Management Exam 2

Psychological needs (Maslow)

Bees knees are essential for living they are food water shelter and clothing. According to Maslow people devote all their efforts to satisfying these needs until they are met. For example if you are struggling to get a job to provide food and shelter for your family you will probably be more concerned with the jobs pay then with whether the employees are nice or the company has an exercise facility. Only when these needs are met do people focus their attention on satisfying the next level of needs - security

Optional protection programs

Term has to do with plans that are benefits not mandated by law but offered to make the organization competitive in the labor market. Traditionally health insurance has fallen into this category but with the affordable care act such insurance plans may now fall for many employers into the mandatory protection category. Additionally companies may elect to offer benefits such as stock ownership and profit sharing plans, wellness or exercise programs, educational assistance, childcare, and counseling for drug or alcohol abuse.

Change of standards

The second option available to managers when they are taking corrective action after evaluating performance relates to when there is a discrepancy between actual performance in the performance standards and the decision is to change the initial performance standards. This option is the likely choice when observation of actual performance leads managers to conclude that the original standards were unrealistic given environmental conditions. Standards may have been set to low or too high, requiring modification for future control activities to be effective.

Selecting employees

The second task of human resource management is the process of collecting systematic information about applicants and using that information to decide which applicants to hire. The major purpose of various devices of selection such as application form, interviews, testing, and reference checking is to gather information about the applicants job related skills. Very important principle used in developing flexion devices is that the constant of the questions should reflect the activities of the job to be filled.

Types of leadership

There are five major types of leadership. These are charismatic authentic servant transactional and transformational.

Overcoming communication barriers

There is no one sure way to guarantee effective communication but there are several techniques available for improving the chances that it will occur. These include listening, providing feedback, being aware of cultural diversity, choosing an appropriate channel, structuring the organization appropriately, and improving interpersonal relationships.

Organizational barriers

These characteristics can also inhibit affective communication. The more prominent of these are power and, all in priority differences, and organizational structure.

Esteem Needs (Maslow)

These needs relate to respect both self respect and respect from others. One aspect of these needs is competition they need to feel that you can do something better than anyone else. Competition often motivates people to increase their productivity. These needs are not as easily satisfied as the needs at lower levels in Maslow's hierarchy because they do not always provide tangible evidence of success. However these leads can be realized through rewards and increased involvement in organizational activities. When people feel like they have achieved some measure of respect self actualization becomes the major goal of life.

Credibility

This aspect of personal barriers has to do with how A senders credibility plays an important role in how a message is received and understood. If the receiver does not consider the center trustworthy or knowledgeable about the subject being communicated they will most likely be reluctant even to listen to the message.

Consistency

This aspect of personal barriers relates to the fact that it is important to ensure that communication symbols and signals are consistent. If the words chosen to communicate a message do not match the center of my language, the potential for misunderstanding and confusion increases. Inconsistency may even cause the receiver to miss trust the sender and the message being sent which gives rise to credibility issues. For example if a supervisor ushers an employee of a high performance rating but the employee later learned that a request for a raise in pay was denied because of a low performance rating by the supervisor the employee most likely will not trust the supervisor in the future.

Inspection

This aspect of the supply chain reveals whether a product meets quality standards. Some characteristics may be discerned by fairly simple techniques of this term for example weighing the contents of cereal boxes or measuring the time it takes for a customer to receive their hamburger. Other techniques that relate to this term or more elaborate. Automobile manufacturers use automated machines to open and close car door to test the durability of the latches and hinges. The test for this term may be classified as performance test or destructive test. Organizations with normally use this term on purchase items, working progress items, and finished items. The use of this term on purchase items and finished items takes place after the fact however the use of this term for work in progress items is preventative. In other words the purpose of this term for purchased and finished items is to determine what the quality level is where as for items being worked on the purpose of this term is defined defects before the product is complete so that the corrections can be made.

Tests

This device used during the selection process is to identify those applicants who have specific skills needed for the available positions. Human resource managers can use many different kinds of this term. The most common our ability test, performance or work simple test, assessment center test, integrity test, personal inventories, and physical examinations.

Coaching

This method of training is when senior managers help guide the decisions and actions of new managers.

Case Study

This method of training is when the manager reads written descriptions of events in an organization and must make decisions about what to next.

Negotiation

This method to reducing resistance to change have to do with making concessions in an area not related to the change, or distributing perks that help make the change easier.

Recruiting

This task of human resource management has to do with the process of attracting potential new employees to the organization. This HR program is closely related to selection which we will discuss in the following section because it's supplies a pool of qualified applications from which the organization can choose both best suited to its needs. This term serves three purposes. The first is to provide enough applications for which to select future employees. If there are too few applicants the companies chances of hiring the best employees will be limited. The worst case occurs when the number of applicants is equal to or less than the number of available positions, possibly causing the organization to hire all applicants regardless of the level of skills and abilities or not to fill all the open positions. The opposite problem can also occur if too many applicants are recruited. In such cases the time and cost involved in gathering applications and reviewing applicants are considerable and may delay the schedule of hiring.The second purpose of this term is truly an extension of the first and it is to attract the least minimally qualified applicants. It does a little good to have a number of applicants if most are not suited for the open positions. The processing of such applicants with time and resources. The third purpose of this term mandated in part by some government laws/regulations is to attract a demographically and culturally diverse applicant pool. The company controls three ways of fulfilling these purposes for this term which are the sources through which potential applicants are contacted, the information given to applicants, and the contracts between the applicants and the company. Although all three affect the number and types of applicants companies cannot totally control recruiting. Individuals often contact companies on their own, especially well known ones such as Coca-Cola company in General Electric. however sometimes refuse to respond to such applications because the cost and staff time and resources that such a response would require. HR managers may also recruit externally or internally. External sources include the Internet, newspapers, broadcast media, employment agencies, educational institutions, brochures, flyers, and signs. Internal sources include posted notices online bulletin boards within the organization as well as formal programs that encourage current employees to recommend that friends and family members in the job market apply to the organization. These various external and internal sources differ greatly in terms of the number of individuals and demographic groups they attract and the cost involved. The second factor the information conveyed the applicants during the process of this term is important because applicants use this information to decide whether to pursue further contact with the company. Research has shown that for example at the initial stage of this term lengthy as providing a relatively large amounts of information attract more applicants than two shorter apps. Furthermore announcements that describe this specific job tasks and necessary skills also increase the percentage of appropriately qualified applicants were reducing the number who apply. Another use for tactic of this term is providing applicants with realistic job preview or accurate descriptions about the job in the organization that include both positive and negative points. This gives any applicants who do not think the position is appropriate for them a chance to drop out of the process on their own. This benefits the company because it allows them to not expend time and resources on someone who is not best suited for the position. Several aspects of contact between the organization in the applicants are important. One is the promptness with which the firm gives information to the applicant such as how quickly it scheduled interviews after initial contact, when it provides information promised by recruiters, and how soon it gives a valuation message after interviews. Another aspect is the attention given towards arranging on-site visits. A third aspect is the interaction between recruiters and applicants. Applicants generally react favorably to the organization when there are frequent calls, the company is receptive to visits, and recruiters are viewed as being representative of the employees of the company.

Primary task of resource management

This term has to do with the many tasks involved in human resource management tasks which include recruiting, selecting employees, Orientation and training, appraising performance, compensating employees, promoting, transferring, and terminating employees.

Education and communication

This term is one of the primary tactics used to help people deal with the anxiety of change. It is used to inform employees about the need for change and communicate the potential positive outcomes.

Refreezing (Lewin's model of change)

This third and final aspect of Lewin's model for change stabilizes the organization had a new state of behavioral equilibrium. This is accomplished through the use of supporting mechanisms that reinforce the new organizational state, such as culture, norms, policies, and structures. Making total quality management team is a part of standard operating procedures with exemplify this stage.

Personal barriers

This type of barrier is often the result of differing individual characteristics, semantics, channel selection, consistency of signal, credibility problems, and incrimination. Individual characteristics have to do with personality, background, basically, and attitudes, as well as mood. For instants, extroverts are likely to communicate differently than introverts. People from one country may have trouble understanding someone from another country. These differences can sometimes and her effective communication.

Environmental Barriers

This type of barrier to communication has to do with the factors inherent in the environment in which a message is transmitted and how that can also disrupt the communication process. These factors include noise, information overload, and physical barriers within the environment.

Team building (ODI)

This type of intervention involves using structured group exercises to help ongoing work teams function more effectively through better decision making, goalsetting, and intro group communications. It may also deal with group leadership patterns, the role members perform in the group, and group norms and values. This term may be part of process consultation or grow out of a diagnosis conducted through the survey feedback process.

Transactional leadership

This type of leader ship is a more traditional approach in which managers engage in both task and consideration oriented behaviors in an exchange manner. These types of leaders get things done by promising and providing recognition, praise, pay increases, and advancements in return for higher performance. They also impose punishments on workers who perform poorly. In essence this type of leader ship uses reward power, negotiates for performance, emphasizes required conduct, and is best for rapidly changing situation.

Personal power

This type of power is a persons ability to satisfy or deny satisfaction of another's need based on an interpersonal relationship between individuals or on their personal characteristics.

Organizational power

This type of power is a persons ability to satisfy or deny satisfaction of another's need, based on a formal contractual relationship between an organization in the individual.

Creating a vision

Fourth step in the comprehensive model of Plant change relates to how managers can facilitate change by clearly defining And communicating their vision of where their firms are headed. Applying Lewin's model this means knowing what the desired future will look like. The mental picture can be fairly general perhaps being a lean flexible organization or it can be specific such as one multinational company's vision of having sales forces of a certain size placed on each of the five major continents by the year 2020. A research study that surveyed several hundred change agents found that the single most positive facilitator of a change program is creating a shared vision with employees of what the organization will look like when the program is completed. The ability to visualize and communicate the desired future state is therefore crucial to plant change. Helpful mechanisms include a clear mission statement, a specific statement of desired performance and human outcomes, a clear explanation of processes that will facilitate the outcomes, and midpoint goals to keep motivation high and to provide feedback.

Reducing the resistance to change

Research has identified a number of different strategies that managers may apply to dealing with resistance to change including education and communication, participation and involvement, facilitation and support, negotiation and agreement, manipulation, cooperation, and caution. Managers try to match a strategy to the demands of a situation to overcome resistance or to manage it with minimal disruption. Factors worth considering are the amount and type of change being attempted; the power of the resistors; the nature, cars, and form of the resistance; and the short and long-term effects of The strategy.

