Test 2
What is Innovation?
"Innovation is the profitable implementation of ideas" Creativity- ability to combine ideas in a unique way or to make unusual associations between ideas Innovation- the outcome os of the creative process need to be turned into useful products or work methods ex( iphones, tesla)
What is the #1 job of the manager???
***Leading others to do a job and you achieve that by planning!!!
Top Management's Commitment to workplace Diversity
*make sure diversity and inclusion are part of the organization's purpose, goals, and strategies, needs to cover customers, employees, vendors, suppliers Mentoring- process whereby an experienced organizational member(mentor) provides advice and guidance to a less-experienced member (protege), provides career development and social support, aimed at helping move up the organizational ladder What a good mentor does: provides advice, instruction, gives constructive criticism, helps build appropriate skills, shares technical expertise, develops a close relationship with protege, keeps communication open, knows when to let go Diversity Skills Training- specialized training to educate employees about the importance of diversity and teach them skills for working in a diverse workplace, made aware of biases
What are types of goals?
- can't just have one goal Financial Goals- have to do with the financial performance of the organization (internal, ex: increase sales by 5% in 2016) Strategic goals- related to all other areas of an organization's performance (external, ex: determine 3 new markets to be entered in 2016) Stated goals- official statements of what an organization says, and what it wants its stakeholders to believe, its goals are (can be found on an organization's charter, annual report, public relations announcement, are often conflicting and influenced by what various stakeholders think organizations should do, Nike: "Delivering inspiration and innovation of every athlete.") Real goals- those goals an organization actually pursues , observe what organizational members are doing
Cultural Variables
-Accept ambiguity - too much emphasis on objectivity and specificity constrains creativity. -Tolerate the impractical - what at first seems impractical might lead to innovative solutions. -Keep external controls minimal - rules, regulations, policies, and similar organizational controls are kept to a minimum. -Tolerate risk - employees are encouraged to experiment without fear of consequences should they fail. -Tolerate conflict - diversity of opinions is encouraged. -Focus on ends rather than means - individuals are encouraged to consider alternative routes toward meeting the goals. -Use an open-system focus - managers closely monitor the environment and respond to changes as they occur. -Provide positive feedback - managers provide positive feedback, encouragement, and support. -Exhibit empowering leadership - leaders let organizational members know that the work they do is significant.
Understanding the Situational Factors that make people fear change
-Dramatic Crisis - an unexpected financial setback, the loss of a major customer, or a dramatic technological innovation by a competitor. -Leadership changes hands - new top leadership can provide an alternative set of key values. -The organization is young and small. -Culture is weak.
Encouraging Ethical Behavior
-Ethical Standards are not Universal: social and cultural differences determine acceptable behaviors -Foreign corrupt practices act: it is illegal to corrupt a foreign official, yet "token" payments to officials are permissible when doing so is an accepted practice in that country -Ethics training: seminars, workshops, and similar ethics training programs to encourage ethical behavior -Independent social audits: evaluate decisions and management practices in terms of the organization's code of ethics -Protective mechanisms: allow employees who face ethical dilemmas to do what's right without fear of reprimand (whistleblower)
Discuss current social responsibility and ethics issues.
-Ethical leaders also are honest, share their values, stress important shared values, and use the reward system appropriately. -Managers can protect whistle-blowers (employees who raise ethical issues or concerns) by encouraging them to come forward
Structural Variables
-Innovative organizations try to minimize extreme time pressures on creative activities. -Studies show that an employee's creative performance was enhanced when an organization's structure explicitly supported creativity.
Discuss contemporary issues in managing change.
-Shared values that comprise an organization's culture are relatively stable, which makes it difficult to change. -Successful change involves focusing on making the organization change capable, making sure managers understand their own role in the process, and giving individual employees a role in the process.
Innovation and Design Thinking
-design thinking can provide a process for coming up with things that don't exist -emphasizes getting a deeper understanding os what customers need and want -knowing customers as real people with real problems- not just sales targets
How do you stimulate and nurture innovation?
