TMP 127 Final

Three Ways to improve socialization

- Realistic job previews - Orientation Programs - Mentoring

Benefits of Developing Negotiation Skills

- increase salary, profits, and marketability - save time, money and grief, ensuring needs are met - improve relationships - reduce number and severity of conflicts, reducing stress

Formalization

- many specific rules and procedures used to standardize behaviors and decisions

Centralization

- reflects where decisions are formally made in organizations - if senior managers only make decisions highly centralized - if junior employees feel empowered to make deacons organization is decentralized, necessary as company grows larger

Span of Control

- represents how many employees managers are responsible for in the organization - narrow span of control is especially important if manager is much more skilled than subordinates - affects how tall or flat its organizational chart is

Five Stages of Negotiation

1. Preparation and Planning: Clarify what you want and why 2. Defining ground rules: Set an agenda, standards, what to do if agreement is not reached 3. Clarifying and Justifying your case: Clarify your interests, use a frame to make your case persuasive, use questions to understand others' interests 4. Bargaining and Problem Solving: focus on problems not people, interests not positions, options for mutual gain 5. Closure and implementation: verbally summarize what both parties agreed to

Five Components of HRMS

1. recruitment and selection - attract and hire new employees that will help an org achieve its goals 2. training and development - for managers to ensure organizational members develop skills and abilities enabling them to perform their jobs effectively 3. performance appraisal and feedback - serves two purposes for HRM. gives managers information needed to make good human resource decisions and decisions how to train, motivate, and reward organizational members 4. pay and benefits - rewarding high-performing organizational members increase the likelihood that organizations most valued human resources will be motivated to continue their high levels of contribution to the organization 5. labor relations - encompass the steps that managers take to develop and maintain good working relationships with labor unions

Difference between the different three party negotiations

Arbitrator - neutral third party w legal power to bind both parties to an agreement Mediator - neutral third party who has no stake in the outcome of the agreement Conciliator - trusted third party whose role is to ensure that a steady flow of accurate information exists between the negotiating parties Consultant - a neutral third party who teaches and advises the negotiating parties on skills and techniques of negotiation

Two Major Forces of Organizational Change

Changes in Leadership: leaders have to be the driving force for change as the environment around the organization shifts Mergers and Acquisitions: mergers has major affects on attitudes and behaviors of organizational employees, acquisitions are slightly less troublesome because the company acquiring has a dominant culture expecting the other to adapt

Five Different Specific Cultural Types

Customer service culture - focused on service quality Safety culture - for organizations in terms of the degree to which safe behaviors at work are viewed as expected and valued Diversity Culture - can serve as a core advantage over competitors Sustainability Cultures - fostered by mission and values of many orgs, helping greater social good and helps recruit top talent today with current culture Creativity Culture - importance of new ideas and innovation in many cultures, affect both quantity and quality of creative ideas within an org

Espoused vs. Enacted Values

Espoused - values that are stated and explicit Enacted - values that are represented by actions of org and members

Four Different General Cultural Types

Fragmented Culture - employees are distant from one another Mercenary Cultures - employees think alike but aren't friendly, political "what's in it for me" environments Networked Cultures - employees are friendly but think differently and do their own thing, highly creative org Communal culture - friendly culture that think alike

Different Bureaucratic Structures PT.1

Functional structure - most basic form, employees are grouped according to function they perform for the organization Pros: - have high degree of work specialization that's centrally coordinated - managers have expertise in an area and interact with others with same type of expertise creating most efficient solutions for company - encourages learning from others doing similar jobs - easy for managers to monitor and evaluate workers Cons: - employees don't communicate as well across functions as they do within functions - preoccupation with own department and losing sight of organizational goals

Human Resources / Strategic Human Resource Management

Human Resource Management (HRM): includes all activities managers engage in to attract and retain employees ensuring high-level performance and contribution Strategic Human Resource Management: process which managers design components of an HRM system to be consistent with each other, to develop a HRM system that enhances an organizations efficiency, quality, innovation, and responsiveness to customers

