BADM 310 UIUC Exam 2

Approaches to social responsibility

(from highest social responsibility to lowest) 1. Proactive 2. accommodatve 3. defensive 4. obstructionist

Linguistic Style

- A person's characteristic way of speaking

Different evaluation or reward systems

- a group is rewarded for achieving a goal but the other is rewarded for achieving something that conflicts with the other team

Grapevine

- an informal network carrying unofficial information throughout the firm.

HRM managers work closely with the :

-"line" managers to improve efficiency, quality, innovation, and responsiveness. -

Employees

--expect to receive award consistent with their performance -want to be able to trust the company to treat them fairly and ethically

Affirmative Actions vs Managing Diversity

-AA is mandatory to fix past discrimination -DV is voluntary

External Advantages

-Accesses a large applicant pool -Can access people who have skills, expertise, and experience that the organization lacks -Newcomers can bring fresh ideas & perspectives

Human Resource Management (HRM)

-Activities that managers engage in to attract and retain employees and to ensure that they perform at a high level and contribute to the accomplishment of organizational goals. -with people

Realistic Job Preview

-An honest assessment of the advantage and disadvantages of a job and organization. -Can reduce the number of new hires who quit when jobs and organizations fail to meet their unrealistic expectations

Benefits

-Benefits are based on membership in an organization -Legally required: social security, workers' compensation, unemployment insurance -Voluntary: health insurance, retirement, day care -Cafeteria-style benefits plans allow employees to choose the best mix of benefits for them, but can be hard to manage.

Forced Ranking Pros:

-Better identification of high and low performers. -Deters retention of low performers

Real-world decisions

-Can be a mix of non-programmed & programmed -Aim for best tradeoff of efficiency and effectivene

Conflict Manage Groups Strategies

-Changing an organization's structure or culture -Altering the source of conflict

Why Be Socially Responsible?

-Demonstrating its social responsibility helps a company build a good reputation -If all companies in a society do so, the quality of life as a whole increases

Action learning:

-Design training to link conceptual learning with actual job tasks (not in text)

Strategic Human Resource Management

-Designing the components of a HRM system to be consistent with the organization's architecture, strategy and goals. -Aims to build the firm's competitive advantage -with company

Steps to stop sexual harassment

-Develop and clearly communicate a sexual harassment policy endorsed by top management -Provide sexual harassment education and training to all organizational members, especially managers -Use a fair complaint procedure to investigate charges of sexual harassment -When sexual harassment has taken place, take corrective action as soon as possible

Team Performance:

-Diversity provides a variety of points of view and approaches. Can provide more creative ideas, learning from diverse others -Mixed research findings - issue is likely more complex than it might seem b/c of cohesiveness, communication barriers (not in text) -diversity and inclusion helps all members of team not just the diverse ones

How to encourage integrative bargaining:

-Emphasizing Superordinate goals -Interests rather than positions (demands) -Creating new options -Focus on the problem rather than the people -Fairness (emphasis on each party reaching goals rather than dividing the pie)

Sources of Personal Power

-Expertise -Track Record -Referent -Effort

Barriers to Effective Communication

-Filtering -Information distortion -Information overload -Jargon

Key Sources of Positional Power

-Formal Authority -Relevance -Centrality -Visibility

1. Face-to-Face

-Highest information richness. -Advantage of verbal and nonverbal signals.

Choose high information richness when message is:

-Important -Sensitive - (For example, Evaluative, critical, disappointing or otherwise emotionally laden). -Complex (likely to be misunderstood; requires interaction to come to understanding).

4. Impersonal Written Communication

-Includes blogs & social networking sites -Good for messages to many receivers where little or feedback is expected (e.g., newsletters, reports) (+) -Lowest information richness. (-) -Information Overload

Pay

-Includes employees' base salaries, pay raises, and bonuses -Determined by characteristics of the organization and the job and levels of performance

Benefits of Good Communication:

-Increased efficiency in new technologies and skills -Improved quality of products and services -Increased responsiveness to customers -More innovation through communication

Benefits of Pay for performance

-Increased motivational leverage -Flexible

Conflict Manage Individuals Strategies

-Increasing awareness of the sources of conflict -Increasing Diversity & diversity awareness and skills -Job rotations or temporary assignments -Permanent transfers or dismissals if necessary

Criteria to decide on best form of communication:

-Information Richness -Time required -Paper trail for later referencing

Overt discrimination:

-Knowingly and willingly denying diverse individuals access to opportunities and positive outcomes. -Unethical and illegal

Internal Recruitment Disadvantages

-Learning (skills & gaining experience) on the job can be (very) expensive -You may know how the candidate performs at their current job, but what about in the new job?