-getting the desired outputs involved transforming inputs -takes the right environment to help transform those inputs into innovative products or work methods STIMULATE INNOVATION Structural Variables: -organic structures -abundant resources -high communication -minimal time pressure -work and non-work support Cultural Variables: an innovative culture is likely to have/ managers need to- - accept ambiguity- -tolerate the impractical- what at first seems impractical might end up to innovative solutions -keep external controls minimal- rules and regulations kept to a minimal -tolerate risk- treat mistakes as learning opportunities, don't want employees to fear bringing new ideas -tolerate conflict- diversity of opinions is encouraged -use an open system focus- managers travel to different locations to get an idea of cultures that would be different than reading in an email -provide positive feedback -exhibit empowering leadership- show that you're confident Human Resource Variables: idea champions- actively and enthusiastically supporting new ideas, building support, overcoming resistance, and ensuring that innovations are implemented, high job security, creative people
Approaches to planning
-in the traditional approach, planning is done entirely by the top level managers who often are assisted by a formal planning department- a group of planning specialists whose sole responsibility is to help write the various organizational plans -involve more organizational members in the process, plans are developed by organizational members at the various levels and in the various work units to meet their specific needs
How organizations go Green:
-some do no more than what is require by law, that is, they fulfill their social obligation -Shades of Green: describe different environmental approaches that organizations may take 1. Legal approach- doing what is legal 2. Market approach- respond to environmental preferences of customers 3. Stakeholder Approach- works to meet the environmental demands of multiple stakeholders such as employees, suppliers, or community (HP) 4. Activist Approach is highest- actively socially responsible, look for ways ex(Patagonia and 1% LOOK UP)
What is Change?
-the act or instance of making or becoming different -company or an organization going through a transformation Organization change occurs when business strategies or major sections of an organization are altered (blockbuster, Borders)
Why do people resist change?
-the main reasons include uncertainty, habitat, concern over loss, and the belief that the change is not the organizations best interest -we do things out of habit -fear of losing something already possessed, threatens the investment you've already made in the status quo -a person's belief that change is incompatible with the goals and interests of the organization
Know and understand the various types of workplace diversity
1. Age- Both the VII of the Civil Rights Act of 1964 and the age discrimination in Employment Act of 1967 prohibit age discrimination, overcome misrepresentations of older workers, baby boomers retiring and have to fill positions, 2. Gender- women (49.8%) and men (50.2%) now each make up almost half of the workforce, women place high importance of having high paying jobs, still some beliefs that women shouldn't perform same jobs as men, women are more agreeable and willing to conform to authority and men are more aggressive and more likely to have expectations of success, working mothers want flexible schedules 3/4. Race- biological heritage that people use to identify themselves as, skin color and associated traits, ethnicity is social traits- one's cultural background or allegiance- that are shared by a human population, individuals tend to prefer people of their own race, african americans receive lower ratings, 5. Disability/ Abilities- the Americans with Disabilities Act of 1990 prohibits discrimination against persons with disabilities, largest minority in U.S., physical or mental impairment that substantially limits one or more major life activities, seizure, schizophrenia, diabetes, alcoholism, deafness 6. Religion- the VII Act of the Civil Rights Act prohibits discrimination on the basis of religion 7. LGBT: Sexual Orientation and Gender Identity- lesbian, gay, bisexual, transgender, "last acceptable bias", U.S. Federal Law does not prohibit discrimination against them, don't ask don't tell 8. Other types- any dissimilarities, socioeconomic background (social class, income related), physical attractiveness, obesity/ thinness, job seniority, intellectual abilities
The changing workplace
1. Characteristics of the U.S. population- total population of the U.S. expected to increase to 438 million by the year 2050 2. -racial/ ethnic groups- changes in the percentage of the hispanic/ white population, white will decrease and hispanic will increase 3. -Aging Population- median age of 36.9 years up from 36.2 years in 2001
Waterfall of planning (traditional)?
1. Corporat goals and objectives 2. Departmental goals and objectives 3. Departmental plans to achieve those goals 4. Plans to be long term, short term, project secific
Why is managing workplace diversity so important?
