Intro to Management Final

Each stage of the self-management process, including tips & mistakes

1. self-assessment and planning 2. goal setting 3. self and environmental control 4. evaluating and rewarding progress

Hershey and Blanchard Situation 2: Selling

Selling (Top Right/high) Followers are Underinformed or confident they can do it: Increase Relationship oriented behavior to match object-oriented (tell them what/why) ○ Follower Readiness: Moderate ○ Follower Maturity: Unable, WILLING, CONFIDENT ○ Appropriate Leader Behavior: Selling ○ Leader Style Combination: High Initiating structure, HIGH consideration ○Leader behavior description: Explain decisions and allow clarification. Provide direction with feedback opportunities

Budgets, perf. reports, variance analysis

Budgets: most widely used control devices Many types including: Sales (revenue), Operating (expenses), Income statements (revenue, expenses and net income), Balance sheet (assets, liabilities) Perf. reports & variance analysis in class example

Barling et al. study (lecture only)

Can you learn to be a transformational leader? YES more transformational leader. Randomly selected half of the bank branch managers who received transformational leadership workshop experience for a one-hour weekly phone call follow-up after the training. Measured trained vs. untrained leaders perceived transformational leadership by employees Does it matter? YES Financial performance for banks who received the training almost doubled performance Julian Barling, Travis Weber, and Kelly Kelloway

Job characteristics (see also Ch. 9, Sec. 9-3c)

Some jobs are more enjoyable than others because of: ○ Skill Variety, Task Identity, Task Significance -> Experienced Meaningfulness of work ○ Autonomy -> Experienced Responsibility of Work Outcomes ○ Feedback -> Knowledge of Work Results Outcomes = High Motivation, Performance, and Satisfaction (not from the supervisor but instant like scoring a goal after shooting a basketball) The more of these the better in general but especially for people who have strong growth needs

Gaining management skills (lecture only)

Sources of learning -reading -reflection -relationships -real experience Read the advice of good managers Think about what you've read and experiences you've had

Structured and unstructured interviews

Structured interview: Questions are prepared ahead of time so that all applicants are asked the same job-related questions Unstructured interview: Interviewers are free to ask applicants anything they want because interviewers often disagree about which questions should be asked during interviews.

Maslow Theory

Suggests that people are motivated by physiological (food and water), safety (physical and economic), belongingness (friendship, love, social interaction), esteem (achievement and recognition), and self-actualization (realizing your full potential) needs.

Greenberg study (what did it show?)

Cut staff salaries at two plants with one without cuts. ○ Inadequate: President told employees about paycut but did not stay to discuss or explain why ○ Adequate: President called all employees in, told stories, explain thoroughly and answered questions and took the same paycut. Tracked theft and found that theft skyrocketed in inadequate When salary It matters how you go about explaining decisions because people will tolerate if their are winners or losers if they believe the game was fair.

Two main roles team members play

Task roles -working on completing the work of the team Social roles -working to build cooperation and group cohesion -setting a tone, motivating and inspiring members, scheduling activities, following up with individuals, providing encouragement, mediating conflicts, satisfying emotional needs of members Team leader focuses more on social roles

Morgenstern's time management tips

Decide when you have to do things, not just what you have to do Assign to-do list tasks to a "home" in your schedule Not enough time? -Delete -Delay -Diminish -Delegate

Hersey and Blanchard's Situation 4: Delegating

Delegating (bottom left, best): Know what to do and are excited about doing it: back off on both task-oriented behavior and relationship behavior ○ Follower Readiness: High ○ Follower Maturity: Able, WILLING, CONFIDENT ○ Appropriate Leader Behavior: Delegating ○ Leader Style Combination: LOW initiating structure, LOW consideration ○Leader behavior description: Turn over responsibility and back off on decisions

Delegation, how to do well (three transfers) (text, Sec. 9.2c)

Delegation between a manager and a subordinate: Responsibility- manager transfers full responsibility to a subordinate Authority- manager gives full authority over the budget, resources, tools, information, and personnel needed to do the job to the subordinate. Accountability- The subordinate now has the authority and responsibility to do the job, and in return, is accountable for getting it done. Manager delegates in exchange for results.

