exam 2 MAN 3025

code of ethics

consists of a formal written set of ethical standards guiding an organization's actions.

job enlargement

consists of increasing the number of tasks in a job to increase variety and motivation.

Ethics officers

individuals trained in matters of ethics in the workplace, particularly about resolving ethical dilemmas

Equity/Justice theory: how fairly do you think you're being treated in relation to others

is a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships

How employees learn culture

symbols, stories, heroes, rites and rituals

emotional stability

The Big five personality dimensions. how relaxed, secure, and unworried one is

Agreeableness

The Big five personality dimensions. how trusting, good-natured, cooperative, and soft-hearted one is

Conflicting Goals

Bounded Rationality. Other managers, including colleagues, have conflicting goals.

Diagnosis

analyzing the underlying causes

Four Types of Organizational Culture

clan, adhocracy, market, hierarchy

Slogans and Sayings

Mechanisms to change an organization's culture. The desirable corporate culture can be expressed in language, slogans, sayings, and acronyms.

contextual factors of motivation

1. Organizational Culture 2. Cross-Cultural Values 3. Physical Environment 4. Rewards and Reinforcement 5. Group Norms 6. Communication Technology 7. Leader Behavior 8. Organizational Design 9. Organization climate 10. Job Design

Personal Factors of motivation

1. personality, 2. ability, 3. core self-evaluations, 4. emotions, 5. attitudes, 6. needs, 7. values, 8. work attitudes

Maslow's Hierarchy of Needs

1. physiological 2. safety 3. love/belonging 4. esteem 5. self-actualization from top to bottom pyramid

Instrumentality

Expectancy Theory. is the expectation that successful performance of the task will lead to the outcome desired. this is called the performance-to-reward expectancy.

motivating factors

Herzberg's two-factor theory. Factors associated with job satisfaction—such as achievement, recognition, responsibility, and advancement—all of which affect the job content or the rewards of work performance

Hygiene factors

Herzberg's two-factor theory. are factors associated with job dissatisfaction—such as salary, working conditions, interpersonal relationships, and company policy—all of which affect the job context in which people work.

internal locus of control

Locus of control - indicates how much people believe they control their fate through their own efforts. the perception that you control your own destiny Internals exhibit less anxiety, greater work motivation, and stronger expectations that effort leads to performance. Higher salaries

physiological need-the most basic human physical need

Maslow's Hierarchy of Needs. Need for food, clothing, shelter, comfort, self-preservation. Workplace example: these are covered by wages.

Love need

Maslow's Hierarchy of Needs. Need for love, friendship, affection. Workplace examples: office parties, company softball teams, management retreats.

Safety need

Maslow's Hierarchy of Needs. Need for physical safety, emotional security, avoidance of violence. Workplace examples: health insurance, job security, work safety rules, pension plans satisfy this need

esteem needs

Maslow's Hierarchy of Needs. need for self-respect, status, reputation, recognition, self-confidence. Workplace examples: bonuses, promotions, awards.

Formal Statements

Mechanisms to change an organization's culture. The first way to embed preferred culture is through the use of formal statements of organizational philosophy, mission, vision, and values, as well as materials used for recruiting, selecting, and socializing employees.

Physical Design

Mechanisms to change an organization's culture. There is constant experimenting going on as to the best office layout that will encourage employee productivity and send a strong message about the culture.

Leader Reactions to crises

Mechanisms to change an organization's culture. how top managers respond to critical incidents and organizational crises sends a clear cultural message

self-actualization need-the highest level need

Need for self fulfillment, increasing competence, using abilities to the fullest. (Workplace example: Sabbatical leave to further personal growth)

Hierarchy of authority: the chain of command

Seven mayor elements of an organization. is a control mechanism for making sure the right people do the right things at the right time. Flat organization - defined as one with an organizational structure with few or no levels of middle management between top managers and those reporting to them. unity of command - in which an employee should report to no more than one manager in order to avoid conflicting priorities and demands.

openness to experience

The Big five personality dimensions, how intellectual, imaginative, curious, and broad-minded someone is.

Person-organization (PO) fit

The extent to which your personality and values match the climate and culture of an organization "fit" is considered for more than 50 percent of evaluators to be the most important criterion of the interview process.