1. People Management: organizations want a talented workforce- skills, abilities, and experiences- who make an organization successful, can bring different and unique perspectives, better use of employee talent, increased quality of team problem solving efforts, ability to attract and retain employees of diverse backgrounds 2. Organizational Performance- reduced costs associated with high turnover, absenteeism, and lawsuits, enhanced problem- solving ability, improved system flexibility 3. Strategic- increased understanding of the marketplace, which improves ability to better market to diverse consumers, potential to improve sales growth and increase market share, potential source of competitive advantage because of improved innovation efforts, viewed as moral and ethical, the right thing to do, can better anticipate and respond to changing consumer needs, innovation
What are the steps in the goal setting process? **look at PP *know*
1. Review the organization's mission, or purpose. 2. Evaluate available resources 3. Determine the goals individually or with input from others 4. Write down the goals and communicate them to all who need to know 5. Review results and whether goals are being met.
What are the types of organizational change? Be able to identify various characteristics and identify factors within these various types.
1. Structural Changes: -changing an organizations structural components or structural design -changes in external environment often lead to structural changes -ex( departmental responsibilities could be combined, organizational levels eliminated, or the number of persons a manager supervises could be increased) -ex(HP dropped Compaq), creation of new project or drop one 2. Technology: -adopting new equipment, tools, or operating methods that displace old skills and require new ones -competitive factors of changing technology, have to introduce new equipment -ex(coal mines updated operational methods, Automation replaced people in many areas, Computerization is the biggest change and Information systems) 3. People: Organizational Development- techniques or programs to change people and the nature and quality of interpersonal work relationships, changing attitudes, expectations - survey feedback, process consultation, intergroup development, team building, sensitivity training - 35,000 people laid off, a lot of people getting laid off -HP spinning off printer division into separate company
Global workforce changes
1. Total world population- estimated at over almost 7.023 billion, decline in birthrates as nations advance economically 2. An aging population- aging at an unprecedented rate, baby boomers are aging
Waterfall of planning example
1. Your company-mission of the organization 2. launch 2 new engines per year-strategic goals that support the organizations mission 3. Hire 50 new engineers- operational goals designed to meet the organizations strategic goals
MBO 8 step process **look at PP *know!!*
1. goals and objectives set and formulated 2. goals and major obectives are allocated among various departmental units 3. department managers set objectives specifically within their units with their managers 4. unit members collaboratively review and understand their goals and roles, specifically set with all department members 5. action plans are developed within the unit and agreed upon by the managers and employees 6. action plans are implemented 7. plans are reviewed/ adjusted, feedback provided 8. assess results
Other factors that determine ethical and unethical behavior
2. Individual Characteristics: Values- basic convictions about what is right and wrong, develop from young age, based on what we see and hear from parents, teachers, friends, and others, broad and cover a wide range of issues; stage of moral development is a measure of independence from outside influences Ego Strength- measures the strength of a person's convictions, high ego strength are likely to resist impulses to act unethically and instead follow their convictions,more likely to do what they think is right and be more consistent in their moral judgements and actions than low ego strength/ They tend to be confident in their ability to deal with challenges, and they are good at coming up with solutions to life's problems./ approaches challenges with a sense that he or she can overcome the problem and even grow as a result. By having strong ego-strength, the individual feels that he or she can cope with the problem and find new ways of dealing with struggles. Locus of Control- degree to which people believe they control their own fate, Internal believe they control their own destinies- rely on own internal standards of right and wrong to guide behavior, external believes in luck or chance, they are less likely to take personal responsibility for the consequences of their behavior and rely on external forces 3. Organization's: -organization's culture consists of the shared organizational values. these values reflect what the organization stands for and what it believes in as well as creates an environment that influences employee behavior ethically or unethically Values-Based Management- the organization's values guide employees in the way they do their jobs, managers responsibility is to create an environment that encourages employees to embrace the culture and desired values as they do their jobs ***research shows that the behavior of managers is the single most important influence on an individual's decision to act ethically or unethically****
More factors that determine ethical and unethical behavior
4. Structured Variables- organization's structural design can influence whether employees behave ethically, goals, performance, appraisal systems, and reward allocation processes, continually encourage ethical behavior 5. Issue Intensity- how important an ethical issue is to an individual; greatness of harm, consensus of wrong, probability of harm, immediacy of consequences, proximity to victims and concentration of effect ***P. 162 exhibit 6-5
Review Managers and Ethical Responsibilities
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What are types of Plans?