Competing Values Approach (Quinn)

Different ways managers an create value for their organizations: 1) How flexible or stable is your environment? 2) What is your company focus? (Internal or External) Innovation (Top Right): Very fast changing environment and are targeting external or new customers - Create value through breakthrough innovations (Apple) Productivity (Bottom Right): More stable environment but want new customers - Create value by being the most efficient and lowest cost (Walmart) Control (Bottom Left): Stable but Internally focused on refining their processes - Create value on having extreme control and incremental changes (Toyota) Cohesion (Top Left): Fast changing environment with internal focus on people - Create value on creating a workforce that is as cohesive and adaptive as possible (Southwest Airlines)

7 (plus 1) traits common to leaders (Sec. 14-2a)

Drive Desire to lead Honesty/Integrity Self-confidence Emotional stability Cognitive abilities Knowledge of business (based on experience) BONUS TRAIT: HEIGHT

Two general leader behavioral styles from WWII studies (Sec. 14-2b)

Initiating Structure: ○ Task-oriented behaviors: setting goals, making deadlines, setting assignments, following up Consideration ○ Relationship-oriented behavior (approachable, friendly, interested, and concerned for employees)

SWOT (situational) analysis (text & lecture)

Internal: 1) Strengths: Good things happening in your company right now (your specialties) 2) Weaknesses: Things that have/can not happen to your company (flaws/hindrances) External: 1) Opportunities: Good things that could happen to your company 2) Threats: Bad things that may happen to you from outside your company (things other people/laws that could hurt your market control)

Balanced scorecard (four main components illustrated by Barclays Bank example)

The balanced scorecard encourages managers to look beyond traditional financial measures to four different perspectives on company performance Four main components: ○Financial: budgets, cash flows, and economic value added ○Customer: customer defections ○Internal: total quality management ○Learning: sustainability

Earliest management idea?

The earliest recorded instance of information management dates to ancient Sumer (modern Iraq), circa 8000-3000 BCE.

What to do when employees resist

Unfreeze----(Share reasons, Empathize, Communicate) ----->Change------(Explain, Champion, Opportunities for feedback, Offer security, Educate, Don't rush) ------->Freeze

Models

Useful simplifications of reality

EEOC & BFOQ

i. Equal Employment Opportunity Commission (EEOC) ○ It is illegal to discriminate on the basis of sex, age, religion, race, or disability in employment decisions, which is still evolving through court decisions ii. Bona Fide Occupational Qualification (BFOQ) ○ It is legal to hire someone on the basis of sex, religion, or nationality if there is a bonafide (Real) occupational qualification

Correlation between missed classes and final points Definition of management

r = .41

Estimated prevalence of email and meetings

(Microsoft study of 11 professionals): 25% of daily tasks involved email. The average number of worldwide email messages daily: is 205/2.5 billion of which 15% are spam: average person responds to 82 emails a day Crawford 58 a day

Getting funding

1) Equity: People interested in your business will fund the start of your business in return for becoming a shareholder (10 % of the company) 2) Debt: A creditor loans you money but you have to pay off the debt. Don't own any of your business 3) Award: Get money from gifts or awards or competitions

Three types of control (Sec. 16-1e)

1) Feedforward control: happens before you deliver a product or service - Monitoring inputs - Anticipating and preventing problems ingredients you need 2) Concurrent control: happens as you create the product or deliver the service - Monitoring processes - Adjusting ongoing activities ask the customer how the meal is 3) Feedback control: happens after you create the product or deliver the service - Monitoring products - Learning from past mistakes

Firm-level strategies (attack/response and blue ocean strategy)

1. Strategic Moves in Direct Competition - one company makes the first move and the other company follows and tries to make it cheaper and better. (Nook vs Kindle) 2. Entrepreneurship-Go where people are not doing things/make something new (Wii)

Grand Strategies, Corporate strategies portfolio, BCG

1) Growth Strategy: Overall growth of your company. Do you need to grow or shrink? Merge with other businesses, and expand the product line. (Facebook/Crocs) 2) Stability Strategy: Keep a stable business strategy where you make slight improvements to serve your existing customer base. (Newspaper App) 3) Retrenchment Strategy: When a company is facing failure and the only way to survive is to shrink your costs and operations and become focused on what is the core of your company. (Ford) 4) Portfolio Strategy: Diversify your portfolio business investments into the businesses or lines (Unilever) 5) BCG: Boston consulting Groups-Makes a 2x2 matrix to help companies understand their business line investment decision based on market shares and market growth potential. Decides where to invest funds.

4 components of transformational leadership

1) Idealized influence (role model): Transformational leaders act as role models for their followers, put others' needs ahead of their own. Share risks with followers; 2) Inspirational motivation (meaning): Motivate followers by providing inspiration and meaning for the work they do. Clearly demonstrate expectations and their commitment for meeting those expectations. Telling stories. 3) Intellectual stimulation (questions): Encourage followers to be inquisitive, innovative, question assumptions, suggest new ways of doing things; 4) Individual consideration (listens): Provide one-on-one attention. Accept differences, encourage two way communication.

