MGMT 363 Final (Ch. 13, 14, 16, & HR)

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Distributive bargaining, integrative bargaining

2 types of negotiations

accidents; safety-based citizenship behaviors

A positive culture has been shown to reduce _________ and increase ____________.

Labor Management Relations Act of 1947 (Taft-Hartley Act)

Amended the NLRA to limit the power of unions and increase management's rights during organizing campaigns; allows the U.S. president to prevent or end a strike that endangers national security

lectures, role play and case studies, and on-the-job and vestibule training

Common training methods

ranking

Compares employees directly with each other

FLSA of 1938; Equal pay act of 1963; ERISA of 1974; FMLA of 1993

Compensation and benefits laws

graphic rating scales

Consists of job performance dimensions to be rated on a standard scale (ex. professor evaluations)

how; what

Decision-making styles capture ______ a leader decides as opposed to ______ a leader decides.

legitimate power

Derived from a position of authority inside the organization and is sometimes referred to as "formal authority"

Idealized influence; inspirational motivation; intellectual stimulation; individualized consideration

Dimensions of transformational leadership

Shared objectives

Do employees share and support the same objectives or do they have an agenda of their own?

Employee expertise

Do the employees have significant knowledge or expertise regarding the problem?

Teamwork skills

Do the employees have the ability to work together to solve the problem, or will they struggle with conflicts or inefficiencies?

leader expertise

Does the leader have significant knowledge or expertise regarding the problem?

more

Employees with transformational leaders tend to be _______ committed to their organization.

task performance; citizenship behaviors

Employees with transformational leaders tend to have higher levels of ______________ and engage in higher levels of ______________.

Title VII of Civil Rights Act of 1964; Adverse impact; Affirmative action; Pregnancy discrimination; Age discrimination in 1967; ADA of 1990; Civil Rights act of 1991

Equal employment opportunity laws

68%

Following the time-driven model led to effective decisions ______% of the time

Building business partnerships; Championing continuous improvement; Facilitating learning; Leading through vision and values

Four leadership roles

delaying transfers; offering employment to spouses; providing more flexible work schedules and benefits packages

How are firms accommodating to dual-career families?

replacement chart and employee information system

How can firms forecast HR demand and supply?

Likelihood of commitment (internalization)

How likely is it that employees will trust the leader's decision and commit to it?

workers' compensation for injury and unemployment

Indirect compensation that is legally required

directional; relative

Influence can be seen as ___________ and is all ________.

combination

Influence tactics tend to be most successful when used in _______

importance of commitment

Is it important that employees "buy in" to the decision?

decision significance

Is the decision significant to the success of the project or the organization?

Ranking and rating

Judgmental methods of performance appraisal

Greater mutual trust, respect, and felt obligation

Leader "in-groups" have:

in-groups

Leader-member exchange theory: high quality exchange

out-groups

Leader-member exchange theory: low quality exchange

Consultative; autocratic; facilitative

Leaders' instincts usually violate the model; they overuse the ________ style and underutilize _______ and _________.

special performance test

Method in which each employee is assessed under standardized conditions

Apprising; Exchange tactic; Ingratiation; Personal Appeals

Middle influence tactics

emergence; effectiveness

Most studies have concluded that traits are more predictive of leader _______ than they are of leader ________.

The Office; example of what NOT to do

Movie example of employment at will

National Labor Relations Act of 1935 (Wagner Act)

NLRA set up procedures for employees to vote whether to have a union; if they vote for a union, management is required to bargain collectively with the union

22%

Not following the time-driven model led to effective decisions ______% of the time.

Actual output, scrap rate, dollar volume of sales, and number of claims processed

Objective measures of performance

Life cycle theory of leadership

Optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit

$125 billion; management; supervisory

Organizations spend over $_____ on employee learning and development, and much of that is devoted to ________ and ________ training.

Central tendency error; Errors of leniency and strictness; Halo error; Recency error

Performance appraisal errors

ability; motivation

Performance tests measure _______, not ___________.

moderately positive

Power and influence have what kind of correlation with commitment?

moderately positive

Power and influence have what kind of correlation with job performance?