Decision tree

a graph of decisions and their possible consequences; it is used to create a plan to reach a goal is the proposed action legal? if yes, Does the proposed action maximize shareholder value? if yes, is the proposed action ethical? if no, would it be ethical not to take the proposed action?

Rational Decision Making

also called the classical model, explains how managers should make decisions; it assumes managers will make logical decisions that are the optimal means of furthering the organization's best interests.. There are 4 stages.

content perspectives on motivation

also known as need-based perspectives, are theories that emphasize the needs that motivate people.

Needs and Motivation

are defined as physiological or psychological deficiencies that arouse behavior.

Process perspectives on motivation

concerned with the thought processes by which people decide how to act - how employees choose behavior to meet their needs. three process perspectives on motivation: equity/justice theory expectancy theory goal-setting theory

The Big five personality dimensions

extroversion, agreeableness, conscientiousness, emotional stability, openness to experience

Three types of organizations

for-profit, nonprofit, mutual-benefit

For-profit organizations

formed to make money, or profits, by offering products or services

the recency effect: the most recent impressions are the ones that count

is the tendency to remember recent information better than earlier information, perhaps because when you activate your recall, the later recollections are still present in working memory.

Job analysis

is to determine, by observation and analysis, the basic elements of a job specialists who do this interview job occupants about what they do, observe the flow of work, and learn how results are accomplished.

Intuition model

making a choice without the use of conscious thought or logical inference

Two nonrational models

satisficing and intuition

burnout

state of emotional, mental, and even physical exhaustion

Workplace stress

stress is the tension people feel when they are facing or enduring extraordinary demands, constraints, or opportunities and are uncertain about their ability to handle them effectively. workplace stress diminishes positive emotions, job satisfaction, organizational commitment, and job performance and increases alcohol and illicit drug use, sleeplessness, overeating, and job turnover. symptoms Physiological signs - lesser physiological signs are sweaty palms, restlessness, backaches, headaches. more serious, heart attacks and hypertension. psychological signs - psychological symptoms include forgetfulness, boredom, irritability, nervousness, anger, anxiety, hostility and depression Behavioral signs - sleeplessness, changes in eating habits...

Goal-setting theory

suggests that employees can be motivated by goals that are specific and challenging but achievable.

tolerance for ambiguity

the ease with which an individual copes with situations in which a great deal is unknown no need of high structured life OLHAR GRAFICAO

Intrinsic reward - a reward given to yourself

the satisfaction, such as a feeling of accomplishment, a person receives from performing a task.

Role Modeling, Training, Coaching

Mechanisms to change an organization's culture. Many companies provide structured training to provide an in-depth introduction to their organizational values.

nonprofit organization

these are formed to offer services to some clients, not to make a profit (examples: hospitals, colleges).

Strategic Human resource management process

(1) Establish the mission & vision, (2) Establish the grand strategy, (3) Formulate the strategic plans, (4) Plan human resources needed, (5) Recruit & select people, (6) Orient, train, & develop, and (7) Perform appraisals of people. purpose: get optimal work performance to help realize company's mission & vision

Five Distortions in Perception

1. stereotyping 2. implicit bias 3. halo effect 4. recency effect 5. casual attribution

Equal Employment Opportunity Commission (EEOC)

1964. Whose job is to enforce antidiscrimination and other employment-related laws.

Occupational Safety and Health Administration (OSHA)

1970. a body of law has grown that requires organizations to provide employees with nonhazardous working conditions. Later law extended health coverage, including 2010 healthcare form legislation, which requires employees with more than 50 employees to provide health insurance.

Big Data

Big Data - stores of data so vast that conventional database management systems cannot handle them and so very sophisticated analysis software and supercomputing-level hardware are required. Big data includes not only data in corporate databases, but also web-browsing data trails, social network communications, sensor data, and surveillance data.

Different cognitive capacity, values, skills, habits, and unconscious reflexes

Bounded Rationality. Managers aren't all built the same way, of course, and all have personal limitations and biases that affect their judgement.

Imperfect Information

Bounded Rationality. Managers have imperfect, fragmentary information about the alternatives and their consequences.

Different Priorities

Bounded Rationality. Some data are considered more important, so certain facts are ignored.

