MAN 4701 EXAM 2 REVIEW

virtuality: virtual office types: tethered in office

"Tethered" workers have some mobility but are expected to report to the office on a regular basis. ex: some tethered workers are expected to be at the office in the morning to each receive a cellular phone and a portable computer.

decision making tools: probability theory: expected value

(I) alternative income that the alternative would produce X (P) probability of producing that income I x P implement the alternative with the HIGHEST expected value

Factors to consider when changing an organization: change agents special skill

-ability to determine how a change should be made -the skill to solve change-related problems -the experience of using behavioral science tools to influence people -to determine how much change employees can with stand

virtuality: reasons for virtual office:

-cost reduction -increase productivity -redesigning jobs to make employees more effective and efficient

virtuality: challenges of managing virtual office

-difficult to create a corporate culture -communication is more difficult

change and stress: managing stress in organizations:

-look for meaning in your work -build ties to people who offer support and encouragement -keep a positive attitude

Change and Stress: the importance of studying stress

-stress can have psychological and physiological effects on employees health and on their contributions to org effectiveness -stress is a major cause of absenteeism and turnover -stress employee can affect the safety of other workers or even the public -stress represents a significant cost to organizations

Factors to consider when changing an organization: the kind of change to make: structural change forms

1. Clarifying and defining jobs 2. Modifying organizational structure to fit the communication needs of the organization 3. Decentralizing the organization to reduce the cost of coordination, increase the controllability of subunits, increase motivation, and gain greater flexibility

performance appraisal: appraisal method: potential weaknesses

1. Performance appraisals encourage employees to focus on short-term rewards rather than on issues that are important to the long-run success of the organization. 2. Individuals involved in performance appraisals view them as a reward-punishment process. 3. The emphasis of the performance appraisal is on completing paperwork rather than on critiquing the individual's performance. 4. Individuals being evaluated view the process as unfair or biased. 5. Subordinates react negatively when evaluators offer unfavorable comments.

decision making tools: decision tree steps

1. Study estimates of investment amounts necessary for building a large plant, for building a small plant, and for expanding a small plant. 2. Weigh the probabilities of facing different product demand levels for various decision alternatives. 3. Consider projected income yields for each decision alternative.

people change: organizational development grid: how to improve their OD efforts

1. Systematically tailoring OD programs to meet the specific needs of the organization 2. Continually demonstrating exactly how people should change their behavior 3. Conscientiously changing organizational reward systems so that organization members who change their behavior in ways suggested by the OD program are rewarded

people change: organizational development grid: weaknesses of OD

1. The effectiveness of an OD program is difficult to evaluate. 2. OD programs are generally too time-consuming. 3. OD objectives are commonly too vague. 4. The total costs of an OD program are difficult to gauge at the time the program starts. 5. OD programs are generally too expensive.

factors to consider when changing an organization: individuals affected by the change: reducing resistance to change

1. avoid surprises 2. promote genuine understanding-fear of personal loss, will i lose my job? 3. set the stage for change-positive attitude 4. make the change tentative

Factors to consider when changing an organization

1. change agents 2. determining what should be changed 3. the kind of change to make 4. individuals affected by the change 5. evaluation of the change

change and stress: helping employees handle stress: help prevent unwanted stressors:

1. create an organizational climate that is supportive of individuals 2. implement stress management courses 3. making jobs interesting 4. design and operate career counseling programs

training: four step process

1. determine training needs 2. design the training program 3. administering the training program 4. evaluating the training program

training: determining needed skills

1. evaluating the production process within the organization 2. getting direct feedback from employees on what they think are the orgs training needs 3. look into the future for new products or equipment

model of the decision making process

1. identify an existing problem 2. list possible alternatives for solving the problem 3. select the most beneficial of these alternatives 4. implement the selected alternative 5. gather feedback to found whether the implement alternative is solving the identified problem

Element of the decision situation:

1. the decision makers 2. goals to be served 3. relevant alternatives 4. ordering of alternatives 5. choice of alternatives

selection: testing guidelines

1. valid & reliable 2. should not be the sole base of hiring 3. ensure test are nondiscriminatory 4. recognized that test give applicants anxiety

people change: organizational development grid: main training phases

1/2. focus on acquainting managers with the managerial grid concept and assisting them in determining which managerial style they mostly use. 3-6: concentrate on encouraging managers to adopt the 9,9 style and show them how to use this style within their specific job situations

change and stress: identifying stress:

