preparation Steps: 1.) Review job description and specifications 2.) Prepare realistic job preview 3.) Plan the type of interview 4.) Develop questions for all candidates 5.) Develop a form 6.) Develop questions for EACH candidate -Do not rush, stereotype, or hire people exactly like you. Consider everything the candidate has to offer -Compare each candidate and choose who is the best fit and ask coworkers their thoughts. Interviewing Steps: 1.) Open the interview 2.) Present realistic job preview 3.) Ask questions 4.) Introduce top candidates to coworkers 5.) Close the interview

Coordination and Collaboration pg. 230

-Backbone of work processes -Ensure all departments and individuals work together -Coordination improves team and frim performance and is easy in mechanistic orgs Differentiation: The need to break an organization into departments Integration: Coordinate the departmental activities (balancing act)

Technology (Organization)

-Changes in technology are disruptive and require a change in structure -Mechanistic approach worked well with mass-production technology and organic worked well with small-batch products long-run process techniques

Verbal Warning and Reporting Violations (pg. 316-317)

-Clear harassment should be reported or give the person a warning -Some behaviors are not harassment and you should ask the person their intentions or if they same something offensive, tell them it hurt you -Legal employee contracts causes people to use arbitrations (employee not discuss the case with anyone in return for money) rather than courts. Protects the company from getting bad press -There is less incentive to stop the illegal activity causing people to have multiple scandals (created the "me too" movement) -Policies inform how to report misconduct, but not policy is found, go to HR first but if they do not help, go to the EEOC or you can get a lawyer and sue the company.

Strategies and Structure (Organization)

-Companies organizational structure must be designed to achieve strategic objectives -As companies change strategies to adapt to external environment, they change their structure -CEO's can come up with new strategies (Facebook Messenger) and they need to reorganize their top management team structure to implement change

Decision Making and Conflict Resolution (p. 281-282)

-Decision-making authority is held by the manager in groups and in teams is held by members through empowerment. -Will have to deal with conflict *Graph of Dimensions of Group Processes on page 282*

Risk Taking by Entrepreneurs and Intrapreneurs (pg. 210)

-Risk taking is higher in entrepreneurs, but they do not fear failure -Entrepreneurs do not get a real paycheck, but get profits or losses and risk personal assets as an investment they could possibly lose -Give up opportunity costs and risk job security -Do not quit day job before starting the business just in case it fails. -Intrapreneurs have no risk of personal investments and if the venture fails, they can return to their regular job. Also maintain their salary and can get raises/part of the profits, but they work long hours

Conduct Meetings (p. 289-290)

-Develop positive norms. Respect is most important and respect members time, be honest, do not interrupt, avoid multitasking -At the first meeting, put people at ease from the start by answering questions and telling them what they will get out of the meeting. Do introductions, objectives, role of assignments, and exchange contact information (in that order). Schedule a break for members to interact and enforce norms. 3 Parts of a Meeting: 1.) Identify Objectives: Review progress to date, the group's objectives, and purpose of the meeting. A secretary should be appointed to record actionable items 2.) Cover Agenda Items: Stick to the agenda and keep discussion on track. Discuss agenda items in order and watch the time to make sure you do not go late. Give members more time if needed, but be open-minded 3.) Summarize and Review Assignments: The leader should summarize what took place at the meeting and what it accomplished. Review assignments given to make sure members know what they must be working on and when it is due. Need accountability!

Working With Group Members (pg. 293-294)

-Do not embarrass, intimidate, or argue with other group members -Get group back on track if they are distracted -Do not let members bully each other or cause conflict -Can discuss matters in private to not single someone out during a meeting

Retaining Employees (pg. 333-334)

-Employees are expensive to fire/rehire, so create a work environment that makes them want to stay Compensation: The total of an employee's pay and benefits. -Affects both attracting and retaining employees -Pay level is crucial and those with low levels tend to have employees leave more easily (McDonald's) -Avoid pay discrimination (men tend to ask for more money and make more than women) 3 General Pay Methods: 1.) Wages (paid on an hourly basis) 2.) Salary (based on time like a week, month, or year and paid regardless of hours worked) 3.) Incentives (pay for performance like commissions, piece rate, merit raises, and bonuses) -Use job evaluation to determine the worth of each job relative to others within the company to estimate how much to compensate employees (higher grade of the job, higher pay)

Organization and the Environment (pg. 228)

