BA304 Quiz 3 notes: Module 3, 2, & 1

differentiation and integration

-Differentiation: refers to the need to break the organization into departments -Integration: refers to the need to coordinate the departmental activities—it's a balancing act

Problems to Avoid

-Don't rush; don't stereotype—get to know each individual; don't hire people who are your clones +don't consider just one or two positive or negative things—review the candidate's entire set of qualifications

Job evaluation

-Process of determining the worth of each job relative to the other jobs within the organization. +Organizations commonly group jobs into pay grades, creating a pay dispersion. +The higher the grade of the job, the higher the pay. +The external and internal approaches are often used together

Global Virtual Teams

-Physically located in different places but work together as a team. +Advances in information and telecommunications technologies are allowing new ways of structuring, processing, and distributing work and overcoming the barriers of distance and time

Principles of Organization 7: Delegation

-Process of assigning responsibility and authority for accomplishing objectives. +Responsibility and authority are delegated down the chain of command. +Delegation only takes place when you give an employee a new task +If tasks are already part of employees' job and you ask them to do a task, it's not delegation. +Delegating tends to be used more often in organic organizations, as jobs are not as clearly defined and employees are expected to do a wider variety of tasks

The Developmental Performance Appraisal

Preparing for interview: 1. Make an appointment 2. Have employee develop objectives and plans for improving performance 3. Develop objectives and plans for improving performance Conducting the interview: 1. Open interview 2. Agree on objectives 3. Develop plan for meeting objectives 4. Make follow-up appointment 5. Conclude interview

Equal Employment Opportunity: Age Discrimination in Employment Act (ADEA) of 1967 (amended 1978, 1984)

Prohibits age discrimination against people older than 40 and restricts mandatory retirement

Equal Employment Opportunity: Title VII of the Civil Rights Act (CRA) of 1964

Prohibits discrimination on the basis of race, religion, color, sex, or national origin in all areas of the employment relationship

Equal Employment Opportunity: Americans with Disabilities Act (ADA) of 1990

Requires employers to provide "reasonable accommodations" to allow disabled employees to work

Compensation and Benefits: Family and Medical Leave Act (FMLA) of 1993

Requires employers with 50 or more employees to provide up to 12 weeks unpaid leave for family (childbirth, adoption) or medical reasons

Compensation and Benefits: Equal Pay Act (EPA) of 1963

Requires that men and women be paid the same for equal work

Delegation Decisions: What NOT to delegate

• Anything that you need to be involved with because of your unique knowledge or skill; priority determination question 1 • Personnel matters (evaluating, disciplining, firing) • Confidential matters • Projects or tasks in crisis • Activities delegated to you personally

THE GROUP PERFORMANCE MODEL: STAGES OF GROUP DEVELOPMENT AND MANAGEMENT STYLES

-Temporary task forces that complete projects, with potential to change group dynamics over time +forming, storming, norming, performing, and termination

Retirement Plans

-This important benefit is offered by around 66% of large employers, and when it is, only 45% of workers participate 401(k)-style plans +Most employers require employees to take money out of their paycheck to go into the plan (and most match up to a certain limit), so employees decline the option and give up the free company money

feasibility study

-Through marketing research, you investigate the competition and select products based on your competitive advantage +Who are your potential customers? Will they actually buy your product?

Authority Versus Power

-boards of directors have the authority to provide the governance rules + Governance rules: rules influencing the organizational principles and structure. +Managers hold positions of power and authority, but authority is different from power structure +power is broader in scope

Training Versus Development

-Training: +Process of teaching employees the skills necessary to perform a job. +Training typically addresses the technical skills of non-managers. -Development: +Ongoing education to improve skills for present and future jobs. +Employees want a clear career development road map

Health and Safety

-Workplace safety is a concern for all companies, but especially in more dangerous industries with higher death rates ranked such as construction; transportation and warehousing; agriculture, forestry, fishing, and hunting; professional and business services; and manufacturing. +Most accidents such as plane crashes, and 98% of truck accidents, are caused by human error

Training and Development Methods: Technical skills (p. 327)

-Written material, lectures, videos, Q&A, discussions, & JIIT demonstration -Programmed learning -Job rotation -Projects

Management Implications (group roles)

-If no member is playing the task or maintenance role required at a given time, you should play the role. +As the manager, you should also make the group aware of the need to play these roles and the need to minimize self-interest roles. +Try to create a win-win situation by balancing personal and organizational interest

Strategy and Structure

-company organizational structure must be designed to achieve strategic objectives +As companies change strategies to align with the external environment, they tend to change their structure +With innovative growth strategies in a dynamic environment, organic structures tend to work well +With a stability strategy in a stable environment, mechanistic structures tend to work well

Job Enlargement

-adding tasks to broaden variety +Although you can add more variety of tasks to a highly repetitive, boring job, once the new tasks are mastered, the job is still rather boring

Line Versus Staff Authority

-Line authority: is the responsibility to make decisions and issue orders down the chain of command. +Line managers are primarily responsible for achieving the organization's objectives and directly bringing revenue into the organization, and staff people provide them with services that help them do that +Operations and marketing are usually line departments +The line departments are internal "customers" of the staff departments +Small businesses don't have staff, so line employees do a larger variety of tasks that staff could perform, but as firms grow they add staff -Staff authority: is the responsibility to advise and assist other personnel +Human resources management, public relations, and information tech are almost always staff departments +Conversely, the larger the business the more staff they tend to have

JOB DESIGN

-aka work design and job-crafting -about doing what must be done to accomplish the mission and objectives. +Tasks or activities to be performed are grouped into functional departments, and the tasks are further grouped into jobs for each employee with a job title to describe responsibilities. -Job design: +Process of identifying tasks that each employee is responsible for completing. +It is crucial because it affects job satisfaction and productivity. +Job design gives accountability for task performance, and the job design should fit the organizational culture

Traditional Departmentalization

-Departmentalization is the grouping of related activities into units. -Traditional departmentalization tends to have a simple structure. +Departments may have either an internal or an external focus

Types of interview questions

1. Closed ended 2. Open ended -"why" "tell me about" 3. Hypothetical -"what" ... 4. behavioral -"how would you" "give me an example of a time when you ..." 5. Probing -Clarify position on a response

State and Local Government Employment Laws

-Must follow federal laws, and some states have laws that build upon federal law

Onboarding and Newcomer Socialization

-Newcomer socialization refers to the process through which new employees acquire the knowledge, skills, behaviors, and attitudes required for effective participation in the firm. +Onboarding is about socializing new hires and developing relationships, because if people don't feel like they are accepted into the team, they tend to quit. +Socialization is ranked more important than the formal HRM department orientation

ORGANIZATIONAL DESIGN

internal structure of an organization, or the arrangement of positions in the organization into work units or departments and the interrelationships among them

Organization Chart: Chain of command

By following the vertical lines, you can see who reports to whom

3 characteristics of group success

(1) members are engaged, (2) they have a variety of ideas, and (3) everyone is setting goals

THE GROUP PERFORMANCE MODEL: DEVELOPING GROUPS INTO TEAMS

-trend is toward the empowerment of teams +teams can be more productive than groups as collective knowledge leads to more creativity and innovation

Standards and Measurement Methods

1. The Critical Incidents File: -Coaching performance appraisal method in which a manager keeps a written record of positive and negative performance of employees throughout the performance period. 2. Management by Objectives (MBO): -Process in which managers and employees jointly set objectives for the employees, periodically evaluate performance, and reward according to the results. 3. The Narrative Method: -Requires a manager to write a statement about the employee's performance. The system can vary. Managers may be allowed to write whatever they want, or they may be required to answer questions about the employee's performance. The narrative method is often combined with another method. 4. Behaviorally Anchored Rating Scale (BARS) -Performance appraisal method combining the rating scale and the critical incidents file. It is more objective and accurate than either method used separately. Rather than having ratings of excellent, good, average, and so forth, the form has several statements that describe the employee's performance, from which the manager selects the best one. Standards are clear when a good BARS is developed. 5. The Rating Scale: -Performance appraisal checklist on which a manager simply rates the employee's quantity of work, quality of work, dependability, judgment, attitude, cooperation, and initiative. 6. Ranking: -Performance appraisal method that is used to evaluate employee performance from best to worst. Under the ranking method, the manager compares an employee to other employees rather than to a standard measurement. An offshoot of ranking is the forced distribution method, which is similar to grading on a curve. Predetermined percentages of employees are placed in various performance categories, for example: excellent, 5%; above average, 15%; average, 60%; below average, 15%; and poor, 5%. Note that it is good to use informally when making administrative decisions, but as an overall system, it can cause problems

Organization Chart: Departmentalization

An organization chart shows how the firm is divided into permanent work units

Benefits

Benefits are various non-wage compensations provided to employees in addition to their normal wages or salaries.