Breadth- strategic, operational Time frame- long term, short term Specificity- directional, specific Frequency of use- single use, standing Strategic plans- plans that apply to the entire organization and establish the overall goals (In order to become the number one manufacturer of aircraft engines for new aircraft by the end of 2020 (five year plan), we need to 1.) launch two new jet engine products a year, and 2.) achieve a 20% market share of those product categories.) Operational plans- plans that encompass a particular operational area of the organization (To launch two new jet engine products by the end of 2020, we need to hire 50 new engineers by mid-2016 and we need to form the product development teams by Q3, 2016) Long term- time frame beyond 3 years Short term- covering one year or less (more common than long term now because of environmental uncertainty) Specific Plans- clearly defined and leave no room for interpretation Directional plans- flexible plans that set out general guidelines Single-use plans- one time plan specifically designed to meet the needs of a unique situation Standing plans- ongoing and provide guidance for activities performed repeatedly
Developing plans
Contingency Factors in Planning: -lower level managers do more operational planning -top level managers do more strategic planning -Environmental uncertainty: plans should be specific but flexible - Time frame Commitment Concept- says that plans should extend far enough to meet those commitments made when the plans are developed Strategic plans---top level Operational plans--- first line managers
Planning in a nutshell
Current State: (goals/ objectives to move from current to future state)-----Future State: (plans are how the organization will achieve these goals)
Techniques for resist to change
Education and communication- can help reduce resistance to change by helping employees see the logic of the change effort Participation- bringing those individuals affected into the decision making process Facilitation and support- helping employees deal with the fear and anxiety associated with the change effort Negotiation- exchanging something of value for an agreement to lesson the resistance to the change effort Manipulation and co-operation- covert attempts to influence others about the change Coercion- can be used to deal with resistance to change
Social Responsibility and ethics issues in todays world
Entrepreneur- an individual or organization who seeks out opportunities to improve society by using practical, innovative, and sustainable approaches Corporate Philanthropy- can be an effective way for companies to address societal problems Employee Volunteering Efforts- a popular way for business to be involved in promoting social change
Know and be able to identify the factors that determine ethical and unethical behavior
Ethics- principles, values, and beliefs that define right and wrong decisions and behavior, many decisions managers make require them to consider both the process and who's affected by the result 1. Stage of Moral Development: Preconventional Stage level- a person's choice between right and wrong is based on personal consequences from outside sources, such as physical punishment, reward, or exchange of favors (following rules only when is expected by people close to you, sticking to rules to avoid physical punishment) Conventional Level- ethical decisions rely on maintaining expected standards and living up to the expectations of others (maintaining conventional order by fulfilling obligations to which you have agreed, living up to what is expected by people close to you) Principled level- individuals define moral values apart from the authority of the groups to which they belong or the society in general (following self-chosen ethical principles even if they violate the law, valuing rights of others and upholding absolute values and rights regardless of the majority's opinion)
Arguments for and against social responsibility *on powerpoint and book pg. 154 exhibit 6-1
For: public expectations, long run profits, ethical obligation, public image, better environment, discouragement of further government regulation, balance of responsibility and power, stockholder interests, possession of resources, superiority of prevention over cures Against: violation of profit maximization, dilution of purpose, costs, too much power, lack of skills and accountability
What are goals and plans? Be able to distinguish between the 2.
Goals- desired outcomes or targets, guide management decisions and form the criterion against which work results are measured, essential elements of planning Plans- documents that outline how goals are going to be met, resource allocation, schedules, and other necessary actions to accomplish the goals
What is green management and sustainability?
