MGMT 3000 Guhde Test 3

What are two highly important factors managers consider when choosing between a vertical and horizontal organizational structure? Strategic Needs

(environment, strategy, goals)

What are two highly important factors managers consider when choosing between a vertical and horizontal organizational structure? Operational Needs

(technology, work processes)

3 Characteristics of Authority: Authority is vested in organizational positions, not people

(we salute the rank, not the man) managers have authority because of the positions they hold.

Organization Structure includes three things...

- (TASKS) the set of formal tasks assigned to individuals and departments - (RELATIONSHIPS) formal reporting relationships - (STRUCTURE) the design of systems to ensure effective coordination of employees across department

The strategic approach to HRM recognizes these three key elements...

1. All managers are involved in managing human resources. 2. Employees are viewed as assets. 3. HRM is a matching process, integrating the organization's strategy and goals with the correct approach to managing human capital.

3 Characteristics of Authority:

1. Authority is vested in organizational positions, not people 2. Authority flows down the vertical hierarchy 3. Authority is accepted by subordinates

3 Advantages of a Team-Based Structure

1. Breaks down barriers across departments and improves coordination and cooperation. 2. Allows organization to adapt more quickly to customer requests. 3. Morale boost. Employees like being involved in bigger projects.

3 Disadvantages of a Team-Based Structure

1. Can experience conflicts and dual loyalties (team members vs. managers) 2. Time lost due to coordinating meetings. 3. Could create too much decentralization (loss of big picture)

3 Basic Principles of Self-Management

1. Clarity of Mind 2. Clarity of Objectives 3. An Organized System

4 actions to take during a personal weekly review.

1. Collect and process all the new stuff 2. Review your entire system 3. Revise your lists 4. Get clear, up to date, and complete about what needs to be done next.

What are the top three areas where job candidates need the most improvement?

1. Confidence 2. Communication 3. Experience

4 Disadvantages of a Divisional Structure

1. Coordination within divisions is good but coordination across divisions is poor. 2. Duplication of resources. 3. Costly (individual facilities for each division, etc.) 4. Small size of departments may result in lack of training.

3 steps to Deciding the Next Action

1. Do it - if something can be done in less than two minutes, do it. 2. Delegate it - if someone else can do this, delegate it to them. 3. Defer it - if something will take longer than two minutes, defer it to a to-do list.

5 Steps to Getting Organized

1. Empty your head 2. Decide the next action 3. Get Organized 4. Perform a weekly review 5. Now do it.

Big Five Personality Factors

1. Extroversion 2. Agreeableness 3. Conscientiousness 4. Emotional Stability 5. Openness to Experience

What are the three components of an effective HRM strategy?

1. Find the Right People 2. Maintain an Effective Workforce 3. Manage Talent

4 Advantages of a Virtual Structure

1. Flexibility and Global Competitiveness 2. Quick Response to environmental changes 3. Can hire whatever services are needed. 4. Little supervision is required.

What are 3 factors to consider when debating between centralized and decentralized decision making?

1. Greater change and uncertainty in the environment are usually associated with decentralization. (hurricane Katrina, helps with ambiguous situations) 2. The amount of centralization or decentralization should fit the firm's strategy. 3. In times of crisis or risk of company failure, authority may be centralized at the top.

The Four Key Personality Areas for Managers

1. Grit 2. Authoritarianism 3. Machiavellianism 4. Problem-Solving Styles

3 Advantages of a Matrix Structure

1. Highly effective in a rapidly changing environment. 2. Allows for new issues to be raised and resolved. 3. Makes efficient use of HR (transferring specialists from one division to another)

From Top to Bottom, what are the three factors for maintaining competitive success?

1. Human Capital 2. Customer Relationships 3. Product and Service Innovation

2 ways people prefer to conclude information

1. Judging 2. Perceiving

3 Disadvantages of a Virtual Structure

1. Lack of hands-on control 2. Each partner works in own self-interest 3. Weak boundaries create uncertainty

What are the 2 main things that happen when organizations grow and evolve?

1. New positions and departments are added. 2. Senior managers must find a way to tie the major departments together.

What are the three steps to the Perception Process?

1. Observe 2. Screen 3. Organize

3 Advantages of a Functional Structure

1. Permits economies of scale and efficient resource use 2. enhances in-depth skills 3. Centralizes decision making

What are 2 main reasons for Termination

1. Poor performers can be dismissed. 2. Managers can use exit interviews to learn about pockets of dissatisfaction within an organization.

