MGT10001 - Introduction to Management Exam Prep
Advantages of Teams across organsisational structures
improved communication faster and better quality decision-making reduced overhead costs boost morale
The Golden Rule in addressing ethical dilemma
"Do unto others as you would have them do unto you.
Global environmental problems facing managers
Air, water, and soil pollution from toxic wastes • Global warming from greenhouse gas emissions • Natural resource depletion
Existence needs, relatedness needs & growth needs are related to:
Alderfer's ERG Theory
has greater scientific support than Maslow's hierarchy
Alderfer's ERG Theory
work groups
A group that shares information to make decisions to help one other perform within each member's area of responsibility
Process Model
A model that represents the processes involved in cognition
Non-programmed or decisions
Apply specific solutions crafted for a unique pro
strategic plan
Apply to the entire organisation Establish the org's overall goals Seek to position the org in terms of its environment Cover extended periods of time
Types of Compensation/Remuneration
Base wage or salary Wage and salary add-ons Incentive payments Skill-based pay Variable pay
hindsight bias
Believing that they could have predicted past events better once outcomes are known 'I knew it all along'
Common criteria used to inform decision making
Benefits Costs Timeliness Acceptability soundness
In Australia the board of directors are legally responsible for the performance of the organisation under
Corporations Act 2001
Who proposed that managers either adopted a theory x or a theory y view of their employees
Douglas McGregor
Content Theories of Motivation
Early Theories of Motivation include: Maslow's Hierarchy of Needs McGregor's Theory X & Y Herzberg's Two-Factor Theory McClelland's Three-Need's Theory
Two terms used to evaluate sustainability
Eco-efficiency and Eco-effectiveness
Advantages of Functional structures include
Economies of scale Efficient use of resources Job specialisation High quality technical problem solving Clear career paths Centralised decision making and clear chain of command provides greater unity in decision making
Robert House's Path-goal theory
Fundamentally concerned with leaders increasing employee motivation to achieve organisational goals Effective leadership depends on: environmental contingency factors (task structure, formal authority system, work group) subordinate contingency factors (locus of control, experience and perceived ability).
Hersey and Blanchard identified 4 leadership styles
Participating, selling, delegating and telling
Purpose of Planning
Provides direction Reduces uncertainty Minimises waste and redundancy Sets the standards for controlling provides a starting point for further managerial action
Robert L. Katz
Studied skills managers use. Proposed they need 3 critical skills in managing: technical, human and conceptual.
Blake and Mouton's managerial style (high concern for production, high concern for people)
Team manager
Recruitment sources: grad recruitment - disadvantages
Tends to apply only to entry level positions
renewal strategy
a corporate strategy designed to address declining performance
single-use plan
a one-time plan specifically designed to meet the needs of a unique situation
5 effective team characteristics
Trust Healthy conflict Commitment Accountability Results orientation
innovation
Turning the outcomes of the creative process into useful products, services, or work methods
obstructionist strategy
avoids social responsibility and reflects mainly economic priorities, they adopt a classical view of corporate social responsibility. - If criticised, are likely to deny claims of wrong doing
self-monitoring
awareness of one's behavior and how it affects others
reinforcement theory
behaviour is a function of its consequences in contrast to goal setting theory, argues behaviour is externally caused.
Intrinsically motivated behaviour
behaviour that is performed for its own sake
Benchmarking
organisations undertake this or gather competitor intelligence to understand how they are performing compared to other organisations, particularly their competitors. In Australia can gather information re industry through ATO
Product Departmentalisation
organising work and workers into separate units responsible for producing particular products or services
Short-term plans
plans covering one year or less
Planning
setting objectives and determining how to accomplish them
Recruitment: sources advertisements - advantages
can access a wider pool of people or can be targeted for specific groups
satisficing decision
chooses the first satisfactory alternative that presents itself
reinforcers
consequences that, when immediately following a behaviour, increase the probability that the behaviour will be repeated
External Environment
consists of groups that the organisation regularly interacts with and is situated within an external environmental context All relevant forces outside a firm's boundaries, o Political/Legal Economic Sociocultural Technological Demographic Global
Simple structure
consists of two levels, management and workers. little standardisation or formalisation of work structure is typically lean and flexible structure is commonly used by entrepreneurs and small businesses.
classifications of Motivation theories
content theories or process theories
Collective bargaining agreement
contractual agreement between a firm and a union to represent a bargaining unit of employees in bargaining for wage, hours, and working conditions.
self-management
control own behaviour, influencing and leading self through behavioural and cognitive strategies
compensation variables
employee's tenure and performance kind of job performed kind of business degree of unionisation management philosophy geographic location company profitability company size
training/developing workforce
employees are given the opportunity to learn and improve skills that are necessary to do their jobs well
employees socialisations
employees are introduced to the job the people who work in the organisation the organisation's culture and social practices
disadvantage of top-down planning
focus and effort is put into developing a plan that no one reads rather than improving how the organisation works can have communication issues between planners and managers
Implement the decision problem
if managers fail to solicit the participation of key people
How the Manager's Job is Changing
increasing importance of customers innovation
empowering employees
increasing the decision making discretion of workers
3 approaches to defining what managers do
functions they perform, roles they play, skills they need
Types of training
general or specific
issues and concerns for scenario planning
geopolitical change terrorism, climate change sustainable development human rights biodiversity
Focus on ends rather than means
goals are made clear, and individuals are encouraged to consider alternative routes to meeting the goals
Intensity
how hard a person tries
Dimensions of trust
integrity competence consistency loyalty openness
JCM
job characteristics model
Guidelines for Job Redesign
job rotation, job enlargement, job enrichment
Why measure performance?
manage resources better capture customer value manage organisational reputation improve measures of org knowledge
Theory X managers
management assumes employees are inherently lazy and will avoid work if they can. Need for close supervision of employees; who will only work harder for selfish reasons
positive reinforcers
managers can influence employee's behaviour by using
Difference between manager and leader
managers focus on the organisation and leaders focus on people - Samson and Daft (2015) provide the metaphor to explain: "management organises the production and supply of fish to people, whereas leadership teaches and motivates people to fish
Accountability
managers must report and justify work results to the managers above them
Alderfer's ERG Theory: Existence Needs
material and physiological desires
Leading
the process of inspiring others to work hard to accomplish important tasks. Leaders can inspire others through understanding what motivates employees
Valence
the value an outcome holds for the person contemplating it
Resources to manage
time, people, work environment, work equipment and information
Demotions
usually part of a discipline process for poorly performing employees
Team
value can be gained when people work effectively in groups often used within other, more traditional organisation structures in order to overcome difficulties within those structures.
Task-oriented leadership
where leaders focus on the accomplishment of tasks,
Minutes include
who attended the meeting, who didn't attend the meeting accuracy of last minutes list of agenda topics what was discussed the action points resulting from the discussion.
leader
someone who can influence others and who has managerial authority
To be motivating, goals should be
specific eg boost your revenues 25% challenging but achievable linked to action plans ( an action plan outlines the activities or tasks that need to be accomplished in order to obtain a goal and reminds us of what we should be working on) Employeeacceptancance
Components of External Environment
specific environment and general environment
Management by Objectives (MBO)
specific performance goals jointly det by employees & managers. Progress toward accomplishment periodically reviewed Rewards allocated on the basis of progress toward goals
objective of refreezing
stabilize the new situation by balancing the driving and restraining forces
Organisational design needs to vary according to:
strategy size organisational life cycle environmental uncertainty
High achievers like to set goals that require
stretch
3 types of changes managers can make
structure technology people
behavioural approach to performance appraisals
subjective
The classical view of CSR
suggests that organisations are responsible only to shareholders to maximise profits based on Milton Friedman's ideals
figurehead
symbolic head; required to perform a number of routine duties of a legal or social nature
performance management system
system that helps to set up and assess the performance of employees against goals and standards needed to achieve performance outcomes
centralised industrial relations system
system when unions, organisations and government sit down to collectively develop common working conditions. This process is called collective bargaining.
social audit
systematic evaluation of an organisation's progress toward implementing socially responsible and responsive programs
Why people procrastinate
tasks are boring or tedious because they fear failure because they have low confidence in their abilities because they are easily distracted or have depression
Cross-functional teams
team made up of people from different areas of the organisation eg a task force
Virtual teams
teams that use technology to connect and are physically located in different places
Flexible work options
telecommuting- work from home compressed work week flextime job share
contingent workers
temporary, freelance or contract workers - employment contingent on demand for their services.
internal forces that create the need for change
tend to originate from the internal operations of the organisation or from the impact of external changes.
creativity
the ability to combine ideas in a unique way or to make an unusual association
Organisational performance
the accumulated end results of all the organisation's work activities
Geographical Departmentalization
the grouping of jobs according to location
Managerial Concerns
- Efficiency "Doing things right" - Getting the most output for the least inputs - Effectiveness "Doing the right things" -Attaining organizational goals
forecasting
-technique that uses quantitative or qualitative information to predict outcomes -requires skill - frequently found ineffective
Taking Managerial Action
1. Doing Nothing 2. Correcting Actual (Current) Performance 3. Revising the Standard
Disadvantages of Group Decision Making
1. a few people dominate or intimidate 2. groupthink 3. satisficing 4. goal displacement, new goals replace original goals
Decision effectiveness
= decision quality x decision acceptance
boundaryless career
A career in which individuals, not organisations, define career progression and organisational loyalty
Consultative decision
A decision made by a leader after receiving group input
Entrepreneur
A person who organizes, manages, and takes on the risks of a business.
liaison
A person who serves as a connection between individuals or groups; a go-between
Organisational Design process
A process involving decisions about six key elements: Work specialisation Departmentalisation Chain of command Span of control Centralisation and decentralisation Formalisation
SWOT analysis
A technique where the organisational strengths (S), weaknesses (W), environmental opportunities (O) and threats (T) are identified so that appropriate plans can be developed
Innovative culture characteristics
Acceptance of ambiguity Tolerance of the impractical Low external control Tolerance of risk Tolerance of conflict: Focus on ends, rather than means Open-system focus
Recruitment sources: online - advantages
Access to a very large pool of applicants, can get more detailed feedback about applicants and processes, can be targeted
Recruitment sources: grad recruitment - advantages
Access to a wide pool of applicants
Recruitment sources: employment agencies - advantages
Access to a wider pool of applicants, can limit screening burden
Lewin's three-step description of the change process
According to this theory change can be planned and requires unfreezing the status quo, changing to a new state, then refreezing to make the change permanent. The status quo can be considered an equilibrium state To move from this equilibrium, unfreezing is necessary Unfreezing can be thought of as preparing for the needed change. It can be achieved in one of three ways: increase the driving forces that direct behaviour away from the status quo decrease the restraining forces that hinder behaviour away from the status quo combine the two approaches
Contingency Theories of Leadership
Also known as situational theories, they propose that the most effective leadership depends on the context. Key theories include: Fiedler's contingency theory of leadership The Hersey-Blanchard model Robert House's Path-goal theory of leadership
Motivator-Hygiene Theory author
American Frederick Herzberg (1923 to 2000) aka Herzberg's two-factor theory
What is job analysis
An assessment that defines a job and the behaviours necessary to perform the job Knowledge, skills, and abilities (KSAs)
International Organisation for Standards (ISO)
CSR standards
Tips for Managing a Reduction in Human Resources
Communicate openly and honestly with respect. Follow laws and maintain records Provide support/counselling for both employees being dismissed and surviving (remaining) employees. Boost morale for the surviving (remaining) employees Have a plan for reassigning roles and empty office spaces.