Green Management- Managers consider the impact of their organization o the natural environment
Human Resource Variables
Idea champion - individuals who actively and enthusiastically support new ideas, build support, overcome resistance, and ensure that innovations are implemented.
Why is innovation good
Innovation can increase profits on the value side (customers will pay more for it)... or the cost side (company) either way, value is created for the firm and customer There is no shortage of ideas and inventions in this world. the challenge is to introduce these successfully to the market. Only then can the idea be called an innovation. Innovation requires product interplay between people and market.
Internal and External forces of change
Internal- new organizational strategy, change in composition of workforce, new equipment, changing employee attitudes External- changing consumer needs and wants, new governmental laws, economic changes
A-dec example
International goal: Achieve A-dec International Sales Growth of 8%---------------------- Regional Sales Goal: Asia including China: 11% Western Europe: 0% Australia: 9% UK: 5% Latin America: 7% (each manager had to develop specific plans to achieve those sales goals)
How can stress be reduced?
Job-related factors begin with employee selection: -A realistic job preview during the selection process can minimize stress by reducing ambiguity over job expectations. -Performance planning program such as MBO (management by objectives) will clarify job responsibilities, provide clear performance goals, and reduce ambiguity.
Encouraging ethical behavior continued
Jobs- unrealistic goals provide stress which may pressure ethical employees to do whatever it takes to reach them, ends will begin to justify means, both ends and means should be evaluated
Management's role in Encouraging ethical behavior
Leadership- doing business ethically requires a commitment from top managers because: -they are the ones who uphold the shared values and set the cultural tone -they are role models in terms of words and actions -what they do is far more important than what they say Ethical Leadership- managers must provide this, what managers do has a strong influence on employee's decisions whether to behave ethically (Whistleblower protection Act helps employees who raise ethical concerns) Employee Selection- interviews, tests, background checks, can learn about an individual's moral development, personal views, ego strength, and locus of control Code of Ethics and Decision Rules- formal statement of an organization's values and the ethical rules it expects employees to follow, popular choice, be specific Leadership at the top- doing business ethically requires a commitment from all levels, but especially at the top, sets cultural tone, management should punish unethical behavior Ethics Training/ Independent Social Audits/ Protective Mechanisms
How organization's go green
Legal approach - This approach is also known as the light green approach. Under this approach, organizations simply do what is required legally. They exhibit little environmental sensitivity. They obey laws, rules, and regulations without legal challenge. This approach illustrates social obligation. b. Market approach - As an organization becomes more sensitive to environmental issues, it may adopt this approach. Here, organizations respond to the environmental preferences of their customers. Whatever customers demand in terms of environmentally-friendly products is what the organization provides. This approach illustrates social responsiveness. c. Stakeholder approach - Here, the organization works to meet the environmental demands of multiple stakeholders such as employees, suppliers, or community. This approach also illustrates social responsiveness. d. Activist approach - If an organization pursues this approach, it looks for ways to protect the earth's natural resources. It is also known as the dark green approach. This approach reflects the highest degree of environmental sensitivity and illustrates social responsibility.
Social Responsibility and Ethics issues in todays world
Managing ethical lapses and social irresponsibility: -One survey reported that among 5,000 employees: 45 percent admitted falling asleep at work and 22 percent said they spread a rumor about a coworker. -Another showed that 26 percent of college and university business majors admitted to "serious cheating" on exams and 54 percent admitted to cheating on written assignments.
What is organization change?
Organizational Change- any alteration of people, structure, and technology Change Agent- someone to act as a catalyst and assume the responsibility for managing the change process, can be a manager within the organization or non manager, someone from outside, or from HR department, internal managers could be more thoughtful
Classify types of organizational change.
Organizational change is any alteration of people, structure, or technology. Structural change involves any changes in structural components or structural design. Technology change involves introducing new equipment, tools, or methods; automation; or computerization. Changing people involves changing attitudes, expectations, perceptions, and behaviors.
What are the benefits and challenges of workplace diversity?