Internal Recruiting Advantages

-Managers already know candidates and thus have a better idea of their capabilities and fit -Internal applicants are already familiar with the organization and how it works -Provides clear evidence of a career path - so can help boost levels of employee motivation and morale.

1. Brainstorming

-Managers meet face-to-face to generate and debate many alternatives. -One key rule: No early criticism or evaluation

Chain Network

-Members communicate only with the people next to them in the sequence. -Wheel and chain networks provide little interaction.

Circle Network

-Members communicate with others close to them in terms of expertise, experience, and location.

All-channel Network

-Networks found in teams with high levels of communications between each member and all others

Group Decision Making Advantages

-Often superior to individual making -combined competencies and expertise: more group members means More information, More alternatives and better decisions - Reduced bias: individual biased can be cut out -Better implementation: group decisions are supported by more people

A study at UCLA shows that when we communicate:

-Only 7% of perceived meaning is attributed to the words we speak! -93% of what we really pay attention to is body language

Unintentional discrimination: (not in text)

-Organizations and individuals attempt to achieve equality in key outcomes and opportunity, but fall short. -Common and complex.

Individual Ethics

-Personal standards and values that determine how people view their responsibilities to other people and groups -how they should behave when own interests are at stake

Sources of Cognitive Biaes

-Prior Hypothesis Bias -Representativeness Bias -Illusion of Control -Escalating Commitment

Forced Ranking Cons:

-Problematic because it assumes that each manager has an equal # of high / low performers -Creates competition among employees, hurts information sharing -Clashes with illusory superiority bias >Lake Wobegon effect, hopefully demonstrated by clickers >Imagine the reaction of a good employee who is told they "meet requirements."

Components of HRM

-Recruitment and Selection -Training and Development -Performance Appraisal and Feedback -Pay and Benefits -Labor relations

Unions

-Represent worker's interests to management in organizations. -The power that organizations have over individuals can lead workers to join together in unions.

Non Programmed Decision Making

-Response to unusual, unpredictable opportunities and threats -no regular rules for this because you can't predict it -time consuming

Ethics Ombudsman

-Responsible for communicating ethical standards to all employees -Designing systems to monitor employees conformity to those standards -Teaching managers and employees at all levels of the organization how to appropriately respond to ethical dilemmas

Managers

-Responsible for using a company's financial capital and human resources to increase its performance -Expect to receive rewards consistent with their performance -Frequently juggle interests of multiple stakeholders as well as their own

Standard Tools for Selection:

-Resumes and application forms - initial screening -Interviews - almost universal and reasonably valid -Written tests - measure intelligence, ability, personality, interest, etc. - popular; validity varies -Reference checks - tough to get negative information

External Disadvantages

-Search can be expensive -Outsider's actual technical capabilities and their fit (e.g., with organizational culture) are unknown

Stereotypes:

-Simplistic and often inaccurate beliefs (schemas) about the typical characteristics of particular groups of people => bad decisions

Group Decision Making Disadvantage

-Slower -Can take much longer than individuals to make decisions -Can be difficult to get different individuals to agree because of different interests and preferences -Can be undermined by group decision-making's own biases

Examples of Biases

-Stereotypes -Selective perception -Perceptual set

Suppliers and Distributors

-Suppliers expect to be paid fairly and promptly for their inputs -Distributors expect to receive quality products at agreed-upon prices

Administrative Model:

-The Model Explains Why Decision making is inherently uncertain and risky -Managers usually: >Make satisfactory rather than optimum decisions. >Behaving rationally within limitations imposed by cognitive abilities (bounded rationality), and complexity of environment (incomplete information).

Information richness

-The amount of information that a communication medium can carry -The extent to which the medium enables the sender and receiver to reach a common understanding

Nonverbal Communication

-The encoding of messages by means of facial expressions, body language, and styles of dress. -can send more information that verbal communication

Equal Employment Opportunity (EEO)

-The equal right of all citizens to the opportunity to obtain employment regardless of their gender, age, race, country of origin, religion, or disabilities. -Equal Employment Opportunity Commission (EEOC) enforces employment laws.