Skills needed by managers
Conceptual skills, Interpersonal or Human skills, Technical skills, Political skills
Blake and Mouton's managerial style (high concern for people, low concern for production)
Country club managers
Randomness
Creating meaning out of random events
Dealing with resistance to change
Education & communication participation facilitation and support negotiation manipulation and co-optation coercion
Environmental Factors Affecting HRM
Employee Labour Unions Governmental Laws and Regulations Affirmative Action
Theory Y Assumptions
Employees like to work Employees are creative, and seek responsibility Employees can exercise self-direction and self-control
three major types of organisation structure
Functional structure Divisional structure Matrix structure
challenges of changing environment
Environmental uncertainty Resistance Employee stress need to incorporate sustainability Need to be innovative
Performance appraisal
Evaluating an employee's current and/or past performance relative to their performance standards.
Examples of High Performance Work Practices
Examples of High Performance Work Practices
Recruitment sources: referrals/recommendations by staff - advantages
Existing staff can provide realistic job preview generate good candidates if someone is prepared to recommend and work with them.
Vroom's Expectancy Theory of Motivation
Expectancy theory concerns the relationship between 3 factors: Expectancy Instrumentality valance
Motivators (Herzberg)
Factors that increase job satisfaction and motivation levels, such as praise, recognition and responsibility
HRM Laws in Australia
Fair Work Act 2009 Paid Parental Leave Act 2010 Work Health and Safety Act 2011 Workplace Gender Equality Act 2012
minimum pay rates are set by
Fair Work Commission
Benefits of fair pay
Help attract and retain high-performance employees Impact on the strategic performance of the firm
why groups keep a formal, written record for meetings
In order to build in more accountability for group performance and be more transparent
Learning organisation structure
In the 1990s, Peter Senge proposed an organisation structure based on the mind-set the organisation has the 'capacity to continuously learn, adapt and change'
board of directors
In the corporate governance system a ?, that is supposed to be independent, oversees the performance of the organisation
Models of Organisational Decision Processes
Incremental model Coalitional model Garbage can model
Recruitment sources: online - disadvantages
Large number of unqualified applicants requiring increased screening time commitment
Robert House's Path-Goal Directive Leader
Leader giving clear directions on what to do and how to do it and the standards expected, provides structure
Level 5 Hierarchy of Leaders
Level 5 Executive level 4 effective Leader level 3 competent manager level 2 contributing team member level 1 highly capable individual
introducing change does not ensure that the change will take hold. The new situation needs to be refrozen
Lewin's Change Process Theory
Governmental Laws and Regulations
Limit managerial discretion in hiring, promoting, and discharging employees. (environmental factor affecting HRM)
Recruitment sources: internal sources - disadvantages
Limits supply, can lead to stagnation and lack of diversity
Types of Change Agents
Managers Non-managers Outside consultants
Recruitment sources: referrals/recommendations by staff - disadvantages
May limit diversity mix, may have legal implications for some industries
Two remind managers of the types of reinforcers or rewards that can be used to motivate people
Mazlow's Hierarchy of Needs and Alderfer's ERG Theory
believed that Theory Y should guide management practice
McGregor
Individuals acquire these three needs over time
Need for Achievement, Power and Affiliation (McClelland)
Mazlow's Hierarchy of Needs
Needs were categorised as five levels of lower to higher order needs. Lower-order (external): physiological, safety Higher-order (internal): social, esteem, self-actualisation
Team Characteristics
Norms conformity role
Formal planning
Positive financial results Quality of the plan and implementation affects performance more than the extent of planning. External environment can reduce the impact of planning on performance. Planning-performance relationship is influenced by time frame
Problem Seekers
Proactive, actively process information and constantly look for problems to solve or opportunities to explore
decision makers managers are classified into
Problem avoiders Problem solvers Problem seekers
Leaders can become more ethical
Role model ethical behaviour Develop trust - integrity, competence, consistency, loyalty and openness Empower employees - decision-making discretion and capacity to act independently Making choices considering external stakeholders to build sustainability Develop cross-cultural leadership style reflecting increasing globalisation and multiculturalism incorporate effective leadership
Confirmation bias
Seeking out information or viewpoints that confirm the decision-makers existing ideas
HRM tasks
Selecting, training, and evaluating the work force
Selective perception bias
Selectively choosing data or interpretations that suit decision-makers biases
span of control width variables
Skills and abilities of the manager employee characteristics Characteristics of the work being done Similarity of tasks Complexity of tasks Physical proximity of subordinates Standardisation of tasks
Manager definition
Someone who coordinates and oversees the work of other people so that organisational goals can be accomplished
stakeholder
Someone with a share or interest in a business enterprise
SMART goals
Specific Measurable Achievable Relevant Time-bound
Three roles that leaders of groups can adopt
Task-related role Maintenance-related role self-oriented role
organisational stucture
The formal arrangement of jobs within an organisation
the first step involved in finding and hiring competent staff
The future human resource needs of the organisation HR planning
Managing Downsizing
The planned elimination of jobs in an organisation Provide open and honest communication. Provide assistance to employees being downsized. • Reassure and counselling to surviving employees.
performance management
The process employers use to make sure employees are working toward organisational goals
Authority
The right inherent in a managerial position to tell people what to do and to expect them to do it.
benchmark
The standard of excellence against which to measure and compare
bureaucratic control
The use of rules, regulations, and authority to guide performance can include financial controls or measures like budgets, or financial ratios
Managerial Levels
These levels are often visualised as a pyramid to represent the numbers of managers typically found at different levels.
innovative organisations
These organisations typically exhibit many of the characteristics of change capable organisations
Heuristics bias
Using 'rules of thumb' to simplify decision making
Rules-based in addressing ethical dilemma.
What would happen if everyone made the same decision as you?
Position Power
When manager's use this to influence others they offer others rewards, coercion (punishment), and legitimacy
Sunk Costs Errors
When managers continue with projects because they have already spent a lot of money on the project - assumes current decisions cannot correct past decisions
self-serving bias
When managers take credit for successes and blame failure on outside factors to serve their own interests
Managing Work Force Diversity
Widen the recruitment net for diversity Ensure selection without discrimination Provide orientation and training that is effective
hygiene factors
Within a workplace there are ? are adequate for the employee but do not motivate eg supervision, company policy, relationship with supervisor, working conditions, salary, relationship with subordinates, status, security
technology change
Work processes, methods, and equipment
Social Responsibility
a business's intention, beyond its legal and economic obligations to do the right things and act in ways that are good for society
effective goals and objectives
Written in terms of outcomes rather than actions Challenging yet attainable Measurable and quantifiable Written down Clear time frame communicated to all necessary
Groupthink
a tendency for highly cohesive teams to lose their evaluative capabilities
the control process
a three-step process measuring actual performance, comparing actual performance against a standard, and taking action to correct deviations or inadequate standards
Meetings
a time when people come together for a discussion.
exit interview
a tool that HRM uses to identify problems in the organisation that might be causing employees to leave
Purposes of Information Controls
a tool to help managers control other organisational activities. Managers need the right information at the right time and in the right amount. an organisational area that managers need to control. managers need comprehensive and secure controls in place to protect organisation's important information.
The Global Compact
a voluntary agreement established in 2000 by the United Nations that promotes human rights, labor standards and environmental principles
systems resource model
ability of the organisation to exploit its environment in acquiring scarce and valued resources
escalation of commitment
an increased commitment to a previous decision in spite of negative information
social entrepreneur
an individual or organisation who seeks out opportunities to improve society by using practical, innovative, and sustainable approaches
The HRM Process
attracting, developing, maintaining
Equity Theory (Process Theory)
based on a worker's perception of fairness
Overcoming decision making errors and biases
be aware of them open up decision making to allow different ideas increase critical evaluation by appointing a devils advocate to encourage disagreement increase accountability 'if-then' process
organic
cross-functional teams cross-hierarchical teams free flow of information wide spans of control decentralisation low formalisation
customer departmentalisation advantages
customer needs and problems can be met by specialists
value
customer's subjective assessment of benefits relative to costs in determining the worth of a product
Resource Allocator
decide who gets resources; schedule, budget, set priorities
Traditional or classical models of decision-making assume
decision-making is a rational proce
Job Analysis
defines the duties, tasks and responsibilities of jobs within the organisation that are necessary to achieve organisational performance outcomes
Effectiveness
doing the right things - doing those work activities that will result in achieving goals
Efficiency
doing things right - getting the most output from the least amount of inputs
uncertainty
doubt, the state of being unsure
not always clear what an ethical decision is
due to differing values, behaviours or philosophical approaches
negotiation (resistance to change techniques)
exchanging something of value for an agreement to lessen the resistance to the change effort. This resistance technique may be quite useful when the resistance comes from a powerful source
Theory X and Theory Y
explain and predict leadership behavior & performance based on leader's attitude about followers
Hersey and Blanchard - Selling Leadership style
explaining task directions in a supportive and persuasive way; a high-task, high-relationship style
socialized power
expressed need for power based on desire to support the welfare of others, a group, society, or the common good
to be effective participatory planning
needs to genuinely engage with the different stakeholders of the organisation
The Greening of Management
recognition of close link between an organisation's decision and activities and its impact on the natural environment.