Constant fatigue Low energy Moodiness Increased aggression Excessive use of alcohol Temper outbursts Compulsive eating High levels of anxiety Chronic worrying

types of decisions: programmed handled traditionally

a decision that is made using habit, clerical routine: standard operating procedures, and org structure: common expectations

chapter 13: changing organizations, stress, conflict, and virtuality

chapter 13 changing organizations, stress, conflict, and virtuality

decision-making biases: loss aversion

characteristic of individuals who tend to more strongly prefer avoiding losses rather than acquiring gains

selection

choosing a specific individual to hire from all those who have been considered is known as the process of ____ -selection -recruitment -job analysis -succession planning

The rational decision making process

comprises the steps the decision maker takes to arrive at a choice

change and conflict: strategies for settling conflict:

compromising, avoiding, forcing, and resolving

fundamentals of changing an organization: change vs stability high survival and growth probability

from the model developed by Hellriegel and Slocum when stability is high and adaption is high

fundamentals of changing an organization: change vs stability high probability of slow death

from the model developed by Hellriegel and Slocum when stability is high and adaption is low

fundamentals of changing an organization: change vs stability high survival probability

from the model developed by Hellriegel and Slocum when stability is high and adaption is medium

fundamentals of changing an organization: change vs stability certainty of death

from the model developed by Hellriegel and Slocum when stability is low and adaption is high

fundamentals of changing an organization: change vs stability certainty of death

from the model developed by Hellriegel and Slocum when stability is low and adaption is low

decision making tools: decision tree

graphic decision-making tool typically used to evaluate decisions involving a series of steps

Processes for making group decisions: nominal group technique

group decision making process in which every member is assured of equal participation in making the decision. After each member writes down individual ideas and presents them orally to the group, the group discusses the ideas and then votes on the best on a secret ballot

Processes for making group decisions: brainstorming

group decision making process in which negative feedback on any suggested alternative by any group member is forbid until all members have presented alternatives that they perceive as valuable

Processes for making group decisions: delphi technique

group decision making process that involved circulating questionnaires on a problem among group members, sharing the results, and then continuing to recirculate and redefine individual responses until a consensus on the problem is reached

virtuality: degrees of virtuality: virtual teams

group or employees formed by managers that extend beyond the boundaries and structure of traditional teams in that members in geographically dispersed locations "meet" via realtime messaging on an intranet or the internet to discuss special or unanticipated org problems

performance appraisal: handling performance appraisals

guidelines to assist management to increase appraisals 1. should focus on the performance in the position 2. focus on how well the individual is doing on the job 3. appraisal should be acceptable to the evaluator and the subject 4. should provide foundation on which to improve individuals productivity by making them better equipped

decision making process- listing the alternatives: paradox of choice

having too many alternatives, which may actually demotivate decision makers, which harms decision making

recruitment: human resources outside org: 2. employment agencies

help people find jobs and help organizations find job applicants. public or private

selection: test guidelines: reliable

if a test measures accurately time after time

selection: test guidelines: valid

if a test that is deployed measures what it is designed to measure it is

administering the training needs

in which step of the training process is the training actually delivered? -administering the training needs -identifying training needs -designing the training program -evaluating the training program

change and conflict: resolving

technique by working out the differences between managers and employees most direct and most difficult way win-win conflicts

recruitment: knowing the job technique: job analysis

technique commonly used to gain an understanding of what a task entails and the type of individual who should be hired to perform that task

training: administering the training program: class room techniques

techniques aimed at developing skills using formats of management games and role playing format

decision-making biases: confirmation bias

tendency to search for information that supports ones preconceived beliefs and to ignore information that contradicts those beliefs

valid

test measures what it is designed to measure is -subjective -ethical -valid -reliable

selection: testing: 4. personality tests

tests attempt to describe an individuals personality dimensions in areas such as emotional maturity, subjectivity, honesty, and objectivity