Complexity

Bounded Rationality. The problems that need solving are often exceedingly complex, beyond and understanding.

Time and money constraints

Bounded Rationality. There is not enough time or money to gather all relevant information.

Information Overload

Bounded Rationality. There is too much information for one person to process.

organizational systems and procedures

Companies are increasingly using electronic networks to increase collaboration among employees, to increase innovation, quality, and efficiency.

Evidence-Based Decision Making

Companies that use evidence-based management - the translation of principles based on best evidence into organizational practice, bringing rationality to the decision-making process, as we defined it in.

Rational Decision Making Stage 3

Evaluate alternatives and select a solution - Ethics, Feasibility, and effectiveness. In this stage, you need to evaluate each alternative not only according to cost and quality but also according to the following questions: (1) Is it ethical? (if it isn't, don't give it a second look.) (2) Is it feasible? (if time is short, costs are high, technology unavailable, or customers resistant, for example, it is not) (3) Is it ultimately effective? (if the decision is merely "good enough" but not optimal in the long run, you might reconsider.)

Stereotyping: "Those sorts of people are pretty much the same"

Five Distortions in Perception. is the tendency to attribute to an individual the characteristics one believes are typical of the group to which that individual belongs. (1) sex role stereotypes, (2) age, (3) race/ethnicity

Symbols

How employees learn culture. Is an object or action that represents an idea or quality. With respect to culture, symbols are artifacts used to convey an organization's most important values. The Nike swish is an example.

Heroes

How employees learn culture. a person whose accomplishments embody the values of the organization. IKEA employees inspired by an anecdote from their Swedish founder. "Setbacks inspired him"

Stories

How employees learn culture. is a narrative based on true events, which is repeated and sometimes embellished upon to emphasize a particular value. 1-1-1 -> 1 percent of its products, 1 percent of its equity earnings, 1 percent of employee work hours back to the community.

Rational Decision Making Stage 1

Identify the problem or opportunity - Determining the Actual verso the Desirable problems vs opportunities problems - difficulties that inhibit the achievement of goals opportunities - situations that present possibilities for exceeding existing goals Whether you're confronted with a problem or an opportunity, the decision you're called on to make is how to make improvements - how to change conditions from the present to the desirable. This is a matter of diagnosis - analyzing the underlying clauses.

Rational Decision Making Stage 4

Implement and evaluate the solution chosen With some decisions, implementation is usually straightforward (though not necessarily easy - firing employees who steal may be an obvious decision, but it can still be emotionally draining. With other decisions, implementation can be quite difficult: when one company acquires another, for instance, it may take months to consolidate the departments, accounting systems, inventories, and so on. Successful implementation Plan carefully - especially if reversing an action will be difficult, you need to make careful plans for implementation. Some decisions may require written plans. Be sensitive to those affected. You need to consider how the people affected may feel about the change. Evaluation What should you do if the action is not working? some possibilities: Give it more time. You need to make sure employees, customers, and so on have had enough time to get used to the new action Change it slightly. Maybe the action was correct, but it just needs "tweaking" - a small change of some sort Try another alternative. If plan A doesn't seem to be working, maybe you want to scrap it for another alternative Start over. If no alternative seems workable, you need to go back the drawing board - to stage 1 of the decision-making process

The Analytical Style: careful decision makers who like lots of information and alternative choices.

Managers with an analytical style have a much higher tolerance for ambiguity and respond well to new or uncertain situations. Analytical managers like to consider more information and alternatives than those adopting the directive style. They are careful decision makers who take longer to make decisions, but they may also tend to overanalyze a situation.

Stories, Legends, and Myths

Mechanisms to change an organization's culture. A story is a narrative about an actual event that happened within the organization and that helps to symbolize its vision and values to employees.

measurable and controllable activities

Mechanisms to change an organization's culture. An organization's leaders can pay attention to, measure, and control a number of activities, processes, or outcomes that can foster a certain culture.

organizational goals and performance criteria

Mechanisms to change an organization's culture. Many organizations establish organizational goals and criteria for recruiting, selecting, developing, promoting, dismissing, and retiring people, all of which reinforce the desired organizational culture.

rewards, titles, promotions, and bonuses

Mechanisms to change an organization's culture. Rewards and status symbols are one of the strongest ways to embed organizational culture

Rites and Rituals - Mechanisms to change an organization's culture.