2 Things Managers can do to reduce stress in the workplace:

1. Provide social support 2. Give employees more control

4 Things Individuals can do to reduce stress in the workplace:

1. Seek and Destroy key sources of stress. 2. Finding meaning and support. 3. Meditate and manage your energy. 4. Find a work-life balance.

4 Components of Emotional Intelligence

1. Self-Awareness 2. Self-Management 3. Social Awareness 4. Relationship Management

2 Ways people gather information

1. Sensation 2. Intuition

What are two keys to Self-Awareness

1. Soliciting Feedback 2. Using Self-Assessment

What are two highly important factors managers consider when choosing between a vertical and horizontal organizational structure?

1. Strategic Needs 2. Operational Needs

2 Ways people make judgements about information

1. Thinking 2. Feeling

2 Most prominent Myers-Briggs qualities in effective managers

1. Thinking 2. Judging

Compensation

1. all monetary payments 2. all goods or commodities used in lieu of money to reward employees.

2 Disadvantages of a Functional Structure

1. communication and coordination across functions are often poor 2. decisions often need to be made by multiple departments!!!

3 Disadvantages of a Matrix Structure

1. confusion and frustration caused by dual chain of command. 2. Pits divisional against functional goals or product line against country goals. 3. Time lost to meetings and discussions devoted to resolving management conflicts.

3 Advantages of a Divisional Structure

1. the organization can be more flexible and responsive to change. 2. Concern for customers is high. 3. Coordination across functional departments is good.

What percent of people say that they strongly trust their top management?

20%

The highest job satisfaction rate ever was recorded in 2019. What was it?

54%

Outsourcing

A decision by a corporation to turn over much of the responsibility for production to independent suppliers.

Forecasting... A. Finding the right people B. Maintaining an Effective Workforce C. Managing Talent

A. Finding the right people

HRM planning... A. Finding the right people B. Maintaining an Effective Workforce C. Managing Talent

A. Finding the right people

Job analysis... A. Finding the right people B. Maintaining an Effective Workforce C. Managing Talent

A. Finding the right people

Recruiting... A. Finding the right people B. Maintaining an Effective Workforce C. Managing Talent

A. Finding the right people

Selecting... A. Finding the right people B. Maintaining an Effective Workforce C. Managing Talent

A. Finding the right people

Federal Law: changing jobs and get the new coverage regardless of preexisting health conditions; prohibits group plans from dropping a sick employee.

Accountability Act (HIPAA)

5 Steps to Getting Organized: Now do it.

Actually do what you say you're going to do.

Equal Opportunity Laws: Prohibits age discrimination and restricts mandatory retirement.

Age Discrimination in Employment Act

Artificial Intelligence

Algorithms used to reduce bias in hiring decisions

Equal Opportunity Laws: Prohibits discrimination against qualified individuals by employers on the basis of disability and demands that "reasonable accommodations" be provided for disabled employees to allow performance of duties.

Americans with Disabilities Act

Corporate University

An in-house training and education facility that offers broad-based learning opportunities for employees.

Stress

An individual's physiological and emotional response to external stimuli that create physical or psychological demands that exceed the individual's knowledge abilities, or resources when important outcomes are at stake.

Clarity of Mind

Anything you consider unfinished needs to be placed in some kind of trusted system outside your head.

Intuitive-Feeling

Avoids specifics, is charismatic, people-oriented, broad themed, and decentralizes decision making, developing few rules and regulations

Benefits... A. Finding the right people B. Maintaining an Effective Workforce C. Managing Talent

B. Maintaining an Effective Workforce

Labor relations... A. Finding the right people B. Maintaining an Effective Workforce C. Managing Talent

B. Maintaining an Effective Workforce

Terminations... A. Finding the right people B. Maintaining an Effective Workforce C. Managing Talent

B. Maintaining an Effective Workforce

Wages and salary... A. Finding the right people B. Maintaining an Effective Workforce C. Managing Talent

B. Maintaining an Effective Workforce

Appraisal... A. Finding the right people B. Maintaining an Effective Workforce C. Managing Talent

C. Managing Talent

Development... A. Finding the right people B. Maintaining an Effective Workforce C. Managing Talent

C. Managing Talent

Training... A. Finding the right people B. Maintaining an Effective Workforce C. Managing Talent

C. Managing Talent

Challenge Stress vs. Threat Stress

Challenge stress fires you up, whereas threat stress burns you out.

