MGT 312 Final Exam Ch. 10, 11, 12, 13, 14, 16

4 Age Discrimination what Managers should

1) recognize that this type of discrimination is much more pervasive 2) make hiring and promotion decisions based on qualifications, not this type of discrimination 3) monitor the extent to which older employees receive training 4) ensure that younger and older workers interact with each other

4 Racial or Ethnic Discrimination what Managers should

1) start by looking at the numbers (hiring rates, promotion rates) 2) survey employees level of satisfaction 3) eliminate unclear selection and promotion criteria 4) train those who make hiring and personnel decisions

3 Diversity and Difference levels

1) surface level 2) deep level 3) social integration

4 Learning and Effectiveness Paradigm benefits

1) values common ground 2) makes a distinction between individual and group differences 3) less likely to lead to conflict, backlash, divisiveness 4) focuses on bringing different talents and perspectives together

A common misconception is that workplace diversity and affirmative action are.....

A common misconception is that workplace diversity and affirmative action are the same, yet these concepts diver in several critical ways, including their purpose, how they are practiced, and the reactions they produce.

Affirmative action

Affirmative action - purposeful steps taken by an organization to create employment opportunities for minorities and women. - affirmative action does not equal diversity - affirmative action is punitive action - affirmative action fixes past discrimination * giving preference * what are you doing to promote, select minority classes * positive action to fix past issues

Age discrimination

Age discrimination- treating people differently because of their age - protects people over the age of 40 - fuzzy standard around 38-39 - people want to get rid of 40-65 because they tend to make more money

Conscientiousness

Conscientiousness- the degree to which someone is organized, hardworking, responsible, persevering, and thorough and achievement oriented.

How teams increase customer satisfaction

Create work teams that are trained to meet the needs of the customers

Emotional stability

Emotional stability- the degree to which someone is not angry, depressed, anxious, emotional insecure and excitable.

Constructive Discharge

Ex- heart condition but would not quit so they made him stack railroad tiles. Constructive discharge occurs when employees claim that their working conditions were so intolerable that they were forced to quit.

Extraversion

Extraversion - the degree to which someone is active, assertive, outgoing, sociable, talkative and energized by others.

Personality

Personality- the relatively stable set of behaviors, attitudes, and emotions displayed over time that makes people different from each other.

Div & Aff Practice second diff

can exist even if organizations don't take purposeful steps to create it vs a policy for actively creating diversity

Extraversion

degree to which someone is active, assertive, gregarious, sociable, talkative, and energized by others. In contrast to extraverts, introverts are less active, prefer to be alone, and are shy, quiet, and reserved. For the best results in the workplace, introverts and extraverts should be correctly matched to their jobs

Agreeableness

degree to which someone is cooperative, polite, flexible, forgiving, good-natured, tolerant, and trusting. Basically, agreeable people are easy to work with and be around, whereas disagreeable people are distrusting and difficult to work with and be around

Disability according to Americans With Disabilities Act

mental or physical impairment that substantially limits one or more major life activities

Div & Aff third diff

not required by law vs required by law for private employers w/fifty or more employees

Sex Discrimination often associated with

the so-called glass ceiling, the invisible barrier that prevents women and minorities from advancing to the top jobs in organizations

Age Discrimination def

treating ppl differently in hiring, firing, promotions, or compensation due to age

Disability Discrimination

when ppl are treated differently because of their disabilities

Racial or Ethnic Discrimination

when ppl are treated differently because of their race or ethnicity

Sex Discrimination

when ppl are treated differently because of their sex

2 Organizational Plurality criteria

work environment where (1) all members are empowered to contribute in a way that maximizes the benefits to the organization, customers, and themselves, and (2) the individuality of each member is respected by not segmenting or polarizing people on the basis of their membership in a particular group

Normative decision theory

helps leaders decide how much employee participation should be used when making decisions

On the basis of research evidence, the two basic needs categories are ____.

higher-order and lower-order needs

On the basis of research evidence, the two basic needs categories are:

higher-order and lower-order needs

IAT

implicit association test which measures extent to which ppl associate positive or negative thoughts underlying assumptions or stereotypes with blacks or whites, men or women, young or old, or other groups

Fiedler's contingency theory

in order to maximize work group performance, leaders must be matched to the right leadership situation

Research at three universities has confirmed that two basic leader behaviors, ______ and ______, are central to successful leadership.

initiating structure; consideration

What is at the heart of motivation?

initiation, direction, and persistence

A company makes only one product. The company is carefully evaluating what it learned in becoming such a success to see if it could use the same strategy to expand internationally. Which perspective of the Balanced Scorecard is this manufacturer emphasizing?

innovation and learning perspective

Reinforcement theory says behavior is a function of ____.

its consequences

The foundation of HRM

job analyses, job description, job specification

Research shows that while initiating structure impacts primarily on ____, consideration impacts primarily on ____.

job performance; job satisfaction

job performance equation

job performance= motivation x ability x situational constraints

minority domination

just one or two people dominate team discussions

Three factors that determine favorability of a situation

leader-member relations task structure position power

Employee turnover

loss of employees who voluntarily choose to leave the company

Groupthink

members of highly cohesive groups feel intense pressure not to disagree with each other so that the group can approve a proposed solution

social loafing

occurs when workers withhold their efforts and fail to perform their share of the work

Normative controls should be used when:

organizational culture, values, and beliefs are strong

Diversity Pairing

people of different cultural backgrounds, sexes, or races/ethnicities are paired for mentoring. The hope is that stereotypical beliefs and attitudes will change as people get to know each other as individuals

In short, goal-setting theory says that

people will be motivated to the extent to which they accept specific, challenging goals and receive feedback that indicates their progress toward goal achievement

In Fiedler's contingency theory, the term ____ refers to the degree to which leaders are able to hire, fire, reward, and punish workers.

position power

McClellend's Learned Needs Theory identifies three needs. They are the needs for ____.

power, achievement, and affiliation

In equity theory, ____ refers to the fairness of the process used to make reward allocation decisions.

procedural justice

reinforcement

process of changing behavior by changing the consequences that follow behavior

employee involvement team

provides advice or makes suggestions to management concerning specific issues *do not have authority to make decisions

one way for managers to meet employees' higher-order needs is to create opportunities for employees to experience intrinsic rewards by ...

providing challenging work, encouraging employees to take greater responsibility for their work, and giving employees the freedom to pursue tasks and projects they find naturally interesting

In equity theory, ____ are others with whom people compare themselves to determine if they have been treated fairly.

referents

Affirmative Action def

refers to purposeful steps taken by an organization to create employment opportunities for minorities and women, does not guarantee diversity, an organization can create employment opportunities for women & minorities yet not have a diverse work force

2 factors to determine whether control is worthwhile

regulation costs and cybernetic feasibility

____ is the process of changing behavior by changing the consequences that follow behavior.

reinforcement

Transactional leaders ____.

reward followers for good behavior and punish followers for poor behavior

Transactional leaders:

reward followers for good behavior and punish followers for poor behavior

Alternative term for "internal recruiting"

"promotion from within"

4 types of intermittent reinforcement schedules

*2 are based on time and are called interval reinforcement schedules 1) fixed interval reinforcement schedule 2) variable interval reinforcement schedule *the other two are based on behaviors and are known as ratio schedules 3) fixed ratio reinforcement schedule 4) variable ratio reinforcement schedule

Forming

*First stage of team development -get to know one another, form impressions -some norms are established

Performing

*Fourth, Final state of team development -performance improves because the team has matured into an effective, fully functioning team -become loyal to one another -feel accountability for success/failure of the team

Storming

*Second Stage of team development -characterized by conflict and disagreement -members disagree over what the team should do and how they should do it -different personalities and work style may clash -establish team positions

Norming

*Third stage of team development -team members begin to settle their roles -group cohesiveness grows -positive team norms develop

inputs

- in equity theory, the contributions employees make to the organization -includes education and training, intelligence, experience, effort, number of hours worked, and ability

People who have higher levels of guilt....

- perform higher - work harder - feel like need to be doing more

Bureaucratic Control

-*top-down control* -the use of hierarchical authority to influence employee behavior by rewarding or punishing employees for compliance or noncompliance with organizational policies, rules, and procedures

Honesty

-Being truthful towards others -a cornerstone of leadership --> when leaders are honest, subordinates are willing to overlook their flaws

Blake/Mouton leadership grid

-Blake and Mouton used two different leadership behaviors, concern for people and concern for production, to categorize 5 different leadership styles -9,9 is the best --> team management: high concern for people (9) and high concern for production (9)

Gainsharing

-Companies share the financial value of performance gains, such as increased productivity, cost savings, or quality, with their workers *most effective in stable environments

Two kinds of charismatic leaders

-Ethical charismatics -unethical charismatics

Disparate treatment

-INTENTIONAL discrimination that occurs when people are purposely not given the same hiring, promotion, or membership opportunities because of their race, color, sex, age, etc.

Why study customer defections

-Maintain a new customer cost ten times as much as keeping a current one -customers who have left are much more likely than current customers to tell you what you are doing wrong -companies that understand why customers leave cannot only take steps to fix ongoing problems but can also identify which customers are likely to leave and can make changes to prevent them from leaving

what level of waste minimization produces the smallest minimization of waste? Which level produces the largest?