Mechanisms to change an organization's culture. represent the planned and unplanned activities and ceremonies that are used to celebrate important events or achievements

organizational structure

Mechanisms to change an organization's culture. the hierarchical structure found in most traditional organizations is more likely to reinforce a culture oriented toward control and authority compared with the flatter organization that eliminates management layers in favor of giving employees more power.

The conceptual style: decision makers who rely on intuition an have a long-term perspective

People with a conceptual style have a high tolerance for ambiguity and tend to focus on the people or social aspects of a work situation. They take a broad perspective to problem solving and like to reconsider many options and future possibilities. Conceptual adopt a long-term perspective and rely on intuition and discussions with others to acquire information. They also are willing to take risks and are good at finding creative solutions to problems. ELON MUSK.

The directive style: Action-Oriented Decision Makers who focus on facts

People with a directive style have a low tolerance for ambiguity and are oriented toward task and technical concerns in making decisions. They are efficient, logical, practical, and systematic in their approach to solving problems, and they are action oriented and decisive and like to focus on facts. In the pursuit of speed and results, however, these individuals can tend to be autocratic, to exercise power and control, and to focus on the short run.

Immigration Reform and Control Act of 1986

Required employers to verify employment eligibility for all new hires (including U.S. citizens) MEMORIZE

Authority, responsibility, and delegation: Line versus staff positions

Seven mayor elements of an organization. authority is related to the management authority in the organization. It refers to the rights inherent in a managerial position to make decisions, give orders, and utilize resources. authority means accountability - managers must report and justify work results to the managers above them. Being accountable means you have the responsibility for performing assigned tasks. Responsibility - is the obligation you have to perform the tasks assigned to you. Delegation - is the process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy. Line managers- have authority to make decisions and usually have people reporting to them Staff personnel - have authority functions; they provide advice, recommendations, and research to line managers.

Division of Labor: Work specialization for greater efficiency

Seven mayor elements of an organization. is the arrangement of having discrete parts of a task tone by different people.

Span of control: narrow (or tall) versus wide (or flat)

Seven mayor elements of an organization. or span management, refers to the number of people reporting directly to a given manger. There are two kinds of spans of control: narrow (or tall) and wide (or flat) Narrow span of control This means a manager has a limited number of people reporting to a president, for example, instead of nine vice presidents. An org is said to be tall when there are many levels with narrow spans of control Wide span of control This means a manager has several people reporting - a first-line supervisor may have 40 or more subordinates, if little hands-on supervision is required, as is the case in some assembly-line workplaces. ORG IS FLAT WHEN THERE ARE ONLY A FEW LEVELS WITH WIDE SPANS OF CONTROL.

coordinated effort: working together for common purpose.

Seven mayor elements of an organization. the coordination of individual efforts into a group or organizationwide effort. Although it's true that individuals can make a difference, they cannot do everything by themselves.

Common purpose: the means for unifying members

Seven mayor elements of an organization. unifies employees or members and gives everyone an understanding of the organization's reason for being

Extroversion

The Big five personality dimensions. How outgoing, talkative, sociable, and assertive a person is.

Conscientiousness

The Big five personality dimensions. how dependable, responsible, achievement-oriented, and persistent one is

The behavioral style: The most People- Oriented Decision Makers

The behavioral style is the most people-oriented of the four styles. People with this style work well with others and enjoy social interactions in which opinions are openly exchanged. Behavioral types are supportive, are receptive to suggestions, show warmth, and prefer verbal to written information. Although they like to hold meetings, some people with this style have a tendency to avoid conflict and to be concerned about others. This can lead them to adopt a whishy-wash approach to decision making and tend to have a hard time saying no

Rational Decision Making Stage 2

Think up alternative solutions - both the obvious and the creative Employees burning with bright ideas are an employer's greatest competitive resource. "Creativity precedes innovation, which is its physical expression. After you've identified the problem or opportunity and diagnosed its causes, you need to come up with alternative solutions.

National Labor Relations Board (NLRB)

an agency created in 1935, which enforces procedures whereby employees may vote to have a union and for collective bargaining. collective bargaining - consists of negotiations between management and employees about disputes over compensation, benefits, working conditions, and job security.