Optimum decision

-The most appropriate decision in light of what managers believe to be the most desirable future consequences for their organization

Type of communication network depends on:

-The nature of the group's tasks -The extent to which group members need to communicate with each other to achieve group goals.

Communication

-The sharing of information between two or more individuals or groups to reach a common understanding.

2. Production Blocking

-Too many ideas going around during brainstorming and too much disorganization leads to loss of productivity in brainstorming

What makes communication hard?

-We take it for granted rather than viewing it as an important challenge. -We assume others will see things the same way that we do. -Communications are highly interpreted yet those others' interpretations are often not visible.

Organizational Conflict

-When discord occurs between groups or individuals and it gets in the way of objectives

Performance-simulation tests

-Work sampling - perform key tasks (non-managerial jobs) -Assessment center - simulate challenges of managerial jobs -Most valid -Most expensive

reasoned judgment (non programmed)

-a decision that requires time and effort and results from careful information gathering, generation of alternatives and evaluation of alternatives -time and effort

Skunkworks

-a group of intrapreneurs who are separate from rest of organization and are assigned to come up with new ideas and products

Product Champion

-a manager who takes ownership of a project and provides the leadership and vision that takes a product from idea stage to final development

Defensive Approach

-act ethically enough to not get in trouble with the law and abide by legal requirements -no social responsibility so leads to unethical behavior

Distributive Negotiation

-adversarial negotiation in which the parties in conflict compete to win the most resources while conceding as little as possible -Handled by competition

Stakeholders

-affected by the way people in the company behave -the people that supply a company its productive resources and so have a claim and a stake in the company

Realistic Job Preview (RJP)

-an honest assessment of the advantages and disadvantages of a job and organization

Barrier #2 Mangers often fumble performance appraisals:

-appraisals generate conflict -Performance management is "indirectly productive" (doesn't produce something directly) so it is delayed or taken lightly

needs assessment

-assessment of which employees need to training and development and what skills they need.

cafeteria style benefit plan

-benefit plans where employees can choose what benefits they want

Administrative model is based on 3 concepts:

-bounded rationality -incomplete information -risk and uncertainty

development

-building the knowledge and skills of organizational members so they are prepared to take on new responsibilities and challenges

How can organizations encourage ethical behavior?

-code of ethics and policies -training programs -organizational culture -goals and appraisals -disciplinary actions -audits and protections

Bounded Rationality:

-cognitive limitations that constrain ones ability to interpret, process and act upon information

Obstruction approach

-companies & managers choose not to behave in a socially responsible way and instead behave unethically and illegally

Accommodative approach

-companies and their managers behave legally and ethically and try to balance the interests of different stakeholders as the need rises -acknowledges need for social responsibility

Process

-conflict about how the group gets things done -can be good since it will allow teams to improve

Task

-conflict about what decision the group will take

Negotiation

-conflict resolution method in which the parties consider alternative ways to allocate resources and come up with a solution acceptable to all of them

Relationship

-conflict that gets personal between people -based on personal style -mostly about winning

Integrative Bargaining

-cooperative negotiation in which the parties in conflict work together to achieve a resolution that is good for them both

Creativity

-decision making ability to come up with new ideas that lead to good decisions/solutions

3. Nominal Group Technique

-decision making technique -group members write down ideas and solutions, read their suggestions to the whole group, and discuss and then rank the alternatives. -useful for controversial issues -Gives managers more time and opportunity to come up with potential solutions

Decision Making Opportunities

-decisions to improve organization performance to benefit customers, employees, and stakeholders

Being Irreplaceable

-develop special skills

Incompatible goals and time horizons

-different groups have different goals and focus

Conflict is inevitable because:

-different stakeholders have different goals which are incompatible -Conflict is not necessarily bad. -a good balance can lead to better group performance

Proactive Approach

-embrace social responsibility and go out of their way to learn about the needs of different stakeholders and use resources to promote interests of all stakeholders

Systematic Erros (cognitive biases)

-errors that people make over and over and that result in poor decision making

Being in a central position

-have decision making control

Classical Model of Decision Making

-how decisions should be made -assumes decision maker can identify and evaluate all alternatives -leads to optimum decision

Sources of Conflict

-incompatible goals and time horizons -different evaluation or reward systems -overlapping authority -scarce resources -task interdependencies -Status inconsistencies -differences in perception

Incomplete Information:

-information is incomplete due to: 1. uncertainty (unknown probabilities) and risk (known probabilities) 2. Ambiguous info (interpreted in different ways) 3. Time Constraints and information costs

Schema:

-past experiences with certain groups of people that builds an idea in your mind which you refer to when encountering that group again.