Punishment or Extinction
removing a positive reward
collaborating style
(high assertiveness, high cooperation) conflict is resolved by finding a win:win solution
accommodating
(low assertiveness, high cooperation) occurs by satisfying another person's needs over your own.
Functional structure
- Functional structures are a form of departmentalisation that groups jobs by the functions performed, or those people doing similar tasks
Vroom-Jago Leader Participation Theory
- Helps leaders choose the method of decision making that best fits the nature of the problem situation
achievement
- Individuals with a high need of ? typically desire to do something better or more efficiently than it has been done before, preferring jobs that offer personal responsibility for finding solutions to problems, in which they can receive rapid feedback on their performance so they know whether they are improving or not
Boundaryless structure disadvantages
- Lack of clear boundaries can lead to a lack of control and problems with communication
Goal-setting theory & Reinforcement Theory
- suggests that employees can be motivated by goals that are specific and challenging but achievable
Self-Efficacy Theory
An individual's belief that he or she is capable of performing a task.
strategic goals
Are related to the performance of the firm relative to factors in its external environment (e.g., competitors).
Robert House's Path-Goal 4 Types of Leader
Directive Supportive Participative Achievement-Oriented
teams
Groups of two or more people to fulfill a purpose Interdependent - interact and collaborate Mutually accountable influence each other
Decision Making Styles
Linear thinking style Non-linear thinking style
organisational family-friendly benefits
On-site child care Summer day camps Flexitime Job sharing Leave for personal matters Flexible job hours
collective bargaining
Process of a union representing a group of workers negotiates with management for a contract
Decision Making Process
Recognise and define problem or opportunity Identify and analyse different courses of action Choose a preferred course of action Implement the decision Evaluate decision effectiveness
Four Personal & Work Outcomes
The ways in which core job dimensions and critical psychological states are combined lead to high levels of internal work motivation high quality work performance high levels of satisfaction with work by individuals low levels of absenteeism and turnover
Corporate Governance
This has implications for company behaviour towards employees, shareholders, customers, and banks
Maslow's Hierarchy of Needs theory
This theory proposed that, although no need is ever fully satisfied, a substantially satisfied need no longer motivates an individual to satisfy that need
Availability bias
Using only the information easily available to make decisions -may not be accurate
formal meetings include
agenda a leader called a chair a note taker
relationship-oriented
also known as employee-oriented behaviours, where leaders focuses on satisfying social and emotional needs of others
The Three needs theory (McClelland)
also known as the acquired needs theory
physical exam problems
can breach legal issues around discrimination and privacy
job rotation
changing from one routine task to another to alleviate boredom - can benefit everyone when done properly
a key component of effective teams
communication - through active listening, body language, and conflict management
How disputes are resolved under a centralised industrial relations system
conciliation and arbitration
feedback control
control that takes place after a work activity is done
Internal Stakeholders
employees, owners, board of directors
success of teams factors
group size social loafing group cohesiveness
contingency planning
identifies alternative courses of action to take when original plan is inadequate due to changing circumstances
Alderfer's ERG Theory: Relatedness Needs
involve relationships with other people
Behavioural controls
measure and reward efforts
compromising conflict style
medium assertiveness & cooperativeness user attempts to resolve the conflict through assertive give and take concessions
Socially responsive organisations
meet their economic, legal and ethical responsibilities but do not go beyond responding to needs
Sustainability
meeting humanity's needs without harming future generations
perfectionism
not a reason people procrastinate
procrastination
putting off urgent tasks in favour of less urgent, tasks, leading to doing last minute.
sustainability-driven innovative organisations
where innovation incorporates environmental and social impacts
Boundaryless structure advantages
- can help to improve flexibility and responsiveness and the use of talent across the whole organisation
Peter Drucker's five principles relate to:
- contribution people can make to an organisation's aims - dealing with strengths and weaknesses - building positive culture through integration - ensuring people know what needs to be done - helping people grow - training and development - Status is not one of the key principles
Hersey-Blanchard Model
? proposed that effective leadership did not just depend on the leader & the situation but also on the people following the leader and how receptive they are to the leader. Followers can vary in terms of their readiness to perform in different situations. Effective leaders, under this model, adjust their leadership style (supportive relationship behaviour or task directive behaviours) to match the maturity of the followers
Authority decision
A decision made by the leader then communicated to the group
Group decision
A decision made with the full participation of all group members
Immediate gratification bias
A focus on gaining immediate rewards and minimizing immediate costs
sexual harassment
An unwanted activity of a sexual nature that affects an individual's employment
organisational change
Any alterations in the people, structure or technology of an organisation
stakeholder
Any individual or group who can affect or is affected by the actions, decisions, policies, practices, or goals of the organisation
Size of structure
As organisations grow they tend to become more bureaucratic - to maintain responsive to the environment larger organisations build in features of more adaptable organisation structures
HR planning
Assessing current human resources Assessing future needs for human resources Developing a program to meet those future needs
people change
Attitudes, expectations, perceptions and behaviour - individual and group
increased the responsibility and accountability of the board of directors for the performance of the organisation, by requiring adherence to a number of governance principles
Australian Stock Exchange (ASX)
Blake and Mouton's managerial style (high concern for production, low concern for people)
Authority obedience manager
traditional goal setting
Broad goals set at the top of organisation. Goals then broken into sub-goals for each organisational level Assumes that top management knows best because they can see the "big picture." Goals are to direct, guide, and constrain from above Goals lose clarity and focus as lower-level managers attempt to interpret and define the goals for their areas of responsibility
Stated Goals versus Real Goals
Broadly-worded official statements of the organisation for public that may be irrelevant to its real goals
internal forces for change
Changes in organizational strategy Workforce changes New equipment Employee attitudes
- Self-leadership strategies for overcoming procrastination
Choose tasks that really interest you (where possible) Relate tasks to long-term goals and aspirations Get yourself organised Reframe failure as a learning experience Reframe how you think about the task think of how the task stretches your abilities Separate your self-esteem from your task Create an environment for yourself to work in that reduces distractions.
Characteristics of effective teams
Clear goals relevant skills mutual trust unified commitment good communication, negotiating skills appropriate leadership internal support external support
teamworker
Co-operative, perceptive and diplomatic. Listens and averts friction. Indecisive in crunch situations. Avoids confrontation.
Goal-setting theory & Reinforcement Theory
Contemporary or Process Theories of Motivation
Theory associated with Need for Achievement, Power and Affiliation
Content theory: The Three needs theory (McClelland)
Escalating Commitment Bias
Continuing to commit to a decision despite contrary evidence and refusing to accept their decision was wrong
5 step planning process
Define objectives Determine where you stand in relation to objectives Develop premises regarding future conditions Analyse and choose among alternative actions Implement the plan and evaluate the results.
5 steps to systematic planning process:
Define your objectives Determine where you stand in relation to objectives Develop premises regarding future conditions Analyse and choose among alternative actions Implement the plan & evaluate result
ethics
Defined Principles, values, and beliefs that define what is right and wrong behaviour
Common mistakes in defining problems
Defining the problem too broadly or too narrowly Focusing on symptoms instead of causes Choosing the wrong problem
Disadvantages of Functional Structures
Difficulties in identifying responsibilities for the 'big picture' or strategic tasks, - The chimneys or 'silo' problem - Separate chains of command leading to slower decision-making and problem-solving - High levels of job specialisation - Slow response to external changes
Ethical dilemma issues
Discrimination sexual harassment conflicts of interest eg accepting gifts sharing customer information in the use of organisational resources
organising purpose
Divides work to be done into specific jobs and departments Assigns tasks and responsibilities associated with individual jobs. Coordinates diverse organizational tasks. Clusters jobs into units. Establishes relationships among individuals, groups, and departments. Establishes formal lines of authority. -Allocates and deploys organizational resources.
Personal traits that successful leaders share
Drive or energy Self-confidence Creativity Cognitive ability to interpret information Business knowledge Motivation Flexibility Honesty Integrity Credibility
Geographical Departmentalization Disadvantages
Duplication of functios and can feel isolated from other organisational areas
idea champion
Dynamic self-confident leaders -actively inspire support for new ideas, build support, overcome resistance, and ensure that innovations are implemented
Ways self-efficacy can be increased
Enactive mastery: gain experience Vicarious modeling: see someone else do the task Verbal persuasion: someone convinces you that you have the skills Arousal: get energized
three principles in resolving an ethical dilemma
Ends-based. Which decision would provide the greatest good for the greatest number of people? Rules-based. What would happen if everyone made the same decision as you? "The Golden Rule." "Do unto others as you would have them do unto you.
Completer Finisher
Ensures thorough, timely completion, painstaking & conscientious, polishes and perfects
Recruitment sources: employment agencies - disadvantages
Expensive, limited to pool accessible to employment agency
organisational performance measures
Financial Customer internal quality innovation and learning.
3 levels of managers
First-line (or front-line) managers, Middle Managers, Top Managers
Benefits of Contingency and Scenario Planning
Flexibility Places organisations in a state of readiness improves coordination and Control
Herzberg's Motivation-Hygiene Theory
Focuses on outcomes that lead to higher motivation and job satisfaction, and those outcomes that can prevent dissatisfaction
Equity Theory of Motivation process theory
Focuses on the desire to be treated with equity and to avoid perceived inequity
Anchoring and adjustment effect bias
Focusing on an initial figure or data in making decisions
work team
Generates positive synergy through coordinated effort; Individual efforts result in a level of performance that is greater than the sum of those individual inputs
key elements of MBO
Goal specificity Participative decision making Explicit performance/evaluative period Feedback
2 Contemporary or Process Theories of Motivation
Goal-setting theory & Reinforcement Theory
Contemporary and process theories of motivation include
Goal-setting theory, reinforcement theory, job-design theory, expectancy theory, and equity theory
Advantages of Divisional structures
Greater flexibility to respond to environmental changes Improved coordination across functional departments Clear responsibility for products or services and achieving division goals Focused expertise Easier to change the size of the organisation Greater decentralisation of decision making
a French industrialist described the activities of managers as planning, organising, commanding, coordinating and controlling
Henri Fayol (1916)
Who studied the roles managers play at work and identified 10 different roles or actions and behaviours displayed by managers.