Hofstede's dimensions

1) Long-Term vs Short-Term Orientation: Long-term sacrifice now for future benefit (China) vs Enjoy now and don't worry about the future (U.S) 2) Uncertainty Avoidance: High means they seek security and predictability (Greece & Portugal) and if Low they are comfortable with risk, uncertainty, and change (U.S) 3) Masculinity vs Femininity: Masculinity = values assertiveness, competition, and material success. (U.S). Femininity: Caring for the weak, relationships, modesty, and caring. (Russia) 4) Individualism vs Collectivism: Your responsibility is yourself and your own actions (France) vs responsible for the group well being over your own (Indonesia and China) 5) Power Distance: Low = General equality between classes and High = accepts that some people have all the power

6 factors of ethical intensity

1) Magnitude of consequences: Who/what will be impacted? The more impacted increases intensity. 2) Social consensus: What will people think of me? If more people will think bad of me, intensity increases. TOP TWO MOST INFLUENTIAL 3) Probability of effect: What is the chance of the bad or good effect happening? If the chance is small, ethical intensity is small. 4) Temporal immediacy: If they aren't going to catch me for three years, I'll enjoy this until I get caught. People think it might be worth it live with the benefits for as long as they can before they are caught. 5) Proximity of effect: Will it affect people I know, that are close to me? Physically or socially - increases intensity if affects people close to you. 6) Concentration of effect: how much the average person is actually affected. Large number of people with small effect = not as bad, vice-versa.

Mechanistic and organic design

1) Mechanistic (Slow Pace/Predictable) - Very clear chain of command - Vertical communication - Centralized authority - Low delegation - High specialization 2) Organic (Fast Pace/Unpredictable) - Think broadly about who you report to - Lateral communication - Decentralized authority - High delegation - High generalization

Types of ownership (and differences between them)

1) Proprietorship/Partnership: One or two owners. Fill out papers to create a business. Profits are included on your tax return at your tax rate, so you are responsible for your debt 2) Corporation: A new business entity that is recognized as a person that exists separately then its owners. Can go into contracts, be sued, and die, but banks will only take company assets and not owners. Pays taxes twice: Corporate income and owners earnings tax 3) Subchapter/Limited Liability Company: Like corporations but the company income is only taxed once and passed through to the owner's tax rate

Control process

1) Set Standard: Numeric level of what is an expectable target or level for performance (Satisfactory vs Unsatisfactory) 2) Measure Actual Performance: Quite difficult to do 3) Compare with Standard: Subtract the target you set from actual performance 4) Identify Deviations: Look for any difference that deafferented from your standard 5) Analyze Deviations- Is the Deviation a good or bad thing? 6) Take Corrective Action: Do you need to raise/lower production or is your target unrealistic Never ending loop

Steps in rational decision making

1. Define the problem: Be aware of the problem, be motivated, and have the skills to solve it 2. Identify decision criteria: What questions will identify a solution that meets the highest amount of criteria? 3. Weigh the criteria: Compare the criteria to see their importance 4. Generate alternative courses of action 5. Evaluate each alternative against each criterion 6. Compute the optimal decision: Multiplying the rating for each criterion by the weight for that criterion and then summing them all up

6 steps in ethical decision making model

1. Identify the problem 2. Identify the constituents 3. Diagnose the situation 4. Analyze your options 5. Make your choice 6. Act

Top 3 (of 10) mistakes managers make

1. Insensitive to others: abrasive, intimidating, bullying style 2. Cold, aloof, arrogant 3. Betrays trust

Four Functions of Management

1. Planning Setting Goals, developing rules and budgets 2. Organizing Identifying tasks, hiring people, establishing departments/ chain of command, and delegating 3. Leading Influencing others, maintaining morale, molding company culture, and managing conflicts 4. Controlling Setting standards, comparing performance, and taking corrective actions

Internationalization process - 5 big options (4 stages vs global new ventures)

1.) Exporting: Selling produced products to customers in foreign countries 2) Cooperative Contracts: An agreement in which a foreign business owner pays a fee to do your business in a foreign location 3) Strategic Alliance: Foreign partner is equal to your business. Share costs, equally, risk equally, and profits equally. 4) Wholly Owned Affiliates: A company whose assets, profits, and costs are bought and owned 100% by another. 5) Global New Ventures: New companies that are founded with the intent of being a global company

Managers as Teachers

4-step cycle (TSWE): Tell: Explain the concepts and what they need to know Show: Demonstrate what you want them to do Watch: Give them the opportunity to practice and watch them while they do it Encourage: Give them constructive feedback by encouraging them with what they've done well and what they can improve Repeat