-Smallest: waste disposal -Largest: waste prevention and reduction

Adverse impact

-UNINTENTIONAL discrimination that occurs when members of a particular race, sex, or ethnic group are unintentionally harmed or disadvantaged because they are hired,promoted, or trained at lower rates

piecework

-a compensation system in which employees are paid a set rate for each item them produce

Human resource information system (HRIS)

-a computerized system for gathering, analyzing, storing, and disseminating info related to the HRM process

Self Control

-a control system in which managers and workers control their own behavior by setting their own goals, monitoring their own progress, rewarding or punishing themselves for achieving or for not achieving their self-set goals, and constructing positive thought patterns that remind them of the importance of their goals and their ability to accomplish them

Underreward

-a form of inequity in which you are getting fewer outcomes relative to inputs than your referent is getting --> occurs when a referent's O/I ratio is better than your O/I ratio -when people perceive that they have been under-rewarded, they tend to experience anger or frustration

Overreward

-a form of inequity in which you are getting more outcomes relative to inputs than your referent --> occurs when a referents O/I ratio is worse than yours -when people perceive that they have been over-rewarded, they experience guilt, but people have a very high tolerance for over-reward in that it takes a tremendous amount of overpayment before people decide that their pay or benefits are more than they deserve

Feedback control

-a mechanism for gathering information about performance deficiencies *after* they occur -improves both individual and organizational performance -downside= feedback comes after the fact

Concurrent control

-a mechanism for gathering information about performance deficiencies *as* they occur -attempts to eliminate or shorten the delay between performance and feedback about the performance

Feedforward control

-a mechanism for gathering information about performance deficiencies *before* they occur -monitors inputs rather than outputs -seeks to prevent or minimize performance deficiencies before they happen

360- degree feedback

-a performance appraisal process in which feedback is obtained from the boss, subordinates, peers, and coworkers, and the employees themselves

customer defections

-a performance assessment in which companies identify which customers are leaving and measure the rate at which they are leaving -closely monitoring customer defections and retention has a great effect on profits

Control

-a regulatory process of establishing standards to achieve organizational goals, comparing actual performance against the standards, and taking corrective action when necessary to restore performance to those standards -it is achieved when behavior and work procedures conform to standards and when company goals are accomplished

extrinsic

-a reward that is tangible, visible to others, and given to employees contingent on the performance of specific tasks or behaviors -ex: pay, company stock, benefits, and promotions

Assessment centers

-a series of managerial simulations, graded by trained observers that are used to determine applicants capabilities for managerial work -to select applicants who have high potential to be good managers

Equity theory

-a theory that states that people will be motivated at work when they perceive that they are being treated fairly -stresses the importance of perceptions (eye of the beholder) --> regardless of the actual level of rewards people receive, they must also perceive that, relative to others, they are being treated fairly

Income statements

-also called profit and loss statements -accounting statements that show what has happened to an organization's income, expenses, and net profit over a period of time

behavior observation scale (BOS)

-alternative to graphic rating scale -preferred for giving feedback and differentiate between poor, average, and good workers

Charismatic leaders can:

-articulate clear vision for the future -model values by acting in a way contingent with vision -communicate high performance expectations -display confidence to achieve the vision

Assumptions of Fiedler's contingency theory

-assess leaders by the conduct and performance of the people they supervise with -leaders are generally unable to change their leadership styles and they will be more effective if matched with the proper situation -assumes that the favorableness of a situation for a leader depends on the degree to which the the situation allows the leader to influence the behavior of group members

Evaluate

-assessing the extent to which the intervention actually changed workers' behavior -done by comparing behavior after the intervention to the original baseline of behavior before the intervention

The human resource management process

-attracting qualified employees -developing qualified employees -keep qualifies employees

Transactional leadership

-based on an exchange process in which followers are rewarded for good performance and punished for bad performance

job description

-basic tasks, duties, and responsibilities required of an employee holding a particular job

Why should companies satisfy lower-order needs first?

-because higher order needs will not motivate people as long as lower order needs remain unsatisfied -in practice, this means providing the equipment, training, and knowledge to create a safe workplace free of physical risks, paying employees well enough to provide financial security, and offering a benefits package that will protect employees and their families through good medical coverage and health and disability insurance -when people choose jobs or organizations, 3 of the 4 most important factors are lower-order needs

Charismatic leadership

-behavioral tendencies and personal characteristics of leaders that can create an exceptionally strong relationship between them and their followers

Supportive leadership

-being approachable and friendly to employees -showing concern for them and their welfare -treating them as equals -creating friendly climate

Internals

-believe that what happens to them is a result of their actions and choices -prefer participative leadership style

Externals

-believe what happens to them is caused by external forces beyond their control -more comfortable with a directive leadership style

Biographical data

-biodata -extensive survey that asks applicants questions about their personal backgrounds and life experiences -gather info about habits, health, money

Employee separation

-broad term covering the loss of employee for any reason

Nonfinancial rewards

-can range from vacations, t shirts, plaques

Disadvantages of pay plans

-can reduce the incentive that people have to work together

Performance appraisal errors

-central tendency error -halo error -leniency error

Two types of visionary leaders

-charismatic -transformational

Four components of transformational leadership

-charismatic leadership or idealized influence -inspirational motivation -intellectual stimulation -individualized consideration

Topics not allowed in interview

-children -age -disabilities -citizenship

waste treatment

-companies use biological, chemical, or other processes to turn potentially harmful waste into harmless compounds or useful by-products

Interview

-company representatives ask job applicants job-related questions to determine whether or not they are qualified for the job

Advantages of structured interview

-comparing applicants is much easier because they are all asked the same questions

Employee stock ownership plans (ESOPs)

-compensate employees by awarding them shares of the company stock in addiction to their regular compensation

Keeping qualified employee steps

-compensation -employee separation

Pay variability decisions

-concern the extent to which peoples pay varies with individual and organizational performance

Pay structure decisions

-concerned with interlay distributions -the extent to which people in the company receive very different levels of pay

higher-order needs

-concerned with relationships (belongingness, relatedness, and affiliation), challenges and accomplishments (esteem, self-actualization, growth, and achievement), and influence (power) -studies generally show that higher-order needs will not motivate people as long as lower-order needs remain unsatisfied

The internal perspective

-consists of the processes, decisions, and actions that managers and workers make within the organization -focuses on the internal processes and systems that add value to the organization -no matter what area a company chooses, the key is to excel in that area -usually leads managers to focus on quality

Participative leadership

-consulting employees for their suggestions and input before making decisions -help followers understand which goals are important and clarify the path to accomplishing them

Which reinforcement schedules work best?

-continuous reinforcement, fixed ratio, and variable ratio schedules -In organizational settings, all three consistently produce large increases over non-contingent reward schedules -managers should choose whichever of these three is easiest to use in their companies

control is a continuous, dynamic, cybernetic process because

-continuous: managers must repeat the process over and over again in an endless feedback loop -dynamic: control is not a one-time achievement or result and continues over time -cybernetic: requires daily, weekly, and monthly attention from managers to maintain performance levels at the standard

Unethical charistmatics

-control and manipulate followers -do what is best for themselves not the organization -want to hear only positive feedback -share info only beneficial to themselves -moral standards that put themselves before anyone else

Visionary leadership

-creates positive image of the future that motivates members and provides direction for future planning and goal setting

Special teams

-cross-functional team -virtual team -project team

De-norming

-decline in size, scope, goal, or members of team change

ways to restore equity

-decreasing or withholding their inputs (reduce effort) -increasing outcomes (asking for a raise or pointing out the inequity to the boss in hopes that they will take of it) -rationalize or distort inputs or outcomes (employees make mental or emotional adjustments in their O/I ratios or the O/I ratios of their referents) -changing the referent (people compare themselves with someone other than the referent they had been using for previous O/I ratio comparisons) -leaving

Position Power

-degree to which leaders are able to hire, fire, reward, and punish workers. -the more influence, the greater the power

Task structure

-degree to which the requirements of a subordinate's tasks are clearly specified. -in highly structured tasks, employees have clear job responsibilities, goals and procedures

tast structure

-degree to which the requirements of a subordinates tasks are clearly specified

Selection

-determine which applicants have the best chance of performing well on the job -gathering information about job applicants to decide who should be offered a job

Job evaluation

-determines worth of each job by determining the market value of knowledge, skills, and requirements needed to perform it

Measure

-determining the baseline frequencies of these behaviors -how often workers perform them

Four leadership styles in path-goal theory

-directive -supportive -participative -achievement oriented

How to determine whether companies have discriminated

-disparate treatment -adverse impact

Advantage of project teams

-drawing employees from different functional areas to reduce or eliminate communication barriers. -flexibility ---> once project is done, members can move on to next project

Leaders are different from nonleaders in the following traits:

-drive -strong desire to lead -honesty/integrity -self-confidence -emotional stability -strong cognitive abilities -good knowledge of the business

Commission

-employees earn a percentage of each sale they make -more they sell, more they earn -

Profit sharing

-employees receive a portion of organizations profits over and above their regular compensation

Equal Employment Opportunity Commission (EEOC)

-employers may not discriminate in employment decisions on the basis of sex, age, religion, color, national origin or disability

Quid pro quo sexual harassment

-employment outcomes such as hiring, promotion, or keeping ones job, depend on whether an individual submits to sexual harassment

Goal specificity

-extent to which goals are detailed, exact, and unambiguous -specific goals are more motivating than general goals

Integrity

-extent to which leaders do what they say they will do -leaders may be honest and have good intentions, but if they don't consistently deliver on what they promise they won't be trusted

Stretch goals

-extremely ambitious goals that workers don't know how to reach

situational constraints

-factors beyond the control of individual employees, such as tools, policies, and resources that have an effect on job performance

training methods

-films, videos -lectures, planned readings -case studies, coaching and mentoring -role playing, computer based training

Advantages of virtual teams

-flexibility -require smaller time commitment

The traditional approach to controlling financial performance

-focuses on accounting tools such as cash flow analysis, balance sheets, income statements, financial ratios, and budgets-->must be used together when assessing a company's financial performance

sexual harassment

-form of discrimination in which unwelcome sexual advances, requests for sexual favors, or other verbal or physical conduct of a sexual nature occurs while performing ones job

Transformational leadership

-generating awareness and acceptance of a groups purpose and mission and by getting employees to see beyond their own needs and self-interest for the good of the group

selection tests

-give organizational decision makers a chance to know who will do well in a job and who won't

Stock options

-gives employees the right to purchase shares of stock at a set price, even if the value of the stock increases above that price

How teams increase job satisfaction

-gives workers a chance to improve their skills -unique leadership responsibilities that are not typically available in traditional organizations

Structural accommodation

-giving teams the ability to change organizational structure, policies, and practices to meet stretch goals

Basic components of goal-setting theory

-goal specificity -goal difficulty -goal acceptance -performance feedback

semi-autonomous work group

-group that has the authority to make decisions and solve problems related to the major tasks of producing a product or service -receive info about budgets, work quality and performance, and competitors products -give the employees the authority to make decisions that usually are made by supervisors, managers