selection: testing: 3. vocational interest tests

tests of vocational interest attempt to measure an individuals interest in performing various kinds of jobs. selecting individual who finds the position interesting

hoarding

the _ orientation is characterized by the desire to preserve the status quo as much as possible -receptive -hoarding -consensus -exploitative

decision-making skill

the ability to choose alternatives that increase the likelihood of accomplishing objectives

organizational change skill

the ability to modify an organization in order to enhance its contribution to reaching company goals

human resource management skill

the ability to take actions that increase the contributions of individuals within the organization

decision-making biases: band wagon effect

the believe certain outcomes will occur because others believe the same thing

stress

the bodily strain a person feels as a result of coping with an environmental factor is best known as -stress -aggression -conflict -despair

bias

the departure from rational theory that can result in less than optimal decisions is known as -heuristics -satisfice -bounded rationality -intuition -bias

Factors to consider when changing an organization: change agent

the individual inside of outside the organization who tries to modify the existing organizational situation ex: self designated manager who has special expertise

Element of the decision situation: decision makers

the individuals or groups who actually make the choice among the alternatives

training: determine training needs

the information or skills areas of an individual or group that require further development to increase the productivity of that individual or group

RECRUITMENT

the initial attraction and screening of the supply of prospective human resources available to fill a position

stability, adaption

the model developed by hellriegel and slocum stresses that survival and growth are most likely when --- and ----- are high in the organization -leadership, stability -stability, adaption -adaption, change

change and conflict: compromise

the parties to the conflict settle on a solution that gives both of them part of what they wanted, no one gets exactly what they want used when change is minor and time is limited win-lose

training

the process of developing qualities in human resources that enable employees to be more productive is best known as -motivation -mentoring -testing -training

performance appraisal

which activity provides feedback about employee contributions toward management system objectives? -training -performance appraisal -selection -on the job training

assessment centers

which allows participants to engage in group exercises designed to simulate organizational activities? -personality tests -assessment centers -programmed learning -succession planning

resolving

which conflict resolution technique results in a win-win, with both parties achieving desirable outcomes? -compromising -resolving -forcing -avoiding

lecture

which exposes job trainees to a max amount of info within a specific time period? -on the job training -coaching -lecturing -position rotation

brainstorming factors

which is not a major limitation on the number of problem-solving alternatives available? -brainstorming factors -economic factors -physical factors -technological factors

mentoring

which is not one of the four key steps involved in human resources? -training -mentoring -selection -performance appraisal

employees not integrated with the org culture

which of the following is a negative aspect of virtual offices? -lower productivity -employees not integrated with the org culture -slower to respond to customer issues -virtual offices are expensive

decision tree

which of the following is used to evaluate decisions that are complicated or involve a series of steps? -probability theory -expected value -decision tree -risk calculations

clarifying and defining jobs

which of the following most likely would be undertaken by an organization as part of a structural change? -training managers for increasing global awareness -changing processes to enhance job performance -clarifying and defining jobs -updating software

uncertainty

which of the following refers to situations where the likelihood of an outcome is not known in advance? -uncertainty -loss aversion -risk -heuristics

rational decision making process

which of the following refers to the steps a decision maker takes to arrive at a decision? -brainstorming -rational decision-making process -nominal group technique -bounded rationality process

virtual team

which term refers to a group of employees formed by managers that are often geographically separated and hold meetings using an intranet or the internet -virtual teams -organic organization -network organization -matrix structure -virtual corporation

risk

which term refers to situations in which statistical probabilities can be assigned to possible results? -uncertainty -risk -objective standards -unknown probabilities

field sales representative

which type of career is most conductive to having a fully mobile virtual office? -accountants -human resources specialist -data entry staff -field sales representative

hoteling

which type of work arrangement does not allocate permanent office space, but rather allows workers to use office space for a limited period of time? -fully mobile -home-based, some mobility -tethered in office -hoteling

virtuality: virtual office

work arrangement that extends beyond the structure and boundaries of the traditional office arrangement

probability theory

Wallace is a decision maker at an organization and is unsure of what will be the outcome of an alternative in a simple decision, how should he measure his outcome? -decision tree -brainstorming -risk calculations -probability theory