Integrative & Distributive Bargaining

Integrative Bargaining - negotiators use this when they believe a win-win situation exists and can be reached Distributive Bargaining - based on an attempt to divide up a fixed "pie" or amount of resources, resulting in a win-lose situation (adversarial or competitive posture)

Different Selection Tools

Interviews - virtually all organizations use interviews during the selection process, both structured (set questions, superior) and unstructured (ordinary conversation) Background Information References Performance tests Physical Ability Tests Paper and Pencil Tests

Manageable Questions Vs Unmanageable Questions

Manageable: open ended (could you explain the reasons for your decision) Unmanageable: Close-out (forces your opinion on the opponent)

Different Bureaucratic Structures PT.3

Matrix Structures - more complex designs that try to take advantage of two types of structures at the same time Pros: - allows for significant flexibility - can adapt more quickly to the environment Cons: - can be stressful and confusing reporting to two bosses

Different Bureaucratic Structures PT.2

Multi-divisional Structures - organizational forms in which employees are grouped into divisions around products, geographic regions, or clients Pros: - allows functional managers to specialize in one product, geographic, or market area - division managers become experts in their area - corporate managers do not need direct supervision of the division - divisional management improves the use of resources (only within a division) Cons: - Duplication of functions across the organization (HR, Finance, Marketing) is inefficient

3 Components of Organizational Culture

Observable Artifacts - manifestations of an organizations culture that employees see / talk about Espoused Values - beliefs, philosophies, norms a company states. range from published documents, vision / mission statement, verbal statements Basic Underlying Assumptions - taken-for-granted beliefs and philosophies so ingrained employees act on rather than questioning validity. represent deepest and least observable part of a culture

Organizational Chart / Design

Organizational Chart - drawing that represents every job in the organization and the formal reporting relationships between those jobs, helping organizational members and outsiders understand how work is structured within the company Organizational Design - process of creating, selecting, or changing the structure of an organization. Ideally organizations don't just "let" a structure develop on its own; they proactively design it to match their specific circumstances and needs

Sources Of Leader Power

Personal: i. Expert - power of knowledge ii. Referent - potential influence one has due to strength of relationship between leader and followers Positional or Organizational: i. Legitimate - power depends on person's organizational role, can be thought of as one's formal or official authority ii. Reward - involves potential influence due to one's control over desired resources iii. Coercive - potential to influence others through the administration of negative sanctions or the removal of positive events Personal Power subordinates are: i. more motivated / satisfied ii. absent less often iii. perform better if different followers have considerably greater amounts of expert power, leader may be unable to influence them using expert power alone

Six Persuasion Principles Identified By Cialdini

SLARCS Scarcity - people are naturally attracted to the rare and exclusive Liking - people like those like them / who like them Authority - principle of authority involves referencing experts and expertise Reciprocity - means that when you give something to somebody, they feel obligated to give something back to you in return Commitment/Consistency - when you commit to something, you feel obligated to follow through on it Social Proof: desire to follow the lead of those who are similar to you

Key Strategies for negotiating effectively

Scripting - preparation to clarify what you want and why Agenda Setting - its a meeting, allocate time, if not created decide at start of negotiation Anchoring - establishment for an asking price or opening offer Cultivating Positive Emotions - helps negotiators by increasing willingness to seek mutually beneficial solutions Framing - point of view brought to negotiation Questioning - help understand others viewpoints Summarizing - talking about whats been discussed helps keep discussion focused

Verbal Negotiation Tactics

Self-Disclosure: i will tell you something about myself or important information Question: I will ask you something about yourself Reward (unconditional, positive): I will give you something positive now, on the spot Threat (conditional, negative): I will do something you do not want me to do, if you do something I don't want you to do Recommendation: If you do something I want you to do, a third party will do something you want Warning: If you do something I don't want you to, a third party will do something you do not want Promise (conditional, positive): I will do something if you will do something I want you to Punishment (unconditional, negative): I will give you something negative now, on the spot Normative appeal: I will appeal to a societal norm Commitment: I will do something you want Command: I will order you to do something