Personal Bias: Bias- a tendency to preference towards a particular perspective or ideology, one sided, hidden from others, preconceived opinions, inaccurate judgements and attitudes/Age Belief system Disability Ethnicity Gender/gender identity Marital status National origin Political beliefs Race Religion Prejudice- a preconceived belief, opinion, or judgement towards a person or group,can be based on types of diversity/ Private clubs are often exclusive. For example, some don't allow members who are Black or Jewish. Some people will not buy a Japanese car because of the bombing of Pearl Harbor. After 9/11, anyone who looked Middle Eastern was looked at suspiciously and was often the victim of prejudice. Some landlords will not rent to a gay couple. After the bombing of Pearl Harbor, the Japanese that lived in the US were rounded up and put into camps because of the war with Japan. Stereotyping- judging a person on the basis of one's perception of a group to which he or she belongs (red haired people have a bad temper, blondes are dumb) Discrimination- when someone acts out their prejudicial attitudes towards people who are the targets of their prejudice *overall negative climate, increased turnover, reduced productivity Glass Ceiling: - refers to the invisible barrier that separates women and minorities from top management positions
Carroll's CSR Pyramid from PowerPoint *google it
Philanthropic Responsibilities----be good corporate citizen Ethical Responsibilities------Be ethical obligation to do what is right and fair, avoid harm Legal responsibilities--------Obey the law, law is society's codification of right and wrong Economic Responsibilities-------Be profitable, the foundation where others rest
Symptoms of stress
Physical- increased heart rate, headaches, blood pressure Psychological- anxiety, irritability Behavioral- absenteeism, increased smoking, sleep disorders
What is planning? and why do managers plan?
Planning - defining the organization's goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate work activities. Formal planning: Specific goals covering a specific time period Written and shared with organizational members Managers plan because: 1. Planning provides direction- when employees know what their organization or work unit is trying to accomplish, they can coordinate their activities and cooperate with each other efficiently 2. Planning reduces uncertainty- so managers can respond effectively and anticipate change, consider the impact, develop appropriate responses 3. Planning minimizes waste and redundancy- inefficiencies can become obvious and be corrected or eliminated 4. Establishes the goals or standards- used in controlling, without planning, their would be no goals to measure
What are the 4 functions of management?
Planning-organizing-leading-controlling
SMART goals- be able to identify **look at PP *know*
S- specific M- measurable A- attainable R- relevant T- timely **be clearly communicated
Know what is social responsibility and its components (from obligation to responsiveness to responsibility)
Social Responsibility- defined in different ways Social Obligation- "corporate social responsibility," obligation of a business to meet its economic and legal responsibilities and nothing more... reflects Classical View or social responsibility- management's only social responsibility is to maximize profits, spend money on social goods add costs to do business Socioeconomic view- managers' social responsibilities go beyond making portfolio to include protecting and improving society's welfare, corporations are NOT independent entities responsible only to stockholders, but have an obligation to the larger society Social Responsiveness- when a company engages in social actions in response to some popular social need ex( Ford saying to ban texting and driving) Social Responsibility- as a business' intention beyond its legal and economic obligations, to do the right things and act in ways that are good for society, business obeys laws and cares for stockholders, but adds an ethical imperative to do those things that make society better and not to do those that make it worse *many businesses viewed as socially responsive rather than socially responsible
Socail Responsibility: Ben and Jerry's, for instance, uses only fair trade ingredients and has developed a sustainability program for dairy farms in its home state of Vermont. Starbucks has created its C.A.F.E. Practices guidelines, which are designed to ensure the company sources sustainably grown and processed coffee by evaluating the economic, social and environmental aspects of coffee production. Tom's Shoes, another notable example of a company with CSR at its core, donates one pair of shoes to a child in need for every pair a customer purchases. - See more at: http://www.businessnewsdaily.com/4679-corporate-social-responsibility.html#sthash.ji4OXKnW.dpuf
Social responsiveness: company that enforces a strict adherence to environmental standards or social policies, like maternity leave Responsiveness and responsibility can be viewed as a balance in that responsiveness can be shaped or triggered by public expectations of business responsibilities.