Command or Task Groups

Command groups: -consist of managers and the employees they supervise. +People are usually hired to be a part of a command group, such as Formula 1 racing teams that spring into action during pit stops. +They are considered more mechanistic groups, and teams as organic +Command groups are distinguished by department membership as functional or cross-functional. Task groups: -Consist of employees selected to work on a specific objective. -There are two primary types of task groups: task forces and standing committees -Major differences: +Command group members tend to be from the same functional area, whereas task groups are often cross-functional. +Everyone in an organization belongs to a command group, but employees may never be a member of a cross-functional task group. +The higher the level of management, the more time is spent in task groups and their meetings

Job Instructional Training

Job instructional training (JIT): -Popular training method used worldwide. +Teaching by demonstration is supported by evidence-based management. +JIT has four steps: (1) Prepare trainee: explain the task objective, (2) Presentation of task by trainer: demonstrate how to do the task, (3) Performance of task by trainee: watch employees perform the task and correct as needed until they can do the task on their own (4) Follow-up: tell them whom to see if they have any questions or need help, and keep an eye on them in case they need more training

GROUP AND TEAM PERFORMANCE

Large companies: -Using organic structures +adopting team-based organizational designs with multi-team systems of interdependent teams +relying on team creativity to innovate -Teamwork skills are based on your ability to work well with others (interpersonal skills, by developing relationships

The Evaluative Performance Appraisal Interview

Preparing for interview: 1. Make an appointment 2. Have employee complete self-assessment 3. Assess employee's performance 4. Identify strengths and areas for improvement 5. Predict employee's reaction and how to handle them Conducting the interview: 1. Open interview 2. Go over PA form 3. Agree on strengths and areas for improvement 4. Conclude interview

Compensation and Benefits Regulation: Fair Labor Standards Act (FLSA) of 1938

The FLSA introduced the 40-hour work week, established a national minimum wage, guaranteed "time-and-a-half" for overtime in certain jobs, and prohibited most employment of minors in "oppressive child labor"

Organization Chart: The level of management hierarchy

The org chart is a top-down structure showing the hierarchy levels of management

THE GROUP PERFORMANCE MODEL

-Based on four factors: +organizational context, group structure, group process, and group development

Training and Development Methods: decosion-making skills (p. 327)

-Cases -In-basket exercises: trainee must determine what action each item would require and must assign priorities to the actions -Management games -Interactive videos

Product (Service) Departmentalization

-involves organizing departments around products +e.g. CVS

Preemployment Inquiries

(1) Every question asked should be job related, or don't ask it. When developing questions, you should have a job-related purpose for using the information. (2) Any general question you ask should be asked of all candidates

Pay Systems

(1) Wages are paid on an hourly basis. (2) Salary is based on time—a week, a month, or a year. +A salary is paid regardless of the number of hours worked. (3) Incentives are pay for performance. +Incentives include piece rate (pay based on production), commissions (pay based on sales), merit raises (the more productive workers get paid more), and bonuses -Common types of bonuses are a specific reward for reaching an objective, profit sharing in which employees get a part of the profits, and company stock and options to buy the stock at below market value. +The use of pay for performance rather than hours worked is the trend today

The First Meeting

-At a first meeting, you want to put people at ease right from the start +Answering their often unanswered question "What's in it for me?" helps. +Your team is in the forming stage and you want to provide a task role to ensure the members know what the team is all about and what is expected of them. +A recommended sequence is introductions, objectives, and role assignments including leader, timelines, and contact information exchange (which can be done through including it on the agenda, which you send to all members in a contact group email). +Tell members you will be starting and ending the meeting on time, and time will not be spent catching up late members on the meeting. -Then change to a maintenance role with a short introduction of members and their desired goals. +Then you can ask this question. +Do you want this to be an effective team? +Then go over the norms that facilitate group process discussed above. +During or following this procedure, schedule a break that enables members to interact informally. +If members find that their social needs will not be met, dissatisfaction may occur quickly. -You can present your ideas for developing positive norms at the first meeting. +But do realize that these behavioral actions develop norms. +Just because you state them at the first meeting doesn't mean the members will remember or follow this advice that improves group process. +So it's your job to help enforce these norms by taking some action when members behave contrary to these norms, and especially avoid letting bad norms develop

Questions that can, and can't be asled

***A bona fide occupational qualification (BFOQ) is one that may be discriminatory but is reasonably necessary to normal operation of a particular organization Name -Can: Current legal name and whether the candidate has ever worked under a different name -Can't: Maiden name or whether the person has changed his or her name Address -Can: Current residence and length of residence there -Can't: Whether the candidate owns or rents his or her home, unless one or the other is a BFOQ Age -Can: Whether the candidate's age is within a certain range (if required for a particular job; for example, an employee must be 21 to serve alcoholic beverages); if hired, can ask for proof of age -Can't: How old are you? What is your date of birth? Can you provide a birth certificate? How much longer do you plan to work before retiring? Sex -Can: Candidate to indicate sex on an application if sex is a BFOQ -Can't: Candidate's sexual identity Marital/family status -Can: Whether candidate can adhere to the work schedule; whether the candidate has any activities, responsibilities, or commitments that may hinder him or her from coming to work -Can't: Specific questions about marital status or any question regarding children or other family issues National/origin/citizenship/race -Can: Whether the candidate is legally eligible to work in the United States, and whether the candidate can provide proof of status if hired -Can't: Specific questions about national origin, citizenship, or race Language -Can: What languages the candidate speaks and/or writes; can ask candidate to identify specific language(s) if these are BFOQs -Can't: What language the candidate speaks when not on the job or how the candidate learned the language Criminal record -Can: Whether the candidate has been convicted of a felony; if the answer is yes, can ask other information about the conviction if the conviction is job related -Can't: Whether the candidate has ever been arrested (an arrest does not prove guilt); for information regarding a conviction that is not job related Height & weight -Can: Whether the candidate meets BFOQ height and/or weight requirements and whether the candidate can provide proof of height and weight if hired -Can't: Candidate's height or weight if these are not BFOQs Religion -Can: If candidate is of a specific religion, if religious preference is a BFOQ -Can't: Candidate's religious preference, affiliation, or denomination if not a BFOQ Credit rating -Can: For information if a particular credit rating is a BFOQ -Can't: Unless a particular credit rating is a BFOQ Education & work experience -Can: For information that is job related -Can't: For information that is not job related References -Can: For names of people willing to provide references or who suggested the candidate apply for the job -Can't: For a reference from a religious leader Military record -Can: For information about candidate's military service that is job related -Can't: Dates and conditions of discharge from the military; draft classification; National Guard or reserve unit of candidate Organizations -Can: About membership in job-related organizations, such as unions or professional or trade associations -Can't: About membership in any non-job-related organization that would indicate candidate's race, religion, or the like Disabilities -Can: Whether candidate has any disabilities that would prevent him or her from performing the job being applied for -Can't: General questions about disabilities Past pay -Can: For determining prior employments -Can't: How much the candidate was paid on the job

Why Workers Join Unions and Collective Bargaining

-A common reason workers join unions is dissatisfaction with working conditions. +Union members often get greater wages and benefits than nonunion workers, so this is an incentive to unionize. +Some industries are more unionized than others. +In some organizations, you must join the union to get a job, and you may have to pay union dues. +There is power and safety in numbers, and unions give workers the power of collective bargaining -Collective bargaining is the negotiation process resulting in a contract between employees and management that covers employment conditions. +The most common employment conditions covered in contracts are compensation, hours, and working conditions, but a contract can include any condition that both sides agree to

Unions and Labor Relations

-A labor union is an organization that represents employees in collective bargaining with the employer over wages, benefits, and working conditions. -Labor relations are the interactions between management and unionized employees. +Labor relations are also called union-management relations and industrial relations. -Unions are a source of recruitment and retention. +Union membership has been steadily declining in the United States for several decades. +Currently more than 33% of government public employees are unionized, compared with just 6.5% in the private sector. +Therefore, most businesses (93%) do not have labor relations as part of their HR process

The ADDIE Model

-A popular approach to training and development is the use of the ADDIE model . +Assess training needs +Design the training, +Develop content, +Implement it +Evaluate results

Status congruence

-Acceptance and satisfaction members receive from their group status. +Organizations also have status inconsistency. +Members who are not satisfied with their status may not be active participants of the group and have negative outcomes, including weak performance +They may physically or mentally escape from the group and not perform to their full potential. +Or they may cause group conflict as they fight for a higher status level

Selecting the Candidate

-After all interviews are completed, compare each candidate's qualifications to the job specifications to determine who would be the best fit for the job. +Again, get coworkers' impressions of each candidate because they will have to work with them and can judge if they fit the culture.

Harassment

-Any form of unwelcome conduct that is based on race, color, religion, sex (including pregnancy), national origin, age (40 or older), disability, or genetic information. +Incivility is also a form of harassment and is becoming more of a problem. +As a manager, don't let employees be rude or bully each other. +Stop it immediately, because it usually gets worse, and take disciplinary action if needed to stop it -Petty slights, annoyances, and isolated incidents (unless extremely serious) will not rise to the level of illegality. Harassment becomes unlawful where (1) enduring the offensive conduct becomes a condition of continued employment or (2) the conduct is severe or pervasive enough to create a work environment that a reasonable person would consider intimidating, hostile, or abusive

Size

-As firms grow, the more formal and mechanistic their structure becomes +Highly innovative tech companies can be organic +Companies that use mass-production technology tend to use a more mechanistic organization, while firms with more custom-made products and service firms, like Google and Facebook tend to be organic

Self-Managed Work Teams

-Assigned a goal, and the team members plan, organize (design their jobs), lead, and control to achieve the goal. +Usually, self-managed teams operate without a designated manager; the team is both manager and worker. +Teams commonly elect their own members and evaluate each other's performance

Would You Like to Be a Millionaire?