Henry Mintzberg (1970's)
- Much of the enthusiasm for job enrichment can be attributed to his findings and recommendations
Herzberg's
Although some critics said his theory was too simplistic, it has had a strong influence on how we currently design jobs
Herzberg's
This theory enjoyed wide popularity from the mid 1960s to the early 1980s despite criticism of his procedures and methodology.
Herzberg's Motivation-Hygiene Theory
Ethical decision-making framework
Identify all stakeholders affected by the decision State facts of decision only Highlight principles, values and codes relevant to the decision Outline decision options available Ask if the decision is legal, right, and beneficial? Perform a double check: How would I feel if this decision was public? How would you explain your decision to family? How will this decision impact on the reputation of the organisation? Make the decision and accept responsibility for the outcome
equity theory
If an individual perceives an inequity they can respond in different ways including changing work inputs through exerting less effort, asking for a change in rewards, adjusting how they perceive the inequity by adjusting their comparison, or quitting the job
Maslow's Hierarchy
If you want to motivate someone, you need to understand what need level that person is on in the hierarchy and focus on satisfying needs at or above that level.
Blake and Mouton's managerial style (low concern for production, low concern for people)
Impoverished manager
Advantages of Matrix Structures
Improved co-operation and problem-solving between different groups better flexibility in responding to environmental changes Better customer service Greater performance accountability Decentralised decision making
power
Individuals with a high need of ? desire to have impact and to be influential, and enjoy being in charge
Henry Mintzberg's Managerial Roles
Interpersonal: Figurehead, Leader, Liaison informational: Monitor, Disseminator, Spokesperson Decisional: Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator
characteristics of change
Is constant yet varies in degree and direction produces uncertainty yet is not completely unpredictable creates both threats and opportunities
equity theory
It is not so much about whether inequity really exists but whether an individual perceives inequity
(KSAs)
Knowledge, skills, and abilities
Change process theory
Kurt Lewin's theory that describes three stages for change: unfreeze, move, and refreeze.
Symptoms of an Out-of-Control Company
Lax top management Absence of policies Lack of agreed-upon standards "Shoot the messenger" management Lack of periodic reviews Bad information systems Lack of ethics in the culture
Incremental Model of Decision Making
Leader may not know what to do or how to process a decision to satisfy stakeholders so just proceeds with small changes to attempt improvement (trial and error)
Range of Training methods
Learning through doing Learning from others Learning through formal training programs Learning through technologies
Legal (or Light Green) Approach
Legal or light green approach: Organisations engage only in legal compliance, exhibiting only a low degree of environmental sensitivity
Teams
Make better decisions Make better products and services more knowledge and expertise Increase employee engagement
Representation bias
Making decisions based on similarity to other events - assuming it will happen the same way again
negative reinforcement or avoidance learning
Managers engage in this when negative consequences are removed if an individual behaves as desired
Rationality
Managers make consistent, value-maximising choices with specified constraints
bounded rationality
Managers make decisions rationally, but are limited (bounded) by their ability to process information
Theory Y managers
Managers who assume that engaging in effortful behaviour is natural to human beings recognise that people seek responsibility and that motivation can come from allowing employees to suggest creative and meaningful solutions.
Maslow's hierarchy
Managers who used this in motivating employees attempted to change their organisations and management practice so that employees' needs could be satisfied
external forces for change
Marketplace Governmental laws and regulations Technology Labor market Economic changes
best-known theory of motivation is
Maslow's Hierarchy of Needs theory
Organisational design classifications
Mechanistic or organic
Blake and Mouton's managerial style(medium concern for people and concern for production)
Middle of the road manager
Features of organisational structure
Mintzberg's work (1981) -Job specialisation Formalisation - how standardised jobs and extent employee behaviour is guided by rules and procedures -Departmentalisation -Chain of command -Spans of control - Centralisation/decentralisation - of authority to make decisions
Expectancy theory formula
Motivation is determined by expectancy times instrumentality times valence M = E × I × V
Innovation stimulation
Organisation structure Human resources Organisational culture
Stakeholder Approach
Organisations engage with multiple stakeholders to meet their environmental demands
Market Approach
Organisations respond to customers to exhibit greater sensitivity to environmental issues
Activist (or Dark Green) Approach
Organisations seek out ways to preserve the environment and the resources found in the environment, exhibiting a high level of environmental sensitivity
Employee Labour Unions
Organisations that represent workers and seek to protect their interests through collective bargaining (environmental factor affecting HRM)
goal setting limitations
People lack ability and/or knowledge Dysfunction and individual performance goals Increase competition/reduce cooperation (Team vs. individual goals) Encourage unethical behaviour
Disadvantages of Controls & Measuring Performance
Performance cannot be measured or is difficult to measure Measuring performance is not feasible, meaning it is too expensive for the outcomes expected Introducing controls could lead to unintended consequences reducing employee initiative reducing the attractiveness of the organisation to employees
Gantt
Project planning tool - graphically displays activities of a project in sequence and plots them against time.
Recruitment sources: temp agencies - advantages
Provides access to temporary labour, can fill needs for specific skills
Disadvantages of Divisional Structures
Reduce economics of scale and increase costs as efforts are duplicated in different divisions Can create unhealthy rivalries between divisions for resources Lower levels of job specialisation so there is less technical expertise in divisions Can be poor coordination across divisions Top management has less control
theory that argues behaviour is externally caused
Reinforcement theory
De-Recruitment options
Resignation, dismissal, redundancy/retrenchment, redeployment/transfer, lay off, attrition, reduced work week, early retirement, job sharing, and hiring freezes
operational plan/tactical plan
Specific detail of how o/all goals to be achieved Cover short time sets out ways to implement a strategic plan, covers short time period
Project Management
The application of knowledge, skills, tools, and techniques to project activities with a clear start and end point
Unity of Command
The concept that a person should have one boss and should report only to that person
Formalisation
The degree to which jobs within the organization are standardised and the extent to which employee behaviour is guided by rules and procedures. - Highly ? jobs offer little discretion over what is to be done. - Low ? means fewer constraints on how employees do their work.
Work Specialisation
The degree to which tasks in the organisation are divided into separate jobs with each step completed by a different person.
Maintaining a Quality Workforce
The final part of the employment cycle ensure that the right skills, abilities and knowledge continue to be available to the organisation need to consider how employee remuneration & careers development to retain staff and can also involve employee movement and replacement decisions
Departmentalisation
The grouping of work positions into formal teams or departments which are linked in a coordinated fashion within the larger organisation
Framing bias
The influence that the way information is presented on the decision-maker
scenario planning
The long-term, strategic version of contingency planning. help 'condition the organisation to think' and better prepare than competitors for 'future shocks'.
team composition
The mix of people who make up a team in terms of their characteristics, motivation and competencies
Environmental uncertainty
The more uncertain the environment the more difficult highly mechanistic structures respond to the changes in the environment
POLC
The planning function of management sets plans and goals organising allocates resources to achieve those goals leaders motivate employees to achieve those goals controlling measures and corrects actions to ensure goals achieve their intended results
General Environment
The wide-ranging global, economic, technological, sociocultural, demographic, political, and legal forces that affect an organisation
McGregor
Theory X and Theory Y
McGregor's Theory X and Theory Y
Theory X assumes that individuals will be motivated by lower-order needs theory Y assumes that individuals will be motivated by higher-order needs such as esteem and self-actualisation
law of effect
Thorndike's principle that behaviors followed by favorable consequences become more likely, and that behaviors followed by unfavorable consequences become less likely
Controlling
To ensure that activities are completed in ways that lead to accomplishment of organisational goals ? is the management function that enables managers to know how units and people within the organisation are performing
approaches to goal setting and planning
Traditional goal setting Means-ends chain Management by objectives Project management
Examples of sexual harassment
Unwanted sexual advances requests for sexual favours verbal or physical conduct of a sexual nature when this conduct explicitly or implicitly affects an individual's employment.
When to use Robert House's Path-Goal styles
Use directive - when job assignments are ambiguous Use Supportive - when worker self-confidence is low Use participative - when performance incentives are poor Use achievement-oriented when task challenge is insufficient
Guidelines for Motivating Employees
Use goals Ensure that goals are perceived as attainable Individualise rewards Link rewards to performance Check equity Use recognition Show care and concern for employees Don't ignore money
Ends-based principle in addressing ethical dilemma.
Which decision would provide the greatest good for the greatest number of people?
Conflict may be ok in a group
a certain amount of conflict is considered valuable for producing optimal Group performance
3 decision conditions faced by managers
a certain environment a risk environment an uncertain risk environment
Garbage Can Model of Decision Making
a chaotic process leading to seemingly random decisions, occurs when people are unsure of their goals and what should be done
business plans
a formal document describing a business concept, outlines core objectives, details strategies and timelines for achievement
Functional teams
a manager and subordinates from the same part of the organisations
performance efficiency
a measure of resource cost associated with goal accomplishment
Balanced Scorecard
a measurement tool that uses goals set by managers in four areas to measure a company's performance
Fairwork Australia
a neutral third party resolves disputes after a formal hearing
conciliation and arbitration
a neutral third party resolves disputes after a formal hearing was the Australian Industrial Relations Commission now Fair work Australia
Australian Industrial Relations Commission
a neutral third party that resolved disputes after a formal hearing that has now been replaced by Fair work Australia in 2009
change agent
a person or group who takes leadership responsibility for changing the existing pattern of behaviour of another person or social system
Motivation
a person's efforts are energised, directed and sustained towards attaining a goal - the forces within a person that affect the direction, intensity, and persistence of voluntary behaviour.