Self actualization needs (Maslow)

These needs derive from a desire to be the best you can be and to maximize your potential. A self actualized person feels that she or he is living life to its fullest in every way. For example self actualization for an actor may mean winning an Oscar. Although such milestones reflect the need to self actualize, Maslow believed that this need is never fully realized. Rather it represents an ongoing lifelong striving for self improvement but not all individuals desire to achieve.

Maintain the status quo

Third and final option available to managers when taking corrective action after evaluating performance relates to win performance standards are either met or nearly met and keeping the standards the same may be the best response. If production managers set an optimistic performance standard of a 50% decrease in product effects and the actual performance indicates a 48% reduction the company has obviously made significant progress. Maintaining current production control policies and procedures is generally the proper course of action to take in such a case. Moreover managers should reward employees for a job well done and otherwise encourage them to continue on the current course of action.

Noise

This aspect of environmental barriers is any disturbance that interferes with the transmission of a message. An example of this term may be that a mother who works from home may find that her efforts to communicate with clients on the telephone are distracted by an active toddler.

Job sharing

This aspect of layoffs is when two employees each work part time at a job that would require only one employee on a full-time basis.

Purchasing

This aspect of supply chain management also known as procurement is the buying of all the materials needed by the organization. Not all organizations elect to purchase all materials needed to create their products. Often they can make some materials more economically and efficiently than Ken and outside supplier. On the other hand firms sometimes find that it Is an economical to make or purchase an item and instead arrange to lease it from another organization. For example some airlines lease airplanes rather than buying them. Whether to purchase make or lease a needed item generally depends on cost as well as product availability and supplier reliability. Once the purchasing department has procured the item needed to create a product, some provision has to be made for storing the items until they are needed.

Managing inventory

This aspect of the supply chain has to do with Paul after if a Silletti is running operation managers oversee the transformation process and control the inputs and outputs. There are three different types of inventory to manage which are finished goods inventory, work in progress inventory, and roll materials inventory. Managing operations must be closely coordinated with inventory management.

Commitment planning

This aspect of the transition state starts with identifying key political powers in the organization. It also entails planning specific ways to get them involved in the transition activities in order to gain their support.

Unfreezing (Lewin's model of change)

This first aspect of Lewin's model for change involves disrupting the forces maintaining the existing state or level of behavior. This might be done by introducing new information to show discrepancies between the current state and the one desired by the organization. For example a performance gap.

Manipulation

This method of reducing resistance to change is all about selectively distributing information to control the perception of the change. However if use of this tactic is discovered by the employee it will make the change even more difficult to enact.

Managerial support

This method of reducing resistance to change provides stress counseling, special training, and simply good listening to reduce fear of change. Managers should acknowledge the word Genesee of the anxiety and discomfort of change where as many managers intensify anxiety by acting startled that employees would not readily except change. Excepting employees discomfort and helping them deal with it can help management gain commitment to the change. Furthermore training in change management, coping mechanisms, stress management, and career self management will facilitate the change process.

Legitimate power

This source of power is the influence that comes from a persons formal position in an organization and the authority that accompanies that position. Such as the contractual relationship between employees and managers.

Referent power

This source of power results when one person identifies with and Myers another. This type of power cannot be granted by organizations; it is a personal source of power that you develop on your own. Through friendly communication, sharing of information, and mutually rewarding and close interpersonal relations, even friendships may develop. In such relationships, the employee may want to please the manager or some other person simply because it gives both of them pleasure or satisfaction. We do things for our friends that we will not do for others simply because we like them.

Transfer

This task of human resource management has to do with the reassignment of a current employee to another job at the same level as the original job. Although the individual may receive more compensation as a result of the transfer, usually the responsibility and complexity of the new job are roughly equal to that of the original one. This task has essentially the same process as selection as it also focuses on the best match of an individual skills to the requirements of the job. However the one key difference is that the nature of data collected for this term is different than that collected and selection because candidates already work for the organization and therefore richer data can be collected from previous performance appraisals as well as opinions from current and former supervisors, with an emphasis on job activities that are similar to the activities of the new job.

Appraising performance

This task of human resource management is a formal measurement of the quality and quantity of an employees work with in a specific time period. Usually this term occurs once or twice a year. There are several methods for this term which differ in what aspects of performance are being measured and how the measurement is made. Remain two methods of this term or objective measures and subjective measures.

Private retirement plans

This term has to do with how in most cases employees and employers share the cost of funding pension plans, with the burden of payment increasingly falling on the employee. In rare cases the employer fair is the total cost. There are two major types of pension plans. Under a defined benefit plans the retirement plan depends on a formula that includes employee length of service and average income. Under defined contribution plans regular contributions are made to investment funds with the retirement benefits a function of the value of the investments.

Product development teams

This type of team is a special type of project team formed to divide, design, and implement a new product. Sometimes these teams exist within a functional area such as research and development but now they more frequently Include people from numerous functional areas and may even include customers to help ensure that the end product meets the customers needs. The development of a new electric plug-in hybrid automobile, such as the Chevy volt, could use this type of team to design and implement the project. Many of these types of teams today utilize the Internet to collect customer feedback on new product ideas as the Internet offers a fast, easy way to collect customer opinions engage demand for product ideas.

Research and development (R&D) team

This type of team is formed to conduct basic and applied research. Basic research is conducted to discover new technologies or expand upon establish knowledge of existing technologies, where as applied research takes known technologies and applies them to real world problems or solutions. These activities should assist the company and remaining current or ahead of its competitors in terms of new technologies that have the potential to be commercialized, new approaches the old products through technology, and contributions to the companies profit.

Job evaluation methods

A major principle in setting up a compensation system is that jobs, rather than the individuals who work in the jobs, are the primary basis for compensation. Some jobs such as that of a vice president are more valuable to the company than others and therefore are compensated at higher levels. This term is used to determine the value of an organizations jobs and arrange these jobs in order of pay according to their value. Although there are many methods to this term three most often used our ranking, the point method, and the job grading method. In most compensation system similar jobs are grouped together and treated similarly in terms of compensation.

Assessment center test

These tests are programs that typically simulate managerial task. One popular simulation is the in basket, which stimulates 20 to 30 office memo, complete with an organizational chart in relevant company policy statements.

Hackman and Oldham's Job Characteristics Model

A model that is based on the idea that the workplace task itself is key to employee motivation. Specifically, a boring and monotonous job stifles motivation to perform well, whereas a challenging job enhances motivation. Additionally this model identified growth need strength extent to which an employee desires a job that provides personal challenges, a sense of accomplishment, and personal growth. Different individuals bring different needs to the workplace. One employee may need to satisfy only low level needs while another may need to satisfy the highest level needs. Managers need to identify employees needs and design jobs accordingly; this is particularly important when dealing with a culturally diverse workforce. For those employees with high growth need strength ie those who are seeking the greatest challenges and personal growth job enrichment programs may enhance motivation. Conversely however for those employees with low growth need strength such job enrichment programs may frustrate rather than motivate. This model has identified five job characteristics that determine a job potential to motivate these are skill variety, task identity, task significance, autonomy, and feedback. This theory suggests that the more of the five characteristics managers can design into jobs that hire will be employee motivation. This model also identified three psychological states that affect workplace motivation. When any of these psychological states is low so is employee motivation. These states are experienced meaningfulness, experienced responsibility, and knowledge of results.

Adjourning (stages of group and team development)

Fifth fifth and final stage of group and team development occurs when task force, project teams, and committees complete their task and disband. This stage. The fifth and final stage of group and team development occurs when task force, project teams, and committees complete their task and disband. At this stage, heightened emotions and some depression over separation from the group and its members are accompanied by positive feelings associated with task accomplishment. The leader may want to commemorate the stage with a ceremony to recognize not only the group accomplishment, but also the positive associations and friendships. This emphasis on the positive should help promote future cohesiveness shut the team or some of its members be reunited.

Herzberg's Two-factor theory

In 1959, psychologist Frederick Herzberg proposed a theory of motivation that focuses on the job and the environment where the work is done. In his study, Herzberg asked engineers and accountants to relate what job related issues made them feel good about their jobs and which ones made them feel bad. He also asked him to describe the conditions that lead to these positive or negative feelings. From this, Herzberg Identified two categories of job factors which he called maintenance factors and motivational factors. Many companies combine both of these factors to maximize employee motivation.

Improving productivity

Many factors affect productivity including methods, capital, quality, technology, and management. Some of the key steps for this term are developing adequate productivity measurements; considering the entire or whole system when deciding on which operations to concentrate; Developing productivity improvements methods such as work teams and reward contributions; establishing reasonable improvement goals; making productivity improvements a management, particularly top management, priority; publicizing productivity improvements; using decision support systems; linking incentives with productivity increases; and providing adequate training. Furthermore employees attitudes have an important influence on productivity. For instance it is believed that workers who are committed and have a positive attitude about their job and company will have a higher overall productivity level, all other things being equal. Some other ways of increasing productivity through employees attitudes include providing sufficient drop training, increasing job autonomy, providing financial incentives, and electing as well as integrating employees input on productivity issues. Unfortunately when faced with a challenge of this term however managers frequently focus on updating equipment rather than developing employees when truly the key to successfully achieving this term is through employees.

Lewin's model of change

One of the earliest and most fundamental models of change was provided by behavioral scientist Kurt Lewin. Lewin viewed the change process as a modification of the forces that keep a systems behavior stable. He depicted the level of any behavior or attitude existing at a given time as a function of driving forces which are pushing for change in behavior and restraining forces those striving to maintain the status quo. When these forces are about equal Lewin said a state of quasi-stationary equilibrium exist. He devised a technique called force field analysis that depicts the driving and restraining forces the real conditions of people, organizations, or environments in a situation that keeps it stable. This model of change grew out of this force field concept and has three major aspects unfreezing, moving, and refreezing. Lewin viewed change as the adjustment of driving and restraining forces in order to facilitate movement to a new equilibrium state which is been reinforced and stabilized. This model therefore suggest that managers should find ways to unfreeze the existing equilibrium before any change pull occur.

Managing/ Measuring productivity

The importance of this term has increased dramatically in recent years and continues to escalate as a critical concern. One of the primary objective of the operations function is to increase productivity by using resources effectively. This term measures the relationship between outputs produced and inputs used to produce them. In general this terms measurements can be classified into ways partial productivity or total productivity. Partial productivity reflects out to a single input or some combination of inputs. Total productivity reflects all the inputs used to obtain an output.