Difficult to do with large numbers; Difficult to compare across work groups; Ranked only on overall performance; Not useful for employee feedback

Problems with ranking

Examples of espoused values

Published documents, verbal statements made to employees by managers, mission statement

Provide the means to maintain a reasonable standard of living; Provide a tangible measure of the value of the individual to the organization

Purposes of compensation

Occupational Safety and Health Act of 1970 (OSHA)

Requires that employers provide a place of employment that is free from hazards that may cause death or serious physical harm, and obey the safety and health standards established by OSHA

Culture

Social knowledge among members of the organization that tells employees what the rules, norms, and values are within the organization

Collaboration; Consultation; Inspirational appeal; Rational persuasion

Softer influence tactics

Accommodating; Avoiding; Collaboration; Competing; Compromise

The five styles of conflict resolution

leaders; situations

The time-driven model of leadership suggests that the focus shift away from ______ and more to __________.

Strong positive

Transformational leadership has a _________ correlation with organizational commitment

moderately positive

Transformational leadership has a __________ correlation with job performance

How assertive leaders what to be in pursuing their own goals and how cooperative they are with regard to the concerns of others

Two factors in conflict resolution

Substitutability, discretion, centrality, and visibility

Types of contingency factors

Legitimate power, reward power, coercive power

Types of organizational power

Expert power, referent power

Types of personal power

Active management by exception; contingent reward; passive management by exception

Types of transactional leadership

Validates the selection process and the effects of training; Aids in making decisions about pay raises, promotions, and training; Provides feedback to employees to improve their performance and plan future careers

What are the reasons for performance appraisal?

ability, skill, aptitude, or knowledge tests

What are usually the best predictors of job success?

interviewer biases

What causes interviews to be poor predictors of job success?

describes each negotiation's bottom line

What is BATNA used for?

In a private meeting between the employee and immediate supervisor

What kind of setting is best when giving performance feedback?

Realistic Job Preview (RJP)

What method is considered successful in ensuring person-job fit?

inspirational motivation and idealized influence

What was Star Trek used as an example for?

Production-centered behaviors (task-oriented); Employee-centered behaviors (relations-oriented) Framed as two ends of one continuum, implying that leaders couldn't be high on both dimensions

What was identified in the Michigan studies?

Created the 2x2 matrix with initiating structure and consideration; Found to be two independent concepts, meaning that leaders could be high on both, low on both, or high on one and low on the other

What was significant about the Ohio State studies?

stronger emotional bond; affective commitment

When a leader draws on personal sources of power (i.e. expert and referent power), a ___________ can be created with the employee, boosting ____________.

Wagner Act, Taft-Hartley, and Landrum-Griffin Act

Which 3 acts form the National Labor Code?

Landrum-Griffin Act

Which act is pro-employee?

Wagner Act

Which act is pro-union?

Taft-Hartley

Which act pro-management?

softer ones

Which type of influence tactics tend to be the most successful?

commitment

Why are temporary workers hard for employers to hire?

newcomer orientation

a common form of training during which new hires learn more about the organization; effective way to start the anticipatory stage

employee information system (skills inventory)

a database of employees' education, skills, work experience, and career expectations (usually computerized)

performance appraisal

a formal assessment of how well employees do their jobs

replacement chart

a list of managerial positions in the organization, the occupants, how long they will stay in the position, and who will replace them

job description

a listing of the job's duties, its working conditions, and the tools, materials, and equipment used to perform the job

job specification

a listing of the skills, abilities, and other credentials the incumbent jobholder will need to do a job

role taking

a manager describes role expectations to an employee and the employee attempts to fulfill those expectations with his or her job behaviors

reality shock

a mismatch of information that occurs when an employee finds that aspects of working at a company are not what the employee expected it to be

assessment centers

a popular method for selecting managers and are particularly good for selecting current employees for promotion

mentoring

a process by which a junior-level employee (protege) develops a deep and long-lasting relationship with a more senior-level employee (mentor) within the organization

alternative dispute resolution

a process by which two parties resolve conflicts through the use of a specially trained, neutral third party

Negotiation

a process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences

behaviorally-anchored rating scale (BARS)

a sophisticated method in which supervisors construct a rating scale where each point on the scale is associated with behavioral anchors

creativity culture

a specific culture type focused on fostering a creative atmosphere (seen in scientific fields)

diversity culture

a specific culture type focused on fostering or taking advantage of a diverse group of employees

customer service culture

a specific culture type focused on service quality (ex. hotels)

safety culture

a specific culture type focused on the safety of employees

Job analysis

a systematic analysis of jobs within an organization

Inspirational appeal

a tactic designed to appeal to the target's values and ideals, thereby creating an emotional or attitudinal reaction (ex. appealing to emotions)