-At age 25, if you start putting away just $250 a month, you can expect to have more than $1 million at retirement (assuming a 9% average rate of return invested in a low-fee stock index fund with competent professional help). +If you wait until you are 35, you need to invest twice as much ($500) to have the same nest egg, the longer you wait, the less you will have to retire +The general rule is to put away 10% to 15% of your gross income into retirement, and even more if you are older

The conglomerate (holding company) structure

-Based on autonomous profit centers. +Companies with unrelated diversified business units use the conglomerate structure. +Top management focuses on corporate-level strategy business portfolio management to buy and sell lines of business without great concern for coordinating divisions

Hiring

-Based on the preceding, you compare the candidates and decide who is the best suited for the job. +The candidate is contacted and offered the job. +If the candidate does not accept the job or accepts but leaves after a short time, the next-best candidate is offered the job. +Upon hiring, HR fills out the paperwork, including legal forms for government agencies

The Development of Status

-Based on: +members' performance, job title, wage or salary, seniority, knowledge or expertise, interpersonal skills, appearance, education, race, age, gender (males often higher) -A group is more willing to listen to a high-status member and to overlook such a member's breaking of the norms. +High-status members also have more influence on the development of the group's norms and the decisions made by the group. +Lower-status members' ideas are often ignored, and they tend to copy high-status members' behavior and to agree with their suggestions in order to be accepted

Management Implications (norms)

-Be careful not to be led into discriminatory illegal or unethical behavior +Most important to have having positive norms, such as everyone talks in meetings and feels safe sharing ideas without being judged +Be aware of group norms and work toward maintaining and developing positive norms and try to eliminate negative norms

Cost of Benefits

-Benefits are expensive, costing employers 25% to 35% of employee compensation. +So if you pay a person $50,000 and give benefits at 30% ($15,000), the total cost of compensation is $65,000. +This is why getting a full-time job with benefits (health insurance and individual retirement account) is so important on day one of your job until the day you retire. +If you change full-time jobs, the new employer should offer health insurance and you should be able to keep your retirement funds paid for by both you and the employer

Consultative Management Style

-Best management style for storming phase -manager must be highly directive and oversee group members' performance playing the task role +Must also be highly supportive, include members' input, and encourage members to continue to work toward objectives. +Work on developing relationships to develop cohesiveness and resolve conflicts by playing the maintenance role with face-to-face communications whenever possible

Large Business Intrapreneurs

-Both the SBA and the DOL define a large business as employing 500 or more workers +Large businesses are clearly trying to be more entrepreneurial, as they are creating innovative cultures and getting all employees to have an entrepreneurial mind-set +businesses that innovate and change have an entrepreneurial orientation +Internal corporate ventures: Major corporations spend billions of dollars on intrapreneurship

The Entrepreneurial Process 2: Planning the New Venture

-Business plan: written description of a new venture—its objectives and the steps for achieving them +Important questions: "How do I make a profit?" and "When will the venture be profitable?" -Clearly state your financials: +how you take in revenue, how you can pay your bills, and if you will be profitable, and by when +Important questions are "What resources (Chapter 1) do I need to start and run the business?" and "How will I get them?"

Functional Departmentalization

-Capitalizes on creating functional expertise silos, as it involves organizing departments around essential internal input activities such as making/selling and financing products. +It can also be called process departmentalization when the focus is on work or customer flow -functional approach is the form most widely used by small organizations. +Large organizations tend to use external focused departmentalization

Technology

-Changes in technology are especially disruptive, and they often require a change in structure +mechanistic approach worked well with mass-production technology (such as that of an automobile assembly line) +Organic approach worked well with small-batch (custom-made) products and long-run process technology (such as that for refining crude oil)

Matrix Structure

-Combines functional and product departmentalization. +With matrix departmentalization, an employee works for a functional department and is also assigned to one or more products or projects. +The major advantage of matrix departmentalization is flexibility. +It allows the enterprise to temporarily organize for a project. +The major disadvantage is that each employee has two bosses—a functional boss and a project boss—which violates the unity-of-command principle and makes coordination difficult. +Matrix departmentalization is commonly used with projects, and project management continues to grow

Stage 5. Termination

-Command groups do not usually reach the termination stage, also called the adjourning stage, unless there is some drastic reorganization. +However, task groups do terminate. +During this stage, members experience feelings about leaving the group, but there is no need for a management style

Optional Benefits

-Commonly offered optional benefits include health insurance; paid sick days, holidays, and vacations; and pension plans. +Optional benefits can be paid in full by employers or split between employee and employer. +Other benefits less commonly offered include dental and life insurance, membership in fitness centers, membership in credit unions, and tuition reimbursement for education

Principles of Organization 5: Coordination

-Coordination and collaboration are the backbone of work processes +Ensure all departments and individuals within an organization work together +Coordination is generally easier in mechanistic organizations that have formal structures facilitating coordination

GROUP PROCESS: Decision Making and Conflict Resolution

-Decision making is one of the three key management skills +decisions made by groups and teams have a direct effect on performance -In groups, decision-making authority is held by the manager -In teams, decision-making authority is held by the members through empowerment +Shared decision making (inclusive decision making) and allocating decision making to the team are the trend. +Level of participation in a decision should be based on the decision +for group decisions to be successfully implemented, the group must unify behind the decision, even if some members vigorously disagree with it -Conflict is common among group and team members, and unresolved conflicts can have a negative effect on performance +personal conflicts tend to hurt relationships and performance +Unresolved conflict often leads to members' withdrawal from the group process and hurts cohesiveness

Assigning Priorities

-Delegate (D) priority: If the answer to question 1 is no, the task is delegated, and it is not necessary to answer questions 2 and 3. However, planning how to delegate the task now becomes a priority. -High (H) priority: Assign the task a high priority if you answer yes to all three questions. Try not to have too many Hs, because you will lose focus on what is really important.86 -Medium (M) priority: Assign the task a medium priority if you answer yes to question 1 but no to one of the remaining two questions. -Low (L) priority: Assign the task a low priority if you answer yes to question 1 but no to both questions 2 and 3.

Autocratic Management Style.

-During the forming stage, the appropriate management style is usually autocratic; that is, a manager tells group members what to do and how to do it and closely oversees their performance. +It is a management-directed group. +When a group first comes together, you need to spend most of the time directing the group by playing a task role of helping the group clarify its objectives, providing clear expectations of members. +Low support doesn't mean none, so you also allow some time for group members to start to get to know one another, playing the maintenance role

entrepreneurial orientation (EO)

-EO is a strategy-making process that provides organizations with a basis for entrepreneurial decisions and actions with the purpose of creating a competitive advantage +entails risk taking and there is a strong relationship between EO and performance

Layoffs/Downsizing

-Employees can also lose their jobs due to company layoffs (also called downsizing) based on a retrenchment strategy -Layoffs usually occur because of poor economic conditions, organizational problems, or mergers and acquisitions. +Most large companies try to be ethical and socially responsible during layoffs, and the HR department offers outplacement services to help employees find new jobs and give severance pay to provide some money while the person conducts a job search

Handling Problem Members

-Employees help the team and organization through "voice"— -"voice": the expression of constructive opinions, concerns, or ideas about work-related issues that lead to improved work and group processes and innovation, which is important to effective teamwork +Certain personality types can cause the group to be less efficient than it could be

Principles of Organization 8: Flexibility

-Employees in mechanistic organizations focus on following company rules that shape acceptable organizing principles +Employees often follow rules out of fear of getting into trouble for breaking or bending the rules. +It is effective in mechanistic environments that are stable with repetitive processes and routines +In a dynamic disruptive environment, you have to move fast to change with the times, and you can't do that in a rules-based culture -Organic organization employees are allowed to be more flexible and make exceptions to the procedures and rules to create customer satisfaction. +Employees are expected to be flexible and come up with quick solutions to problems +With flexibility comes accountability for producing results

Conducting meetings: Develop Positive Norms

-Employees ranked respect as the most important leadership behavior. +When employees feel respected, they are happier and more loyal +Have to treat every member of your team with respect, and to ensure everyone else does too, to run effective meetings -Make it clear that you respect members' time, so meetings will start and end on time and enforce it. +Some teams agree on a penalty for being late +start the meetings on time. +If a person arrives late, say you're late so we started, or just ignore the person—don't catch them up on what they missed -Ask for the development of an open, honest, and trusting engagement at meetings +Be transparent and model this behavior +Everyone should be engaged, listening, and contribute to the discussion. +A diversity of ideas should be welcomed and accepted without fear of unkind criticism +People shouldn't interrupt, and some companies have a no interruption rule. +Watch for this one and be aware that women are interrupted three times as often as men, and unfortunately women tend to interrupt other women +Everyone should do their share of the work, no slackers -One area you should address is the use of multitasking. +Should you allow people to be on their tech devices (phones/tablets/laptops) texting or checking email or social media during the meeting? +Some companies have no tech rules, some provide charging stations and others, check-in stations. +Others use peer pressure comments to get people to stop using tech +For long meetings, some take tech breaks. +Some people don't realize that multitasking during a meeting is considered disrespectful by others; especially the person speaking who feels they are being ignored

Entrepreneurs Versus Intrapreneurs and Franchisees

-Entrepreneurs: commonly start new small-business ventures -Intrapreneurs: commonly start a new line of business within a larger organization +aka: corporate entrepreneurs and organizational entrepreneurs +intrapreneurs commonly start and run small businesses within large organizations, often as separate business units

Agenda

-Every formal meeting needs an agenda distributed beforehand. +The agenda tells the members what is expected and how the meeting will progress. +It should identify the activities that will take place in order to achieve the objective. +Team members may also submit agenda items. +Having a set time limit for each agenda item helps keep the group on target; needless discussion and getting off the subject are common at meetings. +May need to be flexible and allow more time. +Agenda items that require action should have objectives listed with them.