Active listening with sample clarifying, paraphrasing, and summarizing statements (Sec. 15-3b; Ex. 15.5)

Active listening: means assuming half the responsibility for successful communication by actively giving the speaker nonjudgemental feedback that shows you've accurately heard what he or she said Clarifying: the response by asking the speaker to explain confusing or ambiguous statements Paraphrasing: is restating what has been said in your own words during natural breaks in the speaker's delivery Summarizing: is reviewing the speaker's main points or emotions

Team Productivity equation

Actual productivity = potential productivity + process gains - process losses

Characteristics of an attractive foreign business climate

An attractive global business climate positions the company for easy access to growing markets, is an effective but cost efficient place to build an office or manufacturing facility, and minimizes the political risk to the company.

Creative work environment components

An environment in which workers perceive that creative thoughts and ideas are welcomed and valued. Six components: ○Challenging work ○Organizational encouragement ○Supervisory encouragement ○Workgroup encouragement ○Freedom ○Lack of organizational impediments

Emotional control activities

Ask yourself 3 good things that happened in your life yesterday Research suggests that people who do this have lower stress levels/depression/anxiety and are overall more happy

Tips on communicating with email

Be clear and concise (3 paragraphs and 3 sentences each) Use subject line effectively ( 6 words summary) Rarely use graphics/attachments (there is no guarantee they are going to go through to receivers) Never assume privacy Inform the recipient about replying (let them know what u want to do) Always include your name and other relevant information Business email should read like a business letter, header/closing/proofread

Preparing for an international assignment

Be prepared to adapt to differences such as cultural, language and social ones. EX: Later dinner in foreign countries.

Ethics & ethical behavior definitions

Ethics: A set of principles that defines what is right and wrong for a person or group Ethical Behavior: Behavior that conforms to a society's accepted principles of right and wrong

Main point of FastCompany Weil article on Tichy

Every leader who wants to be an effective leader has to be good at story telling

Experiential and compression innovation

Experiential Innovation: Occurs during periods of a DISCONTINUOUS change (Some kind of technological idea, method, or device is invented but people aren't sure how to implement it) ○Uncertain environments ○Intuition and Flexibility ○Goal: New product/Service ○EX: Using AI to drive cars Compression Innovation: Occurs during periods of INCREMENTAL change (technology is well understood and things are changing slowly) ○Certain environments ○Series of steps to compress cost, time, and steps ○Goal: Faster/cheaper product ○EX: New year model car

Taylor's four principles (Sec. 2-2a; Ex. 2.2)

First: Develop a science for each element of man's work, which replaces the old rule-of-thumb method Second: Scientifically select and train, develop the workman Third: Heartily cooperate with workers to ensure all the work is being done in accordance with the principles of the science that has been developed Fourth: There is an almost equal division of the work and the responsibility between the management and the workmen

Hershey and Blanchard Situation 1: Telling

Followers unable and not confident enough to take responsibility: A lot of task-oriented behavior and low relationship-oriented behavior ○ Follower Readiness: Low ○ Follower Maturity: Unable. Unwilling, Insecure ○ Appropriate Leader Behavior: Telling ○ Leader Style Combination: High Initiating structure, Low consideration ○Leader behavior description: Provide specific instructions and closely supervise performance

Norms - how to set and maintain (lecture)

Formal or informal standards that guide the behavior of your group's behavior How to set? -formal written agreements made early in team formation -team's manager's repeated actions -team's responses to critical events

Cultural differences

Fu & Yukl: U.S & Chinese manager's most frequent tactics of persuasion: U.S Rational Persuasion Exchange Integration Coalition China Rational Persuasion Ingratiation Coalition Exchange Gifts/favors

Basic departmentalization structures: Benefits and drawbacks

Functional: Each business is responsible for a single business function (Marketing, operations,..etc.) Benefits: Work done by specialists & simplified communication Downsides: Not flexible, poor coordination/slow Product: Each business is organized by different product lines (computers, tvs, etc.) Benefits: Product expertise, performance by product, and faster business decisions Downsides: More employees/costs, difficult standardization, poor coordination Customer: Organize by customers and specialize focus on them Benefits: Customers first and flexibility Downsides: High redundancy, costs, and poor standardization Geographic: focus on geographic regions Benefits: High responsiveness, and close resources Downsides: High redundancy, and poor coordination

How do I get help and "Life Lessons"