paradox of choice

Which of the following terms describes the negative effect of having too many alternatives? -authority factors -inclusion -paradox of choice -exclusion

whether the organization should expand its market to africa

Which of the following would be considered a nonprogrammed type of decision? -which products should be placed in a store display -whether the organization should expand its market to africa -which delivery route would be most cost effective -which supplier should be used for a commonly used item

virtuality: virtual office types: hoteling

Workers come into the traditional office frequently, but because they are not always physically present, they are not allocated permanent office space. Instead, in advance of their arrival, these workers reserve a room or cubicle, sometimes called a "hotel room," where they can receive and return telephone calls and link to a computer network.

virtuality: virtual office types: occasional telecommuting

Workers have fixed, traditional offices and work schedules but occasionally work at home. In this situation, most are traditional workers in traditional office situations.

change and conflict: avoiding

a conflict management technique whereby managers simply ignore the conflict This technique is perhaps most appropriate when the potential conflict will not limit organizational goal attainment. Managers must keep in mind that people from many non-Western cultures believe it is best to avoid conflicts, and they thus place a higher value on harmony than on confrontation. win-lose

type of decisions: non-programmed handled modernly

a decision made using heuristic problem solving techniques to train human decision makers, and construct computer programs

types of decisions: non-programmed handled traditionally

a decision made using judgement, intuition, and creativity, rule of thumb, and selection and training of executives

types of decisions programmed handled modernly

a decision made using operations research: math analysis, computer simulation, and electronic data

recruitment: inside org: succession planning

is the process of determining who will follow whom in various organizational positions

Chapter 8 quiz

Chapter 8 quiz

exclusion

Jackie is looking to make a decision on which new product her company should put into the market from a group of alternatives. She begins by removing the least desirable alternatives from the set. which considering alternatives is jackie using? -inclusion -brainstorming -exclusion -satisfice

virtuality: virtual office types: home-based, some mobility

A home-based worker has no traditional office. The work space of this type of worker could be a kitchen table or a bedroom desk. A home-based worker may visit customers or go outside the home occasionally, but his or her work is mainly done via the telephone or computer inside the home.

virtuality: virtual office types: fully mobile

A worker who works out of a car. In essence, the car is an office containing equipment such as a cellular phone, portable computer, and fax machine. This type of worker, typically a field sales representative or customer service specialist

Chapter 12 Human Resource Management

Chapter 12

Chapter 12 Quiz

Chapter 12 Quiz

Chapter 13 quiz

Chapter 13 quiz

Chapter 8 Making Decisions

Chapter 8 Making Decisions

groups do not meet face to face

How is the Delphi technique different than the nominal group technique or the brainstorming technique? -a consensus must be reached before the solution can be implemented -a secret ballot is used to determine the support for a solution -groups do not meet face to face -the discussion of alternatives is unstructured

Change and Conflict: conflict

a struggle that results from opposing needs or feelings of two or more people ex: changes that threaten employees or create competing views between employees

intuition

an individuals inborn ability to synthesize information quickly and effectively

performance appraisal: appraisal method: employee comparison

appraisers rank employees according to such factors a job performance and value to the org. only one employee can occupy a particular ranking. this method is known as "force distribution" or "forced ranking" system

performance appraisal: appraisal method: free-form essay

appraisers simply write down their impressions of employees in paragraph form

performance appraisal: appraisal method: critical-form essay

appraisers write down particular good or bad events involving employees as these events occur. Records of all documented events for any one employee are used to evaluate that persons performance

Factors to consider when changing an organization: determining what should be changed: technological factors

are any types of equipment or processes that assist organization members in the performance of their jobs