Benchmarking
a process by which a company compares its performance with that of high-performing organizations
Career Defined
a sequence of positions held by a person during their lifetime
recruitment
a set of activities designed to attract a qualified pool of job applicants to an organisation
Mission Statement
a short, specific written statement of the reason a business exists and what it wants to achieve
job specification
a statement of the person needed to do the job outlined in the job description, including the knowledge, skills, education, or any other abilities needed to complete the job
Eco-effectiveness
a strategy for business growth and prosperity that generates ecological, social, and economic value
management is fundamentally
about working with others, whether in smaller groups like teams or larger groups like organisations.
5 dysfunctions of a team
absence of trust, fear of conflict, lack of commitment, avoidance of accountability, inattention to results
organisational activity
accumulated end results of all of the organisation's work processes and activities
Ideally teams are successful in both
achieving outcomes and in the processes or satisfaction of members
recruitment process
advertising vacancies making contact with applicants screening to create a short list of appropriate candidates
Economic Changes
affect almost all organisations. For instance, global recessionary pressures force organisations to become more cost efficient to survive
Boundaryless structure
aims to loosen boundaries to increase the efficiency and effectiveness
Hersey and Blanchard - Delegating Leadership style
allowing the group to make and take responsibility for task decisions; a low-task, low-relationship style
Product Departmentalisation Advantages
allows specialisation of products and services closer to customers
Evaluate decision
allows the organisation to adjust future decision making
mechanistic design
also known as a bureaucracy
Triple Bottom Line Reporting
an accounting system that is designed to include measures of economic, social and environmental performance into the formal accounting system
Overconfidence bias
an individual's unrealistically positive views of their capacity to make good decisions
Norms
an informal standard of conduct shared by team members and guides their behaviour
Performance effectiveness
an output measure of task or goal accomplishment
punishment
any event or object that, when following a response, makes that response less likely to happen again
realistic job previews
applicants are given more detailed positive and negative information about the job
disturbance handler
applies corrective action when org faces important, unexpected disturbances
Non-linear thinking style
approaches problems in a flexible and spontaneous fashion
Linear thinking style
approaches problems in a rational and analytical fashion.
Vertical boundaries or hierarchies
are relationships and levels within the organisation
Problem Solvers
are willing to make decisions and solve problems, but they are reactive
Mintzberg (1981)
argues in his seminal article on organisational design the structure of the organisation must be consistent in its use of the different elements of structure of which it consists and match the environment in which it operates
The socioeconomic view of CSR
argues maximising profits is important but it isn't enough and that organisations are responsible for protecting and improving society as well
their own outcomes/inputs vs others outcomes/inputs
assessing equity
two parts of HR planning
assessing the current human resources identifying skill gaps to achieve the organisations goals and strategies
Organising
assigning tasks, allocating resources, arranging activities to implement plans. Arranging and structuring work
Bounded Rationality assumptions
assumes that decision makers will not seek out or have know all alternatives. Will satisfice or choose the first option that available to solve the problem
decentralised structure
authority for decision making is dispersed throughout levels of the organisation
centralised structure
authority resides at the top level of the organisation
One of the reasons why successful team performance can be difficult to assess
because those outside the group often cannot see how the group works together
Organisational life cycle
begin as small entities and over time grow and go through until they are a mature organisation
Extrinsically motivated behaviour
behaviour that is performed to acquire external material or social rewards or to avoid punishment from another
self-oriented roles
blockers, withdrawer, dominators, recognition seeker
Techniques used to incorporate different perspectives of different group members
brainstorming, the nominal group technique electronic meetings
participation (resistance to change techniques)
bringing individuals directly affected by proposed change into the decision-making process
advantage of participatory planning
builds commitment to plans and incorporates diverse perspectives, increasing creativity and information
disadvantage of participatory planning
can be a slow process which increases the time and costs for organisations
Recruitment sources: temp agencies - disadvantages
can be expensive, may be issues with organisational commitment
Success of teams
can be successful because of the outcomes they achieve or because they have a high degree of satisfaction of members of the team
Argument for organisational boundaries
can be useful for organisations as they help to identify meaningful communities where information or service provision is relevant
equity theory
can concern perceived fairness of outcomes (distributive justice) or the way the distribution of rewards are decided (procedural justice)
Disadvantages of Teams across organsisational structures
can include issues with lack of clarity about who is in command, and increasing pressure to perform on teams
Process departmentalisation Disdvantages
can only be used with certain types of products
organisational performance
can refer to organisational performance in the market (financial performance) or in the community (social responsibility) or in the environment (environmental performance)
Maintaining a quality work
can require providing career development opportunities to improve motivation and develop succession plans
Overspecialisation
can result in human diseconomies from boredom, fatigue, stress, poor quality, increased absenteeism, and higher turnover.
A bureaucratic or mechanistic organisation is characterised by
centralised authority many rules and procedures narrow span of control highly specialised tasks little use of teams and formal coordination mechanisms
Goals are more effective when
challenging give feedback are learning goals
Assumption of white-water rapids metaphor
change assumes that the environment is dynamic and unpredictable and therefore the change process would be like navigating white-water rapids. The lack of environmental stability requires that managers and organisations continually adapt to survive
Once unfreezing has been accomplished
change itself can be implemented
Top Managers Responsibilities
change, commitment, culture, environment
changing structure
changes in strategy frequently require changes in structure
job enrichment
changing a task to make it inherently more rewarding, motivating, and satisfying
changing people
changing attitudes, expectations, perceptions and behaviours
socialized power
channelled toward the constructive improvement of organizations and societies
Motivators
characteristics of the job itself ▪ when present, jobs presumed to be both satisfying and motivating for most people
hygiene factors
characteristics of the workplace ▪ make people unhappy if they are poorly managed ▪ will not make people truly satisfied
organisations are responsible only to shareholders
classical view of csr
strategic partnerships
collaborative relationships between 2 or more orgs in which they combine their resources and capability for business purpose
information controls
collected through management information systems to feed into management decision making
Matrix Structure
combines a functional and divisional structure evolved in order to maximise the advantages and minimise disadvantages of functional and divisional structures. In this structure employees belong to two groups. dual chain of command. common in global organisations or multinational organisations often uses permanent, cross functional teams
job analysis requirements
conducting interviews direct observation collecting self-reports of employees and their managers
strategies organisations adopt to be better than their competitors
cost leadership strategy (where the org has the lowest costs in the industry) differentiation strategy (where the org has unique products or services highly valued by customers) -focus, or niche, strategy
Informal structure disadvantage
create problems when they work against the interests of the organisation, carry inaccurate information and generate resistance to change
Value
created when resources are used in the right way, at the right time, at minimum cost to create high-quality goods/services
process innovation
creating an idea, doing some initial experimentation with that idea, determining feasibility and then the final application where the idea is commercialised for sale in the market
eco-efficiency
creating more goods and services while using fewer resources and creating less waste and pollution
plant
creative, imaginative, problem-solver
Advantages of a matrix/project structure
cross-functional integration cost benefits quicker product development higher responsiveness to customers quicker decision making
programmed decisions
decisions that become somewhat automatic because knowledge allows them to recognise and identify a situation and action needed often a rule, a policy or procedure to help guide programmed decision-making.
External boundaries
defining what is within the organisation and what is outside (like suppliers or customers), and geographic boundaries
autonomy
degree to which a job provides substantial freedom, independence and discretion
skill variety
degree to which a job requires a variety of activities using different skills and talents
Vroom-Jago Model
describes decision-making methods
Calm Waters Metaphor
description of organisational change that likens that change to a large ship making a predictable trip across a calm sea and experiencing an occasional storm
White-Water Rapids Metaphor
description of organisational change that likens that change to a small raft navigating a raging river
Blake and Mouton's 5 Managerial styles or (Leadership Grid)
designed to describe different leadership styles, assess preferred styles and assist in leader development. Impoverished manager Country club managers Middle of the road manager Team manager Authority obedience manager
Advantages of Learning Organisation
designed to facilitate collaboration and the learning can offer advantage of continual sharing and application of knowledge
team performance judgement
difficult as performance includes both outcomes and the process
Disadvantages of a matrix/project structure
difficulties in allocation of people to projects problems with project silos can create co-ordination issues lack of clear career paths for employees
Driving forces for change
direct behaviour away from the status quo
Types of decision makers
directive, conceptual, analytical, behavioral
Herzberg's Two-Factor Theory
distinguished between two broad categories of factors that affect people working on their jobs
Tolerance of risk
diversity of opinions is encouraged
Job specialisation (Mintzberg)
dividing work activities into separate job tasks.