Equal Opportunity Laws: Provides for possible compensatory and punitive damages, plus traditional back pay, for cases of intentional discrimination brought under Title VII of the 1964 Civil Rights Act. Shifts the burden of proof to the employer.

Civil Rights Act

Equal Opportunity Laws: Prohibits discrimination in employment on the basis of race, religion, skin color, sex, or national origin.

Civil Rights Act, Title VII

Health/Safety Law: Requires continued health insurance coverage (paid by the employee) following termination. (1985)

Consolidated Omnibus Budget Reconciliation Act (COBRA)

Collaboration is the result of ________________

Coordination

Relationship Between Manufacturing Technology and Organization Structure

Describe using the picture attached.

Sensation-Thinking

Emphasizes details, is decisive, focuses on short term goals, and develops rules and regulations for judging performance

Federal Law: Prohibits gender-based differences in pay for substantially equal work. (1963)

Equal Pay Act

True or False: Coordination is needed only in a divisional team structure.

False. It is needed regardless of organizational structure.

Federal Law: requires employers to provide up to 12 weeks unpaid leave for childbirth, adoption, or family emergencies. (1993)

Family and Medical Leave Act (FMLA)

Who were the first two African American CEOs?

Franklin Raines with Fannie May and Lloyd Ward with Maytag

Relational Coordination

Frequent, timely, problem-solving communication carried out through [employee] relationships of shared goals, shared knowledge, and mutual respect.

Who was the first Chinese CEO?

Gerald Tsai with American Can

What is the key difference between a matrix structure and other structures?

It violates unity of command because employees often report to two supervisors simultaneously.

Who was the first female CEO?

Katherine Graham with the Washington Post

Which generation will account for 75% of the workforce by 2030?

Millennials

Old or New Social Contract? - Challenging assignments from employer

New Contract

Old or New Social Contract? - Creative development opportunities from employer

New Contract

Old or New Social Contract? - Employability, personal responsibility

New Contract

Old or New Social Contract? - Information and resources; decision-making authority

New Contract

Old or New Social Contract? - Lateral career moves; incentive compensation from employer

New Contract

Old or New Social Contract? - Learning; skill development

New Contract

Old or New Social Contract? - Partner in business improvement

New Contract

Perception Process: Observe

Observing information via the senses

Health/Safety Law: Establishes mandatory safety and health standards in organizations. (1970)

Occupational Safety and Health Act (OSHA)

Old or New Social Contract? - A cog in the machine

Old Contract

Old or New Social Contract? - Job Security

Old Contract

Old or New Social Contract? - Knowing Skills prior to job

Old Contract

Old or New Social Contract? - Limited information and authority

Old Contract

Old or New Social Contract? - Routine jobs

Old Contract

Old or New Social Contract? - Standard Training provided by employer

Old Contract

Old or New Social Contract? - Traditional compensation package

Old Contract

Health/Safety Law: Imposes a fee on firms with 50 or more employees if the government subsidizes their employees' health care coverage; prevents insurers from denying coverage based on preexisting conditions or charging women more than men. (2010)

Patient Protection and Affordable Care Act (PPACA)

Intuitive-Thinking

Prefers dealing with theoretical problems, is creative and progressive, focuses on possibilities, is able to consider a number of options simultaneously

Who was the first Latino CEO?

Roberto Goizueta with Coca Cola

Relationship of Structural Approach to Strategy and the Environment... Describe it, and Review it

See Image

Sensation-Feeling

Shows concern for real-life human problems, is pragmatic and analytical, emphasizes detailed facts, and focuses on structuring organizations for the benefit of people

The Center for Disease Control and Prevention cites what factor as the leading workplace health problem?

Stress

Mechanistic

Tends to view humans as cogs within a machine, not taking into account the importance of human needs

What is the primary difference between divisional and functional structures?

The chain of command from each function converges lower in the hierarchy.

Organizational Chart

The visual representation of an organization's structure

True or False: the distinctive feature of a project manager is that they are not a member of one of the departments being coordinated.

True.

Equal Opportunity Laws: Prohibits discrimination based on physical or mental disability and requires that employees be informed about affirmative action plans.

Vocational Rehabilitation Act

Task Force

a TEMPORARY team or committee designed to solve a problem involving several departments or divisions.