GROUP PROCESS: Group Cohesiveness

-Extent to which members of a group abide by and enforce the group norms depends on the degree of loyalty, friendships, and cohesiveness -Extent to which members stick together +Friendships facilitate job satisfaction, productivity, team cohesion, and other positive outcomes

The Delegation Process 4:

-For simple, short tasks, a deadline without control checkpoints is appropriate. +When tasks have multiple steps and/or will take some time to complete, it is often advisable to check progress at predetermined times (control checkpoints). +Builds information flow into the delegation system from the start. +You and the employee should agree on how (text, email, phone call, visit, or detailed report) and when (daily, weekly, or after specific steps are completed but before going on to the next step) the employee will provide information regarding the assignment. -When establishing control, consider the employee's capability level. +Don't micromanage unless the employee really needs you to frequently check up on their progress. +The higher the capability, the less frequent the checks +All parties involved should note the control checkpoints on their calendars

The Performance Appraisal Process

-Formal PA is commonly only conducted once a year, but assessment should be ongoing, as our definition states. +Employees need regular feedback on their performance, so use coaching to maintain and improve performance

How Groups Enforce Norms

-Peer pressure: If a group member does not follow a norm, the other members try to enforce compliance +e.g. if someone works at more than the accepted level of performance, other members may coerce him through kidding, ridiculing, or trying to shame him into conforming

Formal and Informal Authority

-Formal authority (or structure): +Based on the specified relationships among employees. +It is the sanctioned way of getting the job done -Informal authority: +Arises from the patterns of relationships and communication that evolve as employees interact and communicate in social structures +It is the unsanctioned way of getting the job done. -Formal authority is common in mechanistic organizations, whereas informal authority is more accepted in organic organizations.

Stage 1. Forming—Autocratic Management Style

-Forming aka orientation stage -characterized by a low development level +When people first form a group, they tend to have moderate to high commitment to group membership +because they have not worked together, they often do not have the competence to do the job as a team +Groups begin with individuals and they need to work together for desired team outcomes -During forming: +members have concerns about the structure, leadership, and objectives of the group. +Command groups are rarely started with all new members but that a change in membership generally does change group process and can affect group development and performance +This stage is more characteristic of task groups that have clear beginnings. +Group process issues include anxiety over how members will fit in (status), what will be required of them (roles and norms), what the group will be like (cohesiveness), how decisions will be made, and how members will get along (conflict)

General and Specialist Staff

-General staff: work for only one manager and help the manager in any way needed. -Specialist staff: help anyone in the organization who needs it +Human resources, accounting, public relations, and maintenance offer specialized advice and assistance -Line managers use the services of staff departments such as printing and human resources -Mechanistic organizations tend to have more specialized staff than do organic organizations

Date, Place, and Time

-Get team members' input on which days of the week and times of the day are best for meetings. +When members are in-house or close, it is better to have more frequent, shorter meetings focusing on one or a few items. +When members have to travel, fewer, longer meetings are needed. -Be sure to select an adequate place for the meeting and plan for the physical comfort of the group. +Seating should allow eye contact for small discussion groups, and enough time should be allocated so that the members do not have to rush. +If reservations are needed for the meeting place, make them far enough in advance to get a proper meeting room. -Meetings should last long enough to accomplish the objectives, typically scheduled for 30 to 90 minutes

How Roles Affect Group Performance

-Group must have members who play task roles and maintenance roles while minimizing self-interest roles +Groups that have only task role players may suffer from performance problems because they do not deal with common conflict between members effectively and because the job will be boring if there is no maintenance +On the other hand, groups that have a great time but do not have members playing task roles will not get the job done. +Any group whose members are mostly playing self-interest roles (sports ball hogs) will not produce to its fullest potential

Who Should Conduct the PA?

-HR department develops that process, but it's primarily the managers' job to conduct the evaluations, and both need to document and keep records of the assessments. +So direct supervisors are almost always involved in the PA, but others may also be involved

ATTRACTING EMPLOYEES

-HR staff department generally recruits people and the line managers select them. +Attracting and retaining employees is a key strategic focus of talent management, because who you select is a critical strategic choice that has important consequences for accumulating human capital resources

How Status Affects Group Performance

-High-status members have a major impact on a group's performance -In a command group, the boss is usually the member with the highest status. +The leader's ability to manage affects the group performance. +Other high-status members also affect performance. +If high-status members support positive norms and high productivity, chances are the rest of the group will, too. +To help break down management and employee status so that teams better share leadership

SETTING PRIORITIES

-How effective you are at accomplishing the important things (priorities), rather than urgent unimportant things +Managers understand which objectives to prioritize in order to allocate resources accordingly and delegate tasks appropriately

Verbal Warning and Reporting Violations: Reporting and Stopping Harassment

-If a firm has a harassment and sexual harassment policy, the policy will state how to report a violation. +If a firm doesn't have such a policy, it is generally recommended to complain first to the HR department, and if the problem is not resolved within a reasonable time for investigation, you can threaten to take your case to the EEOC, and if that doesn't work or you believe it is a waste of time, actually take your case to the EEOC -HR usually develops the policies, gives everyone sexual harassment training, investigates the allegations to determine the accuracy of the violation, and does the paperwork and record keeping. +Some practices that help prevent sexual harassment include taking immediate action when someone files a harassment claim (the longer you wait, the more likely it will become public), protect the accuser (don't allow retaliation for whistle blowing), seek other victims (are there other victims and witnesses), and be willing to terminate the perpetrator (this sends the message that you don't tolerate harassment)

Team Rewards and Recognition

-Individuals should be rewarded and recognized, BUT for teams to succeed, the organizational structure needs to reward and recognize team cooperation rather than focusing on internal competition between individuals. +Good team players should get praise, pay raises, promotions, and other rewards and recognition for their work. +Incentives need to be tied to performance. +The challenge is to correctly balance individual and teamwork compensation and recognition with the level of individual and team performance

HRM for All

-It is a myth that HRM is only the responsibility of the HR department. +The HR department is primarily responsible for developing employment policies, procedures, and rules, but it is the line managers and employees who implement the standing plans. +With the call for more relevant management skills, as a manager or employee (especially in self-managed teams), you need HRM knowledge and skills (1) planning: if you break an employment law, you could get the company sued and yourself fired and even face criminal charges; (2) attracting: you may be asked to recruit new employees and interview them, and you may have to help develop a job description; (3) developing: you should help orient new employees, may train them, and may even evaluate their performance; and (4) retaining: your relationships will influence employees to stay or leave the firm, and you need to follow health and safety regulations so you don't get hurt or hurt other employees, customers, or anyone else who can be hurt by your actions

Pay Determination

-It is very important to determine an amount that is within your budget but at the same time high enough to retain your current and future employees. +External approaches include using data from industry sources and using pay averages. +It's common to find out what other organizations pay for the same or similar jobs and set pay levels that are comparable +conscious or unconscious bias results in men getting more than women

Job Analysis

-Job analysis is the process of determining what the position entails (job description) and the qualifications needed (job specifications) to staff the position. +The job analysis also results in a job title for the position -Job description: +identifies the tasks and responsibilities of a position. +The job description should identify skills needed and give you and the applicant a clear understanding of the expectations in performing the job so that everyone "really" knows what the position entails—the good and the bad +It is often called a realistic job preview (RJP). +Some managers think their job is to paint a rosy picture to get people to take the job

GROUP PROCESS: Group Roles

-Job roles: Shared expectations of how group members will fulfill the requirements of their position—what you do to get the job done—whereas -Group roles: Roles used through group process—how you interact as you work

Microlearning

-Keep lessons short -Most produce or distribute a mix of video and interactive lessons that take under five minutes to complete and include a quiz

Participants and Assignments

-Limit attendees, as too many people at a meeting slows things down and wastes the time of people who don't need to attend—so only invite key people +participants should know in advance what is expected of them so they know what they are supposed to do at the meeting +If any preparation is expected (read material, do some research, make a report, and so forth), attendees should have adequate advance notice to prepare

Integrated Work Teams

-Manager is primarily responsible for job design of team members, and the manager can use job simplification or job expansion. +It can be used with project management as you include people from multiple departments on your team

Strategic Human Resources Planning

-Managers realize the need to hire and manage good people, and they are increasingly recognizing that they must strategically manage their human capital—employees. +Trend is toward strategic human resources management. +The job of strategic HRM is planning to provide the right kinds of people in the right quantity with the right skills and human capital characteristics and personal traits that fit the organizational culture, at the right time, because gaps in staffing cause a variety of problems +There needs to be a direct link between strategic HRM and company strategy +Strategic human resources planning is the process of staffing the organization to meet its objectives. +If the strategy is growth, then you need a plan to hire employees

Realistic Job Preview (RJP)

-Many HR jobs require maintaining records, auditing, or controlling. +Record-keeping activities such as tracking attendance, sick and vacation time, payroll, benefits, safety, and so on have to be done by the HR department. +Much of the time is spent working with all types of forms—getting job applicants and employees to fill them out and keeping track of all this paperwork, which is becoming more electronic. +Much of this record keeping needs to be in compliance with government laws and regulations that require regular reports that need to be completed and sent in on time. +The more entry level the job, usually the more time spent record keeping. +Also, when compared to all the jobs a company has to fill, the percentage of HRM jobs is small, and the jobs are often filled by employees already working in other jobs within the firm. +Generally, the smaller the firm, the wider the job responsibilities within the HRM department, and vice versa in a larger firm

Outsourcing

-Many firms, especially small businesses, outsource most or parts of their HRM functions. +Outsourcing payroll and benefits lets the company focus on the more important activities of attracting and developing employees. +So outsourcing is decreasing some HR jobs within organizations, but it is creating the need for more jobs within HRM consulting firms, which creates new venture opportunities and HR careers

Multiple Departmentalization

-Many organizations, particularly large, complex ones, use several types of departmentalization to create a hybrid structure. +Any mixture of types can be used

MANAGING MEETINGS

-Meetings are critical to team success. +There are an estimated 11 million meetings each day in the United States, and workers spend at least six hours per week in meetings. +Unfortunately, many people don't like meetings, some even dread going to meetings, and people believe there are too many meetings. +Some say meetings are a waste of time and money.