Disadvantages of group decision making

-group think -minority domination -team decision making takes a considerable amount of time

Virtual teams

-groups of geographically and/or organizationally dispersed coworkers who use a combination of telecommunications and info technologies to accomplish an organizational task -rarely meet face-to-face *often temporary teams

design for disassembly

-growing trend in recycling where products are designed from the start for easy disassembly, recycling, and reuse once they are no longer usable

Advantages of career paths

-help employees focus on long-term goals and development

Ways stretch goals can motivate teams

-high degree of autonomy -structural accommodation -bureaucratic immunity

Perceived abilities

-how much ability subordinates believe they have for doing their jobs well

Leader-member relations

-how well followers respect, trust and like their leaders -when relations are good, followers trust the leader and there is a friendly work atmosphere

job performance

-how well someone performs the requirements of the job -job performance = motivation x ability x situational constraints

Advantages of teams

-improve customer satisfaction -product and service quality -speed and efficiency in product development -employee job satisfaction -decision making

Advantages of internal recruiting

-improves employee commitment, morale, and motivation, reduces recruitment start-up time and costs

outcome/input (O/I) ratio

-in equity theory, an employee's perception of how the their outcomes (the rewards they received from an organization) compare with their inputs (their contributions to that organization) -after an internal comparison in which they compare their outcomes with their inputs, employees then make an external comparison in which they compare their O/I ratio with the O/I ratio of a referent --> if equal then they are being treated fairly; if different, then treated inequitably or unfairly

referents

-in equity theory, others with whom people compare themselves to determine if they have been treated fairly -can be a single person (comparing yourself with a coworker), a generalized other (comparing yourself with "students in general"), or even yourself over time -usually, people choose to compare themselves with referents who hold the same or similar jobs or who are otherwise similar in gender, race, age, tenure, or other characteristics

outcomes

-in equity theory, the rewards employees receive in exchange for their contributions to the organization -includes pay, fringe benefits, status symbols, and job tittles and assignments

Compensation

-includes both financial and non financial rewards that organizations give employees in exchange for their work

Norms

-informally agreed-on standards that regulate team behavior

Performance feedback

-information about the quality or quantity of past performance and indicated whether progress is being made towards the accomplishment of a goal -Performance feedback is more motivating than no feedback

Disadvantages of teams

-initially high turnover -social loafing -disadvantages of group decision making

Two basic leader behaviors

-initiating structure -consideration

Basic components of equity theory

-inputs -outcomes -referents

Cross-functional teams

-intentionally composed of employees from different functional areas of organization -different backgrounds, education and experience allow to attack problems from different prospectives and generate more ideas/solutions *can be used with either part time or temporary team assignments, or with full-time, long-term teams

Types of locus of control

-internals -externals

Unstructured interview

-interviewers are feee to ask applicants anything they want -half as accurate as structure when it comes to predicting which applicant should be hired

The Innovation and Learning Perspective

-involves continuous improvement in ongoing products and services, as well as relearning and redesigning the processes by which products and services are created

Two important results of a job analysis

-job description -job specifications

Disadvantage of small teams

-lack diversity of skills and knowledge found in larger teams -unlikely to gain the advantages of team decision making

Differences between leaders and managers

-leaders are concerned with doing the right thing/managers are concerned with doing things right -leaders focus on vision, mission, goals, and objectives/managers focus on productivity and efficiency -managers see themselves as preserves of the status quo/leaders promote change and creativity -managers view short term/leader view long-term -managers concerned with how things get done/leaders concerned with what gets done

Path-goal theory

-leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment.

Two conditions for path clarification, path clearing, and rewards to increase followers motivation and efforts

-leaders must be a source of immediate or future satisfaction for followers -provide coaching, guidance, support, and rewards for effective work performance

Wrongful discharge

-legal doctrine that requires employers to have a job-related reason to terminate employees

Why norms are important

-let members know what is expected of then -regulate everyday actions that allow teams to function effectively

Directive leadership

-letting employees know what is expected of them -giving them guidelines for performing tasks -scheduling work -setting standards -make sure people follow standards and regulations

Pay plans

-link pay with performance to increase employee motivation, effort, and job performance

Bureaucratic immunity

-make changes without first getting approval from management or other parts of an organization

How to promote team cohesiveness

-make sure all members are present at team meetings and activities -create additional opportunities for teammates to work together by rearranging work schedules and creating common workplaces -engage in nonworking activities -make employees feel they are part of the organization

Purposes of performance appraisal

-making administrative decisions -providing feedback -evaluating human resource programs -documentation purposes

Characteristics of self-control

-managers and workers control their own behavior -leaders and managers provide workers with clear boundaries within which they may guide and control their own goals and behaviors -leaders and managers teach others the skills they need to maximize and monitor their own work effectiveness

Charismatic leadership or idealized influence

-means transformational leaders act as a role model for their followers

Cognitive ability tests

-measure the extent to which applicants have abilities in perceptual speed, verbal comprehension, numerical aptitude, general reasoning, and spatial aptitude

Balanced Scorecard

-measurement of organizational performance in four equally important areas: finances (How do we look to shareholders?), customers (how do customers see us?), internal operations (at what must we excel?), and innovation and learning (can we continue to improve and create value?)

Objective performance measures

-measures of performance that are easily and directly counted or quantified -ex. output, scrap, waste, sales, customer complaints, rejection rates

Specific ability tests

-measures the extent to which an applicant possess the particular kind of ability needed to do the job well -also known as aptitude tests --> measure aptitude of doing particular task well

why are customer satisfaction surveys misleadingly positive?

-misleadingly positive b/c most customers are reluctant to talk about their problems because they don't know who to complain to or think that complaining will not do any good -sometimes even very satisfied customers will leave to do business with competitors

Experience

-more experienced employees do not want close supervision

Characteristics of bureaucratic control

-most employees argue that managers emphasize punishment for noncompliance much more than rewards for compliance -managers often emphasize following the rules above all else -due to their rule- and policy-driven decision making, they are highly resistant to change and slow to respond to customers and competitors-->"iron cage"

Strong cognitive abilities

-must have the capacity to analyze large amounts of unrelated, complex information and see patterns, opportunities, or threats

Employment references

-names of previous employers, coworkers, to contact about candidate

Advantage of 360-degree feedback

-negative feedback is often more credible when it comes from several people

Ways to improve performance appraisal measures

-objective performance measures -subjective performance measures

Leniency error

-occurs when assessors rate all workers as performing particularly well

Control loss

-occurs when behavior and work procedures do not conform to standards -prevents organizations from achieving their goals -corrective action should be taken if it occurs, but sometimes implementing control is not worthwhile or possible

Trait theory

-one way to describe who leaders are -effective leaders possess a similar set of traits or characteristics

Formal authority system

-organizations set of procedure, rules and policies

Three basic kinds of compensation decisions

-pay level -pay variability -pay structure

Skill-based pay

-pays employees for learning additional skills or knowledge *most effective for self-managing/self-designing teams

Three kinds of subordinate contingencies

-perceived abilities -experience -locus of control

Needs assessments can be conducted by

-performance deficiencies -listening to customer complaints -surveys -testing employees skills/knowledge

Suboptimization

-performance improvement in one part of the organization but only at the expense of decreased performance in other parts

Work sample tests

-performance tests -require applicants to perform tasks that are actually done on the job

Locus of control

-personality measure that indicates the extent to which people believe that they have control over what happens to them in life

Type of pay plans

-piecework -commission

Downsizing

-planned elimination of jobs in a company

career path

-planned sequence of jobs through which employees may advance within a company

Job posting

-posting a job description and requirements on a bulletin board, newsletter, etc.

goals of waste prevention and reduction

-prevent waste and pollution before they occur or to reduce them when they do occur

Performance appraisal

-process of assessing how well employes are doing their jobs -most employees/managers intensely dislike the performance appraisal process

recruiting

-process of developing a pool of qualified job applicants

External recruiting

-process of developing a pool of qualified job applicants from outside the company -newspapers, magazines, mail, radio, internet

internal recruiting

-process of developing a pool of qualified job applicants from people who already work in the company

Needs assessment

-process of identifying and prioritizing the leaning needs of employees

Organizational incentives to encourage teamwork and cooperation

-profit sharing -employee stock ownership plans -stock options

Early retirement incentive programs (ERIPs)

-programs that offer financial benefits to employees to encourage them to retire early

Ethical charismatics

-provide developmental opportunities for followers -open to positive and negative feedback -recognize others contributions -share information -have moral standards that emphasize the interest of the group

Why setting specific goals is critical to success

-provides a clear focus and purpose

Benefits of training

-provides benefits for most companies if its done right

Training

-providing opportunities for employees to develop the job specific skills, experience, and knowledge they need to do their jobs or improve their performance

Job analysis

-purposeful, systematic process for collecting information on the important work-related aspects of a job

Collectivists

-put group or team work ahead of self-interests -prefer to work with others

Individualist

-put their own welfare and interests first -prefer to work alone

Budgets

-quantitative plans through which managers decide how to allocate available money to best accomplish company goals -used to project costs and revenues, prioritize and control spending, and ensure that expenses don't exceed available funds and revenues

2 kinds of sexual harassment

-quid pro quo sexual harassment -hostile work environment

Ways to evaluate training

-reactions -learning -behavior -results

Attracting qualified employees steps

-recruiting -selection

Drive

-refers to high levels of effort and is characterized by achievement, motivation, initiative, energy, and tenacity

Behavior control

-regulating behaviors and actions that workers perform on the job -basic assumption= if you do the right things every day, then those things should lead to goal achievement -regulates, guides, and measures how workers behave on the job -management is responsible for monitoring and rewarding or punishing workers for exhibiting desired or undesired behaviors

extinction

-reinforcement strategy in which a positive consequence is no longer allowed to follow a previously reinforced behavior -By removing the positive consequence, extinction weakens the behavior, making it less likely to occur

Emotional stability

-remain even-tempered and consistent in their outlook and in the way they treat others

Validation

-required by the EEOC -process of determining how well a selection test or procedure predicts future job performance.