Storming (stages of group and team development)

The second stage of group and team development is the stage when conflict usually occurs and in which group members begin to assert their rules, jockey for leadership positions, and make known their feelings about a task. Some members may challenge the leaders position or show hostility to those with whom they disagree or half personality clashes. Others may psychologically withdraw from the group. Clicks before and subgroups my argue over task and relationship issues. The group leader should strive to keep everyone involved and maintain communication lines. These tasks emphasize the importance of reasonably sized groups. They should also encourage members to manage and resolve conflict constructively rather than allow you to escalate or piece of dude, only to rise again later. If member roles and group norms are not successfully negotiated during this stage Then the group may never advance to a more productive level of functioning. It is during the stage that the groundwork for having a true team is late because interaction patterns start evolving at this time

Layoffs

The second type of termination is a reduction in force, or called this term which ends the employment of groups of individuals or in extreme cases closest a complete plant or part of the organization. This term is usually attributed to poor economic performance of the organization rather than performance of The individuals involved. An economic recession can cause significant use of this term throughout a country. It also leaves many workers with fewer options than their predecessors. There are a number of specific actions a company can take to reduce its workforce among them are the following attribution, early retirement programs, job sharing, and group dismissal. There are no definite guidelines as to when it is appropriate to use each of these options. To a large extent the choice depends on the severity of the economic crisis, the expected duration of the crisis, The presence of employee unions, and the relationship between the organization and its employees. Most organizations attempt to use a variety of these options, but usually use group dismissal as a last resort. Larger employers are required under federal law to give employees at least 60 calendar days of notice before any use of this term.

Sustaining the momentum of the change

The seventh and final step to the comprehensive model of planned change have to do with how once a change has the gun initial excitement can discipline rapid Lee in the face every day problems. How ever managers can help sustain the momentum for the change by providing resources, developing new competition season and skills, reinforcing new behaviors, and building a support system for those in the siding the change. Extra resources may be needed for training, consultation, data collection and feed back, special meetings, and to provide a financial buffer if performance drops during transition period. Managers usually underestimate both the time and extra resources needed to execute a major change. Changes often require new skills of organizational members such as problem-solving skills for group members, interpersonal skills for line workers suddenly asked to talk to customers, and software skills for employees using new technology. The new skills employees are required to learn and the new resources go hand-in-hand. The entire organization must reinforce not only the learning of new behaviors but also those persons initiating the new learning. When top managers are the agents of change, the reinforcement and support must come from the net worth of persons who understand and support the change. And internal consulting group or external consultant and reinforce the executive and provide a sounding board for their decisions. New organizational structures may have to be devised for support. Top management must reinforce lower level managers and workers by linking form of words to desired behaviors. Recognition, encouragement, and praise our informal rewards that can be tied quickly to desired behaviors. Even the good intrinsic feeling associated with achievement of goals can help maintain momentum when early successes are built into the change program.

Motivational Factors (Herzberg)

These are factors that relate to the content of the work it include achievement, recognition, the work itself, involvement, responsibility, and advancement. They promote higher levels of performance. The absence of these factors may not result in dissatisfaction, but their presence is likely to motivate employees to excel. That's a higher level of goals in Maslow's hierarchy and these factors identified by Herzberg are important factors and motivating employees to work harder. These factors and Maslow's esteem and self actualization needs are similar. Workers low level needs (psychological and security) have largely been satisfied by minimum wage laws and occupational safety standards set by various government agencies and therefore are not motivated. Consequently, to improve productivity management should focus on studying workers high level needs (these factors) by providing opportunities for achievement, involvement, and advancement as well as by recognizing good performance.

Maintenance factors (Herzberg)

These factors relate to the work setting, include adequate wages, comfortable working conditions, fair company policies, and job security. These factors do not necessarily motivate employees to excel, but their absence may be a potential source Of dissatisfaction, low morale, and high turnover. Many people feel that a good salary is one of the most important job factors, even more important the job security and the chance to use one's mind and abilities. Salary and security two of the factors in this category identified by Herzberg make it possible for employees to satisfy the psychological insecurity needs identified by Maslow. However the presence of these factors is unlikely to motivate employees to work harder.

Servant leadership

These leaders are not mutually exclusive of authentic leader ship as they also lead by example and form strong relationships with employees. These types of leaders try to ensure that the highest priorities of their followers are met. Effective versions of these leaders help followers to grow. In an organization this type of leader would not measure success solely by productivity but also by how employees are growing in their skills, well-being, and career opportunities. These leaders model this type of leader ship for their followers, or people centric, treat others with respect and integrity, demonstrate humility, and remain diligent and disciplined.

Social Needs (Maslow)

These needs include love, compassion, and friendship as well as the desire for acceptance by others. Two for fill these needs a person may try many things such as making friends with a coworker, joining a professional organization, or throwing a party. Once these needs have been satisfied people attempt to satisfy their need for esteem.

Security Needs (Maslow)

These needs relate to protecting yourself from physical and economic harm. Examples of actions that a person may take to satisfy this type of need include reporting a dangerous workplace condition to management, maintaining safety equipment, and purchasing life insurance with income protection in case the person becomes unable to work. Once these needs have been satisfied people strive for social goals.

Mandatory protection programs

These programs are ones that are required by federal law. For example Social Security is the most expensive benefit from many employers. A related benefit is unemployment compensation which is funded by employers through a tax on a portion of total compensation of a company's employees. A third mandatory benefit is workers compensation, which provides prompt benefits for workers who are injured on the job regardless of fault.

Integrity test

These test measure and Apple Kent attitude and opinions about dysfunctional behaviors such as theft, sabotage, physical abuse, and substance abuse. In the past, companies generally use paper and pencil, multiple choice test to ask about the applicants thoughts and reactions to a number of illegal or unethical situations. Now these tests are often administered over the computer.

Physical examinations

These test or a way to test individuals for placement in manually and physically demanding job. The Americans with disabilities act of 1990 states that these exams can only be given after an offer of employment has been made to the individual.

Ability test

These tests are paper and pencil quizzes, usually multiple choice, but measure and applicants knowledge or specific work content or cognitive ability.

Personal inventories

These tests measure the thoughts, feelings, and behaviors that define an individual and determine that persons pattern of interaction with the environment. Two general types of personality tests have been used in selection. One is a multiple-choice questionnaire. The second type a personality test is the projective test, which as an applicant to read a story about ambiguous pictures or to finish partially completed sentences.

Performance or work sample test

These tests verify an applicants ability to perform actual job behaviors identified from a job analysis. Perhaps the oldest example is typing test. As knowledge of commonly used computer programs is also necessary for many jobs today many companies are job centers are using tests that measure and applicants knowledge of Microsoft Word, Excel, PowerPoint etc.

Authentic Leadership

These types of leaders are passionate about company objectives, model corporate values in the workplace, and form strong relationships with stakeholders. Other characteristics of these leaders include self-awareness, a drive to achieve the company's mission, strong connections with stakeholders, and the ability to adopt a long-term perspective.

Charismatic Leadership

These types of leaders inspire followers to a higher level of performance, instill confidence in themselves and other leaders, empower employees and subordinates, and generate tremendous devotion and obedience. This devotion can sometimes rise to the level of cult leaders. These leaders have a strong sense of dominance, self-confidence, I need to influence, and a belief in the value in righteousness of their causes. They are typically eloquent speakers who can clearly express division or ideology, and convince people of its value no matter how extreme. In the business world these leaders tend to promote causes that deviate greatly from the status quo yet still fall within the realm of acceptance by followers. They take personal risk that often appear heroic and engage an unconventional behavior to achieve the changes they desire. They assess the environment realistically and implement innovative strategies when the environment appears favorable. Finally they engage in self promotion to inspire employees for followers, often by presenting the status quo as negative and their vision and themselves as a solution. They exert Personal power that may involve elitist, entrepreneurial, and exemplary behaviors that position them as reformers rather than administrators or managers. Finally, this type of leader maintains intensely personal relationships with their followers based on emotional rather than rational grounds.

Bonuses

This aspect of a compensation system Has to do with the fact that many employees hooked receive some form of this term as a reward for a job well done. However among top executives this term has grown to become a very large part of their total pay. And for many top executive this term is no longer perceived as a reward but as an expected part of their compensation package. Overall the pay for top executive is now more than 500 times that made by the average worker in the United States. Many people contend that this is an excessive different differentiation no matter how large and successful the firm. Critics believe that an environment where this term has been decoupled from performance has created a situation where large corporations focus on short term performance rather than looking at the big picture over the long term.

Compensation for individuals

This aspect of a compensation system has to do with the pay range for a group of jobs in which the upper and lower limits define how much every employee who has one of these jobs can earn. The compensation within this range for anyone employee usually depends on either seniority or performance. Seniority is the basis for differential pay and many government and unionized work systems. Those individuals in a job grade who have more tenure usually earn more than those individuals with less tenure. Many private companies, however, try to use performance as the basis for differential pay by giving a larger raises to those who receive higher performance appraisals. A third way of paying individuals differently it's skill base pay plans, which have been introduced by both public and private institutions. Skill-based paste games link jobs together in the hierarchy of related but increasingly difficult task. As a worker learns to perform more task, compensation increases.

Information overload

This aspect of environmental barriers refers to the condition of having too much information to process, as in the case when a worker is given too many jobs to perform. The implication is the individuals can effectively process only a certain amount of information. Managers need to be aware of the potential of this this barrier to communication and make Adjustments were needed such as providing written instructions to back up verbal ones.

Attribution

This aspect of layoffs has to do with when the organization starts recruiting and selecting new employees and allows retirement, voluntary resignation's, and individual termination to reduce the number of employees. Usually this option requires a long time to achieve a large reduction.

Early retirement programs

This aspect of layoffs have to do with when the organization offers a variety of incentives for senior employees to retire, such as bonuses and nearly full retirement pay for otherwise on qualified employees.

Group dismissal

This aspect of layoffs is when a group of employees is terminated. This may be a complete office, department, or division. Terminated employees are often, but not necessarily, given severance pay and some assistance in searching for another position.

Skill variety (Oldman and Hackman)

This characteristic of job design in Oldman in Hackman theory Is the number of diverse activities and skills and employee perform in a job. Jobs received a challenging are probably high in variety.

Power and status

This aspect of organizational barriers has to do with people in upper areas of the organization, those who have more of this term may be hesitant to listen to those individuals lower in the hierarchy, feeling, for example, that people of lower status and power do not possess any useful information. By the same token individuals of lower status and power may be reluctant to share information because they believe that people with higher status and power will not listen.

Goal and priority differences

This aspect of organizational barriers has to do with the differences among organizational functions, departments, or divisions that may influence how effectively a message will be sent and or received. Obviously each department or unit will view problems and concerns from its own perspective. Consequently, departments may feel less inclined to be receptive to others messages. The youth of cross functional decision making our project team helps overcome this barrier.

