MGMT 309 Exam 3 Study Guide

What is the Age Discrimination in Employment Act?

The Age Discrimination in Employment Act (ADEA) outlaws discrimination against people older than age 40.

What is the fair labor standards act?

The Fair Labor Standards Act (FLSA) establishes a minimum wage and mandated overtime pay for work in excess of 40 hours per week. Also forbade child labor.

Comprehensive Organizational Change Model

1. Recognize the need for change-analysis of the environment ex. High employee turnover 2. Set goals for change ex. Reduce turnover by 10% 3. Diagnose the change-why did this happen? 4. Select change technique-what are we gonna do 5. Plan for implementation-consider issues and impact 6. Actually implement 7. Evaluate and follow up

Lewin Model

The Lewin model describes change as having three steps: 1.In unfreezing, people recognize why the change is needed.2.The change is implemented.3.In refreezing, the organization reinforces the change so that it persists.

What is a contingency worker?

A contingent worker is not employed on a permanent or full-time basis. Categories of contingent workers include independent contractors, on-call workers, temporary employees, contract and leased employees, and part-time workers.

Line Authority

A line position is directly responsible for the achievement of the organization's goals. Line positions usually exercise authority through the formal organizational hierarchy. Line authority is generally thought of as the formal or legitimate authority created by the organizational hierarchy.

What is management by wandering around and how does it work?

A manager who uses the management by wandering around strategy walks around and talks with people within and outside the organization, including immediate subordinates and subordinates many levels distant in the hierarchy, vendors, and customers. This can be an excellent way for a manager to receive information that would not otherwise be available through their immediate network or formal organizational communication channels.

What is communication and what is the communication process?

Communication is the process of transmitting information from one person to another. Effective communication is the process of transmitting information in such a way that the receiver understands the message as the sender intended it. 1.The sender decides what information to transmit to the receiver. 2.Encoding means choosing words and/or nonverbal methods to convey the information. 3.A channel is the means of transmission, such as a website, text, or video call. 4.Decoding is the interpretation of the message by the receiver. 5.The receiver holds the information in their mind. The receiver's version may or may not match the sender's version.

Who enforces Title VII of the 1964 Civil Rights Act?

Equal Employment Oppurtunity Commision.

Human Resources

Human resource management (HRM) is the set of organizational activities directed at attracting, developing, and maintaining an effective workforce. Because employees are a major part of an organization's internal environment, HRM plays a critical role in both setting and implementing strategy. The human resource planning process includes job analysis and forecasting. •Job analysis is a systematic analysis of the organization's jobs. Job analysis produces a job description, or a list of the duties, working conditions, and resources used to perform the job. It also produces a job specification, which is a list of the skills, abilities, knowledge, etc. needed to perform the job. Managers can use this documentation to hire qualified people and determine how much to pay them.•Forecasting human resource demand and supply involves estimating the organization's future need for certain skills (demand) and the number of people within the organization and in the external labor market with those skills (supply). To track internal supply, an organization may use an employee information system or skills inventory.

Job Enlargement

Job enlargement increases the number of tasks an employee performs. Having a variety of tasks is intended to increase satisfaction. However, job enlargement increases training costs; employees often believe they should be paid more; and the job may still be boring.

Job Specialization

Job specialization, which evolved from Adam Smith's concept of division of labor, concerns the degree to which the work of the organization is divided into smaller tasks. At one extreme, an unspecialized job would be held by a self-employed entrepreneur with no employees who does all of the work of the business alone. At the other extreme, a very large organization may have thousands of specialized jobs that each do a very small part of the work of the organization. Job specialization helps organizations in four ways: •Employees who do small, simple tasks become good at them. •Employees lose less time to task switching since they are doing fewer tasks. •Specialized equipment can be developed to help with a very specific job. •It is easy and inexpensive to train replacement workers. Job specialization also has downsides: •Employees with very narrow jobs tend to become bored and thus unhappy. •When each worker does only a small part of the work, work must be handed off many times, each time resulting in some loss of efficiency.

Labor Relations

Labor relations is the management of employees who are represented by a union. •The National Labor Relations Act (NLRA), also known as the Wagner Act, spells out procedures by which employees can establish labor unions and requires organizations to bargain collectively with legally formed unions.•The Labor-Management Relations Act, also known as the Taft-Hartley Act, limits the power of unions and specifies management rights during a union-organizing campaign.

What is noise?

Noise is any phenomenon that may disrupt the communication. •External noise comes from someone or something other than the parties directly involved in the communication (e.g., background noise that makes it hard to hear, an email mistakenly routed to a spam folder). •Internal noise occurs in the mind of one or more of the parties (e.g., formulating the idea in words the receiver does not understand; being distracted by another window on one's computer screen; being preoccupied with unrelated thoughts).

Organizational Change

Organization change is any substantive modification to some part of the organization. Organization change can be prompted by external or internal forces.