Relying on objective information:

-providing objective information causes others to feel the managers course of action is correct

Controlling uncertainty

-reduce uncertainty for others in the firm

Strategies for Exercising Power

-relying on objective information -bringing in an outside expert -controlling the agenda -making everyone a winner

What do you evaluate with appraisal?

-results -behaviors -traits (should avoid) "who the person is"

Programmed Decision Making

-routine or automatic decision making that follows established rules or guidelines. -happens very often and is efficient. Ex: When an office runs out of pens you go buy more to re-stock

Heuristics (cognitive biases)

-rules of thumb that simplify the process of making decisions --saves effort and similar to programmed decisions but leads to systematic errors

Intrapreneur

-someone who works inside an organization and comes up with a way to improve aspects of the organization

Jargon

-specialized language that members of an occupation, group, or organization develop to facilitate communication among themselves -Can be a barrier to effective communication with people outside the occupation, group, or organization

Perception

-subjective process when people organize sensory input and interpret it as the world around us -is what we think reality is

training

-teaching employees how to do their current job and developing skills to help them be effective

validity

-the degree to which a tool or test measures what to purports to measure

Glass Ceiling

-the invisible barriers that prevent minorities and women from being promoted to top corporate positions.

Information Overload

-the potential for important information to be ignored or overlooked while tangential information receives attention

on the job training

-training that takes place in the work setting as employees perform their job tasks

Dialect Inquiry

-two groups of managers are assigned to the same problem and they debate and compete until top managers decide on best decision -fights cognitive bias and groupthink

Bringing in an outside expert

-using an experts opinions to lend credibility to managers proposal

Entrepreneurship

-using resources and taking advantage of situation to provide customers with new or improved goods or services

Stockholders:

-want to maximize return on investment -want to ensure managers are behaving ethically and thus avoiding unnecessary risks to investors capital

Decision Making Threats

-when a problem arises that threatens performance so managers must search for decisions that will increase performance

Why are politics bad?

-when managers act in self interested ways for their own benefits

How can politics be good?

-when managers gain support for much needed change -you can bring different perspectives together

Risk and Uncertainty:

-when managers understand that any action can have risks and can assign probabilities to them -20% chance a drug won't work for patients

Satisficing

-when you solve problems with minimum solution instead of best solution

Reasons diversity is difficult to manage:

1. Biased perceptions 2. Homophily 3. Organization processes or culture

Ways of forming group creativity include:

1. Brainstorming 2. Production Blocking 3. Nominal Group Technique 4. Delphi Technique

Additional reasons diversity is hard to manage

1. Effective diversity management requires cultural change 2. Managing diverse groups is challenging 3. Diversity can lead to communication errors(linguistic styles, gender differences) 4. Mistrust and tension-thru lack of familiarity

Types of Communication from most information rich to least:

1. Face to Face Communication 2. Spoken Communication Electronically Transmitted 3. Personally Addressed Written Communication 4. Impersonal Written Communication

Approaches to Social Responsibility From top to bottom on level of social responsibility

1. Proactive 2. Accommodative 3. Defensive 4. Obstructionist

Ethical values and norms help organizational members:

1. Resist self-interested action 2. Realize they are part of something bigger than themselves

Key practical steps to manage diversity effectively

1. Top management commitment 2. Measures and rewards 3. Training 4. Inclusive Culture(encourage tolerance, understanding, empathy; mentors, networks)

How to Be Successful Using Groupware (or change in general) :

1. Work is team-based and members are rewarded for group performance 2. Groupware has full support of top management 3. Organization Culture - stresses flexibility 4. Groupware is being used for a specific purpose 5. Employees receive adequate training

Family and Medical Leave Act 1993

12 weeks of unpaid leave must be provided if there is a medical or family emergency.

Gender Schema

: Preconceived beliefs or ideas about the nature of men and women, their traits, attitudes, behaviors, and preferences

Prior Hypothesis Bias

A cognitive bias resulting from the tendency to base decisions on strong prior beliefs even if evidence shows that those beliefs are wrong

Representativeness Bias

A cognitive bias resulting from the tendency to generalize inappropriately from a small sample or from a single vivid event or episode.