Organizational structure

This aspect of organizational barriers has to do with the structure of an organization and how it can dramatically influence the effectiveness of communication. For example, if the firms organization does not provide sufficient upward, downward, and horizontal, then not only the quality but the quantity of information sharing can be reduced. The structure can also influence which channels are used. A more centralized structure, for example, tends to make greater use of written communication, where as a more decentralized structure encourages more face-to-face communication. Centralized companies tend to have more communication issues than those that are decentralized as having several layers between top management and first line supervisors can inhibit effective communication flow from the bottom of the organization up. Companies are also restructuring to facilitate communication between and among organizational units and or divisions to overcome communication barriers.

Individual characteristics

This aspect of personal barriers are characteristics that affect communication that have to do with personality, background, basic beliefs and attitudes, and mood. These elements not only affect how a person chooses to communicate, but may cause A person to misunderstand, distort, or even block out a message. For instance, if your professor is in a really bad mood when you ask for an extension on a project deadline, she may ignore your request or blast you for procrastinating, rather than waiting for you to explain that someone has stolen your car, which contains your paper.

Semantics

This aspect of personal barriers refers to the different uses in meetings of words. Sometimes words take on different meanings depending on the person, which can create confusion in the message. In terms of channel selection some people lean towards a channel that they are more comfortable with even though a more effective one exists. For example a shy person may want to inform her boss that she is quitting through email, even though face-to-face communication is most appropriate.Consistency refers to whether a message matches with body language and spoken words. This also affects credibility or whether Sentor can be trusted. Finally there are times when people may be apprehensive and therefore reluctant to transmit information because they think they may incriminate themselves.

Channel selection

This aspect of personal barriers relates to the fact that some individuals always seem to lean towards a particular channel even when I'm more effective one exists. Consider for example a supervisor who use the written memo to let you know about a recent denial of a promotion. The more effective channel in this case might have been a face-to-face meeting in which you can ask questions. However the supervisor is perhaps uncomfortable and one to one situation and therefore chooses the written memo. It is also possible that the organization it's self dictates the use of certain channels over others. Managers who desire to communicate effectively should be aware of their own Preferences to this term as well as the organizations, Which may or may not be the best to use in a given situation.

Benefits

This aspect of the compensation system has to do with this term for employees. The cost of this term today is approaching 40% of the total compensation in many organizations. Although this term varies among organizations the major categories are mandatory protection programs, pay for time not work, optional protection programs, and private retirement plans. Some corporations have begun to look beyond traditional versions of this term packages. There are two main types of nontraditional packages for this term which include cafeteria benefit programs and flexible benefit programs. Both of these types of plants improve employee satisfaction by providing them with exactly the benefits that they need and want.

Sampling

This aspect of the supply chain is an important question relating to inspection and how many items it should include.Whether a company in specs 100% of the output or only part of it is related to the cost of the inspection process, the destructive Ness of the inspection process, and the importance of the item to the safety of consumers or others. Some inspection procedures are quite expensive, use elaborate testing equipment, destroy products, and or require a significant number of hours to complete. In some cases, it is usually desirable to take a sample of the output and test that. If the sample passes the inspection, the inspector may assume that all the items in the lot from which the sample was drawn would also pass inspection. By using principles of statistical interference management can employ sampling techniques that I share a relatively high probability of reaching the right conclusion which is rejecting a lot that does not meet standards and excepting a lot that does. However as there is still the risk of reaching the wrong conclusion for products where their proper functioning is the center of human life and safety companies should always inspect 100% of the output even if it is costly as nothing is too costly for protection of human life.

Scheduling

This aspect of the supply chain is once management knows through which departments or workstations the product must pass and in what sequence it can then schedule the work. This term is assigning the work to be done to a department or too specific machines or persons.

Routing

This aspect of the supply chain occurs after all materials have been obtained and they're used determined, operations managers must been determine the maximum or optimum level of production. As part of this process management must consider this term or the sequence of operations through which the product must pass.

Grid OD (ODI)

This type of intervention is a six phase overall organizational intervention that comprehensively and systematically attempts to enhance personal management style, team functioning, intergroup problem-solving, overall organizational functioning, and the ability of the organization to continually improve how it solves it's own problems, resolves conflict, and makes decisions.

Outsourcing

This aspect of the supply chain occurs when business activities are contracted to independent companies. Because this term is so common especially overseas or labor costs are often lower it is an important component to supply chain management. Working with third companies often results in greater productivity at lower cost, but it also introduces challenges as well. Firms must monitor their partners activities to ensure they are complying with the firm standards. As many countries have drastically different standards than those in the United States. Despite the difficulties this term has been able to provide competitive advantages for many major companies. It also generates lower labor costs and other benefits that are passed on to the end consumer. Additionally this term can also allow businesses to receive help from experts and areas in which they are weak.

Inventory control

This aspect of the supply chain refers to all the materials a firm holds in storage for future use. Ever raw material, part, and piece of equipment has to be accounted for or controlled. This term is determining how many supplies and goods are needed and keeping track of quantities on hand, where each item is, and who is responsible for it. Inventory managers spent a great deal of time trying to determine the proper inventory level for each item. The answer to the question of how many units to hold in inventory depends on variables such as the usage rate of the item, the cost of maintaining the item In inventory, the cost of paperwork and other procedures associated with ordering or making items, as well as the cost of the item itself. Several approaches may be used to determine how many units of a given item should be procured at one time and when procurement should take place.

Establishing standards

This aspect of the supply chain relates to how quality control involves comparing the quality of products against establish quality standards. Product specifications and quality standards must be established so the company can create a product that will compete in the marketplace. Quality standards can also be incorporated into service businesses such as fast food restaurants as well not just for material products. Furthermore quality control is also important for customer payment methods in both goods and service operations. Ensuring the security of customers personal information is paramount to customer loyalty and repeat visits. One of the challenges of developing quality standards is that standards tend to vary by country.

Activity planning

This aspect of the transition state Refers to designing the roadmap and noting specific events and activities that must be timed and integrated to produce change. For example if greater customer service is the goal, then the organizational structure might be changed to empower teams. Team members could be sent to visit key customers personally to assess their needs, and reward systems be changed to encourage new ideas for customer service and to reduce defects that caused customer dissatisfaction. Such activities must be sequence and integrated to form a consistent system.

Management structures

This aspect of the transition state must be used to help run things during the transition, plan the direction of the changes, and keep on going operations running smoothly as the change occurs. This term for handling the transition can include the chief executive officer or other top managers, a project manager to coordinate the transition, representatives of major constituencies involved in the change, natural leaders who have the confidence and trust of large numbers of affected employees, a cross-section of people representing different functions and levels, and or a cabinet, representing People with whom the chief executive consults and with whom the CEO confides

Pay for time not worked

This benefit includes pay given to employees For holidays, vacation, sickleave, and personal leave. They can sometimes total up as much as 45 days per year, depending on the organizations policies.

Telephone or Internet media/written communication

This channel of communication is not quite as rich as face-to-face communication because they do not permit communicators to see each other's body language. Communicating over the telephone tends to prompt greater immediate feedback than written channels, but not as much as face-to-face communication. Like face-to-face communication the telephone or Internet or personally focus channels. Although written channels can be personally focused as well, they can only handle one cue ie No body language and no tone of voice. Because written channels can convey only the message on paper or computer terminals they are slow to prompt feedback. For instance it is easy to allow a memo that requires a response to be buried underneath a stack of other papers are well thinking I'll respond to that later. It is even easier for an email to get buried in your mailbox when you receive dozens every day.

Face to face Communication

This channel of communication is the richest medium because I can handle many cues simultaneously such as spoken word, facial expression, and voice tone, prompt immediate feedback, and create and maintain personal focus on the communication.

Task significance (Oldman and Hackman)

This characteristic of job design in Oldman and Hackman's theory Is the degree to which an employee perceives the job as important and having an impact on the company or consumers. Feeling that they are doing something worthwhile is important to most people.

Feedback (Oldman and Hackman)

This characteristic of job design in Oldman and Hackman's theory Is the extent to which employees know how well they are performing the job. People need to know how they are doing so that they can modify their performance appropriately.

Autonomy (Oldman and Hackman)

This characteristic of job design in Oldman and Hackman's theory is the degree of control (freedom and discretion) employees have in performing the job. It fosters a sense of responsibility.

Task identity (Oldman and Hackman)

This characteristic of job design in Oldman and Hackman's theory is the degree to which an employee performs a complete job with a recognizable beginning and end. When workers perform only one part of the entire job, as is common with specialization, they may fail to feel a sense of completion or accomplishment. Expanding the job task may both help workers gain that sense of completion and increase task identity.

Wage and salary surveys

This component of creating a compensation system tells the company how much compensation comparable firms are paying for specific jobs that the firms have in common. This term gathers information about key jobs that are stable overtime, similar among the companies participating in the survey, and are at various levels in the organization. Although questions used in this term very they usually ask about direct wages, benefits and other forms of compensation, regular hours worked, and the number of overtime hours. The results of the survey, participating firms obtain data about pay in the relevant labor market, which they can use to determine compensation for their own employees.

The application

This device of the selection process is a form that asks information about educational and work history, vocational interest, and honors. However these forms have limitations. In the majority of cases they have limited space so the applicant can supply only basic information such as the name of the schools attended their respective majors dates of attendance and previous job titles and dates of employment. Search superficiality of information often does not give the manager a sufficient detail to make sound judgments about the applicant skills and abilities. A second limitation is that some percentage of respondents falsify the information that they report.

Reference checks

This device of the selection process is for when a company is considering hiring a particular applicant they often contact the applicants previous employers or others who know them well to verify the information previously obtained. This term can be handled in three different ways. First, and most often used, is through telephone conversations, and which previous supervisors of the applicant are contacted. Other ways include in person visits, mail inquiries, and emails. Employers have a gun to use online networking sites, such as Facebook, as well as online blogs and other postings made by potential candidates as a means of checking their viability as an employee. The organization may also obtain reference information from investigative agencies, credit bureaus, and public documents. Well this term is popular among managers there is very little evidence to support its use in selection. In fact there are a number of reasons why this information obtained would not be useful. Firstly when an applicant names an individual for this term the company assumes that the The person named meets a number of criteria which include that the person named has observed the applicant in similar situations to those other job being filled, is competent to make an evaluation, which is to give frank and honest statements, and is able to express themselves adequately. Obviously many people named in relation to this term do not meet these requirements. This is especially true for the people places down by the applicant which are usually chosen because of prior favorable interaction in anticipation of a positive recommendation. Because of the legal risks involved with checking references or searching online many human resource department will only verify factual data of employment, such as dates and job title when contacting a reference.