Horizontal boundaries
divisions between different functions or areas within an organisation that often accompany specialisation
Disadvantages of Matrix Structures:
dual chain of command can create confusion, Many meetings required for decisions slow capacity to act Cross functional teams can develop loyalty to team goals over organisational goals Extra layers, meetings and personnel to improve coordination can increase costs
Product Departmentalisation Disdvantages
duplication of functions limited view of organisational goals
customer departmentalisation disadvantages
duplication of functions limited view of organisational goals
Shaper Role
dynamic, thrives on pressure, drive to overcome obstacles
Learning through technologies
e-learning, videos, podcasts
organisational development techniques
efforts to assist organisational members with a planned change may include: sensitivity training team building intergroup development (changing attitudes) process consultation survey feedback
work-life balance
efforts to help employees balance the competing demands of their personal and professional lives
punishment
eliminates undesired behaviour faster than non-reinforcement does effects only temporary may later have dysfunctional behaviour such as workplace conflicts, absenteeism and turnover
7 leadership competencies
emotional intelligence integrity drive leadership motivation self-confidence intelligence knowledge of the business
Hersey and Blanchard - Participating Leadership style
emphasises shared ideas and participatory decisions on task directions; a low-task, high-relationship style
Disadvantages of Learning Organisation
employees can resist sharing information and knowledge and can be increased conflict
career plateau
employees reach this when they can no longer attain jobs with higher levels of work responsibility
theory y
employees should participate in decision-making, have responsible and challenging jobs and that good group relations are important to maximise motivation
feedforward control
ensure that directions and resources are right before the work begins control that allows managers to anticipate problems before they arise
Developing the workforce
ensuring that employees have the skills and support necessary to do their jobs and perform well
HR planning is about
ensuring the right people are in the right place at the right time
Decisional Roles
entrepreneur, disturbance handler, resource allocator, negotiator
Assessing Equity
equity exists when subjective perceptions or beliefs that their own outcomes/inputs vs others outcomes/inputs
based on the logic of social comparisons and that perceived inequity is a motivating state
equity theory
develop controls
estabilsh performance objectives and standards measure actual performance compare actual performance against standard take action to correct performance
social audit measures
evaluates economic, legal, ethical and discretionary responsibilities to establish the social performance of the organisation
subjective approach to performance appraisals
evaluation of performance is based on manager's perception - behavioural approach to performance appraisals
employee attitudes
evaluations ranging from positive to negative employees make eg increased job dissatisfaction may lead to increased absenteeism, voluntary resignations, labour strikes
resource investigator
explores opportunities. Makes contacts. Shares external information. Negotiates with outsiders. Responds well to challenges
ethical influencers on leaders
extent to which a leader had an ethical role model during their career ethical culture of the organisation importance of moral issues importance of consequences of unethical behaviour individual characteristics
Learning through formal training programs
external or internal training programs, experiential exercises, and classroom lectures
Team Leaders Responsibilities
facilitation, external relationships, internal relationships
Interpersonal Roles
figurehead, leader, liaison
Four perspectives of the balanced scorecard
financial customer internal quality innovation and learning
concurrent control
focus on what happens during the work process control that takes place while a work activity is in progress
organisational development (changing people)
focuses on techniques or programs to change people and the nature and quality of interpersonal work relationships
Robert House's Path-Goal Supportive Leader
focusing on the well-being of workers and making the workplace a pleasant place to work, reduces stress & frustration in the workplace
Conflict resolution techniques
forcing, avoiding, compromising, collaborating accommodating
plans made by
formal planning dept in traditional approach with specialist staff, in a top down approach
Performance appraisal
formal process of evaluating an employee's performance and giving feedback
Group Stages of Development
forming, storming, norming, performing, adjourning
Informal structure advantage
forms critical social relationships that can foster informal learning, and provide emotional support, particularly through times of organisational change
dismissal tips
give employees a chance to address performance problems don't delay dismissals make sure records have been maintained and the dismissal is defensible be aware of need for support and counselling for both the individual being dismissed and the remaining employees offer help to find other employment.
Redesigning Jobs
give employees more responsibility more meaningful work more autonomy increased feedback can reduce stress because these factors give employees greater control over work activities and lessen dependence on others.
job enlargement
giving people additional tasks at the same level of responsibility to alleviate boredom
Hersey and Blanchard - Telling Leadership style
giving specific task directions and closely supervising work; a high-task, low relationship style
Global Reporting Initiative (GRI)
global guidelines for reporting on environmental and sustainability performance
Organisations engaging in social responsibility
go beyond responding to needs to consider what they can do help make society a better place
Reinforcement theory ignores
goals expectations needs and instead, focuses solely on what happens to a person when they take some action
Downside of traditional goal-setting:
goals are clearly defined to begin with but are broader and more loosely defined as they are cascaded down the managerial levels.
goals that motivate
goals should be acceptable to employees, challenging but attainable, specific, measurable, achievable, relevent and time bound
methods for evaluating performance
graphic rating scales; behaviourally anchored rating scales critical incidents written essays a multi-person comparison or 360 degree feedback appraisal
Advantages of Network structure
greater competitiveness in global markets greater flexibility reduced overhead cost increased operating efficiency
Advantages of Group Decision Making
greater pool of knowledge, different perspectives, intellectual stimulation, better understanding of decision rationale, deeper commitment to the decision
Departmentalisation (Mintzberg)
grouping of work positions into formal teams or departments which are linked in coordination with the larger organisation
Divisional structures
groups together people working on the same product, in the same area, with similar customers, or involved in the same processes focus on group tasks and resources according to the outputs common in very large organisations
Divisional structure
groups together people working on the same product, in the same area, with similar customers, or involved in the same processes.
Communities of practice
groups who share a concern or set of problems or passion and deepen their knowledge and expertise with regular interaction
Coalitional Model of Organisational Decision Making
groups with differing preferences use power and negotiation to influence decisions, used when people disagree about goals or compete for resources
idea proposed by Chandler in his (1969)
growth strategies led to changes in the arrangement of resources (structures). organisational structure changes depending on the type of strategy adopted by the organisation.
3 types of corporate strategic plans
growth strategy, stability strategy, renewal strategy
maintenance-related roles
harmoniser, compromiser, gatekeeper, encourager, follower
certain environment
has all of the necessary information regarding each choice of action and its predicted outcome
Managers
have formal authority and are responsible for smoothly running the organisation
heterogenous teams
have members with diverse personal characteristics
Making communities of practice work
have top mgmt support and set clear expectations attract ppl and make them want to return for advice, conversation and sharing encourage regular meetings est regular communication focus on real problems and issues for the organisation have clear accountability and managerial oversight
facilitation and support (resistance to change techniques)
helping employees deal with fear and anxiety associated with the change. help may include employee counselling, therapy, new skills, training
education and communication (resistance to change techniques)
helping employees see the logic of the change effort
Reinforcement Theory
helps to explain why publishers may include incentive clauses in their author's contracts
Forcing
high in assertiveness, low in cooperation a conflict-resolution technique where one party forces their solution on the others. an example of a win-lose conflict resolution technique.
mechanistic
high specialisation rigid departmentalisation clear chain of command narrow span of control centralisation high formalisation
Organic structure
highly adaptive authority to make decisions is decentralised to empower workers there are minimal rules and procedures use teams and shared tasks wide spans of control (so that organisations are flatter)
Restraining forces for change
hinder behaviour away from the status quo
Theory X
hold negative views of why people work assuming that people have little ambition, dislike work, want to avoid responsibility and need to be closely directed to work effectively (McGregor's Theory X and Theory Y)
ethical leader traits
honesty trustworthiness fair and principled decision-makers
Productivity
how effective performance is (are goals accomplished) and how efficient performance is (the cost in terms of resources in achieving goals
persistence
how long the effort is maintained
Formalisation (Mintzberg)
how standardised an organisation's jobs are and the extent to which employee behaviour is guided by rules and procedures
Leading when applied to self-management
how you motivate and inspire yourself to achieve goals and perform whether tasks are motivating or not.
SO CLEAR
how you sit, stand or use space openness of movement and expression centre your attention lean appropriately towards other person eye contact appropriately respond to listener through active listening be appropriately relaxed
If the these are absent from the workplace the employees will be dissatisfied
hygiene factors
Herzberg's Two-Factor Theory of Motivation
hygiene factors and motivating factors
Hygiene Factors (Herzberg)
hygiene: factors that by their absence, inhibit performance but any addition in them does not increase efficiency or productivity. Thus they are extrinsic to the job basic needs for a job
research by Belbin
identified 9 different roles that individuals adopt in teams
Mazlow's three major contributions
identified important need categories helpful to think of two general levels of needs, in which lower-level needs must be satisfied before higher-level needs become important alerted managers to the importance of personal growth and self-actualization
The jobs characteristics model
identifies 5 core job dimensions that influence critical psychological states which in turn lead to personal and work outcomes
Problem Avoiders
ignore information indicating a performance opportunity or threat
Three types of objectives may be specified in an MBO contract:
improvement objectives personal development obj's maintenance obj's
Managers use normative controls
in selection processes and through organisational symbols and stories
attracting a quality workforce
includes HR planning, analysing jobs, recruitment, and selection
developing a quality workforce
includes employee orientation, measuring performance and training and development.
participatory planning
includes the persons who will be affected by plans and/or who will be asked to implement them
Benefits of collaborative work
increased communication and coordination greater innovative output better addressing complex problems sharing information and best practice
budgets poor form of control
incremental improvements a fear of failure hoarding behaviours focus on compliance with rules less responsiveness to the market
influencers on ethical dilemma resolution
individuals family influences and values organisational values and practices way organisations operate in the external environment eg common practices in that industry Some organisations employ an ethics officer specialist to help improve ethical decision-making in the organisation Adopting ethical decision-making processes or frameworks can also help to improve ethical decision making
External Stakeholders
individuals or groups who have some claim on a firm such as customers, suppliers, governments and special interest groups
Tolerance of the impractical
individuals who offer impractical answers to what-if questions are not stifled
equity theory
individuals will compare the rewards they perceive they receive from an act (eg work) to those of a referent, another individual or group of Referents
need for affiliation
individuals with this need strive for friendships, prefer cooperative situations to competitive ones, and desire relationships involving a high degree of mutual understanding The Three needs theory (McClelland)
socialisations
induction or orientation programs that outline the job and policies and culture of the organisation
task-related roles
initiator, information/opinion seeker, information/opinion giver, elaborator, orienter/coordinator, energizer
means-end chain
integrated network of goals - result from clearly defined hierarchy of organisational goals achievement of lower level goals is the means by which to reach higher level goals (ends)
employment tests
intelligence tests or personality tests, or even a work simulation where applicants demonstrate how they would do an actual piece of work
Recruitment Sources
internal advertisements referrals/recommendations from existing staff employment agencies temp agencies online
Maintaining a quality workforce
involves the retention, movement and turnover of employees
coercion (resistance to change techniques)
involves the use of direct threats or force against the resisters
Robert House's Path-Goal Participative Leader
involves workers in decision-making, employees get better clarity & commitment to goals and able to work more autonomously
environmental uncertainty
lack of information needed to understand or predict the future
risk environment
lacks complete information but offers probabilities of the likely outcomes for possible action alternatives
Recruitment sources: advertisements - disadvantages
large amount of work if numerous, and inappropriate individuals apply
According to Vroom-Jago leader-participation theory, a leader should use authority-oriented decision methods when
leader has greater expertise to solve a problem leader is confident and capable of acting alone Others likely to accept and implement the decision Little or no time is available for discussion
According to Vroom-Jago leader-participation theory, a leader should use group-oriented and participative decision methods when:
leader lacks sufficient information to solve a problem by himself/herself problem is unclear and help is needed to clarify the situation acceptance of the decision and commitment by others is necessary for implementation adequate time is available for true participation
authentic leadership
leader true to self while leading knows and understands self inspires trust & commitment stays true to own values and beliefs respects diverse viewpoints act with higher order ethical values encourages collaboration helps others learn, grow, and develop as leaders
characteristics of homogenous teams
less conflict faster team development perform better on cooperative tasks better coordination high satisfaction of team members
Chain of command
links persons with successively higher levels of authority
job description
list of a job's duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities
job specifications/qualifications
list of a job's human requirements - the required education, skills, personality, — another product of a job analysis
5 rules for active listening
listen for message content, listen for feelings, respond to feelings, note all non-verbal cues, paraphrase and restate
disadvantages of Network structure
loss of control as central hub is dependent on what external groups provide loss of organisational expertise reduce employee loyalty
Recruitment sources: internal sources - advantages
low cost, provides career paths for current staff, retains corporate knowledge
Avoiding
low in assertiveness and cooperation responding to conflict by withdrawing from open discussion
Management strives for:
low resource waste (high efficiency) high goal attainment (high effectiveness)
Uncertain environment (dynamic)
managers have access to so little information that it is difficult to assess the probabilities of likely outcomes
Disseminator
managers share information with subordinates and others in the company
who conducts performance appraisals
managers, peers, subordinates, customers or even the employee themselves through self-appraisal
Important Managerial Skills
managing human capital, inspiring commitment, managing change, structuring work, getting things done, facilitating psychological and social contexts of work, networking, managing decision making processes, managing strategy and innovation, managing logistics and technology
coordinator
mature, confident, clarifies goals and delegates effectively
employee movement
may be through promotion, transfers of employees to other positions, retirement, demotion or dismissal
Well-designed jobs produce three critical psychological states
meaningfulness, responsibility and knowledge of results
Objective controls
measure employee behaviour and outputs in order to assess employee performance
output controls
measure the results of work activities
self-control
measuring or monitoring our individual performance and being accountable for that performance whether it concerns our behaviours, outcomes or our emotions
Controlling
measuring performance and taking action to ensure desired results. Monitoring, comparing, and correcting work.