How companies make sure sexual harassment laws are followed

-respond immediately when reported -quick and fair investigation -write a clear, understandable sexual harassment policy -establish clear reporting procedures -comply with federal law

Fourth fifths (80 percent) rule

-rule of thumb used by courts and the EEOC to determine whether there is evidence of adverse impact . -violation occurs when selection rate for a protected group is less than 80 percent

Achievement oriented leadership

-setting challenging goals -having high expectations -displaying confidence that employees will assume responsibility and put forth effort

Identify

-singling out critical, observable, performance-related behaviors -These are the behaviors that are most important to successful job performance, and must be easily observed so that they can be accurately measured

Methods of compensation

-skill-based pay -gainsharing -non-financial rewards

Interpersonal skills

-skills such as listening, communicating, questioning, and providing feedback -enable to have effective work relationships with others

Subjective performance measures

-someone judge of assess a workers performance

Types of selection tests

-specific ability tests -cognitive ability tests -biographical data -personality tests -work example tests -assessment centers

Structured interview

-standardized interview questions are prepared ahead of time so that all applicants are asked the same job-related questions

negative reinforcement

-strengthens behavior by withholding an unpleasant consequence when employees perform a specific behavior -also called avoidance learning because workers perform a behavior to avoid a negative consequence

Analyze

-studying the causes and consequences of these behaviors -Analyzing the causes helps managers create the conditions that produce these critical behaviors, and analyzing the consequences helps them determine if these behaviors produce the results that they want

job specifications

-summary of the qualifications needed to perform the job

Are intrinsic or extrinsic rewards more important to workers?

-surveys find that both are important -One survey found that the most important rewards were good benefits and health insurance, job security, a week or more of vacation (all extrinsic rewards), interesting work, the opportunity to learn new skills, and independent work situations (all intrinsic rewards) -employee preferences for intrinsic and extrinsic rewards appear to be relatively stable

Three kinds of environmental contingencies

-task structure -formal authority system -primary work group

Project Team

-team created to complete specific one-time projects or tasks within a limited time -often used to develop new products, improve existing products, roll out new info systems or build new factories, buildings

Disadvantage of large teams

-team members find it hard to get to know one another and form subgroups -subgroups may cause disagreements, weakening cohesiveness -minority domination -social loafing

self-managing team

-team members manage and control all the major tasks directly related to production of product or service without first getting approval from from management

Self-designing teams

-team that has all the characteristics of self-managing teams but also controls team design, work tasks, and team membership

De-storming

-teams comfort level decreases -cohesion decreases -angry emotions and conflict increase

How teams increase problem solving

-teams possess different knowledge, skills, abilities, experiences, and can view problems from different prospectives *diversity of viewpoints increase the odds that the team decisions will solve the underlying problems *increased knowledge and info will allow them to generate alternative solutions.

Perceived inequity leads to

-tension and a strong need to take action to restore equity in some way -at first, a slight inequity may not be strong enough to motivate an employee to take immediate action --> if the inequity continues or there are multiple inequities, however, tension may build over time until a point of intolerance in reached and the person is energized to take action

Strategic leadership

-the ability to anticipate, envision, maintain flexibility, thing strategically, and work with others to initiate changes that will create a positive future for an organization

Economic Value Added (EVA)

-the amount by which company profits (revenues, minus expenses, minus taxes) exceed the cost of capital in a given year -not the same thing as profits -based on the idea that capital is necessary to run a business and that capital comes at a cost

Primary work group

-the amount of work oriented participation or emotional support that is provided by the immediate work group

Valence

-the attractiveness or desirability of various rewards or outcomes -expectancy theory recognizes that the same reward or outcome will be highly attractive to some people, will be highly disliked by others, and will not make much difference one way or the other to still others

Value

-the customer perception that the product quality is excellent for the price offered -when a company emphasizes value as its quality goal, managers must simultaneously control excellence, price, durability, and any other features of a product or service that customers strongly associate with value

Initiating structure

-the degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks -primarily affects subordinates' job performance

Individualism-collectivism

-the degree to which a person believes that people should be self-sufficient -loyalty to ones self is more important than to the team or company

Goal difficulty

-the extent to which a goal is hard or challenging to accomplish -Difficult goals are more motivating than easy goals

Consideration

-the extent to which a leader is friendly, approachable, and supportive and shows concern for employees -primarily affect subordinates' job satisfaction

cybernetic feasibility

-the extent to which it is possible to implement each of the three steps in the control process -if one or more steps cannot be implemented, then maintaining effective control may be difficult or impossible

Goal acceptance

-the extent to which people consciously understand and agree to goals -accepted goals are more motivating than unaccepted goals

Cohesiveness

-the extent to which team members are attracted to a team and motivated to remain in it

most common costs of capital are?

-the interest paid on long-term bank loans used to buy resources -the interest paid to bondholders -and the dividends and growth in stock value that accrue to shareholders

When people are deciding how much effort to put forth, expectancy theory says that they will consider the valence of all possible rewards and outcomes that they can receive from their jobs. The greater the sum of those valences

-the more effort people will choose to put forth on the job

Intrinsic rewards

-the natural rewards associated with performing a task or activity for it's own sake --> aside from the external rewards management offers for doing something well, employees often find the activities or tasks they perform interesting and enjoyable -ex: sense of accomplishment, feeling of responsibility, the chance to learn something new or to interact with others, or the fun that comes with performing an interesting, challenging, and engaging task

procedural justice

-the perceived fairness of the process used to make reward allocation decisions -matters because even when employees are unhappy with their outcomes, they're much less likely to be unhappy with management of they believe that the procedures used to allocate outcomes were fair

Expentancy

-the perceived relationship between effort and performance -when expectancies are strong, employees believe that their hard work and efforts will result in good performance, so they work harder -when expectancies are weak, employees figure that no matter what they do or how hard they work, they won't be able to perform their jobs successfully, so they don't work as hard

Instrumentality

-the perceived relationship between performance and rewards -when instrumentality is strong, employees believe that improved performance will lead to better and more rewards, so they choose to work harder -When instrumentality is weak, employees don't believe that better performance will result in more or better rewards, so they choose not to work as hard

Normative Control

-the regulation of workers' behavior and decisions through widely shared organizational values and beliefs

Concertive Control

-the regulation of workers' behavior and decisions through work group values and beliefs -arise when companies give work groups complete autonomy and responsibility for task completion

Output control

-the regulation of workers' results or outputs through rewards and incentives -measures results of workers efforts -gives managers and workers the freedom to behave as they see fit as long as they accomplish pre-specified, measurable results

motivation

-the set of forces that initiates, directs, and makes people persist in their efforts to accomplish goals -is effort, the degree to which someone works hard to do the job well

reinforcement theory

-the theory that behavior is a function of its consequences, that behaviors followed by positive consequences will occur more frequently, and that behaviors followed by negative consequences will occur less frequently

goal setting theory

-the theory that people will be motivated to the extent to which they accept specific, challenging goals and receive feedback that indicates their progress toward goal achievement

expectancy theory

-the theory that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards -holds that people make conscious choices about their motivation

Team diversity

-the variances or differences in ability, experience, personality, or any other factor on a team

Strong desire to lead

-they want to be in charge and think about ways to influence or convince others about what should or shouldn't be done

Types of teams

-traditional work groups -employee involvement team -semi-autonomous work group -self-managing teams -self-designing teams

Developing qualified employees steps

-training -performance appraisal

Rater training

-training performance appraisal raters in how to avoid rating errors and increase rating accuracy

Intellectual stimulation

-transformational leaders encourage followers to be creative and innovative -question assumptions -encourage followers to look and problems and situations in new ways even if their ideas differ from those of the leader

Inspirational motivation

-transformational leaders motivate and inspire followers by providing meaning and challenge to their work. -clear expectations and commitment to goals can help followers envision the future

Individualized consideration

-transformational leaders pay special attention to followers individual needs by creating learning opportunities -accepting and tolerating individual differences -encouraging two-way communication -being good listeners

De-forming

-try to control pieces of the team -avoid each other -isolate themselves

Dysfunctional turnover

-type of employee turnover -loss of high-performing employees who choose to leave

Functional turnover

-type of employee turnover -loss of poor-performing employees who voluntarily choose to leave

Graphic rating scale (GRS)

-type of subjective performance measure -most widely used due to ease and low error rates

why can concertive control lead to even more stress for workers to conform to expectations than bureaucratic control?

-under bureaucratic most workers only have to worry about pleasing the boss--> under concertive their behavior has to satisfy the rest of their team members -team members must make sure that their team members adhere to team values and rules

according to needs theories, people are motivated by

-unmet needs -a person's unmet need creates an uncomfortable, internal state of tension that must be resolved -a need no longer motivates once it is met --> when this occurs, people become satisfied

Types of interviews

-unstructured -structured

Hostile work environment

-unwelcome and demeaning sexually related behavior creates an intimidating, hostile, and offensive work environment

Background checks

-used to verify the truthfulness and accuracy of the infer provided by the applicant -uncover negative, job-related info not provided by applicant

Three factors that effect expectancy theory

-valence -expectancy -instrumentality

goals of recycle and reuse

-wastes are reduced by reusing materials as long as possible or by collecting materials for on- or off- site recycling

waste disposal

-wastes that cannot be prevented, reduced, recycled, reused, or treated should be safely disposed of in processing plants or in environmentally secure landfills that prevent leakage and contamination of soil and underground water supplies

punishment

-weakens behavior (decreases its frequency) by following behaviors with undesirable consequences -ex: a warning, then written warning, then lay off -can weaken behavior but managers must be careful to avoid the backlash that sometimes occurs when employees are punished at work

conformance to specifications

-when a company defines its quality goal as conformance to specifications, employees must base decisions and actions on whether services and products measure up to the standard -measuring whether products and services are "in spec" is relatively easy -usually associated with manufacturing but can be used equally well to control quality on non-manufacturing jobs

central tendency error

-when assessors rate all workers as average or in the middle of the scale

halo error

-when assessors rate all workers at performing at the same level in all parts of their jobs