What are the 2 views of the change process and their components- be able to distinguish between the various characteristics
The Calm Waters Metaphor: -Lewin, change can be planned and requires unfreezing the status quo, changing the new state, and refreezing to make the change permanent, status quo is equilibrium, - Unfreezing- preparing for the needed change, increasing driving forces, which are forces pushing for change, decreasing the restraining forces, which are the forces that resist change, or by combining the 2 methods -Refreezing is to stabilize the new situation by reinforcing the new behaviors *smooth prcess White-Water Rapids Metaphor: - DI Patil -the lack of environmental stability and predictability requires that managers and organizations continually adapt (manage change actively) to survive -scenario of college course with NO instruction, no announced exams, class times differ, if you don't like change, you would NOT like this -stability and predictions of the calm waters metaphor don't always exist -challenge of developing products that will appeal to a wide range of global customers - any organization that treats change as the occasional disturbance in an otherwise calm and stable world runs a great risk -managers must be ready to efficiently and effectively manage the changes facing their organization or their work area
Know and be able to identify the different approaches to setting goals, including MBO (management by objective steps) **look at PP *know*
Traditional goal setting- goals set by top managers flow down through organization and become subgoals for each organizational area, top managers know best, in reality the process doesn't happen this way, managers at each level define the goals and apply their own interpretations of these goals and employees may not worry about quality but just getting it done Management by Objectives (MBO)- many organizations use this now, process of setting mutually agreed-upon goals and using those goals to evaluate employee performance, goal setting, participative decision making, explicit time period, performance feedback, it can increase employee performance and productivity, uses goals to motivate employees (sit down with each member of the team and periodically review whether progress is being made)
Types of personalities
Type A personality- people who have a chronic sense of urgency and an excessive competitive drive Type B- people who are relaxed and easy going and accept change easily
Calm-Waters Metaphor
change is an occasional disruption and can be planned and managed as it happens
White Water Rapids Metaphor
change is ongoing and managing it is a continual process
Changing Organizational Culture
cultures are naturally resistant to change conditions that facilitate cultural change: -the occurrence of a dramatic crisis -leadership changing hands -a young, flexible, and small organization -a weak organizational culture
Deep level diversity
differences in values, personality, and work preferences- becomes more important, can affect the way people view organizational work rewards, communicate, react to leaders, negotiate, and generally behave at work
Link the importance of diversity and benefits to the business together:
importance of diversity: people management, organizational performance, strategic- extracts the best talent benefits to business: people management- best use of talent, organizational performance, strategic and ethical
Surface level diversity
includes perceived differences that may trigger certain stereotypes but don't necessarily reflect the ways people think or feel (appearance)
MBO
managers and employees work together to set, record and monitor goals for a specific period of time. Organizational goals and planning flow top-down through the organization and are translated into personal goals for organizational members. core concept of MBO is planning, which means that an organization and its members are not merely reacting to events and problems but are instead being proactive. MBO requires that employees set measurable personal goals based upon the organizational goals. For example, a goal for a civil engineer may be to complete the infrastructure of a housing division within the next twelve months. The personal goal aligns with the organizational goal of completing the subdivision. You can think of an individual, personal goal as one piece of a puzzle that must fit together with all of the other pieces to form the complete puzzle: the organizational goal.
Video about plans...
start with the mission statement, develop strategic plans to cover a long term objective, develop operational plans to achieve the strategic plans
What is stress and what causes it?
the adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunities Stressors- factors that cause stress, can be caused by personal or job-related factors role conflicts- work expectations that are hard to satisfy role overload- having more work to accomplish than time permits role ambiguity- when role expectation are not clearly understood Interpersonal demands- pressures created by other employees Organization structure- excessive rules and an employees lack of opportunity to participate in decisions Organizational leadership- the supervisory style of the organization's managers
What is workplace Diversity and its various components
workplace diversity- the ways in which people in an organization are different from and similar to one another