The Halo Effect: One trait tells me all I need to know

an effect in which we form a positive impression of an individual based on a single trait.

Rites and Rituals

are the activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in the organization's life. Military rituals

organization chart

box-and-lines illustration showing the formal lines of authority and the organization's official positions or work specializations vertical hierarchy of authority: who reports to whom - chain of command. Also shows the official communication network - who talks to whom. In a simple two-person organization, the owner might communicate with just a secretary or an assistant. horizontal hierarchy specialization: who specializes in what work.

Centralization versus decentralization of authority

centralized authority - important decisions are made by higher-level managers. USUALLY VERY SMALL COMPANIES an advantage of using centralized authority is that there is less duplication of work, because fewer employees perform the same task. Another one, procedures are uniform and thus easier to control; all purchasing for example, may have to be put out to competitive bids. Decentralized Authority important decisions are made by middle-level and supervisory-level managers. An advantage is that managers are encouraged to solve their own problems rather than to buck the decision to a higher level. In addition, decisions are made more quickly, which increases the organization's flexibility and efficiency.

Seven mayor elements of an organization

common purpose, coordinated effort, division of labor, hierarchy of authority, span of control, authority responsibility and delegation, centralization versus decentralization of authority

Sexual Harassment

consists of unwanted sexual attention that creates an adverse work environment. Two types: quild pro quo harassment - the person to whom the unwanted sexual attention is directed is put in the position of jeopardizing being hired for a job or obtaining job benefits or opportunities unless he or she implicitly or explicitly acquiesces. hostile environment type - in which the person being sexually harassed doesn't risk economic harm, but experiences an offensive or intimidating work environment. Anti-female remarks are particularly prevalent on social media.

Nonrational models of decision making

explain how managers make decisions; they assume that decision making is nearly always uncertain and risky, making it difficult for managers to make optimal decisions descriptive rather than prescriptive. It describes how managers actually make decisions.

Privacy Act of 1974

gives employees legal right to examine letters of reference concerning them MEMORIZE

Market Culture: A competitive culture valuing profits over employee satisfaction

has a strong external focus and values stability and control. Because market cultures are focused on the external environment and driven by competition and a strong desire to deliver results, customers, productivity, and profits take precedence over employee development and satisfaction. Employees are expected to work hard, react fast, and deliver quality work on time; those who deliver results are rewarded. UBER

Adhocracy culture: a risk-taking culture valuing flexibility

has an external focus and values flexibility. Creation of new products and services is the strategic thrust of this culture, which attempts to create innovative products by being adaptable, creative, and quick to respond to changes in the marketplace. Adhocracy cultures are well suited for start-up companies, those industries undergoing constant change, and those in mature industries that are in need of innovation to enhance growth.

Hierarchy Culture: a structured culture valuing stability and effectiveness

has an internal focus and values stability and control over flexibility. Companies with this kind of culture are apt to have a formalized, structured work environment aimed at achieving effectiveness through a variety of control mechanisms that measure efficiency, timeliness, and reliability in the creation and delivery of products. AMAZON

Organizational socialization

is defined as the process by which people learn the values, norms, and required behaviors that permit them to participate as members of an organization. Three phases 1- anticipatory socialization phase -> occurs before one joins the organization, when a person learns from outside second phase (encounter phase) takes place when a person is first hired and comes to learn what the organization is really like and how to adjust his or her expectations. third phase (acquisition phase) - comes about once the employee understands his or he work role and now must master the necessary skills and tasks and learn to adjust to the work group's values and norms.

Emotional Intelligence (EI)

is the ability to monitor your and other's feelings and to use this information to guide your thinking and actions. the ability to cope, to empathize with others, and to be self-motivated.

causal attribution

is the activity of inferring causes for observed behavior. Fundamental attribution bias - people attribute another person's behavior to his or her personal characteristics rather than to situational factors. Self-serving bias - people ten to take more personal responsibility for success than for failure.

Implicit Bias: "I really don't think I'm biased, but I just have a feeling about some people"

is the attitudes or beliefs that affect our understanding, actions, and decisions in an unconscious manner.