Scalar Principle

a clearly defined line of authority in the organization that includes all employees

What is the main idea behind network-based company structure?

a company can then concentrate on what it does best, and contract out other activities to companies with distinctive competence in those specific areas.

Monoculture

a culture that accepts only one way of doing things and one set of values and beliefs, which can cause problems for employees from underrepresented groups.

Sponsor

a higher-ranking organizational member who is committed to providing upward mobility and support to a protege's professional career.

Collaboration

a joint effort between people from two or more departments to produce outcomes that meet a common goal or shared purpose (typically grater than what any of the individuals or departments can achieve working alone)

4 Things Individuals can do to reduce stress in the workplace: find a work-life balance.

a lack of work-life balance is the number 1 predictor of high levels of unhealthy stress.

emotion

a mental state that arises spontaneously within a person based on interaction with the environment rather than through conscious effort and is often accompanied by physiological changes

Project Manager

a person who is responsible for coordinating the activities of several departments for the completion of a specific project.

Myers-Briggs Type Indicator

a personality test that taps four characteristics and classifies people into 1 of 16 personality types

360-degree feedback

a process of self-evaluation and evaluations by a manager, peers, direct reports, and possibly customers

Work sample

a test in which the person actually performs some or all aspects of the job

recruiting

activities or practices that define the characteristics of applicants to whom selection procedures are ultimately applied

Diversity

all the ways in which people differ.

The Four Key Personality Areas for Managers: Grit

an individual's passion and persistence for achieving a long-term goal

Self-Efficacy

an individual's strong belief that he or she can accomplish a specific task or outcome successfully

Exit Interview

an interview in which your employer asks questions about your work upon your leaving the company

Glass Ceiling

an invisible limit on women's climb up the occupational ladder

Chain of Command

an unbroken line of authority that links all employees in an organization and shows who reports to whom

Acceptance Theory of Authority

argues that a manager has authority only if subordinates choose to accept his or her commands.

Internship

arrangement whereby an intern exchanges free or low-cost labor for the opportunity to explore a career or gain valuable work experience in a particular field

Behavioral Questions

ask people to describe how they have performed a certain task or handled a specific problem

Implicit Bias

attitudes or stereotypes that affect our understandings and actions without our conscious knowledge.

Blind Spots

attributes of ourselves that we aren't aware of or don't recognize as problems--which limit our effectiveness and hinder our success.

Staff authority

authority that includes the right to advise, recommend, and counsel in the staff specialists' area of expertise.

Employee Resource Groups

based on social identity, such as gender or race, and are organized within companies to focus on concerns of employees from that group.

Departmentalization

basis for grouping positions into departments in the total organization

Clarity of Objectives

be clear about exactly what you need to do and decide the steps to take toward accomplishing it.

Self-Awareness

being aware of the internal aspects of yourself, including personality traits, beliefs, emotions, and perceptions, and appreciating how your patterns affect other people

4 Things Individuals can do to reduce stress in the workplace: find meaning and support.

buffering hypothesis says that a high degree of social support from family and friends protects a person from the effects of stressful events.

Matrix Approach

combines both functional and divisional approaches simultaneously, in the same part of the organization

Workflow Technology

comprises the knowledge, tools, techniques, and activities used to transform organizational inputs into outputs

Team Approach

consist of employees from various functional departments who are responsible to meet as a team and resolve mutual problems

Cross-Functional Teams

consist of employees from various functional departments who are responsible to meet as a team and resolve mutual problems (similar to task force, but it works with continuing problems, not temporary ones)

Centralization

decision authority is located near the top of the organization

Decentralization

decision authority is pushed downward to lower organization levels

Divisional Structure

departments are grouped together based on similar organizational outputs such as product/service OR geographic

Development

developing employees for future promotions

Cognitive Diversity

different ideas, different viewpoints, different skill sets, and different ways of thinking and reasoning.

Mass production

distinguished by standardized production runs. A large volume of products is produced and all customers receive the same product.

Unity of Command

each employee is held accountable to only one supervisor

Skill-based pay

employees with higher skill levels receive higher pay than those with lower skill levels.

Selection

employers assess applicants' characteristics in an attempt to determine the "fit" between the job and applicant characteristics.

competency-based pay

encourage people to develop their skills and competencies, thus making them more valuable to the organization.

Perceptual Distortions

errors in perceptual judgement that arise from inaccuracies in any part of the perception process

Small-batch production

firms produce goods in batches of one or a few products designed to customer specification. This technology is used to make large, one-of-a-kind products.