GROUP STRUCTURE: Group composition

-Mix of members' skills and abilities +diversity provides group benefits, but it is tough to get it right. +Regardless of type and size, group or team performance is affected by the composition. +Without discrimination and the right mix of skills and abilities, a group will not perform at high levels

You Get What You Reinforce

-People will generally do what they are rewarded for doing (good work) and avoid what they are punished for doing (breaking rules). +Unfortunately, managers often make doing the right thing too difficult and frustrating and make the wrong things too easy

The Entrepreneurial Process 3: Financing the New Venture

-Need to know numbers and how to finance +"Where do I get the money to acquire the resources to start and run my company?" "Do I need capital from outside investors?" -Common mistake that leads to failure: +starting without enough capital +most entrepreneurs underestimate the startup cost and operating expenses of the firm +recommended that you double, and some say triple, your best estimate of the time and money you think you'll need. -mistake to first focus on raising money; your time and effort should go to sales +many businesses start at home to keep costs down

GROUP STRUCTURE: Group Size

-No clear agreement on the ideal number of people making up a group. +Varies depending on the purpose, situation, and type of work performed. +Groups tend to be larger than teams, and size is the span of management -A group that is too small limits ideas and creativity. +The workload is not distributed over enough members. -A group that is too large tends to be too slow and less innovative, and not everyone gets to participate. +With 20 or more members, reaching a consensus slows down. +In large groups, freeriding (also called social loafing) is also a problem, as members rely on others to carry their share of the workload

How Norms Develop

-Norms develop spontaneously as the members of a group interact and compare themselves to the other members +If the group members develop a shared expectation that a certain level is desirable, members will produce it +members may break official rules if it becomes the norm to do so

GROUP PROCESS: Group Norms

-Norms: Expectations about behavior that are shared by members of a group -All groups form their own unwritten norms that determine what is socially accepted as appropriate behavior +Rules are formally established by management or by the group itself. +Norms are not developed by management or explicitly agreed to by a group; they develop as members interact +Norms are also called unspoken rules of a group that shape behavior and attitudes.

Attrition

-Occurs when employees die, leave for other jobs, elect to stop working for a time, or retire. +Job satisfaction is a major factor in turnover. +Happier employees are more productive and less likely to leave. +The number one factor that leads to turnover is career opportunities; people voluntarily leave for better jobs. +Employees lost through attrition often need to be replaced -The exit interview, usually conducted by someone from the HR department, can help identify problem areas that lead to turnover and can be used to help retain good employees

Off-the-Job and On-the-Job Training

-Off-the-job training is conducted away from the work site, often in some sort of classroom setting. +A common method is vestibule training +Vestibule training: develops skills in a simulated setting -On-the-job training (OJT) is done at the work site with the resources the employee uses to perform the job. +The manager or an employee selected by the manager usually conducts the training

The Human Resources Department

-One of the four major functional departments in an organization. +It is a staff department that advises and assists all the other departments in the organization +In organizations large enough (usually about 100 or more employees) to have a separate human resources department, the department performs each of the four functions of the HRM process

Verbal Warning and Reporting Violations: Legal Employment Contracts

-One of the legal devices that prevents exposing illegal harassment and sexual harassment is the employment contract that can include a clause forcing workers to use arbitration rather than courts to enforce their rights, such as discrimination in pay or sexual harassment. +Arbitration usually requires that the employee not discuss the case with anyone in exchange for a payment for damages +On the positive side for companies, they don't get bad publicity that can hurt their business +on the negative side, there is less incentive to stop the illegal activity, and some managers have been repeat offenders of the illegal behavior for years

Performance Appraisal

-Ongoing process of evaluating employee performance. -Evaluating employee performance is a very important part of the manager's job but causes anxiety. +Neither managers who conduct them, nor employees whose hard work can be trashed in them, enjoy the process. +Part of the reason is that many managers are often not trained, or at least not well trained in the PA process

Work Teams

-Organizations are increasingly relying on teams to adapt to fast-paced and competitive environments, because teams can have an organic structure with decentralized decision-making authority. +The traditional approach to job design has been to focus on individual jobs. +But the trend is toward designing jobs for work teams—or, to be more accurate, teams are redesigning members' jobs. +Having teams design their own jobs is a form of job enrichment. +Two common types of work teams used to design jobs are integrated teams and self-managed team

THE LEGAL ENVIRONMENT

-Organizations are not completely free to hire, promote, or fire whomever they want. +Despite the fact that inclusive and diverse cultures are good for business, discrimination still exists +We need to reduce discrimination to increase diversity. +Part of the problem is that we have unconscious biases that affect our decisions, so we have to make an effort to be inclusive and provide opportunities for everyone +The HRM department usually has the responsibility of seeing that the organization complies with the law

Training

-Organizations offer ongoing training to benefit both employees and the organization. +If they are to function as a team, the manager and members need training in group process skills

Orientation Programs

-Orientation is the process of introducing new employees to the organization and their jobs. +Initiating new hires successfully into the team is critical to their individual success and the team's -Orientation programs are developed by the HRM department that have some form of personnel policy handbook, which HR managers discuss and give to employees or have online. +People are socialized by institutions, and firms want to create a sense of belonging for newcomers quickly. +Although orientation programs vary in formality and content, five important elements should be included: (1) description of organization and department functions, (2) specification of job tasks and responsibilities, (3) explanation of standing plans, (4) a tour, (5) introduction to coworkers

Firing

-Reasons for termination should be spelled out in the company's HR employee manual based on avoiding wrongful discharge. +Wrongful discharge is a legal doctrine that requires employers to have a job-related reason for terminating employees, including violation of rules and poor performance. +To validate job-related reasons for firing employees, you should go by the book and have documentation—build a written record that includes any warnings issued to the employee and performance reviews—in case there is future litigation -Managers are sometimes hesitant to confront and terminate employees who can't do the job to standards, but retaining them is not fair to other employees, who often get stuck doing extra work and resent them—hurting group cohesiveness -Fired employees are often devastated but often go on to find jobs that better match their skill set, and they are grateful that they were fired and have greater job satisfaction

THE GROUP PERFORMANCE MODEL: GROUP PROCESS

-Refers to the patterns of interactions that emerge as members perform their jobs. +Group process is also called group dynamics +It is about how members get along, their social structure, not how they do their work -Dimensions: +roles, norms, cohesiveness, status, decision making, and conflict resolution

Training and Development Methods: Interpersonal skills (p. 327)

-Role playing -Behavior modeling

The Selection Process

-Selection: +Process of choosing the most qualified applicant recruited for a job. +Hiring can be stressful and expensive, and you want to create equal opportunity for everyone, seeking diversity, without violating CRA law by discriminating. +Even though the speed of business is increasing, the hiring process isn't. +Selection practices contribute to organizational performance

Sexual Harassment

-Sexual harassment is a form of sex discrimination that includes unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature. +This conduct constitutes sexual harassment when it explicitly or implicitly affects an individual's employment, unreasonably interferes with an individual's work performance, or creates an intimidating, hostile, or offensive work environment. Keeping it simple, sexual harassment is any unwelcomed behavior of a sexual nature. -There are two major types: 1. Quid pro quo sexual harassment: +occurs when sexual consent affects job outcomes, such as getting a job or assignment or promotion, or keeping one's job 2. Hostile work environment sexual harassment: +occurs when unwelcomed sexual behavior creates an intimidating and offensive workplace for anyone. Stats: -most common offense is men sexually harassing women, but women also are the harassers, and same-sex harassment also takes place at work. +33% of women and 8% of men said they have been sexually harassed at work +48% of women said they personally experienced sexual harassment +60% of women say they experienced "unwanted sexual attention, sexual coercion, sexually crude conduct, or sexist comments at work." +90% never file a formal complaint