Employment-at-Will

a traditional view of the workplace in which an organization can fire an employee for any or no reason

integrative bargaining

aimed at accomplishing a win-win scenario

Halo error

allowing the assessment of the employee on one dimension to spread to that employee's ratings on other dimensions

Civil Rights Act of 1991

amended the original Civil Rights Act, making it easier to bring discrimination lawsuits while also limiting punitive damages that can be awarded in those lawsuits

networking ability

an adeptness at identifying and developing diverse contacts

fragmented culture

an organizational culture type in which employees are distant and disconnected from one another

networked culture

an organizational culture type in which employees are friendly to one another, but everyone thinks differently and does his or her own thing

mercenary culture

an organizational culture type in which employees think alike but are not friendly to one another

apparent sincerity

appearing to others to have high levels of honesty and genuineness

collaboration

attempting to make it easier for the target to complete the request (both you and the target decide)

external recruiting

attracting persons from outside the organization

encounter stage

begins the day an employee starts work

errors of leniency and strictness

being too lenient, to strict, or tending to rate all employees as "average"

symbols

can be found throughout an organization, from its corporate logo to the images it places on its website to the uniforms its employees wear

organizational politics

can be seen as actions by individuals that are directed toward the goal of furthering their own self-interests

Rating

compares each employee with a fixed standard

salary

compensation paid for the total contribution of an employee and is not based on total hours worked

internal recruiting

considering present employees as candidates for openings; promotion from within can cause "ripple effect"

stories

consist of anecdotes, accounts, legends, and myths that are passed down from cohort to cohort within an organization

predictive validation

correlating previously collected test scores of employees with the employees' actual job performance

Discretion

degree to which the managers have the right to make decisions on their own

Expert power

derived from a person's expertise, skill, or knowledge on which others depend ex. HR depending on attorneys when debating layoff risks

Leader-member exchange theory

describes how leader-member relationships develop over time on a dyadic basis

upward influence

employees influencing managers

countercultures

exist when a subculture's values do not match those of the organization

culture strength

exists when employees definitively agree about the way things are supposed to happen within the organization (high consensus) and when their subsequent behaviors are consistent with those expectations (high intensity)

Referent power

exists when others have a desire to identify and be associated with a person; e.g. charisma

Equal employment opportunity commission

federal agency charged with enforcing Title VII as well as several other employment-related laws

Title VII of the Civil Rights Act of 1964

forbids discrimination in all areas of the employment relationship; employers are not required to seek out and hire minorities but they must treat fairly all who apply

Americans with Disabilities Act of 1990 (ADA)

forbids discrimination on the basis of disabilities and requires employers to provide reasonable accommodations for disabled employees

ceremonies

formal events, generally performed in front of an audience of organizational members

anticipatory stage

happens prior to an employee spending even one second on the job

contingent reward (most effective)

happens when the leader attains follower agreement on what needs to be done using promised or actual rewards in exchange for adequate performance (used to influence)

Coalitions; Pressure

harsh influence tactics

interpersonal influence

having an unassuming and convincing personal style that's flexible enough to adapt to different situations

Attraction selection attrition (ASA) framework

holds that potential employees will be attracted to organizations whose cultures match their own personality

wages

hourly compensation paid to operating employees (nonexempt)

Visibility

how aware others are of a leader's power and position

enacted values

how you actually behave (ex. Enron)

physical structures

include the organization's building and internal office designs

intellectual stimulation

involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways (the leader challenges you to look at things differently)

idealized influence

involves behaving in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader (leader instills pride in me for being associated with him)

inspirational motivation

involves behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future (the leader articulates a compelling vision of the future)

individualized consideration

involves behaving in ways that help followers achieve their potential through coaching, development, and mentoring

transformational leadership (most effective)

involves inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives (i.e. referent power)

distributive bargaining

involves win-lose negotiating over a "fixed-pie" of resources

Laissez-faire leadership (least effective)

is the avoidance of leadership altogether (i.e. hands-off)

