Principles of Managment ch 7-11

Summarize how people achieve fairness.

Equity Theory: A theory stating that people assess how fairly they have been treated according to two key factors: outcomes and inputs.

Describe the key beliefs that affect people's motivation.

Expectancy: Employees' perception of the likelihood that their efforts will enable them to attain their performance goals. Instrumentality: The perceived likelihood that performance will be followed by a particular outcome. Valence: The value an outcome holds for the person contemplating it.

Understand principles for setting goals that motivate employees.

- Meaningful - Acceptable - Challenging but attainable - Specific and quantifiable

Know the three traditional approaches to understanding leadership.

- Trait approach - Behavioral approach - Situational approach

Identify challenges associated with managing a diverse workforce.

- unexamined assumptions - lower cohesiveness - communication problems - mistrust and tension - stereotyping

Explain how people's individual needs affect their behavior.

1. Physiological—food, water, sex, and shelter 2. Safety or security—protection against threat and deprivation 3. Social—friendship, affection, belonging, and love 4. Ego—independence, achievement, freedom, status, recognition, and self-esteem 5. Self-actualization—realizing one's full potential; becoming everything one is capable of being

Explain how a good vision helps you be a better leader.

A mental image of a possible and desirable future state of the organization.

Distinguish among the four dimensions of an organization's vertical structure.

Authority: The legitimate right to make decisions and to tell other people what to do. Delegation: The assignment of new or additional responsibilities to a subordinate. Responsibility:A task that an employee is supposed to carry out. Accountability: The expectation that employees will perform a job, take corrective action when necessary, and report their performance.

Give examples of four basic forms of horizontal structures of organizations.

Centralized Organization: An organization in which high-level executives make most decisions and pass them down to lower levels for implementation. Decentralized Organization: An organization in which lower-level managers make important decisions. Line Departments: Units that deal directly with the organization's primary goods and services. (producing) Staff Departments: Units that support line departments. (supports line production)

Understand the important contemporary perspectives on leadership.

Charismatic: A person who is dominant, self-confident, convinced of the moral righteousness of his beliefs, and able to arouse a sense of excitement and adventure in followers. Transformational: A leader who motivates people to transcend their personal interests for the good of the group. Transactional: Leaders who manage through transactions, using their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered. Level 5: A combination of strong professional will (determination) and humility that builds enduring greatness. Authentic: style in which the leader is true to himself or herself while leading. Pseudo-transformational: Leaders who talk about positive change but allow their self-interest to take precedence over followers' needs.

Evaluate the importance of spending on training and development.

Companies invest in training to enhance individual performance and organizational productivity. Programs to improve an employee's computer, technical, or communication skills are common, and some types of training have become standard across many organizations. Orientation training familiarizes new employees with their jobs, work units, and the organization in general. Done well, orientation training can increase morale and productivity and can lower employee turnover and the costs of recruiting and training. Team training teaches employees the skills they need to work together and helps them interact.

Define ways to create jobs that motivate.

Extrinsic rewards: Rewards given to a person by the boss, the company, or some other person. Pay for Performance Intrinsic rewards: Reward a worker derives directly from performing the job itself. Pride, self satisfaction

Explain alternatives for who appraises an employee's performance.

Management by Objectives: A process in which objectives set by a subordinate and a supervisor must be reached within a given time period. 360-degree appraisal: Process of using multiple sources of appraisal to gain a comprehensive perspective on one's performance. Managers and supervisors are the traditional source of appraisal information because they are often best positioned to observe an employee's performance. Peers and team members see different dimensions of performance and may be best at identifying leadership potential and interpersonal skills. Companies are therefore turning to peers and team members to provide input for the performance appraisal.

Define the fundamental characteristics of organization structure.

Mechanistic Organization: A form of organization that seeks to maximize internal efficiency. Organic Structure: An organizational form that emphasizes flexibility. Differentiation: An aspect of the organization's internal environment created by job specialization and the division of labor. Integration: •The degree to which differentiated units are put back together so that work is coordinated into an overall product.

Define monolithic, pluralistic, and multicultural organizations.

Monolithic: An organization that has a low degree of structural integration—employing few women, minorities, or other groups that differ from the majority—and thus has a homogeneous employee population. Pluralistic: An organization that has a relatively diverse employee population and makes an effort to involve employees from different gender, racial, or cultural backgrounds. Multicultural: An organization that values cultural diversity and seeks to utilize and encourage it.

Identify types of opportunities to be a leader.

Servant-leader: A leader who serves others' needs while strengthening the organization. Shared leadership: Rotating leadership, in which people rotate through the leadership role based on which person has the most relevant skills at a particular time. Lateral leadership: Style in which colleagues at the same hierarchical level are invited to collaborate and facilitate joint problem solving.

Give reasons why companies recruit both internally and externally for new hires.

The advantages of internal recruiting are that employers know their employees, and employees know their organization. Recruiting from outside the company can be demoralizing to employees.

Identify causes and consequences of employee well-being.

The relationship between individuals and employing organizations typically is formalized by a written contract. But in employees' minds there also exists a psychological contract—a set of perceptions of what they owe their employers and what their employers owe them. This contract, whether it is seen as being upheld or violated—and whether the parties trust one another or not—has important implications for employee satisfaction and motivation and the effectiveness of the organization.

Discuss the similarities and differences between leading and managing.

leading is apart of managing

Understand various methods for selecting new employees and HR-related laws.

•Applications and resumes. •Interviews. •Reference checks. •Background checks. •Personality tests. •Drug testing. •Cognitive ability tests. •Performance tests. •Integrity tests.

Explain how diversity, if well managed, can give organizations a competitive edge.

•Attract and retain motivated employees. •Understand diverse markets. •Leverage creativity and innovation in problem solving. •Enhance flexibility.

Identify sources of power in organizations.

•Legitimate. •Reward. •Expert. •Referent. •Coercive.

Discuss how companies use human resources management to gain competitive advantage.

•System of organizational activities to attract, develop, and motivate an effective and qualified workforce. •Also known as talent, human capital, or personnel management. •Plays a vital strategic role as organizations attempt to compete through people.

Describe how changes in the U.S. workforce make diversity a critical organizational and managerial issue.

•The most difficult and wrenching struggle for equality involved America's nonwhite minorities. •Rigid racial segregation of education, employment, and housing persisted for 100 years after the end of the Civil War. •Although the struggle for equality is far from complete, many civil rights received their greatest impetus from the Civil Rights movement.