5 Steps to Getting Organized: Decide the Next Action

for each item in your buckets, decide the real, specific, physical action that you need to take next.

Self-Confidence

general assurance in one's own ideas, judgement, and capabilities

Realistic Job Preview

gives applicants all pertinent and realistic information about the job and the organization

Permanent Teams

groups of employees who are organized in a way similar to a formal department

Organic

horizontal structure where decision-making authority is decentralized.

Collaboration

joint effort between people from two or more departments to produce outcomes that meet a common goal or shared purpose and that are typically greater than what could be achieved working alone to achieve synergy

Attributions

judgements about what caused a person's behavior--something about the person or something about the situation.

An Organized System

keep reminders in a well-organized system

Social Learning

learning informally from others by using social media tools and such

Job-based pay

linking compensation to the specific tasks an employee performs.

Blind Hiring

managers focus on an applicant's job skills and performance rather than educational credentials, appearance, or prior experience

Line Authority

managers have formal authority to direct and control immediate subordinates - connected via a line in the organizational chart

Matching Model

match between what the organization has to offer and the needs of the individual

Role Ambiguity

meaning that people are unclear about what task behaviors are expected of them.

Pluralism

means that an organization accommodates several subcultures

4 Things Individuals can do to reduce stress in the workplace: meditate and manage your energy.

meditation/prayer helps to cope with stress.

Performance Review Ranking System

method in which managers evaluate direct reports relative to one another and categorize each on a scale

Performance Appraisal

observing and assessing employee performance, recording the assessment, and providing feedback to the employee

Role Conflict

occurs when an individual perceives incompatible demands from others.

Discrimination

occurs when hiring and promotion decisions are made based on criteria that are not job-relevant.

The Halo Effect

occurs when the perceiver develops an overall impression of a person or situation based on one characteristic, either favorable or unfavorable

Differentiation Strategy

organization attempts to develop innovative products unique to the market.

Cost Leadership Strategy

organization strives for internal efficiency.

5 Steps to Getting Organized: Get Organized.

organize all items that you've deferred

Perception Process: Organize

organizing the selected data into patterns for interpretation and response

Top Leader

oversees both the product and functional chains of command, maintains power balance between the two sides of the matrix.

2 Things Managers can do to reduce stress in the workplace: give employees more control

people feel more in control when they have stable work schedules rather than experiencing frequent last-minute changes in their work hours.

Self-Serving Bias

people give themselves too much credit when they do well, and give external forces too much blame when they fail.

Line Departments

perform tasks that reflect the organization's mission- generate revenue

3 Characteristics of Authority: Authority flows down the vertical hierarchy

positions at the top of the hierarchy are vested with more formal authority than are positions at the bottom.

Prejudice

preconceived opinion that is not based on reason or actual experience

Judging

preferring closure and completion in making decisions

Perceiving

preferring to explore many alternatives with flexibility and spontaneity, dislike deadlines, and may change their minds several times

Employer Brand

promoting an organization as a highly desirable place to work

one-way video interview platforms

receive questions on the screen and then record answers

Organizational Commitment

refers to an employee's loyalty to and engagement with the organization

Job Evaluation

refers to the process of determining the value or worth of jobs within an organization through an examination of job content.

Two-boss employees

report to two supervisors simultaneously

Affirmative Action

requires that an employer take positive steps to guarantee equal employment opportunities for people within protected groups.

5 Steps to Getting Organized: Perform a weekly review.

review your complete "next actions" list and your calendar for the coming week to prepare yourself.

Internal Attribution

says that characteristics of the person led to the behavior

External Attribution

says that something about the situation caused the person's behavior

Perception Process: Screen

screening the information and selecting what to process

background check

search a candidates' criminal record, credit history, and other indications of honesty, integrity, and stability as well as view candidate's presence on social media

Structured Interview

set of standardized questions that are asked of every applicant so comparisons can easily be made

Wage and salary surveys

show what other organizations pay incumbents in jobs that match a sample of key jobs selected by the organization

Tall Structure

span of management is narrow and therefore has many hierarchical levels, many layers of management

Flat Structure

span of management is wide and therefore has few hierarchical levels, fewer layers of management

Stressors

stimuli that cause stress

Task Demands

stressors arising from the tasks required of a person holding a particular job.

Interpersonal Demands

stressors associated with relationships in the organization.