Intranets

A company-wide system of computer networks for information sharing by employees

4. Delphi Technique

A decision-making technique in which group members do not meet face-to-face but respond in writing to questions posed by the group leader.

Formal Authority

A person's position in the organizational hierarchy -Managers have high formal authority

Escalating Commitment

A source of cognitive bias resulting from the tendency to commit additional resources to a project even if evidence shows that the project is failing.

Recruitment

Activities that managers engage in to develop a pool of candidates for open positions

Formal appraisals

An appraisal conducted at a set time (i.e., annual, semi-annual) and based on performance dimensions that were specified in advance

Justice Rule

An ethical decision should distribute benefits and harm amongst people in fair, equitable and impartial manner -not playing favorites

Utilitarian Rule

An ethical decision should produce the greatest good for the greatest number of people.

Third Party Negotiator

An impartial individual with expertise in handling conflicts and negotiations who helps parties in conflict reach an acceptable solution.

Informal appraisals

An unscheduled appraisal of ongoing progress and areas for improvement

Quid pro quo

Asking for or forcing an employee to perform sexual favors in exchange for receiving some reward or avoiding negative consequences

Referent

Attributes others find appealing or that they identify with

Civil Rights Act 1991

Awards payment and punishes if discrimination is done intentionally

Groupthink (Group Decision Making Disadvantage)

Bad decisions that come from wanting to agree with group members

Relevance

Being closely aligned with or controlling activities crucial to performance

Development

Building the knowledge and skills of organizational members to enable them to take on new responsibilities and challenges.

Information Distortion

Changes in the meaning of a message as the message passes through a series of senders and receivers.

What influences perception?

Characteristics of Perceiver (Perceptual) Biases

Conflict Management Strategies

Compromise Collaboration Competition Accommodation

Groupware

Computer software that enables members of groups and teams to share information with each other to improve communication and performance.

Competition

Conflict management strategy in which each party tries to maximize its own gain and has little interest in understanding the other party's position and arriving at a solution that will allow both parties to achieve their goals

Strategies for Gaining Power

Controlling uncertainty Being Irreplaceable Being in a central position Generating Resources Building Alliance

Chapter 7

Decision Making, Learning, Creativity and Entrepreneurship

Marketing Effectiveness:

Diverse employees are more attuned to the needs of diverse customers.

Concurrent Control

During the conversion stage. Manage problmes as they occur Goal: Prevent a small problem from growing

Feedforward control

During the input stage. Anticipate problems before they occur. goal: avoid quality problmes before they begin

Feedback Control

During the output stage. Manage problems after they arise Goal: revise or reengineer the product/service

Forced ranking:

Each manager is required to categorize employees in a standardized way.

Talent Retention:

Effective management can increase the retention and motivation of all organizational members.

Chapter 4

Ethics & Social Responsibility

Multiple Evaluators:

Expand evaluation beyond bosses, to include coworkers, subordinates, etc.

Why does performance feedback conflict with appraisal? Barrier #1

Feedback is supportive while managers have to act as judges for appraisal

Three types of control

Feedforward control concurrent control feedback control

Organizational Ethics

Guiding practices and beliefs through which a particular company and its managers view their responsibility toward their stakeholders -top managers play crucial role in an organizations ethics

Examples of information richness

Highest to lowest: face-to-face conversation video-conferencing telephone conversation emails blogs written memos formal written documents spreadsheet

Scale of Information Richness

Highest-lowest: 1. Impersonal written communication 2. personally addressed written communication 3. spoken communication electronically transmitted 4. face-to-face communication

Internal Recruiting vs External Recruiting

Hiring existing employees to fill open positions. vs Hiring people who have not worked at the firm previously.

Chapter 12

Human Resource Management

Wheel Network

Information flows to and from one central member

Interests rather than positions (demands)

Interests allow exploration of alternatives, whereas positions tend to be fixed

Levels or Types of Conflicts

Interpersonal Intra group Intergroup Inter organizational Relationship Task Process

Visibility

Just what it says

Effort

Leads to perception of commitment and expertise

3. Personally Addressed Written Communication

Lower richness than the verbal forms of communication, (-) Helps ensure receiver actually reads the message (+)

Steps of using MBO

Management by objectives. 1. specific goals and objectives are established at each level of organization 2. managers and subordinates set specific objectives together 3. managers then evaluate regularly 4. rewards are tied to achieving objectives (salary, bonuses, recognition, etc)

Chapter 17:

Managing Conflict, Politics, and Negotiation

Chapter 5

Managing Diverse Employees in a Multicultural Environment

Social Responsibility and Economic Performance

More proof that social responsibility does improve economic performance

Collective bargaining

Negotiation between labor and management to resolve conflicts and disputes about issues such as working hours, wages, benefits, working conditions, and job security.