homogeneous teams
members share many similar characteristics
Learning from others
mentoring, coaching and modelling
Herzberg's Two-Factor Theory
model that divides motivational forces into satisfiers ("motivators") and dissatisfiers ("hygiene factors")
Informational Roles
monitor, disseminator, spokesperson
characteristics of heterogenous teams
more conflict longer team development performs better on complex problems more creative better representation outside the team
Geographical Departmentalization Advantages
more effective and efficient handling of specific regional issues that arise and serves needs of unique ? markets better
Process departmentalisation Advantages
more efficient flow of work activities
Process Theories of Motivation
more recent theories than content theories concerned with how motivation occurs
Alderfer's ERG Theory: Growth Needs
motivate people to productivity or creativity
intrinsic factors that increase job satisfaction e.g. achievement, advancement or growth
motivators (Herzberg's two factor theory)
Three-Needs Theory (McClelland)
need for achievement, power, and affiliation
This need is the desire to be liked and accepted by others The Three needs theory (McClelland)
need for affiliation
personalized power
need for power that drives people to seek control through assertive or aggressive behavior, often for personal gain
work promotion requirements
need to be fair, non-discriminatory and may result in resentment from other employees
need for power
need to make others behave in a way that they would not have behaved otherwise The Three needs theory (McClelland)
personalised power
negative force expressed through the manipulation and exploitation of others
changing technology
new equipment, tools or operating methods
Product (and service) innovations
new or improved goods and services
First Line Manager Responsibilities
non-managerial worker supervision, teaching and training, scheduling, facilitation
Organisation in teams variables
norms, conformity, groupthink, group size, group cohesiveness
Spans of control
number of employees reporting to a manager
On a continuum where stage 1 represents lesser social responsibility and stage 4 greater responsibility stakeholders at these stages include:
o Stage 1: Owners and management o Stage 2: Employees o Stage 3: Constituents in the specific environment o Stage 4: Broader society
Carroll's model: Four criteria to determine how socially responsive an organisation are:
o economic responsibility o legal responsibility o ethical responsibility o discretionary responsibility
where psychological force of motivation can come from
o intrinsic or o extrinsic sources
results approach to performance appraisals
objective
Four strategies of corporate social responsibility
obstructionist strategy defensive strategy accommodative strategy proactive strategy
feedback
obtaining direct and clear information about the effectiveness of their performance.
- Centralisation/decentralisation
of authority to make decisions
Job characteristics model (process theory)
offers a framework and guide for explaining how jobs can be designed to be motivating
performance measures
often narrowly measured in terms of financial performance
Learning through doing:
on-the-job, Job rotation, workbooks/manuals
Direction
one that benefits the organization
Societal concern with leader's ethical behaviour
ongoing ethical and financial scandals executive pay rates whether business purpose harms society whether business iconduct harms society has driven interest in ethical leadership
standing plans
ongoing plans that provide guidance for activities performed repeatedly
open innovation
opening up the search for new ideas beyond the org & allowing innovations inward and outward
Self-managed teams
operates without a manager
Research into the effect of structural variables on innovation shows five things:
organic structures positively influence innovation. With an abundance of resources, managers can afford to purchase and institute innovations. Frequent inter-unit communication helps to break down barriers to innovation. Cross-functional teams, task forces and other such organisational designs facilitate interaction across departmental lines and are widely used in innovative organisations. Innovative organisations try to minimise extreme time pressure on creative activities despite the demands of white-water-type environments. Finally, studies have shown that when an organisation's structure provided explicit support for creativity from work and non-work sources, an employee's creative performance was enhanced
Steps in Typical MBO Program
organisation's overall objectives and strategies are formulated. Major objectives are allocated among divisional and departmental units. Unit managers collaboratively set specific objectives for their units with their managers Specific objectives collaboratively set with department members. Action plans, defining how objectives are to be achieved are specified and agreed on by managers and employees. action plans are implemented. Progress toward objectives is periodically reviewed, and feedback provided. Successful achievement of objectives is reinforced by performance-based rewards.
The shades of green model
organisations are identified as adopting four different approaches to sustainability and environmental performance: Legal or light green approach Market approach Stakeholder approach Activist or dark green approach
socioeconomic view
organisations are responsible for protecting and improving society as well as maximising profits
defensive strategy
organisations define CSR performance in terms of the minimum legal requirements in order to protect the organisation - If criticised, organisations are likely to deny any claims of wrong doing
ethical responsibility approach to CSR
organisations focus on financial performance, complying with laws and responding to the norms and demands of the community
discretionary responsibility approach to CSR
organisations focus on financial performance, complying with laws, respond to norms of the community and actively seek out ways to address social issues
economic responsibility approach to CSR
organisations focus on their financial performance and believe their responsibility to shareholders is their most important responsibility
group developing plan complexity
other people are involved with different ideas about what goals to set and the plan for how those goals could be achieved
Why are managers critical to the organisation?
outcomes achieved by the organisation, in the culture of the organisation, and the well-being of those being managed
Dismissals
part of workforce reduction may be part of downsizing initiatives (letting go of skills that are no longer used in the organisation, or due to performance problems)
active listening
paying close attention to what someone is saying and communicating
Problem-solving teams
people from the same department or functional area that work to solve problems
Different meanings of Management
people that engage in management activities; managers, the skills needed to successfully manage, roles managers adopt in organisations or in terms of the functions or activities that managers engage in.
Maintaining a quality workforce
performance management and appraisal, remuneration and benefits career planning retention and turnover.
Control Measures
personal observation statistical reports oral reports written reports
4 Key functions of Management
planning, organizing, leading, controlling
why is control important
plannning empowering employees protect the workplace
specific plans
plans that are clearly defined and leave no room for interpretation
directional plans
plans that are flexible and set out general guidelines, provide focus and allow discretion in implementation
growth strategy
plans to expand markets served or products offered
stability strategy
plans to keep doing what it is currently doing
long-term plans
plans with a time frame beyond three years
9 Belbin team roles
plant coordinator monitor evaluator implementer completer finisher resource investigator shaper teamworker specialist
consequences of behavior
positive reinforcement, negative reinforcement, punishment, extinction
Theory Y
positive views of why people work - that works can exercise self-direction, accept and seek out responsibility and consider work to be as natural as rest or play
Alderfer's ERG Theory
postulates that several different needs can be operating at once
Disadvantage of collaborative work
potential interpersonal conflict different views and competing goals logistics of coordination
Building trust
practice openness be fair speak your feelings tell the truth show consistency fulfil promises maintain confidences demonstrate competence
Classical decision-making theory
presents an ideal model for making decisions based on a certain environment rarely applicable in the workplace
conformity
pressure on group members to conform or align with the other members of the group
group size
problem solving works better with large groups (those with 12 or more members) small groups (5 to 7 members) are better at taking action
Types of Innovation
process innovations: better ways of doing things product (and service) innovations: new or improved goods and services
innovation
process involves creating an idea, doing some initial experimentation with that idea, determining feasibility and then the final application where the idea is commercialised for sale in the market
select a candidate
process involves screening, or short listing formal applications to identify candidates that the company might wish to interview
HRM
process of attracting, developing and maintaining a quality workforce
Define Management
process of coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively
Two types of managerial decisions
programmed non-programmed decisions
Critical path analysis
project managers compress schedule by moving resources, eg people, from noncritical path tasks onto critical path tasks
Hope & Fraser (2003)
propose that longer term performance measures (some financial and some non-financial) that incorporate competitive position offer a better alternative to budgets
Herzberg
proposed that intrinsic factors, or motivators are related to job satisfaction and motivation, whereas extrinsic, or hygiene, factors are associated with job dissatisfaction
Fiedler's Contingency Theory of Leadership or (Fiedler's Model)
proposes leadership success depends on matching leadership style with situational demands. ? proposed that leaders have a preferred leadership style as either task oriented or relationship oriented. styles are effective in different situations depending on: o how much leader control o amount of position power o degree of task structure o nature of leader-member relations. ? suggested that leadership styles were difficult to change and proposed that to be effective, leaders needed to 'fit' the situation which their style is most effective.
Alderfer's ERG Theory
proposes that people have three basic need sets Existence needs Relatedness needs Growth needs
Job descriptions
provide a written summary of the duties, tasks and responsibilities of a job that were identified through job analysis
Leaders
provide direction and motivate followers to voluntarily work to achieve the leaders vision
Workplace Relations Ammendments (WorkChoices) Act 2005
provided opportunities for businesses to change employees' work conditions and pay.