Factors to consider when changing an organization: determining what should be changed: people factors

are attitudes, leadership skills, communication skills, and all other characteristics of the human resources within the organization

decision making process: listing alternative solutions- five limitations on the problem-solving alternatives

authority factors biological factors physical factors technological factors economic factors

workplace bullying

boris feels isolated at work and believes that his managers and co-workers devalue his work efforts. Boris is most likely experiencing -forcing behaviors -discrimination -workplace bullying -stereotyping

recruitment

darrly is trying to fill a position. He is currently looking to attract applicants from the position and once those applications come in he will begin screening the applicants. what stage is he in? -training -selection -recruitment

exploitative

decision makers who are willing to steal ideas as necessary to make good decisions have --- orientation to the decision making process -marketing -hoarding -receptive -exploitative

decision makers who have EXPLOITATIVE orientation

decision makers who believe that believe the source of all good is outside themselves, they are willing to steal ideas, hog credit

decision makers who have RECEPTIVE orientation

decision makers who believe that the source of all good is outside themselves, and therefore they rely heavily on suggestions from other organization member, want others to make the decision for them

decision makers who have HOARDING orientation

decision makers who desire to preserve the status quo as much as possible, accept little outside help, isolate from others and are self-reliant, obsessed with their present position and status

decision makers who have MARKETING orientation

decision makers who view themselves as commodities that are only as valuable as the decisions they make, make decisions that will enhance their value, conscious of what others think of their decisions

decision making tools: probability theory

decision-making tool used in risk situations in which decision makers are not completely sure of the outcome of an implemented alternative

training: on the job training: coaching

directing critique of how well an individual is performing a job

Factors to consider when changing an organization: the kind of change to make: people change

emphasizes increasing organizational effectiveness by changing certain characteristics of organization members such as their attitudes and leadership skills

Factors to consider when changing an organization: the kind of change to make: structural change

emphasizes increasing organizational effectiveness through modifications to the existing organizational structure

Net expected gain

expected value of an alternative - the investment cost choose higher net expected gain alternative

factors to consider when changing an organization: individuals affected by the change: resistance to change source from organizational members

fear of personal loss, such as reduction in personal prestige, disturbance of established social and working relationships, and personal failure because of their inability to carry out new job responsibilities

Decision making process- selecting the most beneficial alternative:

first, collect as much information as possible second, assign a probability factor to each of the potential factors third, keep organizational goals in mind

recruitment selection training performance appraisal

four sequential steps managers follow to provide appropriate human resources

performance appraisal: appraisal method: rating scale

individual appraising performance use a form containing several employee qualities and characteristics to be evaluated (dependability, initiative, leadership) each evaluated factor is rated on a continuum or scale ranging

change and stress: helping employees handle stress: workplace bullying

individuals being isolated or excluded socially and having their word efforts devalued ex: junior doctors

decision-making biases: unrealistic optimism

individuals tendency to believe that they are less susceptible to risky events (earthquakes, disease) than others

training: on the job training: position rotating

involves moving an individual from job to job to enable the person to gain an understanding of the organization as a whole

Change and Stress: stress

is a bodily strain that an individual experiences as a result of coping with some environmental factor

decision

is a commitment to a course of action that serves the interests of certain individuals

recruitment: inside: human resources inventory types of records: management inventory card

is a form used in compiling a human resource inventory. it contains the org history of an individual and indicates how that individual might be used in the organization in the future. indicates age, year of employment, present position, performance ratings, etc.

recruitment: inside: human resources inventory types of records: management manpower replacement chart

is a form used in compiling a human resource inventory. it is people oriented and presents a composite view of the individuals management considers significant to human resource planning

training: administering the training program: techniques for transmitting info: lecture

is a primarily one-way communication situation in which an instructor trains an individual or group by orally presenting information

selection: assessment center

is a program in which participants engage in and are evaluated on, a number of individual and group exercised constructed to stimulate important activities at the organizational levels to which they aspire

training: administering the training program: techniques for transmitting info: programmed learning

is a technique for instructing without the presence or intervention of a human instructor, learn at own pace

factors to consider when changing an organization: people change: the grid organization development (grid OD)

is a theoretical model based on the premise that concern for people and concern for production are the two primary attitudes that influence management style concern for PEOPLE and concern for PRODUCTION.

virtuality: degrees of virtuality: virtual training

is a training process that extends beyond the boundaries and structure of traditional training

training: administering the training program: techniques for developing skills on-the-job-training

is a training technique that blends job-related knowledge with experience in using that knowledge on the job