Centrality

Occupying central positions in important networks

Task Interdependencies

One member of a group or a group fails to finish a task that another member or group depends on, causing the waiting worker or group to fall behind.

Chapter 11

Organizational Control and Change

Three types of Organizational control systems

Output control: financial measure of performance, organizational goals, operating budgets Behavior control: direct supervision, bureaucratic(SOPs), MBO (management by objectives) Clan (or cultural) control: values, norms, socialization

Distributive Justice

Pay, promotions, job tittles, etc be awarded to those who deserve it and not based on personal characteristics over which individuals have no control. Focuses on outcomes

Characteristics of Perceiver

People's personalities, values, attitudes and moods as well as their experience and knowledge

Subjective vs Objective

Perceptions vs measurable results -try to use both

Performance Feedback

Process by which managers share performance appraisal information and (with subordinates) develop plans for the future. -Goal Improve employee performance

Pregnancy Discrimination Act 1978

Prohibits discrimination against women who are pregnant, have children, and related

Title VII of the Civil Rights Act 1964

Prohibits discrimination in employment decisions on the basis of race, religion, sex, color, and national origin.

Chapter 16

Promoting Effective Communication

Traditional pay:

Salary with (permanent) increases based on individual performance

Status Inconsistencies

Some individuals and groups have a higher organizational status than others, leading to conflict with lower status groups.

Occupational Ethics

Standards that govern how members of a profession, trade, or craft should conduct themselves when performing work-related activities -medical ethics

Societal Ethics

Standards that govern how members of a society should deal with one another in matters involving issues such as fairness, justice, poverty, and the rights of the individual -behave ethically because of internalized values -vary across society

Labor relations

Steps that managers take to develop and maintain good working relationships with the labor unions that may represent their employees' interests

How to do a performance appraisal well

Subjectively (manager's perceptions): rich information, potential for unfairness inconsistency and biases Objectively: less bias unless the perforamnce measure can be gamed, information not as rich (was it under your control?) Remmendation: incorporate both types of evaluation

Organization Chart

Summarizes the formal reporting channels in an organization (solid lines between boxes).

Political strategies

Tactics that managers use to increase their power and use power to influence and gain the support of other people while overcoming resistance or opposition.

Training

Teaching organizational members how to perform current jobs and helping them to acquire skills and knowledge they need to be effective performers.

Hostile work environment

Telling lewd jokes, displaying pornography, making sexually oriented remarks about someone's personal appearance, and other sex-related actions that make the work environment unpleasant.

Why not choose high information richness mediums all the time?

Tend to have higher cost /time Tend to lack a paper trail

Organizational Politics

The activities managers engage in to -Use their power to achieve their goals -Overcome resistance or opposition. -Increase their power Can be bad or good

Labor Relations

The activities managers engage in to ensure they have effective working relationships with the labor unions that represent their employees' interests.

Pay Structure

The arrangement of jobs into categories based on their relative importance to the organization and its goals, level of skills, and other characteristics.

Verbal Communication

The encoding of messages into words, either written or spoken

Performance Appraisal

The evaluation of employees' job performance and contributions to their organization.

Communication Networks

The pathways along which information flows in groups and teams and throughout the organization.

Feedback Part of Communication Process

The phase in which a common understanding is assured. same as transmission, now receiver sends message back to sender

Transmission Part of Communication Process

The phase in which information is shared by two or more people. Message Encoding Medium Decoding by receiver

Decision Making

The process by which managers respond to opportunities and threats that confront them by analyzing options and making determinations about specific organizational goals and courses of action

Selection

The process that managers use to determine the relative qualifications of job applicants and their potential for performing well in a particular job.

Perception

The process through which people select, organize, and interpret what they see, hear, touch, smell, and taste to give meaning and order to the world around them.