HRM Sexual Harassment and Romance Policies

-Sexuality at work detracts from productivity +Employee dating is rarely a private matter, especially between a supervisor and subordinate. +Romance can be disruptive to other employees, triggering questions about fairness and favoritism, and can disrupt team cohesiveness. +A competent female can be stereotyped as simply the "boss's girlfriend." +Romance by both genders sometimes leads to sexual harassment once the relationship ends -Inappropriate relationships can topple careers, and allegations of unwanted attention or favoritism can cost companies millions and land businesses in the headlines and in court for all the wrong reasons. +Scandals have toppled high-profile figures, even when the men claimed the sexual harassment was not true or it was consensual

Connections: Five- to Nine-Member Relationships and Performance

-Short-term memory works best in holding between five and nine items—or seven plus or minus two (think telephone numbers and zip codes). +Groups of less than five members often break into pairs or trios, and with more than nine, team communication breaks down -Most of us are good at staying in contact with five or six others, but it's difficult with 12 or more. +The larger the group, the more connections (or people to talk to) we have, and the harder it is to have effective communications. +Effective teams are based on good relationships, and as the number of team members grows, relationships degrade quickly as shown here

Factors Influencing Cohesiveness

-Six factors influence group cohesiveness: +The smaller the group size +The more homogeneous the group members +The more equal the level of participation among members = higher cohesiveness +The stronger the relationships and agreement with and commitment to the achievement of the group's objectives +The more success it has at achieving its objectives = higher cohesiveness of the group +Teams that compete against external teams tend to be more cohesive than those with members who compete against each other

Team characteristics

-Size: Small number, often 5 to 12 -Leadership: Shared leadership -Jobs: Members share job responsibility by performing many interdependent tasks with complementary skills; the team completes an entire process. -Accountability & evaluation: Members evaluate each other's individual performance and group performance. -Rewards: Members are rewarded for both individual and group performance. -Objectives: Organizational and those set by the team -Autonomy: Team Self-Directed

Group characteristics

-Size: Two or more; can be large -Leadership: One clear leader making decisions -Jobs: Members perform one clear job; individual members do one independent part of a process and pass it on to the next person to do the next part. -Accountability & evaluation: The leader evaluates individual members' performance. -Rewards: Members are rewarded based on individual performance only. -Objectives: Organizational -Autonomy: Semiautonomous

Verbal Warning and Reporting Violations: Do I Need to Give a Warning or Not?

-Some behavior is clearly harassment the first time, such as unwelcome requests for quid pro quo or touching in private areas, and should be reported, or at least employees should be given a verbal warning, threatening to report the harassment if it happens again. +But other behaviors are not clearly harassment and may be welcomed -if you are not sure about your behavior being appropriate, ask the person +On the other side, if someone does something that offends you, you should tell him or her that you find it offensive or harassing and ask him or her not to do it again. +Repeated unwelcome offenses become sexual harassment that you should report

Avoiding Paying Benefits

-Some companies minimize full-time workers (using more part-time workers and nonemployee contractors) to avoid having to pay any benefits

Silent Type

-Some employees choose silence over voice, and for others, it's part of their personality. +In either case, to be fully effective, all group members should participate. +If members are silent, the group does not get the benefit of their input. +You need to hear from everyone to make sure the team is moving ahead together. -It is your responsibility to boost engagement, so encourage silent members to participate without being obvious or overdoing it. +You can draw them out by asking them in advance for a specific contribution and/or use the "round robin" rotation method, in which all members take turns giving their input. +To build up silent members' confidence, call on them with questions they can easily answer

Screening Interviews

-Specialists in the HR department often conduct screening interviews to select the top candidates who will continue to progress through the selection process. +This step helps save time for the line managers who select the person, especially when there are large numbers of job applicants

Talker

-Talkers have something to say about everything, and they tend to ramble. +They like to dominate the discussion. +If they do, the other members do not get to participate. +The talker can cause intra-group problems such as low cohesiveness and conflicts. +Talkers also tend to interrupt others, so remind them of the norm of not interrupting. +A second type of talker is the people who have a private conversation during the meeting. -It is your responsibility to slow talkers down, not to shut them up. +Do not let them dominate the group. +Interrupt people talking to each other (cross talking) to keep it a team meeting. +You can gently interrupt the talker and present your own ideas or call on other specific members to present their ideas.

Task force & standing committee

-Task force (hoc committee): +temporary group formed for a specific purpose +Project teams, which use a matrix structure are a form of task group in which employees have a functional boss and work with cross-functional departments as needed +Project management is vital to success as it is used to solve problems and exploit opportunities -Standing committee: +permanent task group that works on continuing organizational issues, such as at Suffolk University and the University of New Haven, which have tenure and promotion committees. +Membership on standing committees is often rotated every year so that new ideas are brought to the group. +For example, membership may be for three years, with one third of the committee replaced every year

Testing

-Testing can be used to predict job success, as long as the tests meet EEOC guidelines for validity (people who score high on the test do well on the job, and those who score low do not do well on the job) and reliability (if people take the same test on different days, they will get approximately the same score each time). -Some of the major types of tests include achievement tests, aptitude tests, personality tests, interest tests, and physical exams. +Drug use and testing for the use of illegal drugs are on the increase in the United States, but be careful not to violate ADA laws. +Although marijuana is legal in some states, buying, growing, and/or selling it is against federal law. +So even if the state you are applying for a job in has legalized the use of marijuana, some MNCs will not hire you if you test positive for it during a drug test. -One trend in testing is to have candidates perform actual work for the company for free as part of the selection process. +Unpaid internships are a kind of test that may result in a job. +Eight of the top 10 U.S. companies administer testing for some positions -Large firms often test through assessment centers. +Assessment centers are places job applicants undergo a series of tests, interviews, and simulated experiences to determine their potential

NLRB

-The National Labor Relations Act (also known as the Wagner Act after its sponsor) established the National Labor Relations Board (NLRB), which oversees labor relations in the United States by conducting unionization elections, hearing unfair labor practice complaints, and issuing injunctions against offending employers

How Size Affects Management

-The appropriate leadership style may depend on group size. +The larger the size, the more formal or autocratic the leadership needs to be to provide direction. +Managers tend to be more informal and participative when they have smaller teams. +Participation discussion is more equal in groups of around five to six members +The larger the group (department), the greater the need for formal and structured plans, policies, procedures, and rules

Objectives

-The first thing to ask yourself is, "Do we need this meeting, and why?" +You need everyone to understand why the meeting is important or what they're going to accomplish in a meeting. +So, before calling a meeting, clearly define its purpose and set objectives to be accomplished during the meeting

Interviewing

-The interview is usually the most heavily weighted step in the selection process. +The interview gives the candidate a chance to learn about the job and organization and gives you a chance to assess things about a candidate that can't be obtained from the other steps, such as the candidate's ability to communicate and his or her personality, appearance, and motivation. +An important criterion includes whether or not the person will fit within the organizational culture. +Assessing these traits is subjective, so it requires accurate judgment

SHRM

-The largest professional association for HRM is the Society for Human Resource Management (SHRM). +Its work is dedicated primarily to two areas—advocacy for national HR laws and policies for organizations and training and certification of HR professionals in a number of specialty areas. +It also provides members with a place to network and learn from their peers as well as a vast library of articles and other information on HR management. +Anyone thinking about a career in human resources should consider joining. +Student memberships are inexpensive

Leadership

-The leaders' primary role is to facilitate discussion. +Leader should determine the appropriate management style for the meeting based on the group's development stage, and different agenda items may need to be handled differently. +Some items may simply call for disseminating information, but others may require a discussion, vote, or consensus; still other items may require a report from a member. +An effective way to develop group members' ability is to rotate the role of the group moderator/leader for each meeting

GROUP PROCESS: Status Within the Group

-The more respect, prestige, influence, and power a group member has, the higher the status within the group. -Status is the perceived ranking of one member relative to other members in the group. +Status differences influence interactions among group members

Group Managers Versus Team Leaders

-The roles of the group manager (directive leadership) and team leader (empowering leadership) are different -Group manager: +takes responsibility for performing the four functions of management -Team leaders: +empower members to take responsibility for performing the management functions and focus on developing effective group structure and group process and on furthering group development +Team leaders often don't have the word management in their title

Turnover and Reasons for Separation

-The turnover rate is the percentage of employees in a workforce that separate during a certain period of time -Employment is separated (or terminated) for three primary reasons comprising collective turnover: (1) attrition, (2) firings, and (3) layoffs. -Attrition is voluntary turnover, but firing and layoffs are not. +For all three reasons, turnover and cost increases and performance often decreases. +With attrition and firing, employees often need to be replaced, and sometimes layoffs of one type of work result in increased workers in other jobs

The Sales Pitch

-The way to success is sales. Without revenues, you don't have a business. -The business plan should be condensed into a clear, concise business pitch commonly called the elevator pitch -Elevator pitch: entrepreneur's 1 - 2 ½ minute explanation of the business and is directed at anyone who might want to provide funding for the startup (1) know your financials (2) nod and smile (3) be interactive (let them touch or play with stuff) (4) tell your story or journey about why you started the business -Second pitch: should be based on the elevator pitch, but it has a different purpose—sales +should focus on what your product can do for the customer (better, faster, cheaper) +People need to see how your product fits into their world and how it can benefit them personally

Developmental and Evaluative Performance Appraisal Interviews

-There are two types of performance appraisal (PA): developmental and evaluative. -A developmental performance appraisal is used to make decisions and plans for performance improvements. -An evaluative performance appraisal is used to make administrative decisions about such issues as pay raises, transfers and promotions, and demotions and terminations. -The evaluative PA focuses on the past, whereas the developmental PA focuses on the future. +They are related because a developmental PA is always based on an evaluative PA. +However, the primary purpose of PA should be to help employees continuously improve their performance

Health Insurance

-This benefit helps attract and retain employees, and it is a major concern for both employees and employers, especially with the still unknown changes and effects of the Affordable Care Act (ACA). +The corporate annual cost of a family health care plan is close to $20,000 and it's much more expensive to get an individual insurance plan. +Due to the rising cost of health care, many companies have cut back on this benefit by increasing employees' share of the cost and increasing copayments

FMCS

-To avoid a strike or a lockout (a refusal by management to let employees work) and to handle grievances by either side, collective bargainers sometimes agree to use neutral third parties, called mediators, from the Federal Mediation and Conciliation Service (FMCS) -A mediator is a neutral party that helps management and labor settle their disagreements. In cases in which management and employees are not willing to compromise but do not want to call a strike or a lockout, they may call in an arbitrator -An arbitrator is different from a mediator in that the arbitrator makes a binding decision, one to which management and labor must adhere. The services of an arbitrator are more commonly used to settle employee grievances than to deal with impasses in collective bargaining

Optional Benefits or Not?