Voluntary separation

-when employees quit or retire

Involuntary separation

-when employers terminate or lay off employee

excellence

-when the company defines its quality goal as excellence, managers must try to produce a product or service of unsurpassed performance and features

When teams should be used

-when there is a clear, engaging reason or purpose for using them -when the job can't be done unless people work together -when rewards can be provided for teamwork and performance -resources are available

regulation costs

-whether the costs and unintended consequences of control exceed its benefits -if a control process costs more than it benefits, it may not be worthwhile

Pay level decisions

-whether to pay workers at a level that is below, above, or at current market wages

Four kinds of info in a job analysis

-work activities -tools and equipment necessary for job -working conditions, schedule -personnel requirements for job such as knowledge, skills, abilities

Methods of Control

1) Bureaucratic Control 2) Objective Control 3) Normative Control 4) Concertive Control 5) Self Control

In addition to these five steps, managers should remember three other key things when motivating with reinforcement theory

1) Don't reinforce the wrong behaviors 2) correctly administer punishment at the appropriate time 3) choose the simplest and most effective schedule of reinforcement

3 basic control methods

1) Feedback control 2) Concurrent control 3) Feedforward control

Since people are motivated by unmet needs, mangers must learn what those unmet needs are and address them. This is not always a straightforward task, however, because different needs theories suggest different needs categories. 3 examples of needs theories are

1) Maslow's Hierarchy of Needs 2) Alderfer's ERG Theory 3) McClelland's Learned Needs Theory

What practical steps can managers take to use goal-setting theory to motivate employees?

1) assign specific, challenging goals 2) make sure workers truly accept organizational goals 3) provide frequent, specific, performance-related feedback

Importance/Characteristics of EVA

1) because it includes the cost of capital, it shows whether a business, division, department, profit center, or product is really paying for itself --> key is to ensure that managers and employees can see how their choices and behaviors affect the company's EVA 2) becauase EVA can easily be determined for subsets of a company, it makes managers and workers at all levels pay much closer attention to their segment of the business --> motivates managers and workers to think like small-business owners 3) does not specify what should or should not be done to improve performance --> encourages managers and workers to be creative in looking for ways to improve EVA performance

The Control process

1) begins when managers set goals --> companies then establish clear standards of performance that must be met to accomplish those goals 2) involves a comparison of performance to those standards 3) takes corrective action to repair performance deficiencies 4) is a dynamic, cybernetic process 5) consists of 3 basic methods

2 kinds of objective control

1) behavior control 2) output control

2 ways normative controls are created

1) companies are very careful about who they hire--> screen potential applicants on not only abilities but on their attitudes and beliefs as well 2) managers and employees learn what they should and should not do by observing experienced employees and by listening to the stories they tell about the company

Process of setting standards by benchmarking

1) determine what to benchmark 2) identify the the companies against which to benchmark your standards 3) collect data to determine other companies' performance standards

Quality is typically defined and measured in 3 ways

1) excellence 2) value 3) conformance to expectations

3 stages of waste prevention and reduction

1) good housekeeping: performing regularly scheduled preventive maintenance for offices, plants, and equipment 2) material/product substitution: replacing toxic or hazardous materials with less harmful materials 3) Process modification: changing steps or procedures to eliminate or reduce waste

2 phases highly autonomous work groups evolve through as they develop concertive control

1) group members learn to work with each other, supervise each other's work, and develop the values and beliefs that will guide and control their behavior 2) the emergence and formalization of objective rules to guide and control behavior

five steps to motivating workers with reinforcement theory

1) identify 2) measure 3) analyze 4) intervene 5) evaluate

advantages of balanced scorecard over traditional control processes that rely solely on financial measures

1) it forces managers at each level of the company to set specific goals and measure performance in each of the four areas 2) it minimizes the chances of suboptimization

What practical steps can managers make to use equity theory to motivate employees?

1) looking for and correcting major inequities 2) reduce employees' inputs 3) make sure decision-making processes are fair (distributive justice and procedural justice)

2 basic kinds of needs

1) lower-order needs 2) higher-order needs

3 things must occur for output control to lead to improved business results

1) must be reliable, fair, and accurate 2) employees and managers must believe that they can produce the desired results-- if they don't then the output controls won't affect their behavior 3) the rewards or incentives tied to output control measures must truly be dependent on achieving established standards of performance

Criteria for developing good standards

1) must enable goal achievement 2) determining standards through listening to customers' comments, complaints, and suggestions or by observing competitors 3) can be determined by benchmarking other companies

Four kinds of reinforcement contingencies

1) positive reinforcement 2) negative reinforcement 3) punishment 4) extinction

two parts of reinforcement

1) reinforcement contingencies 2) schedules of reinforcement

What practical steps can managers take to motivate employees to increase their effort?

1) start by asking people what their needs are 2) satisfy lower-order needs first 3) expect peoples needs to change 4) as needs change an lower-order needs are satisfied, create opportunities for employees to satisfy higher-order needs

What practical steps can managers take to use expectancy theory to motivate employees?

1) systematically gather information to find out what employees want from their jobs 2) take specific steps to link rewards to individual performance in a way that is clear and understandable to employees 3) empower employees to make decisions if management really wants them to believe that their hard work and effort will lead to good performance

4 levels of waste minimization

1) waste prevention and reduction 2) recycle and reuse 3) waste treatment 4) waste disposal

Most functional team size is between...

6 to 9 members

According to the path-goal theory of leadership, __________ means setting challenging goals, having high expectations of employees, and displaying confidence that employees will assume responsibility and put forth extraordinary effort.

Achievement oriented leadership

Agreeableness

Agreeableness- the degree to which someone is cooperative, polite, flexible, forgiving, good natured, tolerant and trusting.

____ is a control method that encourages managers to look beyond traditional measures to evaluate four different perspectives on company performance.

Balanced scorecard

__________ is a control method that encourages managers to look beyond traditional measures to evaluate four different perspectives on company performance.

Balanced scorecard

____ control regulates workers' actions and routines on the job, while ____ control measures the results of their efforts.

Behavior; output

__________ control regulates workers' performances on the job, while __________ control measures the results of their efforts.

Behavior; output

____ control is top-down control in which managers try to influence employee behavior by rewarding or punishing employees for compliance or noncompliance with organizational policies, rules, and procedures.

Bureaucratic

Skills Based Diversity Training

By contrast, skills-based diversity training teaches employees the practical skills they need for managing a diverse work force, such as flexibility and adaptability, negotiation, problem solving, and conflict resolution

____ refers to the behavioral tendencies and personal characteristics of leaders that create an exceptionally strong relationship between them and their followers.

Charismatic leadership

____ is the regulatory process of establishing standards that will achieve organizational goals, comparing actual performance to those standards, and then, if necessary, taking corrective action to restore performance to those standards.

Control

____ is a performance assessment in which companies identify which customers are leaving and the rate at which customers are leaving.

Customer defection

____ is the extent to which it is possible to implement each step in the control process.

Cybernetic feasibility

Disability discrimination

Disability discrimination - treating people differently because of their disabilities.

Disposition

Disposition - the tendency to respond to situations and events in a predetermined manner.

Diversity also makes business sense by:

Diversity also makes business sense by helping companies attract and retain talents workers. Indeed, diversity friendly companies tend to attract better and more diverse job applicants.

Diversity

Diversity- a variety of demographic, cultural and personal differences among an organizations employees and customers

According to the motivational model presented in the text, perceived inequity directly affects ____.

satisfaction

If employees perceive that their outcomes are unfair (distributive injustice) but that the decision procedures leading to those outcomes were fair (procedural justice), they are much more likely to ____. By contrast, if employees perceive both distributive and procedural injustice, they may resort to ____.

seek constructive ways of restoring equity, such as discussing these matter with their manager; more destructive tactics, such as withholding effort, absenteeism, tardiness, or even sabotage and theft

Types of teams with the MOST autonomy

self-managing teams and self-designing teams

According to ____, people will be motivated when they perceive they are being treated fairly.

Equity theory

Extrinsic rewards are ____. a. exemplified by bonuses, trophies, and plaques b. rewards associated with performing a task for its own sake c. exemplified by a sense of accomplishment at the conclusion of a difficult assignment d. much more effective motivators than intrinsic rewards e. intangible

Exemplified by bonuses, trophies, and plaques

Experience What It Is Like To Be in Minority

Finally, because top managers are still overwhelmingly white and male, a number of companies believe that it is worthwhile to have top executives experience what it is like to be in the minority. This can be done by having top managers go to places or events where nearly everyone else is of a different sex or racial/ethnic background

schedule of reinforcement

set of rules regarding reinforcement contingencies such as: which behaviors will be reinforced, which consequences will follow those behaviors, and the schedule by which those consequences will be delivered

what does the job performance equation tell us?

since job performance is a multiplicative function of motivation times ability times situational constraints, job performance will suffer if any one of these components is weak

In Fiedler's contingency theory, the term ____ refers to the degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members.

situational favorableness

Social loafing also known as

slackers, who contribute poor,little, or no work

Traits

stable characteristics such as abilities, psychological motives, consistent patterns of behavior

Glass ceiling

Glass ceiling- the invisible barrier that prevents women and minorities from advancing to the top jobs in organizations. - invisible barrier - women want to move up in an organization but all they see are men's shoes

A ____ is a target, objective, or result.

Goal

Social loafing is more likely to occur...

In large groups. The larger the team, the smaller the individual effort.

According to some industrial psychologists, ____ is a function of motivation times ability times situational constraints.

Job performance

____is the process of influencing others to achieve group or organizational goals.

Leadership

Chapter 12 - Part 3 Organizing

Managing Individuals & a Diverse Work Force

According to the text, ____ is the set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal.