Benefits of Core Job Dimensions
provides conditions that lead to perceptions of whether the work is meaningful critical psychological skill variety, task identity and task significance can be combined to provide meaningful work autonomy gives employees experience with responsibility feedback gives information about work outcomes
orientation process
quite formal in large organisations and quite informal in smaller organisations
advantage of formal planning dept
recognizes importance of planning and has advantage of being thorough, systematic and coordinated
Manipulation and co-optation (resistance to change techniques)
refer to covert attempts to influence others about the change
Once candidates have been interviewed, next steps
references and background are checked, may require a physical exam
Need for Affiliation (McClelland)
reflects a strong desire to be liked by other people
trust
related to increase in job performance, organisational citizenship behaviours, job satisfaction, organisational commitment
financial goals
related to the expected internal financial performance of the organisation.
Affirmative Action
requirement that organisations take proactive steps to ensure the full participation of protected groups in its workforce (environmental factor affecting HRM)
Middle Managers Responsibilities
resources, objectives, coordination, subunit performance, strategy implementation
Herzberg's theory problem
respondents generally associated good times in their jobs with things under their personal control, Bad times, were more often associated with factors in the environment, under management control
negotiator
responsible for representing the organisation at major negotiations
objective approach to performance appraisals
results approach to performance appraisals because results are often easier to quantify
Human Resource Inventory
review of the current make-up of the organisation's current resource status
heuristics
rules of thumb to simplify the reality of complex decision-making
Low external controls
rules, regulations, policies and similar organisational controls are kept to a minimum
environmental scanning
screening large amounts of information to anticipate and interpret changes in the environment. may be outsourced
monitor
seeks & receives information
Monitor Evaluator
sees all the possibilities, evaluates situations objectively and sees what is realistically achievable
3 strategies that organisations can adopt to develop ethical leaders:
select ethical leaders train leaders in transformational leadership develop ethical cultures, decision-making processes and performance management systems that emphasise fairness and transparency
Herzberg's two-factor theory
separates factors that motivate people and lead to satisfaction from factors that leave people unmotivated and dissatisfied
Robert House's Path-Goal Achievement-oriented leader
sets challenging goals and expect high standards, similar to transformational leadership
Peter F. Drucker's Five Basic Operations of the Manager
sets objectives organises motivates & communicates Measurement develops people including self
Plan for yourself
setting some goals, and research tells us that some goals are more effective than others
Normative controls or (Clan Control)
shared values of the company influences the values, beliefs and decisions of employees within an organisation
An important group in the organisation's performance for incorporated organisations are
shareholders or owners through their role in corporate governance
specialist
single-minded and self-starting, providing knowledge and skills in short supply
5 core job dimensions
skill variety - different job activities involving several skills task identity - completion of a whole, identifiable piece of work task significance - important impact on the lives of others autonomy - independence and discretion in making decisions feedback
HR inventory
skills assessment - a survey completed by employees to identify what current levels of education, training, languages or specialised skills people have
why are Coaching and training important?
so staff can advance their skills and career prospects
why career planning is built into performance appraisal systems
so that organisational goals can be matched with the individual's goals
social loafing
tendency for people in a group totry less when pooling efforts than when individually accountable
social facilitation effect
tendency to increase motivation in presence of others - helps individual perform better
cross-cultural leadership
the ability of the leader to influence and motivate members of a culturally different group by appealing to the shared knowledge
four common rationalisations to help justify their own misconduct or unethical decision making:
the behaviour is not really illegal the behaviour is really in everyone's best interests nobody will ever find out what you've done. organisation will 'protect' you.
Expectancy
the belief that working hard will result in a desired level of task performance being achieved
Transparency
the clarity of reporting on organisational performance
The source of extrinsic motivation
the consequences of the behaviour, not the behaviour itself
Specific Environment
the customers, competitors, suppliers, industry regulations, and advocacy groups that are unique to an industry and directly affect how a company does business eg o Public pressure groups Customers Suppliers Competitors
environmental uncertainty
the degree of change and complexity in an organisation's environment
task significance
the degree to which a job has a substantial impact on the lives or work of other people
task identity
the degree to which a job requires completion of a whole and identifiable piece of work
Need for power (nPower)
the desire to control other people, to influence their behaviour, or to be responsible for them.
need for affiliation (nAff)
the desire to establish and maintain friendly and warm relations with other people
Multiple Constituencies Model
the effectiveness of the organization in meeting each constituencies' needs
group cohesiveness
the extent to which members are attracted to the team & motivated to stay in it
Motivation (in leading)
the force driving the action. It is central to management because it explains why people behave the way they do in organisations
Belbin's team roles
the idea that for a team to function effectively it needs key roles to be performed by team members—each role contributing a specific skill or behavioural dimension to the team dynamics; identified nine specific roles
Market control
the influence of market competition on the behaviour of organisations and their members
Management Information Systems (MIS)
the management and use of information systems that help organisations achieve their strategies
Organising People
the management function concerned with arranging and allocating resources to achieve organisational goals
Corporate social responsibility
the need for organisations to go beyond financial and economic definitions of performance to include the welfare and wellbeing of a broader range of stakeholders and society
need for power
the need to have control or influence over others The Three needs theory (McClelland)
Social Obligation
the obligation of a business to meet its economic and legal responsibilities and nothing more
Formal structure
the official organisation structure. represents the way the organisation is intended to function and depicted on an organisational chart.
Open-system focus
the organisation closely monitors the environment and responds rapidly to changes as they occur
Network structures
the organisation has a core linked to a network of specialists outside an organisation's structure A flexible and fluid system can have parts of the network added or removed according to the needs of the system controlled by the centre of the hub
Stakeholders
the people whose interests are affected by an organisation's activities
Instrumentality
the perceived likelihood that performance will be followed by a particular outcome
Implementer
the person who implements something or who puts it into practice
Where Manager's Power can come from
the position in the organisation their personal power, or the way they are viewed by others
Group think
the pressure within groups for everyone to agree regardless of evaluation of the decision
organising
the process of arranging resources and tasks to achieve objectives formal ways in which people and other resources are arranged form the organisational structure
innovation
the process of taking a creative idea and turning it into a useful product, service or work method
punishment by removal
the punishment of a response by the removal of a pleasurable stimulus
Productivity
the quantity and quality of work performance with resource use considered
productivity
the result of an activity understood in terms of effectiveness, or "doing the right things, or completing activities so that organisational goals are attained
Informal structure
the set of unofficial relationships among an organisation's members
Corporate Governance
the system of governing a company so that the interests of corporate owners and other stakeholders are protected
decision variables
the type of problem manager's level in organisation hierarchy decision frequency amount of information available clarity of goals guiding the decision time frame available
what content theories help us to understand
the variety of human needs that motivate people, or why people are motivated
corporate governance
the way in which boards oversee the running of a company by its managers, and how board members are, in turn, accountable to shareholders and the company
Herzberg's two-factor theory
theory has been widely criticized eg individual personality traits that could provide a different response to a motivator or hygiene factor.
Goal-Setting Theory of Motivation
theory of motivation based on directing one's effort toward the attainment of specific goals that have been set or established
McGregor's Theory X & Theory Y
theory of motivation based on management perceptions of worker attitudes Theory X managers are authoritarian and assume that employees need to be supervised. Theory Y managers assume that employees seek recognition and praise for their contributions and achievements.
Expectancy Theory
theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes.
Equity Theory - process theory
theory that states that people will be motivated when they perceive that they are being treated fairly
useful information
timely, high quality, complete, relevant, understandable
why workplaces must carefully document reasons for dismissal
to comply with legal protections for employees against unfair dismissal
Acceptance of ambiguity
too much emphasis on objectivity and specificity constrains creativity
general training
training in general skills like interpersonal skills, customer service or training in particular computer software
specific training
training in very specific skills identified as necessary to perform their job well
sometimes called 3 Ps 'People, profits and planet
triple bottom line accounting
Group definition
two or more interacting and interdependent individuals who come together to achieve specific goals
McGregor'
two sets of assumptions that manager's make about human nature that ? proposed explained the ways in which managers approached motivating their employees
McGregor's Theory X and Theory Y
two views of human beings, that a manager holds one view of their employees
highly innovative organisations
typically exhibit many of the characteristics of change capable organisations
Reasons people resist change
uncertainty habit concern over personal loss belief that the change is not in the organisation's best interest
performance
understood in terms of productivity - the quantity and quality of work of the whole organisation
removing a positive reward
used by mgrs in negative reinforcement
Different techniques can be adopted to resolve conflict
vary in regards to how people respond to conflict in terms of how assertive or cooperative they are.
social responsiveness
when a firm engages in social actions in response to some popular social need
decentralised industrial relations system
when individual employees or unions negotiate working conditions directly with their employer
Ethical dilemmas
when leaders and managers exert pressure on the followers to do questionable things.
accommodative strategy
when organisations do the minimum in terms of what is ethically required. These organisations aim to meet economic, legal and ethical responsibilities that are consistent with society's norms Responses are still reactive and sometimes only done because outside groups pressure a response
Personal Power
when they are perceived as experts through referent power when others like or admire them
Matrix-project structure (or a project-based structure)
when work is organised according to projects organisation allocates tasks & resources for projects. In some organisations there are continuous projects operating and employees are selected to work on projects based on the skills and abilities they offer
proactive strategy to CSR
where organisations lead the way in defining and responding to social issues aiming to meet economic, legal, ethical and discretionary responsibilities Organisations following this strategy are proactive, seeking to anticipate and prevent adverse social impacts
Maslow
who proposed that human needs form a hierarchy with lower order needs requiring satisfaction before higher order needs can be satisfied
Motivated employees
willing to exert a particular level of effort (intensity) for a certain amount of time (persistence) toward a particular goal (direction). Direction - one that benefits the organization Intensity - how hard a person tries Persistence - how long the effort is maintained
servant leadership
work for the development of the worker, puts aside self-interest to serve others' needs while strengthening the business gives away power, ideas, information, recognition, credit and money
structure change
work specialisation, chain of command, span of control, centralisation, formalisation, job redesign
traditional, hierarchical trajectory of workplace
workplaces provide career development opportunities for employees to work their way up the ranks