Pay Level

The relative position of an organization's incentives in comparison with those of other firms in the same industry employing similar kinds of workers

Illusion of Control

The tendency to overestimate one's own ability to control activities and events

2. Spoken Communication Electronically Transmitted

Tone of voice, sender's emphasis, and quick feedback(+) no visual nonverbal cues. (-)

How organizations encourage ethical behavior

Top Mangement Behavior: 1. Goals and appraisals 2. Disciplinary Actions 3. Audits and protections 4. Organizaitonal Culture 5. Training Programs 6. Code and ethics and policies

Overlapping authority

Two or more managers claim authority for the same activities which leads to conflict between the managers and workers

Recruitment and Selection

Used to attract and hire new employees who have the abilites, skills, and experiences that will help an organization achieve its goals

Pay-for-performance:

Variable compensation based on individual, group and/or organization performance.

Political conflict

When the same basic realities or oganizaiontal life generate conflict. Ex: differing perceptions (goals, experience, values, interests) interdependence: most managers rely on others for their success, formal authority isn't enough, influence is crucial scarce resources: you can't fund every idea and initiative

Choosing the right medium

Why not choose high info richness mediums all the time: higher cost/time, lack a paper trail choose high info rich when message is: important, sensitive, or/and complex

Filtering

Withholding part of a message because of the mistaken belief that the receiver does not need or will not want the information.

Age Discrimination in Employment Act 1967

Workers over 40 can't be discriminated against and can't be forced to retire

360 Feedback:

You receive feedback from everyone you work with.

intuition (non programmed)

a decision that comes instantly due to beliefs, and hunches. -little effort

lateral move

a job change that requires no major changes in responsibility or authority levels

Practical Rule

an ethical decision should be one that a manager has no hesitation about communicating to people outside the company because the typical person in a society would think the decision is acceptable

Moral Rights Rule

an ethical decision should maintain and protect the fundamental rights and privileges of people -hard to benefit all people without damaging others -can distract from efficiency and production -protects weak

Selective perception

attending to some aspects of stimuli & ignoring others.

Homophily

attraction to those who are similar to you in socially significant ways. Can produce monocultures (cultures dominated by majority views) and homogenization of the organization

Actively listening

avoid interrupting the speaker, be empathetic, make eye contact, paraphrase, head nods and appropriate facial expressions, ask questions, no distracting actions or gestures, don't overtalk

Expertise

being an expert in your field

Take political actions with integrity

being politcally adept can help you and your organization. you should ask yourself: does it help me? does it help the organization? is it ethical? does it maintain relationships?

Horizontal communications flow:

between employees of the same level.

Collaboration

both parties try to satisfy their goals by coming up with an approach that leaves them both better off and does not require concessions on issues that are important to either party.

Arbitrator

can impose what he thinks is a fair solution to a conflict that both parties are obligated to abide by

Informal communications

can span levels and departments

Americans with Disabilities Act 1990

can't discriminate against those with disabilities and accommodations must be made

Intergroup

conflict between 2 or more teams, groups, or departments. -managers play a key role

Intragroup

conflict between group, team, or department

Interpersonal

conflicts between individuals

Political strategies for gaining and maintaining power

controlling uncertainty (formal authority), being irreplaceable (expertise), being in a central position ( relevance), generating resources(recruiting key staff, close sales), building alliances (mutually beneficial)

Decoding

critical point where the receiver interprets and tries to make sense of the message

Social Contracts model:

decision is compatible with existing ethical norms in companies, industries, and regions

reliability

degree to which a tool or test measures the same thing each time it is used

Track Record

demonstrated accomplishments

Building Alliances

develop good relations with others

Compromise

each party is concerned about not only their goal accomplishment but also the other party's goal accomplishment and is willing to engage in a give-and-take exchange to reach a reasonable solution.

Competition

each party tries to maximize its own gain and has little interest in understanding the other party's position and arriving at a solution that will allow both parties to achieve their goals (often ineffective) -forcing- force teams to do what you want (often from leaders)

Stakeholders include:

employees stockholders managers customers community, society and nation state suppliers and distributors

Training and development

ensures that organizational members develop the skills and abilites that will enable them to perform their jobs effectively in the present and the future. Changes in technology and the environment require that organizational members learn new techniques and ways of working

Reputation

esteem or high repute that individuals or organizations gain when they behave ethically -all stakeholders have reputation to loose

Differences in perceptions (fundamental / not in text)

even with same goals in mind, the complexity of organizational life means they disagree with how to interpret problems and what actions to take

Management by wandering around

face-to-face communication technique in which a manager walks around a work area and talks informally with employees about issues and concerns.