Motivation

Expectancy theory equation

Motivation= Valence x Expectancy x Instrumentality -for people to be motivated, all three variable must be high -if any of these variables declines, overall motivation will decline, too

The Vroom-Yetton-Jago Model is another name for the:

Normative decision theory

Awareness Training

Organizations use diversity training and several common diversity practices to manage diversity. There are two basic types of diversity training programs. Awareness training is designed to raise employees' awareness of diversity issues, such as the big 5 personality dimensions, and to get employees to challenge underlying assumptions or stereotypes they may have about others

Positive reinforcement

strengthens behavior (increases its frequency) by following behaviors with desirable consequences

A large university library has decided to make it nearly impossible for all but the most renowned Civil War experts to access their Civil War collection. The librarian in charge of this collection feels that this new policy will adversely influence the use of the collection in research on the experiences of everyday people during the war. This is an example of the use of control creating ____.

suboptimization

Maslow's Hierarchy of Needs

suggest people are motivated by the following needs: -physiological (food and water) -safety (physical and economic) -belongingness (friendship, love, social interaction) -esteem (achievement and recognition) -self-actualization (realizing your full potential) *needs are arranged in a hierarchy from low (physiological) to high (self actualization) and within this hierarchy people are motivated by their lowest unsatisfied need and as each need is met, they work their way up the hierarchy*

McClelland's Learned Needs Theory

suggests that people are motivated by: -the need for affiliation (to be liked and accepted), -the need for achievement (to accomplish challenging goals), -the need for power (to influence others) *the degree to which particular needs motivate varies tremendously from person to person, with some people being motivated primarily by achievement and others by power or affiliation. Needs are learned not innate*

How teams increase product service quality

take direct responsibility for the quality of the products and service they produce and sell

Disadvantages of virtual teams

team members must learn to express themselves in new context

Characteristics of teams

team norms team cohesiveness team size team conflict

According to the model of need satisfaction, an unsatisfied need produces ____.

tension

Although employees are motivated to achieve intrinsic and extrinsic rewards, if employees don't believe ____ or don't believe ____, they won't be very motivated

that rewards are fairly awarded; that they can achieve the performance goals that company has set for them

Team level

the average level of ability, experience, personality or any other factor on a team

The more that EVA exceeds the total dollar cost of capital...

the better a company has used investors' money that year

__________ strengthen behavior (i.e., increase its frequency).

Positive and negative reinforcement

Racial and ethnic discrimination

Racial and ethnic discrimination - treating people differently because of their race or ethnicity.

The two parts of reinforcement are ____.

Reinforcement contingencies and schedules of reinforcement

Research has shown that people who have gotten job or promotion as a result of affirmative action are:

Research has shown that people who have gotten job or promotion as a result of affirmative action are frequently viewed as unqualified, even when clear evidence of their qualification exists.

Initially high turnover

Some members can not handle the responsibility, effort, and learning required in team settings

____ are a basis of comparison for measuring the extent to which organizational performance is satisfactory or unsatisfactory.

Standards

Surface level diversity

Surface level diversity- differences such as age, sex, race/ ethnicity, and physical disabilities that are observable, typically unchangeable, and easy to measure. Age, sex, race ethnicity, physical capabilities

The American civil rights institute successfully campaigned to:

The American civil rights institute successfully campaigned to ban race and sex affirmative action in college admissions, government hiring and government contracting programs in California, Washington and Michigan.

The big five personality dimensions are

The big five personality dimensions are - extraversion, emotional stability, agreeableness, conscientiousness, and openness to experience. - Sales job- extraversion, conscientiousness - extraversion- outgoing, energized by bring around people - intovert- exhasuted by being around other poeple - conscientiousness- every singel job category

Relatively stable characteristics such as abilities, psychological motives, or consistent patterns of behavior, form the basis for the ____ of leadership.

Trait theory

Standards

a basis of comparison for measuring the extent to which organizational performance is satisfactory or unsatisfactory

Because workplace injuries cost U.S. businesses $1 billion every week, increased safety compliance needs to become a practice, not just a theory. The goal of developing safety consciousness within the workforce requires continuous reinforcement at every organizational level. This means ____.

a consequence must be delivered following every instance of behavior

Intermittent reinforcement schedules

a schedule in which consequences are delivered after a specified or average time has elapsed or after a specified or average number of behaviors has occurred

Continuous reinforcement schedules

a schedule that requires a consequence to be administered following every instance of a behavior

Which of the following is an example of an intrinsic reward? a. a bonus b. a contest prize c. a sense of achievement d. a trophy e. all of these

a sense of achievement

Goal

a target, objective, or result that someone tries to accomplish

Cash flow analysis

a type of analysis that predicts how changes in a business will affect its ability to take in more cash than it pays out

Which of the following statements about economic value added (EVA) is true? a. EVA is the amount by which profits (after expenses) exceed the cost of capital in a given year. b. EVA is only useful to top managers. c. All of these statements about economic value added are true. d. EVA is one of the best ways to answer the question, "Are we providing our customers with expected value?" e. The final step in calculating EVA is to compute the net operating profit after taxes.

a. EVA is the amount by which profits (after expenses) exceed the cost of capital in a given year.

Which of the following is NOT one of the four perspectives measured in the Balanced Scorecard approach to control? a. policies and procedures perspective b. innovation and learning perspective c. customer perspective d. internal business perspective e. financial perspective

a. policies and procedures prospective

According to the path-goal theory, which of the following is an example of an environmental contingency? a. the formal authority system b. locus of control c. focus of subordinate d. perceived ability e. subordinate satisfaction

a. the formal authority system

Balance Sheets

accounting statements that provide a snapshot of a company's financial position at a particular time (but not the future)

Which of the following approaches to implementing Fiedler's contingency theory in the workplace has proven effective? a. only hiring supervisors with appropriate leadership traits b. accurately measuring and matching leaders to situations c. arbitrary definition of situations d. creating standing plans concerning leader actions and reaction e. teaching managers how to change situational favorableness

accurately measuring and matching leaders to situations

bona fide occupational qualification (BFOQ)

an exception in employment law that permits sex, age, and the like to be used when making employment decisions, but only if they are "reasonably necessary to the normal operation of that particular business"

variable ratio reinforcement schedule

an intermittent schedule in which consequences are delivered following a different number of behaviors, sometimes more and sometimes less that vary around a specific average number of behaviors

fixed ratio reinforcement schedule

an intermittent schedule in which consequences are delivered following a specific number of behaviors

fixed interval reinforcement schedule

an intermittent schedule in which consequences follow a behavior only after a fixed time has elapsed

variable interval reinforcement schedule

an intermittent schedule in which the time between a behavior and the following consequence varies around a specified average

Which one of the following traits refers to high levels of effort and is characterized by achievement, motivation, ambition, energy, tenacity, and initiative? a. desire to lead b. Drive c. motivational cues d. Charisma e. self-confidence

b. Drive

Which of the following is an example of a situational theory of leadership? a. stimulus-response theory b. Fiedler's contingency theory c. equity theory of leadership d. charismatic theory e. trait theory

b. Fiedler's contingency theory

Successful business leaders are not like other people. Successful business leaders ____. a. are knowledgeable about business b. are accurately described by all of these c. are self-confident d. have a desire to lead e. have emotional stability

b. are accurately described by all of these

Which of the following is NOT one of the four leadership styles identified in the path-goal theory of leadership? a. achievement-oriented b. charismatic c. supportive d. participative e. directive

b. charismatic

The normative decision theory ____. a. states that the situation determines what leadership style to use b. helps managers determine how much employee participation should be used in decision making c. assumes that certain inalienable characteristics determine the most effective leaders d. assumes leader behavior can be fitted to subordinate characteristics e. assumes leaders are generally unable to change their leadership style

b. helps managers determine how much employee participation should be used in decision making

One of the advantages the Balanced Scorecard has over traditional control processes that rely solely on financial measures is that it ____. a. eliminates problems with regulation costs b. minimizes the chances of suboptimization c. creates functional independence d. encourages control delegation e. allows companies to determine the ideal control methods

b. minimizes the chances of suboptimization

Which of the following leadership theories assumes that leadership styles are consistent and difficult to change? a. the Vroom theory b. none of these c. the status quo theory of leadership d. path-goal theory e. normative decision theory

b. none of these

Economic value added (EVA) is so important to workers and managers because it: a. encourages the use of participative management techniques b. shows whether a business or subset of a business is really making a profit c. creates strategic windows d. eliminates the need for quantitative motivation e. specifies what should be done to improve EVA performance

b. shows whether a business or subset of a business is really making a profit

Which of the following is an example of an environmental contingency in path-goal theory? a. subordinate experience b. task structure c. perceived ability d. locus of control e. subordinate performance

b. task structure

Why do autonomous work group members feel strongly about following values and beliefs

because they develop them themselves

The two types of objective controls managers use are:

behavior and output

Self-confidence

believing in ones abilities

Diversity def

broader focus that exists in an organization when there are a variety of demographic, cultural, and personal differences among both employees & customers

Div & Aff first diff

broader purpose that includes demographic, cultural, & personal differences vs specific purpose w/steps taken by an organization to create employment opportunities for minorities & women

The most important situational factor in Fieldler's Contingency Theory is: a. Procedural power b. Task structure c. Leader-member relations d. Leader relations e. Position power

c. Leader-member relations

Which of the following statements about leaders and managers is true? a. Leaders are critical to getting out the day-to-day work. b. Managers are critical to inspiring employees and setting long-term direction. c. Organizations need both leaders and managers. d. All of these statements about leaders and managers are true. e. Most organizations place greater emphasis on leadership than on management.

c. Organizations need both leaders and managers

Companies may determine standards by ____. a. implementing vertical loading b. taking corrective action c. benchmarking other companies d. using outsourcing e. doing all of these

c. benchmarking other companies

How do employees try to restore equity when they perceive that they have been treated unfairly? a. by rationalizing inputs or outcomes b. by changing the referent c. by doing any of these d. by reducing the level of energy and time they input into a project e. by simply quitting their jobs

c. by doing any of these

Financial ratios

calculations typically used to track a business's liquidity (cash), efficiency, and profitability over time compared to other businesses in its industry

Reinforcement contingencies

cause-and-effect relationships between the performance of specific behaviors and specific consequences

situational favorableness

the degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members -highly favorable situation, highly unfavorable situtions

Autonomy

the degree to which workers have the discretion, freedom, and independence to divide how and when to accomplish their jobs

ability

the degree to which workers possess the knowledge, skills, and talent needed to do a job well