-Environment affects organizational structure. 2 forms that are more effective in different environments... 1.) Mechanistic Organization: Bureaucratic organizations, focusing on following procedures and rules through tight controls and specialized jobs, with top managers making decisions -Works well with STABLE environments where uniformity and traditional command and control are important. 2.) Organic Organization: Flexible organizations with minimal focus on procedures and rules, broadly defined jobs, and decisions made at lower levels -Works well with DYNAMIC environments *Companies tend to be in between the two (Tesla), but some parts can be mechanistic (manufacturing) while others are organic (research, design, marketing) *Structure of the firm must align with the environment in which it operates and the culture*

Human Resources and the Legal Environment (pg. 312-314)

-HRM department makes sure the company is complying with the law -Equal Employment Opportunity (EEOC) law makes is illegal for companies to discriminate against an applicant due to race, gender, sexual orientation, age, ethnicity, disability, etc. -States have their own laws such as drug testing, and minimum wage that companies must follow -On a job application or during an interview, it is illegal to ask discriminatory questions and questions must relate to the job. *You can legally discriminate if there is a bona fide occupational qualification (A qualification that may be discriminatory but it is reasonably necessary to normal operation of the company). Ex: Need an applicant for a job teaching Jewish classes, so you need to hiring a Jew.

Planning Meetings (p. 288)

-Must be prepared for the meeting for it to be effective! -Ask if the meeting is necessary and why. Inform everyone of its importance and objective. Try to limit meetings that are informational and can be emailed -Limit attendees since too many people slows things down. Make sure attendees are prepared and know what is expected of them beforehand. -Create an agenda beforehand. Identify activities that will occur and have a set time for each item -Ask employees what date, place, and time works best for them. When travel is needed, have fewer meetings than if attendees are close. Seating should allow eye contact and easy communication. Set meeting for about 30-90 minutes. -Leader must determine appropriate management style based on groups development stage and agenda for a good discussion.

The Sales Pitch (pg. 214-215)

-Need sales to be successful -Need an elevator pitch (1-2.5 min) that tells your story and sells the business -Know your financials, nod and smile, be interactive, tell your story/journey about why you started -Pitch the product/service to the customer and show them how it benefit them.

Flexibility

-Needed in dynamic environments that do not follow rule-based structures -Good for organic orgs -Flexibility needs accountability

Team Rewards and Recognition (pg. 287)

-Pay raises, praise, promotions incentivize people to do better 3 ways employees can be recognized/rewarded: 1.) Nonfinancial: Have formal and informal meetings or award ceremonies to recognize accomplishments (lunch/dinners, plaques/certificates, coffee mug, etc.) 2.) Skill-Based Pay: Paying employees for learning additional skills to perform multiple jobs (good for self-managing teams with complex tasks) 3.) Gainsharing and Profit Sharing: Employees share financial gains through increasing productivity, decreasing costs, and improving quality.

Authority vs. Power pg. 232

-Power is on a broader scope -Company gives managers and employees formal authority to do the job, but managers are given hierarchical power Power: The ability to influence others

Challenges to Contemporary Organizational Designs (p. 243)

-Staying innovative over time is hard due to environmental changes -Reengineering: The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in contemporary measures of performance like cost, quality, service, and speed. -No incremental change (big improvements) -Throw out old organization charts to reengineer a new one (Health care in U.S. needs reengineered)

Unity of Command and Direction pg. 230

-Unity of Command: Each employee reports to only one boss (having multiple bosses causes confusion and conflicting feedback) -Unity of Direction: All activities be directed toward the same objectives *Enforced in mechanistic organizations

Health and Safety (pg. 337)

-Workplace safety is crucial and most injuries are caused by human error -Companies must meet safety standards like Occupational Safety and Health Administration (OSHA) and submit onsite inspections/incidents -HR is mainly responsible for coordinating safety, but managers should enforce the rules (Toby trying to do safety training, but Dwight was being an ignorant slut and Michael wanted to play with the bailor)

Priority Determination Questions (pg. 249)

1) Do I need to be personally involved because of my unique knowledge or skills? 2) Is the task my responsibility or will it affect the performance or finances of my department? 3) When is the deadline and is quick action needed? Assigning Priorities -Delegate: If the answer to question 1 is no, the task is delegated and not necessary to answer questions 2 and 3. Planning how to delegate the task is now a priority. -High: Assign the task at a high priority if you answer yes to all 3 questions. Try not to have too many H's because you will lose focus on what's most important -Medium: Assign the task a medium priority if you answer yes to question 1 but no 2 or 3. -Low: Assign low priority if you answer yes to question 1, but no to both 2 and 3.