Mediators

facilitates negotiations but no authority to impose a solution

Salience effect

focus attention on individuals who are conspicuously different

Communication in an organization flows through:

formal and informal pathways

Superordinate goals

goals that both parties agree to regardless of the source of their conflict

Collaboration software

groupware that promotes and facilitates collaborative, highly interdependent interactions and provides an electronic meeting site for communication among team members (Google docs, Wikis).

Social Responsibility

how managers and employees view their duties to make decisions that protect, enhance, and promote the wellbeing of stakeholders and society as a whole

Job Analysis

identifying the tasks, duties, and responsibilities that make up a job and the knowledge, skills, and abilities needed to perform the job

Controlling the agenda

inflecting which alternatives are considered or even wether a decision was made

Ethics

inner morals, values, and beliefs that people use to analyze or interpret a situation and then decide the right or appropriate way to behave

Generating Resources

innovate, bring in more money

Noise

interference with communication

Making everyone a winner

make everyone feel supported and seem like its good to follow the manager

Scarce resources

managers conflict over the allocation of scarce resources

Procedural Justice

managers should be fair when determining the distribution of outcomes to organizational members. Focuses on Process.

Organizational learning

managers try to improve employees understanding and managing of the organization to improve effectiveness

Line Managers

managers who are directly involved in production & sales of products / services: (for example, operations; production; sales; logistics).

Devil's Advocacy

member of group exposes the flaws and potential favor of the group decision -fights cognitive bias and groupthink

Equal Pay Act of 1963

men and women be paid equal

Implicit Bias

mental associations that emerge under conditions of automaticity -learned and shaped by cultural influences -news: black person after a hurricane is said to have robbed a store but a white person is said to have found food

Customers=

most critical stakeholders want reliability and value

collective bargaining

negotiations between labor unions and mangers to resolve conflicts and disputes about issues.

Accommodation

one party, typically with weaker power, gives in to the demands of the other, typically more powerful, party (often ineffective) .

Learning organization

organization promotes group thinking and creativity to improve organizational learning

Medium

pathway through which an encoded message is transmitted to a receiver

Social status effect bias

perceive individuals with high social status more positively than those with low social status

Similar-to-me effect bias

perceive others who are similar to ourselves more positively than those who are different

Perceptual set

perceptions are shaped by expectations of perceiver. We see what we expect to see (also confirmation bias).

Performance appraisal and feedback

provides managers with the information they need to make good human resources decisions about how to train, motivate and reward organizational members. Feedback from performance appraisal serves a developmetal purpose for members of an organization

Strategies for exercising power

relying on objective information(your objectively right), bringing in an outside expert( they can lend credibility to your ideas), controlling the agenda ( controlling what alternatives are considered), making everyone a winner(everyone whose support is needed benefits personally from providing that support)

Politics, then, is all about

resolving conflicts and influencing others

Pay and benefits

rewarding high performing organizational members with raises, bonuses and recognition. Increased pay provides additional incentive.

Encoding

sender translates the message into symbols or language

Stereotypes

simplified and often inaccurate beliefs about the characteristics of particular groups of people

"Staff" managers

support the line: (e.g., marketing; finance; HRM; R&D).

(Perceptual) Biases

tendencies to use information about others in ways that can result in inaccurate perceptions -can interfere with the encoding and decoding of messages

labor relations

the activities managers engage in to ensure they have effective working relationships wit h the labor unions that represent their employees interest

Validity

the degree to which the test measures what it is supposed to measure

Reliability

the degree to which the tool measures the same thing each time it is used

Non Verbal Communication

the encoding of messages by means of facial expressions, body language and style of dress

Avoidance

the parties try to ignore the problem and do nothing to resolve their differences (often ineffective) .

Diverse individuals have experienced and continue to experience

unfair treatment in the workplace

Vertical communications flow:

up and down the corporate hierarchy

Message

what information to communicate

Ethical Dilemma

when a person has to decide in what way to behave to see if they should help another person even if doing so might go against their own beliefs

Biases

when you inaccurately have perceptions of people that come from information you might have

Intelligent satisficing

when you keep looking for a solution but stop when the costs are above the benefits of the outcome

Trust

willingness of one person or group to have faith or confidence in the goodwill of another person -even though this puts them at risk

Who does better better as managers? women or men?

women