The basic control process begins with:

the establishment of clear standards of performance

Key issue of any organization

the extent to which it is properly led and properly managed

The quality of the comparison of actual performance to performance standards depends on...

the measurement and information systems a company uses to keep track of performance --> the better the system, the easier it is for companies to track their progress and identify problems that need to be fixed

Discrimination and Fairness Paradigm

the most common method of approaching diversity, focuses on equal opportunity, fair treatment, recruitment of minorities, and strict compliance with the equal employment opportunity laws. Under this approach, success is usually measured by how well companies achieve recruitment, promotion, and retention goals for women, people of different racial/ethnic backgrounds, and other underrepresented groups

distributive justice

the perceived degree to which outcomes and rewards are fairly distributed or allocated

needs

the physical or psychological requirements that must be met to ensure survival and well-being

Human resource management (HRM)

the process of finding, developing, and keeping the right people to form a qualified work force

Benchmarking

the process of identifying outstanding practices, processes, and standards in other companies and adapting them to your company

leadership

the process of influencing others to achieve group or organizational goals

cybernetic

the process of steering or keeping on course

Objective Control

the use of observable measures of employee behavior or output to assess performance and influence behavior -focuses on observing and measuring worker behavior or output

leadership style

the way a leader generally behaves toward followers -consistent and difficult to change

After comparing performance to standards, the next step of the control process is

to identify performance deviations, analyze those deviations, and then develop and implement programs to correct them

why do companies need extrinsic rewards?

to motivate people to perform four basic behaviors: 1) join the organization, 2) regularly attend their jobs, 3) perform their jobs well, and 4) stay with the organization

Types of teams with the LEAST autonomy

traditional work groups, employee involvement groups

Cross-training

training team members to do all or most of the jobs performed by the other team members

Two forms of inequity

underreward overreward

The two basic kinds of inequity are ___.

underreward and overreward

Good knowledge of the business

understand the key technological decisions and concerns facing their companies

According to the expectancy theory, __________ affect the conscious choices that people make about their motivation.

valence, expectancy, and instrumentality

When a company emphasizes ____ as its quality goal, managers must simultaneously control excellence, price, durability, or other features of a product or service that customers strongly associate with it.

value

Intervene

changing the organization by using positive and negative reinforcement to increase the frequency of these critical behaviors

The two types of visionary leadership are ____.

charismatic leadership and transformational leadership

Alderfer's ERG Theory

collapses Maslow's five needs into three: -existence (safety and physiological needs) -relatedness (belongingness) -growth (esteem and self-actualization) *people can be motivated by more than one need at a time. Suggests that people are just as likely to move down the needs hierarchy as up, particularly when they are unable to achieve satisfaction at the next higher need level*

EVA is positive when...

company profits (revenues - expenses - taxes) exceed the cost of capital in a given year

lower-order needs

concerned with safety and with physiological and existence requirements

persistence of effort

concerned with the choices that people make about how long they will put forth their efforts in their jobs before reducing or eliminating those efforts

initiation of effort

concerned with the choices that people make about how much effort to put forth in their jobs

direction of effort

concerned with the choices that people make in deciding where to put forth their efforts in their jobs

Instead of individual sales people calling on its business customers, Cedartree Tech uses sales teams. The sales team is given complete responsibility for developing long-term partnering relationships with each customer. What kind of control would the company's sales managers most likely approve?

concertive control

Ironically, ____ control may lead to even more pressure for workers to conform to expectations than ____ control.

concertive; bureaucratic

The three basic control methods are ____.

concurrent control, feedback control, and feedforward control

In terms of the basic methods of control, __________ control is an improvement over __________ control because it attempts to eliminate or shorten the delay between performance and feedback about the performance.

concurrent; feedback

Work teams

consist of small number of people with complementary skills who hold themselves mutually accountable for pursuing a common purpose, achieving goals, and improving interdependent work processes

Surface Level Diversity

consists of differences that are immediately observable, typically unchangeable, and easy to measure. In other words, independent observers can usually agree on dimensions of this level of diversity, such as another person's age, sex, race/ethnicity, or physical capabilities

Two categories of reinforcement schedules

continuous intermittent

Control is a(n) ____ process.

continuous, dynamic, and cybernetic

Which of the following statements about goal-setting theory is true? a. Goals should be specific, measurable, attainable, and generalized. b. None of the above statements about goal-setting theory is true. c. Workers do not have to truly accept organizational goals for goal-setting theory to be motivational. d. Goals can energize behavior. e. Feedback should not be specific.

d. Goals can energize behavior

Which of the following statements about the two basic leader behaviors that are central to successful leadership is true? a. Most effective leaders select one behavior, adopt it, and maintain that style of leadership for their entire careers. b. These behaviors are dependent, meaning that leaders can only do one at a time. c. The worst leadership style entails the use of both behaviors in equal amounts. d. These behaviors are referred to as initiating structure and consideration. e. The best leadership style entails high levels of both of these behaviors.

d. These behaviors are referred to as initiating structure and consideration

Managers who use goal-setting theory to motivate employees should ____. a. assign specific, challenging goals b. make sure workers truly accept organizational goals c.provide frequent, specific, performance-related feedback d. all of the above e. none of the above

d. all of the above

Which of the following is another term for considerate leadership behavior? a. initiating structure behavior b. participative management c. concern for production d. employee-centered leadership e. job-centered leadership

d. employee-centered leadership

Which of the following is also called avoidance learning? a. intermittent reinforcement b. positive reinforcement c. punishment d. negative reinforcement e. extinction

d. negative reinforcement

In the traditional control systems used at most companies, __________ measures are used to assess performance and influence behavior. a. quality/profit b. value/quality c. customer d. objective control e. concertive control

d. objective control

Which of the following is a category of reinforcement schedules? a. instrumental b. adjacent c. synergistic d. variable interval e. contiguous

d. variable interval

Declining stages of team development

de-norming de-storming de-forming

determining employee needs in the first step in answering what question?

what leads to effort?

Social Integration

degree to which group members are psychologically attracted to working with each other to accomplish a common objective or as one manager put it "working together to get the job done"

Social Integration def

degree to which organizational or group members are psychologically attracted to working with each other to accomplish a common objective

6 Conscientiousness

degree to which someone is 1) organized 2) hardworking 3) responsible 4) persevering 5) thorough, 6) achievement oriented

Emotional Stability

degree to which someone is not angry, depressed, anxious, emotional, insecure, or excitable. People who are emotionally stable respond well to stress. In other words, they can maintain a calm, problem-solving attitude in even the toughest situations (e.g., conflict, hostility, dangerous conditions, or extreme time pressures). By contrast, emotionally unstable people find it difficult to handle the most basic demands of their jobs under only moderately stressful situations and become distraught, tearful, self-doubting, and anxious. Emotional stability is particularly important for high-stress jobs such as police work, fire fighting, emergency medical treatment, piloting planes, or commanding rockets

Primary cause of team conflict

disagreement over team goals and priorities

Which of the following statements about the Balanced Scorecard approach to control is true? a. The customer perspective is the most important in the control process. b. The innovation and learning perspective is the most important in the control process. c. The company's analysis of its controllable environment is most important to the company's success. d. The company's analysis of its noncontrollable environment is most important to the company's success. e. All of the perspectives examined by the Balanced Scorecard approach are of equal importance to a company's success.

e. All of the perspectives examined by the Balanced Scorecard approach are of equal importance to a company's success.

Fiedlers contingency theory assumes: a. favorable situations permit leaders to influence group members b. leaders should be judged according to how they perform--not how their subordinates perform c. leadership styles cannot be matched to the proper situation d. leaders can change their leadership styles to fit the situation e. leaders are effective when their work groups perform well

e. Leaders are effective when their work groups perform well

Which of the following approaches to implementing Fiedler's contingency theory in the workplace has proven effective? a. teaching managers how to change situational favorableness b. creating standing plans concerning leader actions and reactions c. only hiring supervisors with appropriate leadership traits d. arbitrary definition of situations e. accurately measuring and matching leaders to situations

e. accurately measuring and matching leaders to situations

For punishment to work (i.e., to weaken the frequency of undesirable behaviors without creating a backlash), the punishment must be strong enough to stop the undesired behavior and must be administered ____. a. consistently and contingently (each time improper behavior occurs) b. quickly (as soon as possible following the undesirable behavior) c. objectively (same rules applied to everyone) d. impersonally (without emotion or anger) e. all of the above

e. all of the above

Charismatic leaders generally ____. *a. articulate a vision based on strongly held values* b. model those values by acting in a way consistent with the vision c. communicate high performance expectations to followers d. display confidence in followers' abilities to achieve the vision e. all of these are true

e. all of these are true

Transformational leaders ____. a. are able to make their followers feel they are a vital part of the organization b. encourage followers to make sacrifices for the organization c. help followers see how their jobs fit with the organization's vision d. get employees to see beyond their own needs for the good of the group e. are accurately described by all of these

e. are accurately described by all of these

According to the text, which of the following factors can help managers to determine whether more control is possible? a. synergistic intelligence b. outsourcing c. channelization d. task downsizing e. cybernetic feasibility

e. cybernetic feasibility

In the traditional control systems used at most companies, ____ measures are used to assess performance. a. customer b. value/quality c. quality/profit d. optimization e. financial

e. financial

Which of the following statements about needs is true? a. The relative importance of the various needs may change over time in a predictable pattern. b. The importance of lower-order needs is identified by all needs theories. c. Higher-order needs are concerned with survival and security. d. In all situations, higher-order needs can be used to motivate. e. Higher-order needs will generally not motivate people as long as lower-order needs remain unsatisfied.

e. higher-order needs will generally not motivate people as long as lower-order needs remain unsatisfied

Which of the following is the best leadership style for all situations? a. country club management b. authority-compliance c. team management d. middle of the road management e. none of these

e. none of these

To use expectancy theory to motivate employees, managers can: a. avoid the use of empowerment b. avoid overreward and underreward c. assign specific, challenging goals d. make all rewards equal in value e. systematically gather information to find out what employees want from their jobs

e. systematically gather information to find out what employees want from their jobs