3 Characteristics of Authority: Authority is accepted by subordinates

subordinates comply because they believe managers have a legitimate right to issue orders.

Employment Test

such as cognitive ability tests, physical ability tests, personality inventories, and other assessments

Job description

summary of the tasks, duties, and responsibilities of a job

Staff departments

support line departments- cost center

Job Analysis

systematic process of gathering and interpreting information about the essential duties, tasks, responsibilities, and context of a job

Training

teaching employee the skills, abilities, knowledge, to perform current job

Relationship Management

the ability to connect to others, build positive relationships, respond to the emotions of others, and influence others.

Self-Management

the ability to control disruptive or harmful emotions and balance your moods so that worry, anxiety, fear, and anger do not cloud your thinking and get in the way of what needs to be done.

Social Awareness

the ability to understand others and practice empathy, which means being able to put yourself in someone else's shoes, to recognize what others are feeling without them needing to tell you.

The Four Key Personality Areas for Managers: Machiavellianism

the acquisition of power and the manipulation of other people for purely personal gain

Ethnorelativism

the belief that groups and subcultures are inherently equal

Ethnocentrism

the belief that one's own group and culture are inherently superior to other groups and cultures.

The Four Key Personality Areas for Managers: Authoritarianism

the belief that power and status differences should exist within the organization

Resilience

the capacity to persevere and to bounce back from adversity, conflict, and failure.

Perception

the cognitive process that people use to make sense out of the environment by selecting, organizing, and interpreting information from that environment.

Job Satisfaction

the degree to which a person finds fulfillment in his or her job

technical complexity

the degree to which machinery is involved in the production to the exclusion of people (small batch, mass production, and continuous production)

Division of Labor

the degree to which organizational tasks are subdivided into separate jobs

Organizing

the deployment of organizational resources to achieve strategic goals

Responsibility

the duty to perform the task or activity assigned

Human Capital

the economic value of the combined knowledge, experience, skills, and capabilities of employees.

Continuous Process Production

the entire workflow is mechanized in a sophisticated and complex form of production technology. Ex. chemical plants, distilleries, petroleum refineries. Humans are not a factor.

virtual network structure

the firm subcontracts most of its major functions to separate companies and coordinates their activities from a small organization at headquarters

First Rung

the first promotion onto the management career ladder

Human Resource Planning

the forecasting of HR needs and the projected matching of individuals with expected job vacancies

Authority

the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve outcomes/goals

Vertical Functional Structure

the grouping of activities by common function

Coordination

the managerial task of adjusting and synchronizing the diverse activities among different individuals and departments.

Coordination

the managerial task of collaborating across departments

4 Things Individuals can do to reduce stress in the workplace: seek and destroy key sources of stress.

the most beneficial stress management competency is prevention. Being well organized, planning ahead, and using time management help prevent stress.

2 Things Managers can do to reduce stress in the workplace: provide social support

the number 1 way to lessen employee stress is to create a healthy corporate culture that makes people feel valued.

Span of Management

the number of employees reporting to a supervisor

Delegation

the process that managers use to transfer authority and responsibility down the hierarchy

Matrix Boss

the product or functional boss, who is responsible for one side of the matrix

Reengineering

the radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed.

personality

the set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment.

Emotional Contagion

the tendency of people to absorb and express the emotions, moods, and attitudes of those around them.

Stereotyping

the tendency to assign an individual to a group or broad category and then attribute widely held generalizations about the group to the individual

Negativity Bias

the term used in psychology to describe how the human mind reacts more quickly and strongly to perceived bad things than it does to good things.

5 Steps to Getting Organized: Empty your head

to clear your mind, you first have to see all the many things weighing on it.

Pay-for-performance

tying at least part of compensation to employee effort and performance, whether it be through merit-based pay, bonuses, team incentives, or various gain-sharing plans.

Application Form

used to collect information about the applicant's education, previous job experience, and other background characteristics

Virtual Recruiting

uses social media's video chat features to identify desired candidates.

fundamental attribution error

we tend to underestimate the influence of external factors and overestimate the influence of internal factors when evaluating the mistakes of others, BUT we typically overestimate the influence of external factors and underestimate the influence of internal factors when evaluating our own mistakes.

Absenteeism

when an employee doesn't show up for work

Presenteeism

when employees show up but are sick or otherwise in no condition to work productively

On-The-Job-Training

where an experienced employee is asked to take a new employee under his wing

Accountability

willingness or obligation to accept responsibility