Exam 3 - BA 351

Pregnancy Discrimination Act

- 1978 can't discriminate on basis of pregnancy or potential pregnancy

Family Medical Leave Act

- 1993 people are allowed up to 12 weeks of unpaid time off in event of family emergency without penalty - Oregon govt. will compensate for lost wages

Reward Power

- ability of managers to give rewards

Characteristics of Leaders

- focus on people - visionary - promotes change - defines purpose - nurtures - innovates - personal power

Different Types of Teams

- formal - cross-functional - self-managed

Common Dysfunctions of Teams

- lack of trust - fear of conflict - lack of commitment - avoidance of accountability - inattention to results

Layers of Diversity

- personality - internal dimensions - external dimensions - organizational dimensions

Interview Question Types

- rapport building - open-ended - probing questions - non-question questions

Horizontal Communication

communication among people at the same level of organizational hierarchy

Upward Communication

communication with people higher in the organizational hierarchy

Downward Communication

communication with people lower in the organizational hierarchy

Motivation

set of energetic forces outside and within an employee that initiates work related effort and determines direction, intensity, and persistence

Equal Pay Act

- 1963 can't have different pay scales for men and women - 1991 court case changed statute of limitation to be 2 years after the day you found out

Civil Rights Act

- 1964 added enforcement to previous anti-discrimination laws

Age Discrimination in Employment Act

- 1967 can't discriminate against people over 40 - Oregon says can't discriminate against people over 18 - hardest to prove because have to specifically prove that it was the reason - courts usually don't hear cases with an age difference under 10 years

Americans with Disabilities Act

- 1990 broadly written stating can't discriminate on basis of limited life function and that they must provide reasonable accommodation - businesses responsible for proving accommodation is not reasonable

Leadership Styles Across Cultures

- European managers tend to be more people focused than American or Japanese managers - Japanese managers tend to be more group focused while American managers focus more on profitability - time horizons affected by culture

Phases of Communication

- Transmission Phase where 1. sender decides message 2. message is encoded 3. encoded message is transmitted through a medium to a receiver. 4. receiver decodes message - Feedback phase where sender becomes receiver and receiver becomes sender and then the same steps during the transmission phase occur - this repeats until a common understanding is reached

Coercive Power

- ability of managers to punish others

Legitimate Power

- authority given by position in organizational hierarchy

4 Factors of Coaching

- confronting - counseling - mentoring - tutoring

Steps and Considerations for Managing Diversity Effectively

- convey that diversity is valued goal and objective - institute policies and procedures that ensure diverse staff members are treated fairly - enable diverse individuals to coordinate efforts with each other - evaluate extent to which all staff members are treated fairly - inform employees of diversity policies and intolerance of discrimination - support diversity initiatives in community - reach out to diverse communities to recruit members - commit resources to develop new ways to effectively manage diversity and eliminate biases and discrimination - take quick action to correct inequalities and curtail discriminatory behavior - work iwth organizations and groups to supporta and encourage effective diversity management

Work Place Diversity

- dissimilarities or differences among people and having to do with a variety of characteristics

Skills of a Situational Leader

- flexibility - diagnosis - partnering for performance

Characteristics of Managers

- focus on organization - rational - maintain stability - assign tasks - organize - analyze - positional power

Stages of Team Development

- forming - storming - norming - performing - adjourning

Referent Power

- function of personal characteristics of a leader - comes from subordinates' and coworkers' respect, admiration, and loyalty

Group Dynamics

- group size, tasks, and roles - group leadership - group development - group cohesiveness - group norms

Principles of Effective Feedback

- helpful intentions - person being open to feedback - behavior that can be changed and observed - specific behaviors - describe, don't evaluate behaviors - state impact of behavior - use "I" statements - check for understanding - encourage recipient to check feedback with others - focus on discussion and solutions

Collaborating Conflict Resolution

- high assertiveness - high cooperativeness - have time - want to satisfy everyone - need to find new solutions