Phased retirement

employees transition to retirement by working reduced hours over a period of time before completely retiring

Feedback can lead to stronger motivation and effort if it _____

encourages employees to set higher, more difficult goals after the initial goals are accomplished

Access & Legitimacy Paradigm Primary Benefit

establishes a clear business reason for diverisity

Quality is typically defined and measured in three ways. They are ____.

excellence, value, and conformance to expectations

According to Alderfer's ERG theory, the lowest-order need is ____.

existence

who controls extrinsic rewards

external agents (managers, for example) determine and control the distribution, frequency, and amount of extrinsic rewards

Two kinds of rewards

extrinsic intrinsic

Stages of development

forming storming norming performing

Diversity Paradigms def

general approaches or strategies for managing diversity

Discrimination and Fairness Paradigm Primary Benefit

generally brings about fairer treatment of employees & increases demographic diversity

Traditional work group

group composed of two or more people who work together to achieve a shared goal

5 Diversity Training and Practices

1) awareness training 2) skill-based diversity training 2) diversity audits 3) diversity pairing 4) minority experiences

3 Diversity Cost Savings

1) by reducing turnover 2) decreasing absenteeism 3) avoiding expensive lawsuits

7 Diversity Principles

1) carefully and faithfully follow and enforce federal and state laws regarding equal opportunity employment 2) treat group differences as important but not special 3) find common ground 4) tailor opportunities to individuals, not groups 5a) reexamine, but maintain high standards 5) solicit negative as well as positive feedback 6) set high but realistic goals.

3 Diversity Makes Good Business Sense book

1) cost savings 2) attracting/retaining talent 3) driving business growth

6 Diversity Makes Good Business Sense

1) decreases turnover 2) decreases absenteeism 3) helps companies avoid expensive lawsuits 4) helps companies attract and retain talented workers 5) drives business growth 6) higher quality problem solving

3 Managing Diversity

1) different diversity paradigms 2) diversity principles 3) diversity training & practices

3 Diversity Paradigms

1) discrimination and fairness 2) access and legitimacy 3) learning and effectiveness paradigm

2 Deep-Level Diversity

1) disposition 2) personality

2 Diversity vs Affirmative Action

1) diversity 2) affirmative action

2 Diversity: Differences that Matter

1) diversity is not affirmative action 2) diversity makes good business sense

3 Disability Discrimination what Managers should

1) education 2) workplace accommodations 3) actively work to find jobs for qualified ppl w/disabilities

Big Five Personality Dimensions

1) extraversion 2) emotional stability 3) agreeableness 4) conscientiousness 5) openness to experience

4 Diversity vs Affirmative Action detail

1) key difference is that affirmative action is more narrowly focused on demographics such as sex and race, while diversity has a broader focus that includes demographic, cultural, and personal differences 2) difference is that affirmative action is a policy for actively creating diversity, but diversity can exist even if organizations don't take purposeful steps to create it 3) important difference is that affirmative action is required by law for private employers with 50 or more employees, while diversity is not 4) affirmative action programs and diversity programs also have different purposes. The purpose of affirmative action programs is to compensate for past discrimination, which was widespread when legislation was introduced in the 1960s; to prevent ongoing discrimination; and to provide equal opportunities to all regardless of race, color, religion, sex, or national origin

3 Sex Discrimination what Managers should

1) mentoring 2) make sure that male dominated social activities don't unintentionally exclude women 3) designate a go to person that women can talk to if they believe they are being held back

3 Affirmative Action

1) punitive approach 2) gives unfair preferential treatment 3) hired/promoted by this often viewed as unqualified

3 Diversity & Affirmative Action differences

1) purpose 2) practice 3) reactions they produce

advantages of cross training

-broadens their skills - increases their capabilities -make work more varied and interesting

Deep level diversity

Deep level diversity- differences such as personality and attitudes that are communicated through verbal and nonverbal behaviors and are learned only through extended interaction with others. Personalities, attitudes, beliefs and values

Despite overall success of affirmative action in making workplaces much fairer than they used to be, many people argue that:

Despite overall success of affirmative action in making workplaces much fairer than they used to be, many people argue that some affirmative action programs unconstitutionally offer preferential treatment to females and minorities at the expense of other employees.

Differences between diversity and affirmative action

Differences between diversity and affirmative action- Diversity has a broader contrast that includes demographic, cultural and personal differences. A second difference is that affirmative action is a policy for actively creating diversity, but diversity can exist even if organizations do not take purposeful steps to create it. A third important difference is that affirmative action is required by law for private employers with 50 or more employee's where as diversity is not. There is no federal law or agent to oversee diversity. Fourth, affirmative action programs and diversity programs have different purposes. The purpose of affirmative action programs is to compensate for past discrimination, which was widespread when legislation was introduced in the 1960s to prevent ongoing discrimination and to provide equal opportunities to all regardless of race, color, religion, sex or national origin. Affirmative action is basically a punitive approach. Diversity programs are to create a positive work environment where no one is advantaged or disadvantaged, and where everyone feels comfortable. So, unlike affirmative action, which punishes companies for not achieving specific sex and race ratios in their work forces, diversity programs seek to benefit both organizations and their employees by encouraging organizations to value all kinds of differences.

Disability

Disability- a mental or physical impairment that substantially limits one or more major life activities.

Diversity actually makes good business sense in several ways:

Diversity actually makes good business sense in several ways: cost savings, attracting and retaining talent and driving business growth.

Diversity helps companies with cost savings by:

Diversity helps companies with cost savings by reducing turnover, decreasing absenteeism, and avoiding expensive lawsuits.

Diversity makes business sense is by driving business growth:

Diversity makes business sense is by driving business growth. It helps companies grow through higher quality problem solving.

What can companies do to make sure that women have the same opportunities for development and advancement as men?

One strategy is mentoring, or pairing promising female executives with senior executives from whom they can seek advice and support

Openness to experience

Openness to experience- the degree to which someone is curious, broad minded, and open to new ideas, things, and experiences; is spontaneous; and has a high tolerance for ambiguity.

Sex discrimination

Sex discrimination - treating people differently because of their sex

Social integration

Social integration - the degree to which group members are psychologically attracted to working with each other to accomplish a common objective.

Openness to Experience

degree to which someone is curious, broad-minded, and open to new ideas, things, and experiences; is spontaneous; and has a high tolerance for ambiguity. People in marketing, advertising, research, and other creative fields need to be curious, open to new ideas, and spontaneous. By contrast, openness to experience is not particularly important to accountants, who need to consistently apply stringent rules and formulas to make sense out of complex financial information

2 Deep Level Diversity

differences such as personality & attitudes that are communicated through verbal & nonverbal behaviors & are learned only through extended interaction w/others, consists of differences that are communicated through verbal and nonverbal behaviors and are recognized only through extended interaction with others. If managed properly, the shift from surface to deep level diversity can accomplish two things, 1) coming to know and understand co-workers better can result in reduced prejudice and conflict 2) it can lead to stronger social integration

Differences btwn Diversity Paradigms

discrimination and fairness paradigm focuses on assimilation (having a demographically representative work force), and the access and legitimacy paradigm focuses on differentiation (having demographic differences inside the company match those of key customers and stakeholders)

Discrimination and Fairness Paradigm Primary Limitation

focus of diversity remains on the surface level diversity dimensions of sex, race, & ethnicity

Learning and Effectiveness Paradigm

focuses on integrating deep-level diversity differences, such as personality, attitudes, beliefs, and values, into the actual work of the organization, consistent with achieving organizational plurality

Access and Legitimacy Paradigm

focuses on the acceptance and celebration of differences to ensure that the diversity within the company matches the diversity found among primary stakeholders such as customers, suppliers, and local communities. This is related to the business growth advantage of diversity discussed earlier in the chapter. The basic idea behind this approach is to create a demographically diverse work force in order to attract a broader customer base

Access & Legitimacy Paradigm Primary Limitation

focuses only on surface level diversity, furthermore employees who are assigned responsibility for customers & stakeholders on the basis of gender, race, or ethnicity may eventually feel frustrated & exploited

Diversity Audits

formal assessments that measure employee and management attitudes, investigate the extent to which people are advantaged or disadvantaged with respect to hiring and promotions, and review companies' diversity-related policies and procedures

Div & Aff Purpose fourth diff

general purpose of this program is to create a positive work environment where no one is advantaged where 'we' is everyone where everyone can do his or her best work where differences are respected & not ignored where everyone feels comfortable, seek to benefit both organizations & their employees by encouraging organizations to value all kinds of differences vs purpose of this program is to compensate for past discrimination which was widespread when legislation was introduced in 1960s to prevent ongoing discrimination, to provide equal opportunities to all regardless of race, color, religion, sex, or national origin, a punitive approach, opponents of this policy establish only surface level diversity promoting preferential treatment

Organizations that fail to uphold affirmative action laws may be required to:

oHire, promote or give back pay to those not hired or promoted oReinstate those who were wrongly terminated oPay attorney fees and court costs for those who bring charges against them take other actions that make individuals whole by returning them to the condition place they would have been had it not been for discrimination.

ADA

poorly worded piece of legislation he has ever seen. - cant discriminate if they can perform the reasonable tasks of the job - employer has to know the disability - disabilities? wheel chair, blind, amputees, bipolar, sleep apnea obesity - Switchboard operator- blind person wants to apply; cant assume they cant do the job - Baldwin county pool is plowed because they cant afford a lift

Deep-Level Diversity def

reflected in differences that can be recognized only through extended interaction with others. Examples include differences in personality, attitudes, beliefs, and values. In short, recognizing deep-level diversity requires getting to know and understand co-workers better. And that matters because it can result in less prejudice, discrimination, and conflict in the workplace. These changes can then lead to better social integration

Personality

relatively stable set of behaviors, attitudes, and emotions displayed over time that make ppl different from each other

Div & Aff Reactions fifth diff

research shows that ppl who have gotten jobs or promotion as a result of this are frequently viewed as unqualified even when clear evidence of their qualifications exists

Disposition

tendency to respond to situations and events in predetermined manner