Get Help: 1) "Do Your Homework = Search For Your Answer First" 2) "Think Strategically about Who to Ask" 3) "Prepare a Good Question." 4 ) "Be Patient, Kind, and Professional" Life Lessons: 1. The most effective and most respected people show initiative and look for answers before relying on other people 2. Sometimes the person sitting next to you is the best source of information 3. Even if your boss really likes you, do not bother him or her with questions that you should be able to answer yourself 4. Do your homework, and let people know you've done your homework, otherwise they just might ask you, "Did you do your homework?" 5. Make other people feel that their work is important, even if you are not sure whether it is 6. Gratitude gains you a great deal of good will from others; adopting an attitude of entitlement and being a jerk irritates others and may mean you don't get the answers you need 7. Sometimes a short face-to-face meeting is the best way to get questions answered, and the best way to get to know someone 8. Your time is valuable. So is theirs. People who schedule ahead of time will get attention. People who don't may be ignored 9. Asking the right person, the right way, is the best way to get the right answer and gain respect in the process

Maximizing benefits of diversity

Get to know each other's backgrounds Create time/space for questions to clarify meaning Assume the best intentions

Goals work best when...(Goal Setting Theory)

Goals are the best tools to help convince people to initiate effort and succeed ○ Difficult and Specific (measurable and aggressive) = higher motivation ○ Person is committed (wants it) ○ Person has a sliver of confidence it'll happen ○ Feedback cause people can't tell if they are close or not ○ An individual knows what they are doing (do they know how) set a learning goal if not

High/Low context cultures

High-Context Cultures: ○Nonverbal and situational messages convey the primary meaning and may conflict with verbal cues. ○Values Relationships (community over the individual) ○Go by gut instinct, no contracts ○Asian countries Low-Context Cultures: ○People should say what they mean and mean what they say ○Efficient, straightforward, and communication ends with action or contracts ○North America or Western Europe

Training objectives and methods

Impart Information and Knowledge Training Methods: ○ Films and videos, lectures, and planned readings Develop Analytical & Problem Solving Skills: ○ Case studies and Coaching and Mentoring

Management by best seller (lecture only)

In the future people will be tempted to take all ur guidance from the latest best-selling book. Every book that is written selectively includes evidence that credits their argument and ignores things that disagree Read skeptically, read a large variety, ask what would counter this argument, and be willing to do our own testing

Types and outcomes of influence

Influence: attempts by a person to change the behaviors of superiors, peers, or lower-level employees; it is not inherently good or bad Types: Soft Tactics: Personal/informal power or influence ○ Consultation: ask what they think they should do instead of telling them (increases commitment) ○ Rational Persuasion: Using logic and facts to persuade a person to do something ○ Inspirational Appeals: Try to appeal to a person's emotions, values, or beliefs to promote their excitement (chanting) ○ Ingratiating Tactics: Get someone in a good mood before making a request so they're more likely to do it Hard Tactics: Formal/authority powers ○ Coalition Tactics: Try to use the aid of others to appeal to them to do something (peer pressure) ○ Pressure Tactics: Use demands or threats to convince someone ○ Upward Appeals: Appeal to the authority of higher power (ask a professor to make the student get out of a chair) ○ Exchange Tactics: Offer an exchange so they get out (I'll give u ten books) Outcomes: Resistance: least successful - no change in behavior or attitude Compliance: moderate - change in behavior, no change in attitude Acceptance: most effective - change in both attitude and behavior

Two different types of cooperative contracts

Licensing: Foreign operator pays a fee to have access to some aspect of ur business (design) (portion of the business) Franchises: Headquarters doesn't own every establishment they instead allow franchisees pay a fee to the company and some percentage of revenue to have the right to establish a business (with everything) in the area (all the business)

Line/staff authority

Line Authority - the RIGHT TO COMMAND immediate subordinates in the chain of command. Staff Authority - the right to advise, but NOT COMMAND, others who are not subordinates in the chain of command.

Job analysis, description, specification

List of duties, responsibilities, and qualifications Developed via job analysis Work-centered (for job description) Worker-centered (for job specifications) Hybrid (most common) List of duties, responsibilities & qualifications A job analysis determines what should be written in the description/specification

Transition to management

Managers' initial expectations -be the boss -formal authority -manage tasks -job is not managing people After 6 months as a manager -initial expectations were wrong -fast paced -heavy workload -job is to the problem solver and troubleshooter for subordinates After a year as a manger -no longer a doer -communication, listening, and positive reinforcement -learning to adapt and control stress -job is people development

Key ideas behind 'burn your business plan'

Most of your investors will only read the executive summary of your business plan Effective pitch: Have a story, presentation, effective website, and real financial information Spend more time doing more good business than writing about it