The interview

This device of the selection process is perhaps the most often used. The purpose of this term is to allow at least one member of the organization to interact with each applicant and assess the applicants job-related skills. Two aspects of the format of this term especially important. First is that when conducted this term should be structured meaning that the person conducting this term should ask the same set of job-related questions of each candidate. This ensures that the person conducting this term gathers full information from each applicant and it makes comparisons among applicants easier because they are all evaluate it on the same characteristics. The second aspect of format is the nature of the questions. Questions about job related behaviors have proven to be quite useful. The idea behind them is that gathering information about behaviors that are performed on the job is useful and making selection decisions. The person conducting this term must evaluate the accuracy or completeness of the response. Training for the person conducting this term usually is concerned with how to conduct this term and how to evaluate applicants. In training for conducting this term topics such as legal issues, physical barriers to interaction, and how to establish rapport with the applicants are important. In training for making a valuation the person conducting this term can be asked to make decisions about individuals who are role-playing applicants. The use of various types of information and making these decisions is been discussed.

Developing political support

This fifth step in the comprehensive model of plant change deals with how we can picture organizations as political system composed of different groups competing for power. Managers of different functional areas compete for resources and influence so each develops their own sources of power. Workers compete with management over who will determine the structure of jobs and overtime and other work issues. For chains to be successful, leaders of change must identify key stakeholders and then develop support within the Keep political groups. They can use various sources of power and change strategies to generate support from these players. Leaders can also use symbols and language to facilitate change. Researchers are now exploring the importance of the use of metaphors to diagnose organizational functioning.

Incrimination

This final aspect of personal barriers point out That there are times when people May be apprehensive and therefore reluctant to treat it as made information because it is likely to anger or supervisor or make the transmitter look bad. Such an Irrelevant increase. This aspect is most likely to anger a supervisor or make the transmitter look bad. Search for lectins will increase if the Sentor believes that the incriminating information will not be asked upon appropriately or sensitively managers need to be aware of such tuitions how to just accordingly.

Forming (stages of group and team development)

This first stage of group and team development is when group members meet for the first time or two, become acquainted, and familiarize themselves with the groups task. They may test others for potential friendship and mutual interest as well as to see how others approach the task at hand. Emerging leader ship functions in interdependencies are often a concern here. A formal group leader may encourage some informal interaction among group members at this stage. Many groups start, even within the first minute of group interaction, to form a strategy for addressing the groups task. This strategy often last through the first half of the groups a lot of time to deal with the task. The manager or team leader can sometimes facilitate this task approach by giving some thought and Kelemen Ary work to the task before the group meets, and by withholding the setting of the formal agenda for a period of time.

Raw materials inventory

This type of inventory management includes those materials that have been purchased to be used as inputs for making other products.

Recognizing the need for change

This first step in the comprehensive model of plant change is when the change process begins with someone recognizing a need for change after scanning the organizations environment. Recognition of the need for change may occur at the top management level or in peripheral parts of an organization, but experts disagree on where the change is most likely to start. Once the need for change is recognized, the manager must motivate change by preparing people for the changes they will face and overcoming their natural resistance to change.

Performing (stages of group and team development)

This fourth stage of group and team development is the stage in which members have reached a level of maturity that facilitates total task involvement. Members concentrate on solving the problem or performing the task, they listen and provide important input and feedback on issues. They are not afraid to offer suggestions And they help other group members express their opinions. Conflict at this stage are over at legitimate path concerns rather than Petty personality or power issues. Issues are confronted, not ignored. Members are clear on the goals of the group and the means of accomplishing the goals. During the stage the leader should concentrate on task oriented behavior, or maintaining relationships through encouragement, rewards, and positive communication. Many groups never fully reach the stage. Research has found that a temporary groups with designated time frames the group starts performing or actually making good progress on the task at almost exactly the midway point on the task regardless of how much time is allotted.

Point Method

This job evaluation method evaluate jobs quantitatively, assigning points to jobs depending on how much of certain factors a job requires. For example jobs may be assigned 50, 100, or 150 points depending on how much education is necessary to do the work. The points a job is a sign indicate it's worth to the organization.

Ranking

This job evaluation method is used mainly in small companies, it involves a committee of managers in compensation specialist reviewing the information gathered from job analysis and ranking each job according to its overall worth to the company.

Job Grading

This job evaluation method is used often by government agencies, it groups all jobs into grades depending on the complexity of the job duties. Grades with more complex job duties are more highly compensated the grades with less complex job duties.

Physical structures

This last aspect of environmental barriers has to do with if there are physical structures in the environment that can inhibit effective communication. For example, firms that locate managers offices on floor separate from where employees are working tend to reduce communication flow between the two. In an effort to overcome these kinds of communication obstacles, many companies are locating managers offices in the middle of employee work areas and even having managers eat their lunch in the employee cafeteria.

Choosing an appropriate channel

This method Of overcoming communication barriers suggest that different channels of communication have advantages and disadvantages, and certain types of information warrant specific types of channels. Firing an employee for example should be done face-to-face. Thus, choosing an appropriate communication channel can be conductive or even essential to effective communication.

Co-optation

This method for reducing resistance to change Hass to do with having resistant individuals join the change team specifically to reduce their power to resist rather than to truly participate. While this tactic can be useful sometimes and there is a fine line between participation in the change process and this term the true real danger of it is when this tactic is used in an obvious or superficial way.

Employee participation

This method for reducing resistance to change have to do with getting employees involved in change decisions to increase their understanding and commitment. Participation can increase understanding of the change process, enhance feelings of control in autonomy, and provides for employee input that can make the change work better. It reduces uncertainty and often allows for the maintenance of social relationships during the change. Once the change is finally complete a sense of ownership discourages resistance and increase his commitment to making the chain successful.

Coercion

This method for reducing resistance to change is based on threatening punishment for resistance to change. The danger of using this tactic and making either real or implied threats or punishment is the antagonism in for the resistance that is generated sometimes suddenly and the damage I can do to the relationship between the change agent and those resisting the change. Many progressive managers reject the use of this tactic as well as manipulation and co-optation on moral and ethical as well as practical grounds. As these techniques are not consistent with the more open, ethical, and positive climate there companies are trying to create.

Providing feedback

This method of overcoming communication barriers closely relates to listening and is the ability to give this term effectively. The tendency to pass judgment or evaluate others is a common cause of communication breakdown. It can cause the receiver to become defensive or resentful, which may distort the senders message and intention (Noise). The effective use of this term enhances and facilitates communication processes. The effective use of this term involves focusing on description not judgment; focusing on behavior not personality; incorporates the receiver's needs ie Managers should provide beneficial not harmful versions of this term; address is behavior that the receiver can do something about or has control over; is asked for not imposed; involves sharing information not making the bands; is given at the appropriate time preferably as soon as possible; does not result in information overload; is considered with what actually happened rather than why it happened.

Listening

This method of overcoming communication barriers has to do with the many factors both inside and outside organizations demonstrate that today's managers need to acquire a good use of this skill. As many organizations are currently decentralizing much more information is flowing upward then traditionally would in a structured organization. There are four levels of this term which are unrelated listening and responding, 10 gentle listening and responding, further listening and responding, and lastly feeling Listening and responding. Perhaps the most important asset Of effective communication is active listening which involves giving and receiving feedback concerning the information contained in the message.

Finished goods inventory

This type of inventory management includes those products that are ready for sale, such as a fully assembled automobile ready to be shipped to a dealer.

Improving interpersonal relationships

This method of overcoming communication barriers is perhaps one of the most important ways to improve the communication process which is to view it as a people process. Improving this term also reduces defensive communication. Suggestions for improvement in this area include not using Judge mental language or behaviors, regarding the sender or receiver as being equal, not trying to control the sender or receiver, not having hidden motives, not using chemicals or tricks, being spontaneous, showing empathy, and approaching Every communication situation with an open mind.

Being aware of cultural diversity

This method of overcoming communication barriers suggests that communicators should also be aware of the increasingly diverse nature of today's workforce. Recognizing and being sensitive to others' needs and perspective can help reduce semantic problems and noise, increase objectivity, and generally enhance communication.

Structuring the organization for communication

This method of overcoming communication barriers suggests that organizations can take specific steps to enhance the communication process. For example providing employees with proper communication training should benefit the communication process within the organization. Fostering a climate of trust and openness should also encourage frequent and open communication. Moreover the communication process can be facilitated by ensuring that formal communication channels are available in all directions. Finally the use of multiple channels should be encouraged, including both formal and informal communications. For example a written code of ethics can be beneficial, but if not backed up by training and verbal support for management it will probably be ineffective. That this term should fit the communication needs of its members.

Objective measures

This method of performance appraisal counts the tangible products of work performance. These could be measures of quantity such as the dollar amount of sales or the number of garments soon or quality such as the amount of scrap or the number of the defect requirements. Many organizations prefer these measures because they appear to be unbiased, direct gauges of work performance. This is not always true however. One reason is that these measures are influenced by environmental conditions. The number of competitors, the economy, and the size of the territory, for example, may affect sales volume. Not all sales persons face comparable situation in this regard, so comparisons are not quite equitable. Another limitation of these measures is that they cannot always describe all aspects of the job. Good equipment maintenance is another measure that is often difficult to gather. Thus using only this type of measures exclusively often means that only part of the job is appraised. Moreover very often this results in workers devoting most of their time to process their jobs that are miserable and possibly ignoring the other parts.

Subjective measures

This method of performance appraisal is judgments about how an employee is performing. Generally the supervisor is the one who makes such judgments, although in some instances, they may be gathered from coworkers and subordinates as well. There are two main types of these measures train appraisals and behavioral-based appraisals. This method of performance appraisal provides several advantages such as they can permit the supervisor to judge all aspects of the employees work and the evaluation of the job behaviors makes it much easier to identify deficient performance and to determine specific methods of correlating deficiencies. However this method is not without its disadvantages as this type of performance appraisal generally relate to the areas that supervisors may make in judging performance. For example leniency air is referred to reading all employees very highly; severity errors result in reading all employees very low; in central tendency errors result and all employees being rated as average. A halo error occurs when the supervisor judges that, because an employee is performing very well in one job behavior they are performing well and others and evaluate the employee highly in all aspects even if this is not the case. However these areas generally can be overcome through training. I'm For example leniency air is referred to reading all employees very highly; severity errors result in reading all employees very low; in central tendency errors result and all employees being rated as average. A halo error occurs when the supervisor judges that, because an employee is performing very well in one job behavior they are performing well and others and evaluate the employee highly in all aspects even if this is not the case. However these areas generally can be overcome through training.

Job rotation

This method of training is when companies often have a specialized plan of assignments for new managers that include job in various parts of the organization or department. The purpose of such training is to have the manager develop a broad knowledge of the work operations.