The Delegation Process (pg. 254 model 7-1)

1) Explain the need for delegating and the reasons for selecting the employee (understand why assignment needs completed and make employees feel valued) 2) Set objectives to define responsibility, level of authority, and deadline (clearly state the objective and deadline) -Define the level of authority the employee has (inform, recommend, or full) -Set clear deadlines to create pressure to get the job done -Notify the manager if deadline cannot be met 3) Develop a plan (accomplish tasks based on employee's capability level and provide clear instructions) 4) Establish control and checkpoints and hold employees accountable (multiple step tasks that take longer to complete should have progress updates. Don't micromanage!)

Stages of Group Development (p. 283-285)

1.) Forming/Orientation Stage: Low development level. Autocratic management style (manager tells group what to do) and members are just starting to work together making the structure, leadership, and objective unclear. Used mostly in task groups with clear beginnings. 2.) Storming/Dissatisfaction Stage: Moderate development level. Consultative management style (manager is highly directive but also includes employee inputs) and members become dissatisfied with the group the longer they work in it. Need to work on structure and process issues. 3.) Norming/Resolution Stage: High development. Members develop competence and become more satisfied with their group and make friendships. Performance and structure improves. Participative management style (You and group members share decision making) 4.) Performing/Production Stage: Outstanding development. Commitment and competence do not fluctuate and group works as a team with high satisfaction and productivity. Empowerment stage (You give group members the authority to do their own task their own way). Self-directed team 5.) Termination/Adjourning Stage: Task groups terminate and members leave the group but there is no need for a management style (does not usually occur in command groups)

The Entrepreneur Process (pg. 211-214)

1.) Selecting the New Venture: Select what the business will be and which industry it competes with. Offer a product/service that fulfills a real need. Create a competitive advantage for yourself and first-mover advantage (offering a unique customer value before competitors do). Imitation strategies can also be profitable, but do your research to do it correctly 2.) Planning the New Venture: Plan to start the new business. Create a business plan (written description of a new venture and the steps for achieving it). Need to know how to make a profit and when the venture will be profitable. 3.) Financing the New Venture: Need to know where to get money and if you need capital from outside investors. Most startup money comes from the entrepreneur themselves, but you may need partners to help support you. Do not start with too little capital, borrow from lenders and investors (but show them your business will sell). Use crowdfunding and get money online through GoFundMe. 4.) Controlling the New Venture: Determine who will financially control the business and make decisions. Have 2 options: Debt (loans) and Equity (give others part of the ownership and repay with interest). Do not give up too much ownership and keep the business plan on track.

Common Contemporary Organizational Designs (p. 241)

1.) Team Organization: Multiteam System=Networks of interdependent teams that pursue shared goals. -Teams use organic decentralized decision-making authority (ex: Amazon) 2.) Network Organization: Network=Boundaryless interrelationships among different organizations. -Create multiple kids of relationships and use cross-functional and cross-firm teams (ex: Google and Facebook are frenemies) 3.) Modular Organization: Design and market products and outsource manufacturing to contractors that change over time (Nike and Reebok). Can purchase products read-made or buy all the parts and assemble the products (Dell and RCA) 4.) Virtual Organization: A continually evolving network of contingent workers (temporary or freelance workers) and companies that unite temporarily to exploit specific project opportunities or attain strategic advantages (ex: Second Life) -Has no central hub. Each independent worker/company selects which companies it wants to network with 5.) Learning Organization: Everyone in the firm is engaged in identifying and solving problems to improve and achieve the firms objectives through knowledge sharing within and outside the firm. -No agreement about how the learning organization looks or operates and it's not on an organization chart 6.) Platform Organization: Used to connect buyers and sellers and utilize the shared economy (ex: Uber connecting riders and driver and Airbnb connecting renters and home owners)

Organization Chart (pg. 237)

A graphic illustration of an organization's management hierarchy and departments and their working relationships -Box represent a position and lines represent reporting/communication -The Level of Management Hierarchy: Is a top-down structure showing levels of management (CEO is on very top with president below that, VP under them, then regional managers, then supervisors) -Chain of Command: Vertical lines show who reports to who -Division of any type of work: Divide work by product type/brand (Buick, Cadillac, Chevy). Managers serve as linking pins coordinating the divisions work -Departmentalization: How the firm is divided into permanent work units

Micromanagement

A management style generally used as a negative term for when a manager closely observes or controls the work of his or her employees. -"Old-fashioned" or bossy managers -Managers only give authority to inform or recommend -Common with centralized authority

Human Resources Department (pg. 310-311)

Advises and assists all other departments in the company. Performs each of the four functions of the HRM process. -Maintain records (track attendance, sick/vacation time, payroll, benefits, safety), audit, and control -Do a lot of paperwork and communicating with employees to do things properly -The smaller the firm, the wider the job responsibility for HR and vice versa. -Many firms outsource parts of their HRM functions which helps the company but can cause less jobs in HR organizations, but creates more jobs within HR consulting firms. -Society for Human Resource Management (SHRM) advocates for national HR laws and policies and train and certify HR professionals in specialty areas. Also lets people network and learn from their peers. -Managers need HR skills like planning, attracting, developing, and retaining.