Logic of situational theories; Fiedler model & Hersey and Blanchard model

No leader is perfect for all situations, you just have to have a good leader who is a good match for that situation -Can leaders adapt their own actions? ○ Fielder: People adopt their own leadership style and that's the style they use no matter what if that style is not a good match for a situation then you must get a new person to lead entirely (Can't change or adapt) ○ Hersey & Blanchard: A leader could alter their task-oriented and relationship-oriented behavior to match a situation because followers may not need high amounts of task-oriented and relationship-oriented behavior all the time -How do you define what your followers need? The maturity of readiness for followers to take ownership over completing a task (shown through situations)

Non-verbal behaviors, effects

Non-verbal: 60% body language, 30% tone, or 90% of your speech is things that have unambiguous mean You are always sending a message even if you aren't speaking: ○ Positive: Smiles, eye contact, head nods, and openness ○ Negative: Frowns, head shaking, no eye contact, eye-rolling Positive = good relationships Nonverbals = charisma and leadership

Appraisal options

Objective Measures (best): an objective measure that any observer could count and come up with the same number ○ Number of touchdowns Subjective ratings: Someone is using their opinion to rate ○ Graphic Rating Scale (worst)- A 1-10 rating doesn't use cause has no indication of what 1-10 means Behavioral Observation Scale or BARS (best)-Lists specific examples of behavior that indicate their performance in a job. Describe detail to subordinates: Almost never-almost always Provide a systematic way to monitor behaviors that should be involved in high performances of this task

Hershey and Blanchard Situation 3: Participating

Participating (top left): Experience but lacking motivation: Low task behavior and more relationship-motivated behavior to help them stay motivated ○ Follower Readiness: Moderate ○ Follower Maturity: Able, UNWILLING, INSECURE ○ Appropriate Leader Behavior: Participating ○ Leader Style Combination: LOW initiating structure, HIGH consideration ○Leader behavior description: Share ideas, but mostly support group decision making

Need Theories of Motivation

People are motivated to satisfy their unmet needs: -Alderfer ERG Theory: ○ Exist Food, water. and shelter ○ Relate: Belong and have love ○ Grow: Gain confidence and achieve potential When these needs are met we lose motivation (Money too) E & R are less motivating, but G is more motivating -McClelland: ○ Affiliation (nAFF): Satisfying social relationships ○ Achievement (nAch): Accomplish challenging goals ○ Power (nPow): Not to control, but to influence/teach others Primarily motivated by one, not all Learned needs and ur not born needing these Similarities and Differences: ○ Both emphasize social needs and the need to grow/learn ○ McClelland ignores basic needs and Alderfer ignores power ○Alderfer says you're motivated by all, McClelland says you're motivated by one ○ Satisfy lower-order existence needs first (food) ○Peoples needs change over a lifetime and are different from others

Fairness theory

People will be more motivated to work when treated fairly but there are multiple ways people make the fairness judgment its not all about outcomes: ○ Distributive: Is Equity Theory (who gets what) ○ Procedural fairness: What rules/procedures led to the outcome fair? Can I appeal my case/where are the rules fair? ○ Interactive fairness: Did you treat people fairly?

Equity Theory

People will feel motivated at work if they feel they are being treated fairly for the effort they put in. -In reference to others you compare (Pay/health assignments/status) : ○ Your outcomes/ Your Inputs = Other's outcomes/ Other's inputs Not everyone is getting the same but people are rewarded for how much they do (2x work = 2x pay) Underreward Inequity: Same outputs but someone gets better outputs Responses: ○ Find a way to increase your outcomes (ask for a raise or steal ○ Decrease your inputs (quiet quitting) ○ Stop comparing yourself (could be things u don't understand) Overreward Inequity: ○ Same outputs but you're earning more outcomes than someone else Responses: ○ Raise your effort ○ Talk to management and ask for a lower raise ○ Instead of working harder they will inflate their contributions

Latham and Baldes study (what did it show?)

Truck drivers were underperforming but when they gave them a goal of filling their trucks 94% full for the next three months. It increased performance and it continued 7 years later.

Guidelines for effective interviews

Planning the Interview: ○ Define the knowledge, skills, abilities, and other (KSAO) characteristics needed for successful job performance ○ For each essential KSAO, develop questions that will elicit examples of past accomplishments ○ Develop a list of things to look for in the applicant's responses to key questions Conducting the interview: ○ Create a relaxed non-stressful environment by starting with easy questions and having enough time to finish the interview ○ Review the applicant's application form, resume and other information ○ Tell the applicant what to expect, explain the interview process, and describe the organization/job ○ Share adequate information to make a selection decision about the organization After the Interview: ○ Immediately after the interview, review your notes and make sure they are complete ○ Evaluate the applicant on each essential KSAO ○ Determine each applicant's probability of success and make a hiring decision