Role-playing

This method of training is when managers demonstrate how they would carry out a specific activity in the presence of others. In this method of training the person acting as the employee employee is also a manager going through the training

Committee assignments

This method of training is when organizations assign inexperienced managers to either a permanent committee or a single project committee. The inexperienced manager interacts with others and benefits by observing how successful managers plan, organize, and direct the project.

The congruence model of change

This model of change is an outgrowth of the systems approach to organizational theory emphasizes the interrelationships between the various parts of an organization and how change in one part will cause relative changes in other parts. In this model inputs me include raw materials, environmental factors, history, customer feed back, and the organization strategy. Processes consistent of technology, human resource activities, cultural, structure, and measurement systems. Outputs are all those things that reflect the firms effectiveness such as its finished products, group commitment and cohesiveness, and such individuals outcomes as job satisfaction, personal performance, and attendance. The key aspect of this model is that system elements, both inputs and processes interact with one another such that changes in one part of the system can cause radical changes in another part of the system. Furthermore there are several important implications of the systems approach to diagnosing and implementing change. Managers need to recognize that changes in one area may cause unintended changes in another, as the overall system seeks to regain equilibrium. Also because the system tends to seek equilibrium, managers can expect that some changes may be resisted or even notified by lack of change in the rest of the system. A major implication is that for a significant change to occur managers may have to intentionally change all or a number of the transformational processes simultaneously and in support of one another so that the new configurations work in harmony to exact improved outputs.

Correct the deviation

This option of managers when they are evaluating performance and taking corrective action for that performance relates to when the actual performance deviate significantly from the performance standard, managers will ordinary Lee take steps to correct this discrepancy. Corrective action may be called for when performance standards have been exceeded as well. As it is important for the actual performance to be in line with the standards whether they are positive or negative.

Managing quality

This portion of the supply chain reflects the degree to which a good or service meet the demand and requirements of the market place. This term like cost is a crucial element of operations management for defective products can quickly ruin a firm.This term is so important that we need to examine it in the context of operations. Quality control refers to the activities in organization under takes to ensure its products meat it's established quality standards. To control quality many organizations establish total quality management programs. These programs are a management view that strive to create a customer centric culture which defines quality for the organization and lays the foundation for activities aimed at attaining quality related goals.

The managerial control process

This process consists of four basic steps establishing performance standards, measuring performance, comparing performance against standards, and evaluation and correction action.

Experienced responsibility (Oldman and Hackman)

This psychological state in Oldman and Hackman's theory Is the extent to which employees feel personal responsibility for the quality of their work. It is influenced by anatomy.

Knowledge of results (Oldman and Hackman)

This psychological state in Oldman and Hackman's theory Is the extent to which employees receive feedback about their performance. It is influenced by feedback.

Experienced meaningfulness (Oldman and Hackman)

This psychological state in Oldman and Hackman's theory is the degree to which employees perceive their work at satisfying and rewarding. If you feel for example that soldering circuits onto circuit boards is a trivial task your motivation to perform that task won't be very high regardless of how much responsibility or feedback you get from that task. This term is influenced by skill variety, task identity, and task significance.

Moving (Lewin's model of change)

This second aspect of Lewin's model of change entails a transition period during which the behaviors of the organization or department are shifted to a new level. It involves developing new behaviors, values, and attitudes.

Creating readiness for change

This second step in the comprehensive model of plant change is used for preparing people for change in a similar way to Lewin's unfreezing step. It in tails primarily bringing dissatisfaction with the current state to the surface. Preparing people for change requires direct and forceful feedback about the negative of the present situation, as compared to the desired future state, and sensitizing people to the forces of change that exist in their environment. Managers can make themselves more sensitive to pressures for change by surrounding themselves with devils advocate using networks of people and organizations with different perspectives and views, visiting other organizations in order to be exposed to new ideas, and using external standards of performance, such as a competitors progress or benchmarks.

Managing the transition

This sixth step of the comprehensive model of planned change have to do with how well the organization moves from the current state to its desired future state it will go through a period of change or moving in Lewin's terminology. This transition state is the period during which the organization learns the behaviors needed to reach the desired future state. This can be a period of extreme disruption and must be effectively managed or chaos can occur in the desired future state never met. During the transition the organization needs to develop and use feedback mechanisms to ensure that changes really are happening as planned. These can include surveys, sensing groups, consultant interviews, as well as existing informal communication channels. Three major activities are required during the transition activity planning, commitment planning, and management structures.

Information power

This source of power is a result of having access to important information that is not common knowledge, or of having the ability to control the flow of information to and from others. The information may come from formal organizational sources or informal reciprocal relationships. People at all levels of an organization can have the source of power; indeed, it is not uncommon for a CEO secretary to be one of the most influential and powerful people in the company. This source of power may be both organizational or personal.

Coercive power

This source of power is also organizationally-based and derived from a leaders control over punishments or the capacity to deny rewards. Leaders who demote, the rate, withhold an expected pay increase, or threaten someone with a poor job assignment are using this source of power. Physical coercion was common and many businesses prior to the 21st-century and regulations were passed against it. Psychological and emotional coercion are more commonly used form of negative influence today. Although regulations and laws limit a leaders ability to use this source of power it is still all too common in many business settings. The use of punishment to gain compliance has a negative side effect of creating hostility and resentment towards the punisher and the possibility of reduced dedication to an organization. If the source of power is used it can lead to a highly competitive culture or success in profitability surpass a concern for ethical conduct.

Affiliative Power

This source of power is derived by virtue of a persons association with someone else who has some sort of power. It works only when those being influenced are aware of the association and recognize the power of the person from whom the power is being borrowed. A substitute teacher for instants is essentially borrowing the power of the teacher for a day.

Expert power

This source of power is derived from a persons special knowledge or expertise in a particular area. Managers who also wish to be leaders learn to develop and use the best personal source of power more than the formal sources.

Charisma

This source of power is the ability to inspire admiration, respect, loyalty, and desire to emulate, based on some intangible set of personality traits; this is a personal source of power. These types of leaders are often distinguished by two characteristics they are usually excellent communicators and they make people feel more secure and powerful in themselves. These types of leaders empower their followers to serve their causes. Like referent power though this type of power cannot be granted by an organization.

Reward power

This source of power stems from a persons ability to bestow rewards. This too is it organizationally-based source of power because companies generally grant managers the right to assign formal rewards such as bonuses, days off, and promotions. Managers could also use social rewards such as praise and recognition. Effective leaders learn that the creative use of informal rewards along with the formal ones enhances their ability to lead.

Orientation and training

This task of human resource management has to do with her once the firm has chosen the best applicants and offers have been excepted new hires must be oriented to the organization and trained to do their jobs.

Termination

This task of human resource management has to do with the separation of an employee from the organization. Firms use this process when they close facilities, reduce their workforce, or respond to continued poor performance. There are two main types of this term for cause and layoffs.

Compensating system

This task of human resource management is the basis on which an organization gives money, goods, or services to its employees in exchange for their work. The system is important to an organization because it serves to attract, motivate, and retain employees. If properly designed and implemented, this term can help a firm reach its strategic goals and serve as a competitive advantage relative to other firms in the same industry. I can also help to motivate employees to perform at the highest levels. These behaviors may not be as common in those organizations in which this term is mainly based on seniority. To create this term a company must gather two sets of data. For one it must determine, through wage and salary surveys, what comparable organizations pay certain specific jobs. Second by using a job a valuation method, the organization must determine the worth of each job to the organization itself. Individual employees are then paid according to the worth of the job to the organization, how much comparable firms Pay for the same job, and how well or how long they have done that job.

Promoting

This task of human resource management relates to the advancement of current employees to a higher level job within the organization. Generally the new position is more complex, has more responsibility, and receives more compensation. This task has essentially the same process as selection as it also focuses on the best match of an individual skills to the requirements of the job. However the one key difference is that the nature of data collected for this term is different than that collected and selection because candidates already work for the organization and therefore richer data can be collected from previous performance appraisals as well as opinions from current and former supervisors, with an emphasis on job activities that are similar to the activities of the new job.

Communication channels

This term has to do with the fact that she using the appropriate channel is an important Consideration when communicating information. One critical aspect of choosing ineffective channel is channel richness, H channels ability to transmit information. Channels differ in their ability to handle multiple cues simultaneously, to encourage immediate feedback, and to focus personally on the receiver. We can view different channels as falling on long a continuum of richness with face-to-face communication as the richest medium an impersonal written communication as the least rich. The message in the particular situation not the thunder swim or preference should die the selection of a proper channel. Like decisions communication can be classified as routine or non-routine. Routine communication tends to be simpler more straightforward already agreed-upon and well understood. Therefore routine messages can be effectively communicated through less rich channels such as written memo. Non-routine communication is characterized by ambiguity time pressure and surprise. Because non-routine communication has a high potential for misunderstanding it should be communicated through with your channels they can handle more cues simultaneously and encourage immediate feedback.

The comprehensive model of planned change

This term is a step by step plan for implementing major change. This plan includes a set of activities managers must engage in to manage the change process effectively which include recognizing the need for change, motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum for change.

Organizational development

This term is a system-wide application of behavioral science knowledge to the plant development and reinforcement of organizational strategies, structures, and processes for improving and organizations effectiveness. There are nine types of interventions in relation to this term. The above definition reflects several important features of this term. Firstly this term Deals with whole systems (company, department, work group) As opposed to a single individual or a single function within a system. Secondly this term uses behavioral science knowledge, as in the areas of leader ship, motivation, team functioning, rewards, conflict resolution, and change. This distinguishes it from such thing as computer systems or operations research types of change approaches. Thirdly this term involves planned change but not in the more rigid sense of organizational planning. Rather it involves more of a adaptive flexible and ongoing process of diagnosing and solving people related problems. Fourthly it involves the creation and reinforcement of change with all the implications we have discussed that's far. Physically it can encompass strategy, structure, and process changes although traditionally, this term has focused on the people process almost exclusively. Finally this term focuses on improving organizational effectiveness in terms of both productivity and quality of work life. An important aspect of the practice of this term is the effectiveness implies that organizations learn to solve their own problems and ultimately deal success with issues without the help of an outside consultant who specializes in this term.

Techno structural redesign (ODI)

This type of intervention is a large scale intervention that involves redesigning the organizational structure reporting relations, division of labor, departmentalization, functions, and the like to better address environmental contingencies and better utilize information in process technologies. A self designing organization intervention involves employees in the ongoing process of self examination and redesign to meet rapid environmental changes.