Sexual Harassment and Romance Policies (pg. 315-316)

Harassment: Unwelcome conduct based on race, color, religion, sex, national origin, age (40 or older), disability, or genetic information. -Includes incivility (bullying) -Becomes unlawful when the harassment is not disciplined, creates a work environment that people consider hostile or abusive. -HR is responsible for stopping and controlling harassment. Sexual Harassment: Sex discrimination that includes unwelcome sexual advances, requests for sexual favors, and verbal or physical conduct of sexual nature. -Explicitly or implicitly affects employment or work performance and creates a hostile, offensive, intimidating work environment. 2 Major Types... 1.) Quid Pro Quo: Occurs when sexual consent affects job outcomes like getting a job or promotion (Men abused their power to get female employees to give them sexual favors) 2.) Hostile: Unwelcome sexual behavior creates and intimidating and offensive workplace for anyone Romance Policies: Sexuality at work detracts from productivity. Romance be disruptive and create unfairness/favoritism. Can lead to sexual harassment -Romance in workplace can cost people their jobs and companies lots of money due to scandals

Organization Questions pg. 229

Must answer 6 questions when organizing... 1.) To whom should departments/individuals report? 2.) How many individuals should report to each manager? 3.) How should we subdivide the work? 4.) How do we get everyone to work together? 5.) What level should decisions be made? 6.) How do we organize to meet the mission and strategy?

New Venture Entrepreneurship (pg. 209)

New Venture: A small business or new line of business (bring innovation and change) -Entrepreneurs commonly start small business ventures (use franchising to start expanding) Intrapreneur: Someone who starts a new line of business within a larger organization -Also called corporate or organizational entrepreneurs

Work Teams (pg. 247-248)

Teams are redesigning jobs and having teams design their own job is a form of job enrichment. Integrated Work Teams: Manager is responsible for job design of team members and can use job simplification or expansion. Can be used with project management Self-Managed Work Team: Assigned a goal and team members plan, organize, lead, and control to achieve the goal. Operate without a designated manager and the team is both a manager and a worker. Teams evaluate each others performance.

Training and Development (pg. 326-327)

The ADDIE Model: Assess training needs, design the training, develop content, implement it, and evaluate results. Training: Teaching employees the skills necessary to perform a job (addresses technical skills of nonmanagers) Development: Ongoing education to improve skills for present and future jobs (not normally used on the job) Off-the-Job Training: Conducted away from the work site, often in a classroom setting. -Vestibule Training=Develops skills in a simulated setting (training room where cashier learns the job) On-the-Job Training: Done at the worksite with resources employees use to perform the job. -Usually conducted by a manager and by smaller companies Job Instructional Training (JIT): Popular method used worldwide. Uses teaching by demonstration supported by evidence-based management. 4 Steps 1.) Preparation of the trainee (explain task objective) 2.) Presentation of task by the trainer (how to do task) 3.) Performance of task by trainee (correct if needed) 4.) Follow-up (tell them who they can ask for help) Microlearning: Keep lessons short due to decreased attention spans. Make lessons quick with a quiz at the end to enforce learning -Develop technical, interpersonal, and decision-making skills

Job Expansion (p. 245)

The process of making jobs less specialized. -Aim for organic structure to give employees more job autonomy and develop their own skills/abilities Job Rotation: Performing different jobs in some sequence, each one for a set period. Ex: Employees making cars on assembly line can rotate so they each get to work on a different part for a certain amount of time -Cross-Training=Employees learn to perform different jobs so they can cover when someone is not at work Job Enlargement: Adding tasks to broaden variety. -Prevents a repetitive job from being boring Job Enrichment: The process of building motivators into a job to make it more interesting and challenging. -Get employees fully engages at work so they are satisfied and productive -Delegate more responsibility to the employee -Use flexible work arrangements like... ->Telecommuting: Employees work remotely ->Flextime: Employees select their working hours within certain hours ->Compressed Workweek: Employees work more hours per day and fewer days per week (allow a three day weekend) ->Job Sharing: Two or more employees split one full-time job