Organizational Structure

Organizing is deciding how to arrange and assemble certain elements so an organization will be as successful as possible. Managers have many options for how they build an organizational structure. The activity of organizing can be thought of as having two stages: selecting elements and then deciding how to put them together. When determining organizational structure, managers make decisions about six elements: •Designing jobs •Grouping jobs •Establishing reporting relationships between jobs •Distributing authority among jobs •Coordinating activities among jobs •Differentiating among positions

Resistance to Change, what is it? Why does it happen? (How do employees resist change?)

People resist change for a variety of reasons, which managers must address. Here are some of the most common reasons people are reluctant to change: •Change is inherently uncertain, so people often feel anxious about whether the change will negatively affect them. •Threatened self-interest arises when people know the change will reduce their influence or cause the organization to value their jobs less. •Sometimes people resist a change because they disagree with it. They have different perceptions of the situation or different opinions about the best response, and so they try to block the manager from acting. •Employees may feel a sense of loss during organization change, as their jobs, procedures, systems, status, and workplace relationships change.

Growth-need Strength

People with a strong desire to grow, develop, and expand their capabilities (indicative of high growth-need strength) are expected to respond strongly to the presence or absence of the basic job characteristics (skill variety, task identity, task significance, autonomy, and feedback); those with low growth-need strength are expected not to respond as strongly or consistently. JOB CHARACTERISTICS APPROACH - managers improve jobs along five dimensions in an effort to improve motivation, job performance, and job satisfaction, while reducing turnover and absenteeism.

What is a planned change?

Planned changes are made in anticipation of future events. Managers who are aware that their organization may need to deal with a natural disaster (e.g., a hurricane), political upheaval (e.g., violent overthrow of the government), technological disruption (e.g., invention of a new product by a competitor), or other sudden changes should develop well-thought-out plans to deal with these anticipated disasters.

What are interpersonal relations?

Positive interpersonal relations have a number of beneficial effects for the organization (negative interpersonal relations have the opposite effects): •Some employees have high needs for social affiliation, and positive interpersonal relations with colleagues can help satisfy these needs.•Interpersonal relations provide social support that can serve as a buffer against the disappointments and frustrations of work. Coworkers can often sympathize with a job-related setback better than family or friends can because they share a common frame of reference.•Good interpersonal relations can be a source of synergy in an organization, as people who support one another can accomplish much more than people who do not work well together.•Strong interpersonal relationships allow managers to understand employees' strengths and weaknesses, predict how employees will react to specific situations, and choose the most effective strategies to motivate them.

Once Mercedes-Benz decided it was going to move its headquarters, it wanted to find a site with lower business taxes, lower cost of living for employees, and better quality of life for employyes. Mercedes was at which step in the comprehensive organization change model?

Set goals for change.

What is the grapevine?

The grapevine is an informal communication network that often does not coincide with formal channels of authority and communication. Activity on the grapevine tends to increase during times of organizational stress, such as during mergers or downsizing. Information conveyed through the grapevine tends to be highly accurate. Managers can reduce grapevine communication by communicating openly, and they can use the grapevine themselves to gain information.

Span of Management

The span of management, also called the span of control, exists on a spectrum from narrow to wide. With a narrow span of management, a supervisor has few direct reports; with a wide span, a supervisor has many reports. The span of management impacts how tall or flat an organization is. Factors that permit a wide span of management are as follows: •Well-trained employees •Close physical proximity •Technology that facilitates communication •Little work for the manager other than supervising reports •Little interaction needed between manager and subordinates •Existence of standard procedures for most activities •High task similarity across jobs •Few new problems requiring the manager's assistance to solve •Managers who prefer to empower employees •Employees who prefer to be self-directed

What is nonverbal communication?

When present in an exchange, the nonverbal element is a major component of communication. Nonverbal communication either does not use words or uses words to carry more meaning than that of the words themselves. It may involve facial expressions, body movements, physical contact, proximity between communicators, eye contact, gestures, images, attire, and settings. It also includes auxiliary aspects of verbal communication, such as word choice, tone, volume, and pauses. In digital communication, emoticons are the "facial expressions" that accompany the written words.

Job Rotation

With job rotation, employees are intentionally moved from one position to another. High-skilled jobs are not appropriate for job rotation because they cannot be performed well if the employee in the job is always new to it. Therefore, the primary reason organizations use job rotation is to train workers on lower-level skills.

What is Title VII of the Civil Rights Act of 1964?

a federal law that prohibits employers from discriminating against employees on the basis of sex, race, color, national origin, and religion.

What is process innovation?

changes in the way products or services are manufactured, created, or distributed. Whereas managerial innovations generally affect the broader context of development, process innovations directly affect manufacturing.

What is proxemics?

the distance we stand from someone as we speak, known as proxemics, has meaning. In the United States, standing very close to someone you are talking to generally signals either familiarity or aggression.