Supply chain management

This term is an important component of operations. It occurs when managers connect all members of the distribution system to satisfy customers. Supply chain managers are involved with purchasing a raw materials, managing inventory, routing and scheduling, managing finished products, and distributing them to customers. The supply chain is a complex system that requires different controls and monitoring systems to ensure compliance. Because the supply chain deals with so many different members, mistakes are not uncommon. For these reasons it is important for managers to understand the different functions of this term as well as their importance.

The importance of productivity

This term is important on three levels organizations do not have unlimited resources so they must determine how to allocate their limited resources to different departments or divisions within the firm. Consequently each department or division must use its allocated resources as efficiently and effectively as possible. Moreover the most productive departments are those most likely to be given larger allocations of the firms resources. From the perspective of an entire organization productivity is a crucial factor in competitiveness. For instance if a company can achieve the same level of output as its competitors using fewer resources then it has a competitive advantage. It can charge the same price for its Products and generate higher profit margin that it's less productive competitors or it can charge a lower price and thereby increase its sales at the expense of its less productive competitors. This term is also important from a national perspective because there is a close relationship between a country's productivity and its standard of living. High productivity levels are largely responsible for the high standards of living enjoyed by citizens of the industrialized nations. Moreover if productivity levels are not in alignment with wage and price levels the nations economy may be adversely affected. High wages and prices combined with low productivity for example may result in an inflationary pressure. Modest gains in productivity can also convinced employers to avoid hiring new workers contributing to greater unemployment.

Establishing performance standards

This term is the first step in the control process which is to establish targets set by management against which actual performance is compared at a future date.Without such standards managers cannot accurately gauge the effectiveness of the companies efforts. Ideally performance standards will be closely related to organizational goals. Like goals and objectives, performance standards should be Stated in very clear, easily measurable terms, and they should be realistic given both the internal and competitive environment in which the organization operates. Performance standards should also reflect organizational strategy and therefore be expected to vary widely among organizations and even internally within a particular organization with respect to different products and markets.

Evaluating performance and taking corrective action

This term is the fourth and final step of the control process it involves managers evaluating actual performance relative to standard and then taking appropriate action. Performance of valuation calls not only for quantitative and diagnostic skills, but, as already mentioned in the previous step, also for subjective yet crucial decision-making. Before deciding how to respond to deviations between performance standards and actual performance manager is in charge of control must determine the reasons for the deviation. Specifically they must determine whether the plan previously laid out was properly implemented and failed to work, orIf it was not implemented properly. Once managers have a valuated the firms performance, they must decide which of the three basic options is the appropriate response correct the observe deviation, change the performance standards, or simply maintain the status quo.

Maslow's hierarchy of needs

This term is the order in which people strive to satisfy the five basic needs are sterilized by Maslow psychological, security, social, esteem, and self actualization. Maslow's theory states that people must satisfy the needs at the bottom of the hierarchy before working towards the higher ones. This theory also suggests that is a low level need such as security is suddenly reactivated, The individual will try to satisfy that need rather than higher level needs. Managers should learn from Maslow's hierarchy that employees will be motivated to contribute to organizational goals only if they are able to first satisfy their psychological, security, and social needs through their work. Maslow's hierarchy although intuitively appealing and frequently used in management training, has not found widespread support from management research. Many experts believe that, beyond the first two basic needs, people very in there need emphasis. Some may seek social need satisfaction while others may have a sinus team needs or even self actualization. Does each individual may respond differently to organizational characteristics. Moreover the steps and basil hierarchy are not necessarily experienced in a sequential manner. Innocent people can have more than one meet at the same time and situation dictate which means our most important at a given point in time. Because of the oversimplified nature of Maslow's model it provides little to help managers motivate employees. Nevertheless it functions best in enhancing managers awareness of individuals needs and the complex and broad nature of these needs.

Orientation

This term is the process of familiarizing newly hired employees with fellow workers, company procedures, and the physical properties of the organization. This term generally includes a tour of the building; introductions to supervisors, coworkers, and subordinates; and distribution of manuals describing the firms policy on vacations, absenteeism, lunch break, company benefits, and so on. Many companies now require online versions of this term and a personal session featuring procedures, facilities, and key personnel to facilitate this term. Many companies regard this term to be a valuable socialization device. Human resource management policies and the firms code of conduct are often required reading, with job candidates being required to sign a statement of understanding and consent to comply with the documents.

Survey feedback (ODI)

This type of intervention involves gathering data to questionnaires and personal interviews. The data are tabulated, organized, and returned to the surveyed group by the change agent anonymous summarized form and used as a vehicle to stimulate discussion about problem areas that the group should address. Data may consist of facts, perceptions, attitudes, and opinions, but tend to be most helpful when they are specific, accurate, limited, relevant, important, and inspiring. How many data are used is as important as the nature of the data itself. Data must be fed back to the client group in such a way as to be excepted as valid, Q the group into important areas, stimulate movement or change, promise a reward if behavior is successfully changed, and generate present and future learning.

Training

This term is the process of instructing employees in their job task as well as socializing them into the organizations values, attitudes, and other aspects of its culture. There are several reasons why this term is and important human resource program. First as we have already mentioned it develops new employees job skills and attitudes. Second because jobs frequently change in organizations, especially those in with technology plays a large role, employees are frequently in need of additional use of this term even if they remain in the same position.Third as successful individuals move up to different positions they need to use this term to learn requisite new task. Fourth the current organizational trend to downside and reduce managerial layers has shifted many of the supervisors to new positions, often increasing the range of cats and requiring additional use of this term. The steps of this term are straightforward. First the person conducting this term determines the employees needs, and then develop a program to meet these needs. Then the person performing this term does an evaluation to determine if this term was successful. There are three main types of this term on the job training, off the job educational program conducted by outside individuals hired by the company, and online instruction. Job knowledge through the presentation of textual material and subsequent testing is common place. There are a number of methods for this term that are used primarily for teaching managers. These methods are coaching, committee assignments, job rotation, role-playing, in case study. After the completion of this term managers should make sure that employees have in fact learned the material that was covered. There are three main ways to make sure information was retained. These methods are asking the employees what they thought about the training and whether they believed the instructor was competent and what they think about what they learned, A formal test that is a questionnaire based on knowledge, or A demonstration performance of what was covered in training, or the supervisor can appraise the employees performance shortly after training is completed. The latter two options are a better method then the former as they provide a greater demonstration in information for judging an individuals readiness to perform their job.

Measuring performance

This term is the second step in the control process and it involves measuring actual performance in the context of the specific activities that management wishes to control. In most organizations this assessment occurs continually. For example if a company establishes as a performance standard a certain maximum acceptable product defect rate, managers must measure the rate continually to ensure that all products for below it. It is sometimes difficult to measure this term accurately.

Comparing performance against standards

This term is the third step in the control process which involves comparing measured actual performance against the standards established in step one. Actual performance may match at the performance standards exactly or it may be higher or lower than the target. Management must decide how much deviation from the standard will be tolerated before considering correct of action.

Stages of group and team development

This term like people and even organizations have life cycles. They are born, they develop, and are eventually terminated. During this progression groups pass through certain stages although the stages may vary and duration from one situation to another and sometimes even the sequence may be changed. Understanding how groups make progress could give a manager insight into behaviors needed to help the group function successfully at each stage. Although there are several models of group development, emphasizing different types of behaviors and orientations One very useful depiction of the process includes five phases forming, storming, norming, performing, and adjoining.

Sources of power

This term refers to a persons capacity to influence the behavior and attitudes of others. There are two different types of this term organizational power and personal power. As well as there are eight major aspects of this term Including legitimate, reward, coercive, expert, reference, charisma, information, and affiliative.

Norming (stages of group and team development)

This third stage of group and team development is the stage when conflict are largely resolved in Harmony ensues. Sometimes this can even be a detriment to giving poke and sideration to minority opinions. In this stage is sometimes can use balance of interpersonal forces is achieved. Members except the rules, divide work task, have largely resolved leader ship issues, and mostly share mutual expectations. The leader must promote a balance between maintaining harmony and continuing to strive to achieve the task at hand. The danger for a group at this time is that members may feel good but may not be getting the job done. Most of the time, groups move through the stage fairly quickly.

Overcoming resistance to change

This third step of the comprehensive model a Plant stage Pasadena with when change occurs there will almost always be resistance and understanding why resistance occurs can give managers some insight into how to deal with it. Some of the most common reasons for resisting change include uncertainty and insecurity, reaction against the way changes presented, threats to vested interest, cynicism and lack of trust, perceptual differences, and lack of understanding. People need a certain amount of stability and security in their lives and change can present unknowns that produce anxiety. Employees may worry about their ability to meet new job demands or even fear losing their jobs. Resistance to change may grow out of a reaction against being controlled or a loss of autonomy. If a change seems arbitrarily imposed or unreasonable, if management uses little tact and implementing or announcing it, or if it is poorly timed, negative reactions may result. If a company had encourage participation and empowerment but stopped because of a tough economy or bad business cycle that kind of change is likely to be severely resented. Some changes may result in employees losing their positions of power; labor union situations provide an excellent example of concern over such a loss. Employees who have been treated unkindly or at best indifferently by management over the years are likely to face any change with skepticism. Years of traditional hierarchal management may cause workers anywhere to be very skeptical when management proposes moving into more progressive organizational practices. Sometimes people resist change because they perceive the situation differently from those trying to institute the change. They may perceive that no change is warranted or that a different type of change would be more effective based either on a different diagnosis of a problem or a different opinion about what should be done. Managers should recognize that workers perceptions of a situation may be more accurate than their own because of their proximity to it. In some cases resistance to a bad change can ultimately save the company much time and money. One situation where there might be a particular resistance to change is when an organization attempts to introduce a new innovation or a new product, method, process, or approach. In order for any innovation to be successfully occurred in an organization, significant organizational change must occur. Finally resistance may stem from a lack of understanding of the change, including its need, nature, or implications for individuals. When the change process is not clearly presented, people tend to fill in the information gaps with rumors and speculation, often assuming the worst in terms of personal impact. On the other hand when companies inform employees of the reasons for change, provide them with more responsibilities, create a shared vision, and develop a strong corporate culture it can help managers over come resistance to change.

Cafeteria benefit programs

This type of benefit program allows an employee to choose which benefits they want from a menu of different options. The advantage of this program is that employees can tailor a benefits program to meet their needs.

Flexible benefits program

This type of benefit program works by giving employees credit to spend on benefits that meet their needs, rather than forcing them to sign up for a package that is not cater to them.

Rule negotiation (ODI)

This type of intervention entails structuring interactions between inter-dependent persons or groups to clarify and negotiate role behaviors and expectations. This term helps groups and individuals know what their responsibilities are, what actions they should take at different times in dealing with certain issues, and, in general, how they are to work together. This intervention can be a primary focus itself or part of a broader team building or intergroup team building program.