Human capital

is the economic or productive potential of employee knowledge, experience, and actions

Big Data Analytics

is the process of examining large amounts of data of a variety of types to uncover hidden patterns, unknown correlations, and other useful information. Among some of the uses of Big Data analytics are the following: Analyzing customer behavior and spurring sales. - online behavior can be analyzed "to create adds, products, or experiences that are most appealing to consumers. Target used big data analytics to more accurately market product offers to a specific category of shoppers by linking its Guest ID program with its baby shower registry. Improving Hiring and Human Resources Management. - JetBlue applies people analytics to hiring for all the airline's positions, which helps the company sorts through 125,000 job application it receives. Tracking movie, music, TV, and reading data. HP Labs researchers have used Twitter data to accurately predict box-office revenues of Hollywood movies. Advancing Health and Medicine. birth and death, life expectancy, drug effectiveness. Aiding Public Policy. - data to help people with mental illness to get treatment and not arrested.

Recruiting

is the process of locating and attracting qualified applicants for jobs open in the organization two types of recruiting Internal and External

Satisficing Model

managers seek alternatives until they find one that is satisfactory, not optimal

External recruiting

means attracting job applicants from outside the organization. More than 90% of US orgs use social networks to find new employees, linkedin most popular so far. adv 1. applicants may have specialized knowledge and experience 2. Applicants may have fresh viewpoints. disadv 1. the recruitment process is more expensive and takes longer. 2. the risks are higher because the persons hired are less well known.

Internal recruiting: hiring from the inside

means making people already employed by the organization aware of job openings. Indeed, most vacant positions in organizations are filled through internal recruitment, mainly through job posting... advs 1. employees tend to be inspired to greater effort and loyalty. Morale is enhanced because they realize that working hard and staying put can result in more opportunities 2. advertising, interviewing process is cheaper 3. fewer risks. internal candidates are known and familiar with the org. disadv 1. restricts competition for positions and limits the pool of fresh talents and viewpoints 2. may encourage employees to assume that longevity and seniority will automatically result in promotion 3. whenever a job is filled, it creates a vacancy elsewhere in the org

Organic versus mechanistic structure

mechanistic org - authority is centralized, tasks and rules are clearly specified, and employees are closely supervised. Rigid rules, top down communication. effective in certain aspects of hotel work, market demands uniform product quality and cleanliness. stable environment Organic orgs - authority is decentralized, there are fewer rules and procedures, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks

Sarbanes-Oxley Act of 2003

prohibits employers from demoting or firing employees who raise accusations of fraud to a federal agency MEMORIZE

Decision-Making style

reflects the combination of how an individual perceives and responds to information

Value orientation

reflects the extent to which a person focuses on either task and technical concerns or people and social concerns when making decisions

Family and Medical Leave Act of 1993

requires employers to provide up to 12 weeks of unpaid leave for family and medical emergencies MEMORIZE

job description and job specification

summarizes what the holder of the job does and how and why he or she does it. job specification - describes the minimum qualifications a person must have to perform the job successfully. m , This process can produce surprises, Jobs that might seem to require a college degree may not for example.

Bounded rationality

the concept suggests that the ability of decision makers to be rational is limited by numerous constraints, such as complexity, time and money, and their cognitive capacity, values, skills, habits, and unconscious reflexes.

Self-Esteem

the extent to which people like or dislike themselves, their overall self-evaluation. People with high self-esteem - compared with people with low, people with high are more apt to handle failure better and to become leaders. Less likely to be depressed and less likely to engage in counterproductive behavior Low self-esteem - when confronted with failure have been found to have focused on their weaknesses and to have had primarily negative thoughts. More dependent on others, less likely to take independent positions.

Business Analytics

the purest application of evidence-based management in the use of analytics

Clan Culture: An Employee-Focused culture valuing flexibility, not stability

type of organizational culture that has an internal focus and values flexibility rather than stability and control. Like family-type organization. Clan organizations devote considerable resources to hiring and developing their employees, and they view customers as partners. Example: Property and casualty insurance company Acuity. Employers have generous perks and are empowered to participate in the way the company is run. The results are profitability and an enviably low turnover rate.

Mutual-benefit organizations

voluntary collectives whose purpose is to advance members' interests (examples: unions, trade associations)