Downward influence

managers influencing employees

closing and commitment

negotiation stage that entails the process of formalizing an agreement reached during the previous stage

bargaining

negotiation stage when the goal for each party is to walk away feeling like it has gained something of value (regardless of the actual bargaining strategy)

preparation

negotiation stage where each party determines what its goals are for the negotiation and whether or not the other party has anything to offer (most important stage)

exchanging information

negotiation stage where each party makes a case for its position and attempts to put all favorable information on the table

central tendency error

occurs when a rater gives all the workers the same rating in order to avoid conflict between them

arbitration

occurs when a third party determines a binding settlement to a dispute

adverse impact

occurs when minority group members pass a selection standard at a rate less than 80% of the rate of the majority group

Compliance

occurs when targets of influence are willing to do what the leader says, but they do it with a degree of ambivalence (behaviors but not attitudes)

transactional leadership

occurs when the leader rewards or disciplines the follower depending on the adequacy of the follower's performance

apprising

occurs when the requestor clearly explains why performing the request will benefit the target personally (why you should do this)

Internalization

occurs when the target of influence agrees with and becomes committed to the influence request (behaviors and attitudes)

devil's error

one negative characteristic clouds your judgment

angel error

one positive characteristic clouds your judgement

neutralizers

only reduce the importance of the leader; have no beneficial impact on performance

communal culture

organizational culture type in which employees are friendly to each other and all think alike

Age Discrimination in Employment Act of 1967

outlaws discrimination against people over the age of 40

lateral influence

peers influencing peers

coercive power

person has control over punishments in an organization

Family and Medical Leave Act of 1993 (FMLA)

provides employees up to 12 weeks of unpaid leave for family and medical emergencies; equal opportunity for advancement; immediate family or yourself; 50+ employees in 75 miles radius

substitutes

reduce the importance of the leader while simultaneously providing a direct benefit to employee performance

Consideration (softer approach)

reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings

Initiating structure

reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment

Language

reflects the jargon, slang, and slogans used within the walls of an organization

Labor Management Reporting and Disclosure Act of 1959 (Landrum-Griffin Act)

regulates labor unions/ internal affairs and their officials' relationships with employees

incentives

represent special compensation opportunities that are usually tied to performance (e.g. sales commissions)

Centrality

represents how important a person's job is and how many people depend on that person to accomplish their tasks

mediation

requires a third party to facilitate the dispute resolution process, though this third party has no formal authority to dictate a solution

Equal pay act of 1963

requires men and women to be paid the same amount for doing the same jobs; exceptions are permitted for seniority and merit pay

Compliance; Internalization; Resistance

responses to influence tactics

Fair Labor Standards Act of 1938 (FLSA)

sets a minimum wage and requires overtime pay for work in excess of 40 hours per week for non-exempt employees

Employee Retirement Income Security Act of 1974 (ERISA)

sets standards for pension plan management and provides federal insurance if pension plans go bankrupt

pregnancy discrimination act

specifically outlaws discrimination on the basis of pregnancy

Preparation, exchanging info., bargaining, closing and commitment

stages of negotiating

substitutes for leadership model

suggests that certain characteristics of the situation can constrain the influence of the leader, making it more difficult for the leader to influence employee performance

basic underlying assumptions

taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation

political skill

the ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives

power

the ability to influence the behavior of others and resist unwanted influence in return

espoused values

the beliefs, philosophies, and norms that a company explicitly states

Affirmative action

the commitment of employers to proactively seek out, assist in developing, and hire employees from groups that are underrepresented in the organization

rituals

the daily or weekly planned routines that occur in an organization

person-organization fit

the degree to which a person's personality and values match the culture of an organization

readiness

the degree to which employees have the ability and the willingness to accomplish their specific tasks

substitutability

the degree to which people have alternatives in accessing resources

leader effectiveness

the degree to which the leader's actions result in the achievement of the unit's goals, the continued commitment of the unit's employees, and the development of mutual trust, respect, and obligation in leader-member dyad

role making

the employee's own expectations for the dyad get mixed in with those of the leader

National Labor Relations Board (NLRB)

the federal agency empowered to enforce provisions of the NLRA

understanding and adapting

the final stage of socialization, during which newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization

active management by exception

the leader arranges to monitor mistakes and errors actively and again takes corrective action when required (watching and noticing)

delegative style

the leader gives an employee or group the responsibility for making the decision with in some set of specified boundary conditions