-To help attract and retain the best workers, some companies offer generous benefits, such as dry cleaning and unlimited vacation days

Social Loafer

-To succeed, it is important that all members contribute to the team's task without social loafers that are also called free loaders -social loafers are selfish slackers who withhold their effort and fail to perform their share of the work. +If you have done any team-based class projects, you likely have seen slackers who contribute poor, little, or no work but want the same grade as everyone else who did the work +Give clear individual assignments, with clear actions steps, and follow-through holding people accountable for successfully completing their assignments +Don't let the group develop norms that allow social loafing, and use peer pressure to get group members to do their work. +Confront social loafers assertively

Organization Questions

-To whom should departments and individuals report? -How many individuals should report to each manager? -How should we subdivide the work? -How do we get everyone to work together as a system? -At what level should decisions be made? -How do we organize to meet our mission and strategy?

Compensation

-Total of an employee's pay and benefits. +Compensation is an important part of the HRM process because it affects both attracting and retaining employees. +An important overall compensation decision is pay level. +Pay level reflects top management's choice to be a high-, medium-, or low-paying organization for all workers and specific jobs. +The decision is often based on reflecting the strategy and culture

Management Implications (group size)

-Usually, managers have no say in the size of their command groups +If you have a large department, you can break this larger group into teams of five to nine +As the chair of a committee, you may be able to select the group size. +People are more willing to express their opinions, concerns, and ideas in smaller groups. +Keep the group size appropriate for the task, and be sure to get the right group composition with diverse ideas

Wanderer

-Wanderers distract the group from the agenda items; they tend to change the subject and often like to complain or gossip. +It's your responsibility to keep the group on track +Don't let them wander; stay focused on the agenda +Be kind, thank each member for the contribution, and then throw a question out to the group to get it back on track

RETAINING EMPLOYEES

-When you spend the time, effort, and money (cost) to attract and develop employees, it is costly to replace them, and productivity suffers when you don't have needed workers and during their development -foster strong, rewarding relationships among their employees because it makes them happier, more productive, and less likely to leave

Working With Group Members

-Whenever you are working with a group, do not embarrass, intimidate, or argue with any members, no matter how much they provoke you. +If you do, the group will perceive them as martyrs (victims of your abuse) and you as a bully. +When the discussion digresses unproductively, get the group back on track. +Don't let members bully others—stop it immediately. +If problem members do not respond to the preceding techniques, confront them individually outside of the group. +Criticism and conflicts are best resolved one-on-one, not in front of the entire team

The Entrepreneurial Process 4: Controlling the New Venture

-Who will financially control your business and make the decisions? -2 options: +debt (some type of loan you must repay with interest) +equity (giving others part ownership decision-making power and you must share your profits) -Once you get the new venture up and running, how do you keep it on track?

Work-Life Balance and Benefits

-Work and family lives are connected, and positive family experiences can affect work positively -So understanding the intersection of work and life is critically important +Technology has muddled the traditional boundaries between work and non-work life. +People say these technologies help them do the job, but they end up working more hours, as some 44% of Internet users regularly perform some job tasks outside of work. +On the other side, employees are using company electronic devices for personal use during work hours, such as social media and shopping -Although some men are getting more involved in child care, women still do much more than half of the family workload, and there are lots of single moms doing all the work. +Both men and women say balancing work and family life difficulties deters them, especially women, from seeking executive roles. +Family-friendly practices, such as onsite child-care, relate to lower absenteeism -Recommendations: +Control over when to take breaks, gradual return after childbirth or adoption, paid time off for family or personal needs, flexible starting and quitting times, choice of whether to work overtime, option to work longer hours on fewer days, ability to work from home on occasion, and ability to work from home regularly

Background and Reference Checks

-Written references aren't given much weight in the selection because you rarely get a negative reference for legal reasons. +But some supervisors and coworkers may tell you what you want to know -Background checks are needed to verify the honesty of the applicant throughout the selection process, as nearly 1 in 10 checks disclose some form of adverse information, and one review found 80% of standard résumés contained discrepancies +If the background and references are OK, applicants usually proceed in the process, but if caught lying, such as stating qualifications they don't actually have, they are eliminated

Participative Management Style

-You and the group members share decision making. +Once group members know what to do and how to do it, there is little need to give directives. +The group needs you to play a maintenance role. -When commitment varies, it is usually because there is some problem in the group's process, such as a conflict. +You need to focus on maintenance behavior to get the group through the issue(s) it faces. +If you continue to provide task directives that are not needed, the group can either become dissatisfied and regress or remain at this level.

Bored Member

-Your group may have one or more members who are not interested/engaged in the meeting discussion. +The bored person may be preoccupied with other issues and not paying attention or participating in the group meeting. +Bored members may also feel superior and overestimate their value to the team and not listen, especially to low status members. -Attention spans are dwindling, so if you don't involve members every few minutes, they will tune you out. +Look for nonverbal clues of boredom and engage the team member. +Assign the bored member a task such as recording ideas or minutes. +Call on bored members who seem uninterested; bring them into the group. +If you allow them to sit back, things may get worse, and others may decide not to participate either.

The Delegation Process 3:

-a plan is needed to achieve them. +The level of autonomy for developing the plan to accomplish the task should be based on the employee's capability level

Principles of Organization 2: Chain of Command

-aka Scalar Principle -Clear line of authority from the top to the bottom of an organization, forming a hierarchy, which is illustrated in the organization chart +All members of the firm should know whom they report to and who, if anyone, reports to them. +The chain of command is clearer and more closely followed in mechanistic organizations

Stage 2. Storming—Consultative Management Style

-aka dissatisfaction stage -characterized by a moderate development level. +As members work together for some time, they tend to become dissatisfied with the group. +Ask questions such as: "Why am I a member?" "Is the group going to accomplish anything?" "Why don't other group members do what is expected?" -Often the task is more complex and difficult than anticipated +members become frustrated and have feelings of incompetence. +Group does still develop some competence to perform the task. -Group needs to work on resolving its structure and process issues before it can progress to the next stage of development. +Groups can get stuck in this stage of development by not developing a workable group process +Members may never progress to being satisfied with the group and performing as a team

Stage 4. Performing—Empowerment Management Style

-aka production stage -characterized by outstanding development. +Commitment and competence do not fluctuate much. +The group works as a team, with high levels of satisfaction. +The group maintains its effective group structure and process. +The fact that members are very productive helps lead to positive feelings. -The group structure and process may change with time, but the issues are resolved quickly and easily; members are open with each other. +They have good citizen identity—using organizational citizenship behavior (OCB), they exceed minimum requirements of the job and reinforce the social and psychological work dynamics by volunteering to do extra work and speaking up to make recommendations for improvements and encouraging others to stay involved

Stage 3. Norming—Participative Management Style

-aka resolution stage -With time, members often resolve the differences between their initial expectations and the realities of objectives, tasks, skills, and so forth. +As members develop competence, they often become more satisfied with the group as they develop friendships. +Members learn to work together as they attain a group structure and process with acceptable leadership, norms, status, cohesiveness, and decision making. -Commitment can vary from time to time as the group interacts. +If the group does not deal effectively with group process issues, the group may regress to stage 2 or continue fluctuating in commitment and competence. +If the group is successful at developing a workable group structure and process, it will move to the next stage

Principles of Organization 3: Span of Management

-aka span of control -number of employees reporting to a manager +The fewer employees supervised, the smaller or narrower the span of management, and vice versa +Trend is to increase the span +The span of management in an organization is related to the number of its organizational levels, which determines its organizational height

Arguer

-arguer likes to be the center of attention. +Arguers enjoy arguing for the sake of arguing rather than helping the group. +They turn things into a win-lose situation, and they cannot stand losing. +They can also be negative, arguing that others' ideas will not work. -Resolve conflict, but not in an argumentative way. +Do not get into an argument with arguers; that is exactly what they want to happen. +If an argument starts, bring others into the discussion. +If an argument becomes personal, cut it off. +Personal attacks only hurt the group. Keep the discussion moving on target -plussing—add to what they said to make it better (more like your idea)

Management Implications (group composition)