Factors to consider when changing an organization: the kind of change to make: technological change

is a type of organizational change that emphasizes modifying the level of technology in the management system

recruitment: knowing the law : equal employment opportunity commission (EEOC)

is an agency established to enforce federal laws prohibiting discrimination on the basis of race, color, religion, gender, disability, sexual orientation, national origin, and genetic information in recruitment, hiring, firing, layoffs, and all other employment practices

consensus

is an agreement on a decision by all the individuals involved in making that decision advantage: focuses on several heads on the decision, and employees are more likely to implement a decision if they help make it disadvantage: involved time-consuming discussions which can be costly

elements of the decision situation: relevant alternative

is an alternative that is considered feasible for solving an existing problem and for implementation

change and stress: helping employees handle stress: stressor

is an environmental demand that causes people to feel stress ex: where individuals are confronted ex: continual lay offs or firings

Virtuality: Virtual organization

is an organization having the essence of traditional organization but lacks some aspect of the traditional boundaries and structure

virtuality: degrees of virtuality: virtual corporation

is an organization that extends significantly beyond the boundaries and structure of a traditional organization by comprehensively "tying together" its stakeholders-employees, suppliers, and customers- via an elaborate system of email and other internet related vehicles such as video conferencing

SELECTION

is choosing an individual to hire from all those who have been recruited

selection: testing

is examining human resources for qualities relevant to performing available jobs

recruitment: knowing sources of human resources: inside the organization: human resources inventory

is information about the characteristics of organization members; the focus is on past performance and future potential, and the objective is to keep management up to date about the possibilities for filling a position from within.

recruitment: knowing the job technique: job specification

is the characteristics of the individual who should be hired to perform a specific task or job ex: education, experience, training, initiative, skills

TRAINING

is the process of developing qualities in human resources that will enable them to be more productive and thus contribute more to organizational attainment goals. the purpose is to increasing productivity by influencing behavior

Fundamentals of changing an organization: changing an organization

is the process of modifying an existing organization to increase organizational effectiveness

types of decisions: non-programmed decision

is typically a one-shot decision that is usually less structured than programmed decisions ex: whether to expand operations into Africa ex: deciding whether a supermarket should carry an additional type of bread

recruitment: inside: human resources inventory types of records: position replacement form

is used in compiling a human resource inventory. it summarizes information about organization members who could fill a position should it open up

multi source feedback

linda is developing a performance appraisal that will solicit feedback from not only the supervisor but peers, customers, and suppliers. In design this performance appraisal is known as -multi source feedback -stakeholder appraisal -four-prong review -global review

the scope of the decision: upper level management makes decisions- middle level management- lower level management-

make broad decisions make intermediate decisions make narrow decisions

people change: organizational development grid: the ideal style

management that is 9,9: managers have high concern for both people and production work accomplishment is from committed people; interdependence through a "common stake" in organization purpose leads to relationships of trust and respect

recruitment: human resources outside org: 4. educational institutions

many recruiters go directly to schools to interview students who will soon graduate

selection: testing: 2. achievement tests

measure the level of skill or knowledge an individual possesses in a certain area. typing and keyboard test, and writing assignments

selection: testing: 1. aptitude testing

measures the potential of an individual to perform a task, general intelligence, special abilities

As a result of bounded rationality managers SATISFICE:

occurs when an individual makes a decision that is not optimal but is "good enough"

decision making process- listing the alternatives: to reduce the influence of the paradox of choice two strategies exist: inclusion

occurs when individuals choose a smaller set of the most desirable alternatives from a larger set of alternatives

decision making process- listing the alternatives: to reduce the influence of the paradox of choice two strategies exist: exclusion

occurs when individuals exclude the least desirable alternatives from a larger set of alternatives

recruitment: human resources outside org: 1. competitors

one external source of human resource is competing organization

Factors to consider when changing an organization: determining what should be changed: structural factors

organizational controls, such as policies and procedures

Factors to consider when changing an organization: determining what should be changed 1. people 2. structure 3. technology

organizational effectiveness depends on activities centering around three classes of factors:

recruitment: human resources outside org: 3. readers of certain publications

perhaps the most widely used external source of human resources. recruiters simply place an advertisement in a suitable publication. ex: top level executive will be advertised in wall street journal educational opening will be in the chronicle of higher education

bias

refers to departures from rational theory that produces suboptimal decisions

inappropriate human resources

refers to organization members who do not make valuable contributions to the attainment of management system objectives

risk

refers to situations in which statistical probabilities can be attributed to alternative potential outcomes ex: probabilities associated with the potential outcomes of roulette are known to individuals in advance