Autocratic style

the leader makes the decision alone without using for the opinions or suggestions of the employees in the work unit

facilitative style

the leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his or her own opinion receives no more weight than anyone else's

consultative style

the leader presents the problem to individual employees or a group of employees, asking for their opinions and suggestions before ultimately making the decision him- or herself "buy in" side

Telling (high initiating structure and low consideration)

the leader provides specific instructions and closely supervises performance

Participating (low initiating structure and high consideration)

the leader shares ideas and tries to help the group conduct its affairs

Selling (high initiating structure and high consideration)

the leader supplements his or her directing with support and encouragement to protect the confidence levels of the employees

Delegating (low initiating structure and low consideration)

the leader turns responsibility for key behaviors over to the employees

passive management by exception

the leader waits around for mistakes and errors, then takes corrective action as necessary ("come get me if something goes wrong")

observable artifacts

the manifestations of an organization's culture that employees can easily see or talk about

socialization

the primary process by which employees learn the social knowledge that enables them to understand and adapt to the organization's culture

Collective bargaining

the process of agreeing on a satisfactory labor contract between management and labor

recruiting

the process of attracting qualified persons to apply for jobs that are open

validation

the process of determining the extent to which a selection device is really predictive of future job performance

realistic job preview (RJP)

the process of ensuring that a potential employee understands both the positive and negative aspects of the potential job; occurs during anticipatory stage

Human Resource Management

the set of organizational activities directed at attracting, developing, and maintaining an effective work force

organizational culture

the shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees

Recency error

the tendency of the evaluator to base judgments on the subordinate's most recent

social astuteness

the tendency to observe others and accurately interpret their behavior

Influence definition

the use of an actual behavior that causes behavioral or attitudinal changes in others

Pressure

the use of coercive power through threats and demands

ingratiation

the use of favors, complements, or friendly behavior to make the target feel better about the influencer ("buttering someone up")

content validation

the use of logic and job analysis to determine that selection techniques measure the exact skills needed for job performance

rational persuasion

the use of logical arguments and hard facts to show the target that the request is a worthwhile one (debate teams are good at this)

Leadership

the use of power and influence to direct the activities of followers toward goal achievement

leadership

the use of power and influence to direct the activities of followers toward goal achievement

benefits

things of value other than compensation that an organization provides to its workers ("indirect compensation")

On-the-job and vestibule training

training method that facilitates learning physical skills through practice and actual use of tools

Role play and case studies

training method that is good for improving interpersonal relations skills or group decision-making

Lectures

training method that works well for factual material

mediation and arbitration

types of alternative dispute resolution

Pay for time not worked; Insurance; Employee service benefits; Cafeteria benefit plans; On-site childcare; Mortgage assistance; Paid-leave programs

types of benefits

Incentives; Salary; Wages (nonexempt)

types of direct compensation

Apparent sincerity; Interpersonal influence; Networking ability; Social astuteness

types of political skill

subcultures

unite a smaller subset of the organization's employees

application blanks

used to gather information about work history, educational background, and other job-related demographic data (not the same as a resume)

exchange tactic

used when the requestor offers a reward or resource to the target in return for performing a request ("this for that")

Shop carefully for the best-cost providers; Avoid redundant coverage; Provide only the benefits that employees want

ways to manage benefits effectively

Collaboration; Win-win; High assertiveness, high cooperation

when both parties work together to maximize outcomes

Compromise; Nobody wins and nobody loses

when conflict is resolved through give-and-take concessions

Competing; Win-lose; high assertiveness, low cooperation

when one party attempts to get his or her own goals met without concern for the other party's results

Accommodating; Lose-win; Low assertiveness, high cooperation

when one party gives in to the other and acts in a completely unselfish way

Avoiding; Lose-lose; Low assertiveness, low cooperation

when one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information

reward power

when someone has control over the resources or rewards another person wants

coalitions

when the influencer enlists other people to help influence the target

personal appeals

when the requestor asks for something based on personal friendship or loyalty

consultation

when the target is allowed to participate in deciding how to carry out or implement a request (ask target, but you decide)

Resistance

when the target refuses to perform the influence request and puts forth an effort to avoid having to do it


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