Dominating/Competing Conflict Resolution

- high assertiveness - low cooperativeness - important issues - need quick, decisive action - relationship with people is not important

Supportive/Participative Leadership

- high support/involvement - low directive/control

Coaching/Consulting Leadership

- high supportive/involvement - high directive control

Situational Characteristics

- leader-member relations - task structure - position power

Accommodating Conflict Resolution

- low assertiveness - high cooperativeness - when you were wrong - issue more important to others - harmony is important - want other person to learn from mistakes - want to show you are reasonable

Avoiding Conflict Resolution

- low assertiveness - low cooperativeness - trivial issues - others can resolve better - need time to cool off - no chance of getting way

Directive Leadership

- low support/involvement - high directive/control

Delegative Leadership

- low support/involvement - low directive control

Compromising Conflict Resolution

- mid assertiveness and cooperativeness - both sides have equal power - both have exclusive goals or have same goals

Distributive Justice

- moral principle calling for fair distribution of rewards and resources based on meaningful contributions and not personal characteristics that a person cannot change

Procedural Justice

- moral principle calling for fair procedures deciding how to distribute outcomes

What affects a person's performance levels?

- motivation - ability - changing conditions - expectations

McClelland's Theory of Acquired Needs

- need for achievement - need for affiliation - need for power - all needs are present but importance depends on person and position - need for achievement and power especially important in management - too much need for affiliation in managers not as effective because they care too much what others think

ERG Theory

- people are motivated by the desire to satisfy particular needs in a hierarchical order - lower needs must be satisfied before higher needs - needs that have been satisfied are still motivating - existence needs, relatedness needs, growth needs - hierarch of needs not backed by evidence, but still good to consider what kinds of needs employees are trying to satisfy at work

Maslow's Needs Hierarchy

- people are motivated by the desire to satisfy specific needs in a hierarchical order - lower needs must be satisfied before higher needs - once a need is satisfied, it ceases to be a motivation - physiological needs, safety needs, social and belongingness needs, esteem needs, and self-actualization needs - hierarchy of needs not backed by evidence, but good to consider the types of needs employees are trying to satisfy at work

Expert Power

- power based on special knowledge, skills, and expertise

Empowerment

- process of giving employees all levels of authority to make decisions, be responsible for outcomes, quality, and costs

Perception

- process through which people select, organize, and interpret sensory input to give meaning and order to the world around them - faulty perception leads to biases and hampers communication

Diversity Management

- purpose: create inclusive work environment where all associates are empowered to perform their best - assimilation: organization will make changes to foster and inclusive environment - focus: creating environment where all employees can reach full potential - cause of diversity problems: attempts to uncover root causes of diversity problems - time frame: ongoing, permanent changes

Affirmative Action

- purpose: prevent and remedy discrimination - assimilation: expects people to assimilate to organization - focus: recruitment, mobility, retention - causes of diversity problems: does not address cause of problems - time frame: temporary until there is appropriate representation of disadvantaged groups

Components of Human Resources

- recruitment and selection - labor relations - training and development - pay and benefits - performance appraisal and feedback

Intrinsic Rewards

- rewards gained from performing the behavior for its own sake

Extrinsic Rewards

- rewards given by other people

Issues with Stereotyping

- simplistic and inaccurate - unrealistic assumptions and behavior lead to faulty decision making, unfair treatment, and poor interpersonal relations

Herzberg's 2 Factor Theory

- there are 2 components to motivation that both must be satisfied for an employee to be motivated - hygiene needs prevent them from being dissatisfied - motivational needs give employees satisfaction

What are the issues surrounding employment testing?

- they are illegal unless they are evidence based and related to the position - must be valid and reliable

Expectancy Theory

- when expectancy, instrumentality, and valence are high, motivation will be high

Ways we Communicate

- words - nonverbal - tone

Human Resources

process by which managers design components of HRM system to be consistent with each other, with elements of organizational architecture, and with organization's strategies and goals