Socialization and phases

Socialization: primary process which employees learn social knowledge that enables them to understand/adapt to organizations culture, a process that begins before an employee starts working not ending until employee leaves the organization Anticipatory Stage: happens prior before employee starts job when employee hears name of organization - info includes treatment during recruitment, stories from org insiders, other info how org is Encounter stage: day employee starts - new employees compare info from anticipatory stage, smoother transition if info heard before is true, mismatch in info can cause reality shock Understanding and Adaptation: final stage, newcomers learn content areas of socialization and internalize norms and expected behaviors of org - important part of stage is change of the employee

Six Types of Observable Artifacts

Symbols - corporate logo, images on website, uniforms Physical Structures - open workplace? where does top management work? Language - reflects jargon, slang, and slogans within walls of an organization Stories - anecdotes, legends passed down from cohort to cohort within an org. major mechanism which leaders/employees describe company values Rituals - daily or weekly routines in an org Ceremonies - formal events for org members

Differences between tall and flat organizations

Tall: - centralized authority - many levels of authority relative to company size - many levels of authority and narrow spans of control - drawback: potential for communication problems, upper-level management might find it complicated and time-consuming to communicate with lower-level management and vice-versa Flat: - decentralized authority - fewer levels of authority relative to company size - flat structures have fewer levels and wide spans of control - giving lower-level managers and non managerial employees the right to make important decisions about how to use organizational resources - more flexible, empowering employees, creating self-managed work teams, establish cross-functional teams, or move to a product team structure

Five tips for effective negotiation

a. look forward, not backward b. separate people from problems c. adopt a win-win attitude d. respond, don't react e. use a third party if needed

Five factors that impact the ability for leaders to influence others

a. low substitutability b. high discretion c. high centrality d. high visibility e. level of crisis

Power

capacity to produce effects on others or the potential to influence others

Person-Organization Fit

degree to which a person's personality and values match the culture of an organization Person Organization Fit has a weak positive effect on performance but a strong positive effect on commitment

Strong Culture

high level of culture strength exists when employees definitively agree about way things are supposed to happen within the org and when their subsequent behaviors are consistent with those expectations Pros: - differentiate the org from others - allows employees to more easily identify themselves with the org - facilitates desired behaviors among employees - creates stability within the org Cons: - makes merging more difficult - attracts similar people risking a limit on diversity - can be too much of a good thing creating extreme behavior among employeees - makes adapting to environmental changes difficult

ASA framework

holds that potential employees will be attracted to organizations whose cultures match their personality, meaning some potential job applicants won't apply due to perceived lack of fit. orgs will select candidates based on personality fit too people who get in that don't fit will be unhappy or ineffective leading to attrition (voluntary/involuntary turnover)

Influence Tactics - Moderately Effective

i. Ingratiation - attempting to get a target in a good mood before making a request ii. Personal appeals - when a target is asked to do a favor out of friendship iii. Apprising - when the target will personally benefit from the request

Influence Tactics - Least Effective

i. Pressure tactics - when threats or persistent reminders are used to influence targets ii. Exchange - when a target is influenced through the exchange of favors iii. Coalition tactics - when agents seek the help of others to influence the target

Influence Tactics - Most Effective

i. Rational persuasion: logical arguments / factual evidence ii. Consultation: when targets are asked to participate in planning iii. Inspirational appeals: designed to arouse enthusiasm/emotions iv. Collaboration: assistance or resources offered in exchange for request

Chain of command

specific flow of authority down through the levels of an organization's structure (who reports to whom)

Work Specialization

the way tasks in an organization are divided into separate jobs (company's division of labor)