Process gains/losses

Process Gains: Information exchange -sharing and exchanging sources of information you have Load balancing -figuring out how to share the work load and balance it together Social facilitation -the informal learning you gain from each other as you interact and teach each other things that you may not learn in any other way Process Losses: Group maintenance (unavoiable) -involves all of the time you have to spend to coordinate and discuss schedules, etc. Social loafing -individuals will work less hard when they're doing something in a group than if they were doing it by themselves Production blocking -brainstorming problem when a member of the group has to wait to share an idea because someone else is sharing

What is the marshmallow principle

Prototype then refine Not just one best right answer

Encouraging ethical behavior (lecture & text)

Recruit, select, and hire ethical people Establish a code of ethics Provide training -on ethical behavior; most important people who can give this training is top managers Create an ethical climate Measure and enforce -can't hold people accountable if you're not measure ethical behavior

Four major schools/historical approaches of management (also in text)

Scientific: ○ Main idea: You should thoroughly study and test different work methods to find the most efficient way to get a job done Important people: ○ Frederick W. Taylor: STUDY AND TEST to identify the best, most efficient way to work/Convinced factory owners that giving workers breaks increases productivity ○ Frank and Lillian Gilbreth: Used MOTION STUDIES with brick layers and would speed it up to identify unnecessary movements in work (like bending down) to increase efficiency ○ Henry Gantt: Gantt charts for planning and TIME SCHEDULES Administrative: ○ Main Idea: The people in charge should be those with the most expertise, experience, or knowledge Important People: ○ Max Weber: MERIT-BASED PROMOTIONS & made 7 elements of bureaucracies ○Henri Fayol: Increase Administrative capabilities through fourteen principles of management (FOUR FUNCTIONS: planning, leading controlling organizing) Human Relations: (1800-1900) ○ Organizational success depends on treating workers well (People's needs are important) Important People: ○ Elton Mayo: Hawthorne Studies - New York plant Systems and ask them their opinion about workplace layout and productivity went up. ○Mary Parker Follett - Principles of leadership (share power with others/transformational leadership) ○Chester Barnard: Cooperation and authority Systems: ○ Main Idea: An organization is understood as a system of components or independent parts that have to work together to achieve a common purpose (your actions affect others) Important Concepts: ○ Organization learning: Organisations can change and adapt ○ Chaos Theory: A system is sensitive to its initial conditions and a small change can result in big changes. (Butterfly effect) ○Complex adaptive systems: We all work in a complex adaptive systems and everywhere you go you are changing your networks

Resistance to change

Self-Interest: We fear that change will cause us to give up something we value now to obtain an uncertain reward in the future Misunderstanding and Trust: Misunderstand or don't trust the person telling you to change (doctor advice) General Intolerance: People are threatened by uncertainty

Logic of Contingency Design

There is no one perfect design for all companies and situations Burns and Stalker-Determine the degree of environmental uncertainty of your company and adapt the organization and its subunits to the desired organization design (mechanistic and organic)

Types of managers

Top managers Responsible for: -overall direction of the organization -creating a context for change -developing employees' commitment to and ownership of the company's performance -creating a positive organizational culture through language and action -monitoring their business environments Middle managers Responsible for: -setting objectives consistent with top management's goals -planning and implementing subunit strategies for achieving those objectives -allocating resources to meet objectives -coordinating and linking groups, departments, and divisions within a company -monitoring and managing the performance of the subunits and individual managers who report to them -implementing the changes or strategies generated by top managers Have control over company's resources, finances, budgets First-line managers Responsible for: -managing the performance of entry-level employees who are directly responsible for producing a company's goods and services -monitoring, teaching, short-term planning Only managers that train and supervise non-managers Team leaders Responsible for: -facilitating team activities toward accomplishing a goal -helping their team members plan and schedule work, learn to solve problems, and work efficiently with each other -fostering good relationships and addressing problematic ones within their teams -managing external relationships There to bring intellectual, emotional, and spiritual resources to the team

4 broad types of leadership theory, history of leadership theories

Trait Theory (1950's): All leaders possess similar traits and characteristics that they are born with. ( 7 plus 1) ○ Early theory-Most of this thinking is wrong Behavioral Styles Theory (1950-1960s): Behaviors that leaders do not just who they are ( 2 categories) ○ Situational Theory (1970-1980s) What you do to be effective depends on what situation you are in ○ Transformational Theory (1980's-90): What are the things that leaders do to transform their followers into motivated people