Bounded Rationality

refers to the fact that managers are bounded in terms of time, computational power, and knowledge

appropriate human resources

refers to the individuals within organizations who make valuable contributions to management system goal attainment

recruitment: knowing the law : affirmative action program

response to equal opportunity legislation is an organizational program whose basic purpose is to eliminate barriers against and increase employment opportunities for underutilized or disadvantaged individuals/ positive movement

promote genuine understanding

sarah is helping her employees reduce their resistance to change. to facilitate this she is providing answers to questions such as, "will i have to work long hours?" By answering these sarah is demonstrating -reward those who change -avoid surprises -make the change tentative -promote genuine understanding -set the stage for change

heuristics

simple rules of thumb to make decisions

uncertainty

situations where the probability that a particular outcome will occur is not know in advance ex: a manager is unable to articulate the probability that building a new firm with increase sales

individuals use two different processes when making decisions

system 2: is slow, comprehensive, and deliberate (everything in the beginning of chapter 8) system 1: is fast, automatic, and intuitive

PERFORMANCE APPRAISAL

the process of reviewing individuals past productive activities to evaluate the contributions they have made toward attaining management system objectives main purpose is to furnish feedback to organization members about how they can become more productive and useful to the organization in its quest for quality

factors to consider when changing an organization: people change: organizational development

the process that emphasizes changing an organization by changing organization members and bases these changes on an overview of structure, technology, and all other organizational components

the scope of the decision

the proportion of the total management system that a particular decision will affect. The broader the scope of the decision, the higher the level of the manager responsible for making that decision

training: evaluating the training program:

to help determine effectiveness: 1.Has the excessive rejection rate of products declined? 2. Are deadlines being met more regularly? 3. Are labor costs per unit produced decreasing?

types of decisions: programmed decision

type of decision that is routine and repetitive, and that typically requires specific handling methods requires less time and effort ex: determining how products will be arranged on the shelves of a supermarket

training: on the job training: special project committees

vehicles in which a particular task is assigned to an individual to furnish him or her with experience in a particular area

critical form essay

what appraisal system requires recording good and bad events that involve employees as the events take place? -rating scale -employee comparisons -critical form essay -forced distribution

the change agent

what factor is least important to consider when change is being made to help ensure the success of the change? -change agent -cost of change -what should be changed -what type of change should be made -who will be affected by the change

high concern for both people and production

what is considered to be the ideal management style on the managerial grid? -moderate concern for people and production -moderate concern for people and high concern for production -high concern for both people and production -high concern for people and low concern for production

determining the training needs

what is the first step in the training process? -evaluating the training program -determining the training needs -administering the training program -designing the training program

avoid using a reward-punishment system

what should managers do to improve the benefit of performance appraisals to the organization? -avoid using a reward-punishment system -focus on completing relevant paperwork -encourage emotional reactions -avoid discussing fairness -focus on short-term objectives

job analysis

what technique is used to obtain a thorough understanding of a position to be filled? -job description -job analysis -recruitment -job specification

Group decision making: Disadvantages

when a group makes a decision it make take longer it could cost the organization more that individual decisions group decisions can be of lower quality bc group members wants to maintain friendships

decision-making biases: overconfidence

when assessing our ability to predict future events, the tendency to believe that our forecast are better than they truly are

competitors

when filling a position with a person outside the organization, which source is most likely to supply candidates who know the business well, have had relevant training and have some knowledge of rival firms in the industry? -employee agencies -educational institutions -competitors -online job boards

Group decision making: Advantages

when making a decision as a group they can generally think of more and better decision alternatives than and individual can when a group makes a decision the members of that group tend to support the implementation of the decision more

change and conflict: forcing

when managers use their authority to declare that conflict is ended win-lose

performance appraisal: appraisal method: multi source feedback

when recipients receive feedback from subordinates, peers, supervisors, external stakeholders