Job redesign (ODI)

This type of intervention focuses on changing the nature of how cats are performed and often entails job rotation, job enrichment, and or job enlargement. This term attempts to enhance not only productivity but also job involvement and organizational commitment.

Process consultation (ODI)

This type of intervention focuses on the dynamic task related processes how a client or group sets goals, gathers information, solves problems, and allocates work. It also assist the client organization in diagnosing how to enhance these kinds of processes. Again such areas as communication, conflict resolution, leader ship, and decision making may be examined and targeted for improvement. A key difference between this term and survey feedback is that the consultant is involved in more direct behavioral observation in the former, while asking others about their perceptions, attitudes, and feelings in the latter. Feedback, diagnosis, action planning, implementation, and evaluation are still a part of both interventions.

Third-party peacemaking (ODI)

This type of intervention involves a consultant who facilitates conflict resolution between two individuals. It may entail structuring meetings, facilitating discussions, interpreting communications, pacing interactions, and suggesting compromises or integrative solutions.

Life and career planning (ODI)

This type of intervention involves the use of structured counseling in group discussions, often accompanied by scale and interest testing, to assist employees in planning career paths and integrating life and career goals. These activities can be planned and combined with an overall education and employee development program.

Transformational leadership

This type of leader ship is a style that goes beyond mirror exchange relationships by inspiring employees to look beyond their own self interest and by generating awareness and acceptance of the groups purposes and mission. These types of leaders often appeal to a higher ideals and ethical values such as truthfulness, transparency, fairness, and diversity. These leaders have tremendous power to do good things, however in business they can excite employees to perform beyond what they thought they were capable of doing. Employees in these organizations work in order to satisfy the higher order needs identified in Maslow's hierarchy. Research has shown that this type of leader ship is even more effective than servant leadership and organizational learning. There are six characteristics that distinguish this type of leader ship from the more traditional transactional leaders which are charisma, inspiration, intellectual stimulation and empowerment, individual consideration, change facilitation, and integrity. In essence this type of leader ship uses charisma to inspire employees, communicate a shared vision, promotes change, and shows strong support for an ethical culture.

Unrelated listening and responding

This type of listening is when the receiver does not listen to anything the sender says. Consequently the response is completely different or unrelated to the message.

Feeling listening and responding

This type of listening is where the receiver attempts full understanding of the information and meeting. They focus not only on the words but also the feeling and emotions being expressed or implied. Often the receiver will express their own feelings well acknowledging the feeling of the sender.

Tangential listening and responding

This type of listening is where the receiver hears a small portion of the senders message and then goes off on a tangent. The amount of the message actually heard, however, is not enough to provide a fully appropriate response.

Furthering listening and responding

This type of listening is where the sender is encouraged by the receiver to continue with his or her message. In other words the receiver is actively listening; however, full understanding of the message has not been attempted.

Work in progress inventory

This type of management inventory includes those products that are partially complete or in transit.

Trait appraisal

This type of subjective measure evaluates an employees personal characteristics such as attitude, motivation, cooperation, and dependability. Although companies commonly use these measures they are somewhat problematic and are not always recommended as performance measures because they do not directly affect job activities. One of the main difficulties of using this type of appraisal is that there are no clear definitions of many traits. If trades are not clearly defined managers may find it difficult to utilize this type of appraisal simply because there are not certain as what to evaluate

Intergroup team building (Team building -ODI)

This type of team building is designed to facilitate functioning between two or more groups by hoping the groups understand and deal with areas of conflict; debilitating interaction patterns; perceptual discrepancies; norms, goals, and value differences; and a lack of coordination.

Top management team

This type of team consist of higher level executive of the organization, such as the chief executive officer, the chief financial officer, the chief operations officer, and the chief marketing officer. These types of teams set strategic goals for the company. They are concerned with the discretion of the company and the opportunities for achieving the firms vision.

Self directed work teams

This type of team is a group of employees who are responsible for a process or segment of a job that delivers a good or service to a customer, either internal or Extertal. Sometimes called self managed teams or autonomous work groups this type of team is designed to give employees a feeling of ownership of a whole job. We share team responsibility for work outcomes, team members often have broader job assignments and cross train to master other jobs, which permits greater team flexibility. The defining characteristic of this type of team is the extent to which it is empowered by management. A team that is Somewhat empowered might do its own housekeeping, have members who train each other, repair and maintain equipment, and behalf schedule production. A team takes on additional functions normally reserved for managers, professionals, and other specialists as the level of empowerment increases. For example a highly powered team might also manage suppliers, schedule vacations, hire new employees, choose team leaders, and even be responsible for the purchase of new equipment. Naturally the functions and their order will vary across organizations and teams. Some leader ship roles always exist, even in the most highly empowered team.

Virtual team

This type of team is a team consisting of people from different locations that communicate our projects through technology such as email, video conferencing, faxing, and other forms of digital communication. These teams encompass all types of teams and can be used for product development, quality assurance, test forces, and so on. These teams are particularly important for global businesses where team members might be located in different areas throughout the world. Well these types of teams may require some adjustment for employees used to meeting face-to-face in some cases these teams are more productive than traditional teams. One study of software development teams from across the world found that these types of teams lead to greater efficiency and results. This is because these teams allow experts from across the world to collaborate on projects, time constraints are less limiting because members have a greater ability to work during times that are more convenient for their schedule, and the diversity of team members can increase the organizations understanding of different consumers. To make the most of these benefits however, members of these teams should take the following steps including clarifying tasks and processes, establishing strong communication channels, conducting regular meetings, tracking commitments, sharing leader ship, and interacting frequently with team members. In terms of clarifying teams and processes it is important that teams agree upon who is responsible for which task and make sure everyone understands their responsibilities. Strong channels of communication are essential for this type of teams success. Interacting with members frequently the regular meetings and other forms of interaction is important to build relationships, monitor progress, and collaborate on innovative solutions. Tracking commitments as necessary to ensure that each team member is doing their tasks. Additionally, showing leader ship encourage his involvement in the process and requires team members to make sure that the team is on track.

Task force

This type of team is a temporary group of employees responsible for bringing about a particular change. They may be formed within a functional area, but are most frequently cross functional, temporary pulling workers from throughout the organization. This type of membership is usually a function of someone's expertise rather than higher court position. For example Apple Inc. might put together a A team of this type to explore developing new education applications for the iPad.

Quality assurance teams

This type of team is generally fairly small groups formed to recommend changes that will positively affect the quality of the organizations products. Quality circles are the most common form of this type of team. Quality circles are groups of workers brought together from throughout the organization to solve specific quality, productivity, and service problems. Although the quality circle term is not as popular as it once was the quality movement is stronger than ever. Comcast uses These types of teams to ensure the quality of its product offerings. The use of teams to address quality issues will no doubt continue to increase throughout the business world.

Project teams

This type of team is similar to task forces, but usually they are responsible for running their operation and are totally in control of a specific work project. They are often cross functional and almost always temporary, although a large project, such as designing and building a new airplane at Boeing corporation may last for years. These types of teams such as those at Boeing are often the guts of the organization or the central business function.

Committees

This type of team is usually a permanent from a group that does some specific task; it may be functional or cross functional. A loan committee in a bank for instance they have members from several areas besides the loan department to help provide outside expertise. Because this team type often makes formal decisions, they usually have official members of the formal hierarchy as part of the group, unlike a task force.

For cause terminations

This type of termination occurs when an individual's job behavior is unacceptable. For example an employee may be fired for poor performance or violations of the companies rules and policies. This is a complex activity that is difficult for both the company and the individual. Well managed terminations of this term usually have three distinct stages. Often particularly in unionized firms these three stages are part of a formally stated policy. First the manager notifies the employee often during the performance appraisal that their work behavior is unacceptable. The manager should discuss specific aspects of performance and describe the deficiencies or problems in detail. The second stage begins with the development of a program to improve the work performance. This may include additional training, regular monitoring of performance by a supervisor, and frequent feedback concerning the quality of work. If performance does not improve even after additional training and feedback, the third stage begins when the company decides that an individual is in capable of performing adequately on the job and that it is in the best interest of both the organization and the individual to terminate the relationship. The manager should record in writing all the information from the stages, give a copy to the employee, and please additional copies in the employees file. This will provide necessary data concerning the poor performance as well as attempts to improve any deficiencies in case the termination is legally contested.

Types of groups and teams

We classify this term along a number of dimensions, including how they develop, from which parts of the organization they draw their members, and their purpose, duration, and level of empowerment the extent of their authority and ability to make and implement work decisions. This term in an organization develops depends on the task it needs to accomplish and other contextual variables already noted. How successfully these groups will function depends on a number of other structural and process characteristics. This term can be formal or informal most groups or teams with a title or group designation or formal groups created by the organization as part of its formal structure. These groups generally have their own formal structures as well. Informal groups arise naturally from social interaction and relationships and are usually very loosely organized. A friendship group or a click is an example of an informal group. A department athletic team although titled often grows in formally out of social relationships. Groups can also be functional or cross functional. Functional groups sometimes called command groups as the name suggests perform specific organizational functions with members from several vertical levels of the hierarchy. Accounting, personnel, and purchasing departments are examples of functional groups. Cross functional groups sometimes called horizontal groups cut across the firms hierarchy and are composed of people from different functional areas and possibly even different levels. Well functional groups are usually permanent cross functional groups are often temporary lasting for as little as A few months to as long as several years depending on the group task being performed. Most groups can be classified as having one of three purposes these are some groups make recommendations for instance by suggesting ways to improve quality; some groups make products or perform certain functions, such as teams formed for product development; and some groups direct activities, such as functional groups that conduct business in an area of operations. The latter two group types tend to be more autonomous than the first. There are nine types of teams which are top management team, task force, committee, project team, project development team, research and development team, quality assurance team, self directed work teams, and virtual team.

Behavioral-based appraisals

this type of subjective measure evaluate how the employee performs job task. The items used in this appraisal must come from the job analysis. The dimensions to be evaluated are described in terms of either activities or results. The complete appraisal form contains behaviors necessary for project management, business development, customer satisfaction, and financial performance.

Barriers to effective communication

to be effective, managers need to not only understand the communication process, but also to understand and strive to overcomes the barriers of this term. There are three main types of these barriers personal, organizational, and environmental. Personal barriers include individual characteristics, semantics, channel selection, consistency, credibility, and incrimination. Organizational barriers include power status, goal and priority differences, and organizational structure. Environmental barriers include factors such as noise, information overload, and physical barriers within the environment.