Planning/control tools, esp PERT & Gantt

Visual Representation of: 1) All the task you have to do and how much time they take 2) What order the task should be done in 3) Which if any task should be done at the same time PROB IMPORTANT: Use prior data or make an estimate: (Optimistic Time + Most likely time + Pessimistic Time)/ 6

Reinforcement Theory

the theory that behavior is a function of its consequences, that behaviors followed by positive consequences will occur more frequently, and that behaviors followed by negative consequences, or not followed by positive consequences, will occur less frequently

Expectancy theory

the theory that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards

Perception process and problems

○ Attention is the process of noticing, or becoming aware of, particular stimuli ○ Organization is the process of incorporating new information (from the stimuli that you notice) into your existing knowledge ○ Interpretation is the process of attaching meaning to new knowledge ○ Retention is the process of remembering interpreted information. Perception problems: perception creates communication problems for organizations because people exposed to the same communication and information can end up with completely different ideas and understandings

General model of HR

○ Center- Desired Performance: Take your HR potential to desired performance ○ Left - Recruitment and Selection: Before people enter your company ○ Right - What you do after they enter- Compensation and rewards, Performance Appraisal and Management, and Training and Development All parts of this system are interconnected

Characteristics of good training

○ Clarify Objectives: One sentence about what the training is supposed to do and what drives the method of delivery (hands-on) (At the end of this..you should know...) ○ Maximize similarities between training and the job: use case examples from the job (previous bad customer) ○ Convey general principles: A guidance that can be used over and over again (use your best judgment in all situations) ○ Provide examples with general principles: here are 5 examples of how we used our best judgment. ○ Provide Practice and Feedback: Questions matter, but never ask yes or no questions or questions with obvious answers (Do you think customers like being yelled at? Vs What difference can you make for a customer when they're angry)? Pays to pre-plan the questions you will ask

Development options

○ Education: Pay for continued education for employees ○ Certification Assessment and Feedback: Pay employees to take exams like the Bar exam so you can charge clients more because they have that certification ○ Work experiences: Employees do something they hadn't done before (job rotation) ○ Relationships: Mentoring formal or informal conversation. (Give employees an assigned team to assist them with onboarding)

Terminating Employees

○ Firing people should never be ur first option ○ You should only fire people for a good reason. Want to avoid a wrongful discharge ○ Give employee a chance to change their behavior

Functional and dysfunctional turnover

○ Functional turnover is the loss of poor-performing employees who choose to leave the organization ○ Dysfunctional turnover: the loss of high performers who choose to leave, is a costly loss to the organization

Weber's seven elements (Sec. 2-3a; Ex. 2.4)

○ Hire people based on qualifications ○ Promote people based on merit ○ Clear chain of command ○ Clear division of labor ○ No favoritism ○ All this should be put in writing ○ People who own a management should be different than those who own it

Individual motivation and job performance equation

○ Individual Motivation: Set of forces that initiate, direct, and make people persist in their efforts to pursue a goal. (What do people work on, how hard do they work on it, and for how long) ○ Job Performance Equation: Performance = Ability x Motivation ○ can do (talent and skill) and will do Surrounding (Ability x Motivation) is situational restraints

Recruiting technique success rates

○ Number one way people are looking for jobs is through the company's website, but the number one way they get a job is through a referral (External Recruiting)

People-centered practices (Pfeffer)

○ Offer Job Security: Hiring employees for life and avoid cutting costs by laying people off (lose human capital) ○ Rigorous Hiring: want employees that have qualities that are hard to train ○ Employee Empowerment: Everyone thinking like managers to see how they can work better (high pay) ○ Compensation linked to the company's performance: motivates employees to care about the company ○ Comprehensive training: broad training that enhances an employee's marketability to any job, not just this one (leadership) ○ Reduce status differences: do everything to ensure the highest paid employee and the lowest have the same conditions through the layout of the office/dress (on the same floor, dress the same) ○ Share information: metric performance, and operation measures, to show where the company is going

Tips for recruiting

○ Use social networks of employees and friends: People aren't going to recommend someone who is not a high-performing employee ○ Use a lot of personal contact: Don't mass produce emails/flyers but instead reach out or target (desired performance) personally. Have your best employees perform interviewing (be nice) ○ Carefully proofread ads: Look for typos

Leading and Management Defined

○Leadership: inspiring, influencing, and guiding others in a common effort ○Management: planning, organizing, controlling, and allocating resources in a common effort Both are critical to succeed

Communication process (Sec. 15-2a; Ex. 15.3)

○Sender creates message to be conveyed ○Sender encodes message (turns into written or verbal) ○Sender transmits the message via communication channel ○Receiver receives message ○Receiver decodes message ○Receiver drafts message to express understanding and delivers feedback