-attract, select, and retain the best people for the job +include diverse individuals +want members with complementary skills rather than people with the same skills. +Cross-functional teams are likely to provide diversity and complementary skills -be sure the size and composition of a group or team is appropriate for the situation +there are official and unofficial leaders who influence each other and the members. +As a group or team leader or as a member with leadership skills, be sure the group or team has clear objectives

Levels of Authority

-authority to inform, the authority to recommend, the authority to report, and full authority 1. The authority to inform. +You inform your supervisor of possible alternative actions. +The supervisor has the authority to make the decision. 2. The authority to recommend. +You list alternative decisions/actions, analyze them, and recommend one action. +However, you may not implement the recommendation without the boss's OK. +The boss may require a different alternative if he or she does not agree with the recommendation. +Committees are often given authority to recommend. 3. The authority to report. +You may freely select a course of action and carry it out. +However, afterward you must report the action taken to the boss. 4. Full authority. +You may freely make decisions and act without the boss's knowledge. +However, even people with full authority may consult their bosses for advice

Divisional Structure

-based on semiautonomous strategic business units. +It is sometimes called multidivisional or M-form. +Creates coordinated companies within a company with their own departmentalization, which may be different. +Divisional structure is common for large, complex global businesses using related product diversification

Entrepreneurship Activities

-creation of new products or processes -entering new markets, or creating new business ventures and organizations -productivity techniques -developing or improving a product -speeding up manufacturing, or delivering existing products to the customer in a new, faster way

Smartphones

-distract us and lead to wasting time multitasking +Many people are addicted to social media +Just seeing your phone, hearing it ring or vibrate distracts you and makes it harder to concentrate, especially if we can't answer it +Research found that the more heavily students relied on their phones in their everyday lives, the greater the cognitive "brain drain"— -"brain drain": the diminishing vital mental skills of learning, logical reasoning, abstract thought, creativity and problem solving

Principles of Organization 4: Division of Labor

-employees have specialized jobs +Related functions are grouped together under a single boss. +Employees generally have specialized jobs in a functional area such as accounting, production, or sales. +Mechanistic organizations have a greater specialized division of labor

Attention Spans and Concentration

-employers today say that young job applicants have short attention spans and can't concentrate for very long +problems with high levels of multitasking is that it undermines our attention spans by decreasing our ability to concentrate for any length of time and weakens our intellects +Daily workplace interruptions and distractions, such as texts, phone calls, apps, or the arrival of email or social media alerts undermine our minds' chief productivity tool—our ability to pay attention making you less productive. +A major reason we get distracted and lose our ability to pay attention is the separation of the use of our eyes and mind—they need to work together to concentrate at all

Accountability

-evaluating how well individuals meet their responsibilities. +Managers are accountable for everything that happens in their departments. +As a manager, you delegate responsibility and authority to perform tasks, but you should realize that you can never delegate your own accountability

Occupational Information Network (O*NET)

-excellent source of HR help. +O*NET OnLine is your tool for career exploration and job analysis; it has detailed descriptions of the world of work for use by job seekers, workforce development and HR professionals, students, researchers, and more

Reengineering

-fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, service, and speed. +As defined, it's about radical big improvement, not incremental change. +You start by throwing out the old organization chart and methods and reengineer new, radically better ways of getting the work done

Tall vs Flat organization

-tall organization: +many levels with narrow spans of management +Mechanistic organizations tend to be taller -Flat organization: +Few levels with wide spans of management +In recent years, many organizations have flattened by cutting out layers of management, including McDonald's and Zappos, which eliminated all managers

Empowerment Management Style

-give group members the authority to do their task in their own way and to make decisions on their own. +It is now a self-directed team. +Groups that develop to this stage have members who play the appropriate task and maintenance roles; you do not need to play either type of role unless there is a problem, because the group has effective shared leadership, though not all have, or need to have, equal status and power

Organization Chart

-graphic illustration of the organization's management hierarchy and departments and their working relationships. -Each box represents a position within the organization, and each line indicates the reporting relationships and formal lines of communication

Management Implications (cohesiveness)

-have fun, care for each other, and cooperate +Play maintenance roles to make sure all team members feel welcome, respected, and valued for their contribution +Avoid having members break into cliques of insiders that exclude outsiders +keep the team size small, get everyone to participate, focus more on external competition, and be sure to be inclusive to maximize diversity

The Delegation Process 1: Explain the need for delegating and the reasons for selecting the employee

-helpful for an employee to whom you delegate a task to understand why the assignment must be completed and to realize the importance of the task. +Telling employees why they were selected should make them feel valued. +Don't use the "it's a lousy job, but someone has to do it" approach. +Be positive; make employees aware of how they may benefit from the assignment.

Scope of Authority

-hierarchy that narrows as it flows from the top down through the organization +e.g. A president has more authority than a vice president, who has more authority than a manager +Responsibility and authority are delegated and flow down the organization, whereas accountability flows up the organization

Territory (Geographic) Departmentalization

-involves establishing separate units in each area in which the enterprise does business

Customer Departmentalization

-involves organizing departments around the needs of different types of customers +The product may be the same or slightly different, but the needs of the customer warrant different marketing approaches

Job Rotation

-involves performing different jobs in some sequence, each one for a set period -cross-training: so employees learn to perform different jobs so they can fill in for those who are not on the job +As skills increase, employees become more valuable to the organization

THE HUMAN RESOURCES MANAGEMENT PROCESS

-involves planning for, attracting, developing, and retaining employees. +It is also known as the staffing process

Managing Change and Group Development

-it is difficult to manage change. +You can't take an organization or group and turn it into a team overnight. +You need to carefully take the team through the stages of development, changing management styles to make the transition from group to team, or you will have problems

Hybrid entrepreneurs

-keep their day jobs until the business is doing well enough to quit and go full time -If married, other partner pays house bills til business can get on its feet

Group Leadership and Objectives

-leader determines group structure and relationships affecting the success of the team +The quality of team leadership, whether from the formal leaders or other team members (like you), is becoming increasingly important as it affects team performance

Small Business Entrepreneurs

-legal definition of small varies by country and by industry -US: Small Business Administration (SBA) establishes small-business size standards on an industry-by-industry basis +According to the U.S. Department of Labor (DOL), a small business employs fewer than 100 workers, and a small to medium-size enterprise (SME) employs fewer than 500 workers -A small business is a business that is independently owned and operated, with a small number of employees and relatively low volume of sales +Small business is important because more than 90% of U.S. businesses are small businesses +important to economic growth because as much as 80% of new jobs are created by small businesses

Centralized and Decentralized Authority

-major distinction between centralized and decentralized authority lies in who makes the important decisions -Authority is a continuum, with centralized authority at one end and decentralized authority at the other -Centralized authority: important decisions are made by top managers +major advantages of centralization are control and reduced duplication of standardized work +Mechanistic organizations tend to use more centralized authority -Decentralized authority: important decisions are made by middle and first-line managers +Decentralization pushes authority and accountability further down the line +major advantages of decentralization is the lack of flexibility leading to slower decision making +organic ones tend to use more decentralized authority

Micromanagement

-management style generally used as a negative term for when a manager closely observes or controls the work of his or her employees +also called old-fashioned, bossy managers. +Managers give only authority to inform or recommend +need to control so they rarely give authority to report or full authority. -Allowing employees to make decisions and act without having to get permission all the time clearly increases the speed of getting the job done. +Micromanaging is more common with centralized authority

Job Characteristics Model

-method that uses a complex model to guide the job designer to make the job more interesting and challenging based on: +the job itself (core job dimensions) +the characteristics of the employee doing the job (critical psychological states) +the employee's interest in having an enriched job (employee growth-need strength). +Correctly used, jobs designed with the JCM have been found to increase motivation, increase job satisfaction, and improve job results

Multitasking, the Brain, and Decreased Productivity

-multitasking makes you less productive +research has shown the human brain is not actually capable of doing two thinking (cognitive) tasks at the same time +You may think you are accomplishing two tasks at once, but you're not because you are only partly focused on the task at hand

New Ventures

-new business or a new line of business +opportunity is exploited

The Delegation Process 2: Set objectives that define responsibility, level of authority, and deadline

-objectives should clearly state the result the employee is responsible for achieving by a specific deadline +can't have a one-size fits all delegation approach 1. Define the level of authority the employee has. -Does the employee inform you, recommend action for you to take, do the task and report it, or have full authority to just do it without your approval? 2. Setting clear deadlines (e.g., Tuesday, May 22, by 2:00 p.m.) is critical because it creates pressure to get the job done. -Saying "Do it when you have time" is not a deadline, and having no established deadline leads to procrastination or the task not getting done 3. On a personal note, if you can't meet a deadline, tell your manager or customer as soon as you know it—don't surprise the person at the deadline, and be sure to set a new realistic deadline, and meet it. -If you want to impress your boss and get good performance reviews that can lead to raises and promotions, follow Professor Robert Lussier's motto: "I don't meet deadlines—I beat deadlines

Responsibility

-obligation to achieve objectives by performing required activities. +When objectives are set, the people responsible for achieving them should be clearly identified. +Managers are responsible for the performance of their units. +We need to take responsibility for our behavior and not deny or blame others for our actions when justly criticized

Challenges to Contemporary Organizational Designs

-organizations need to continually redesign their structures to align with environmental changes -MNCs need to be agile and change quickly today, but sound mechanistic bureaucracy features are slowing them down -MNCs need to blend the best of mechanistic and organic advantages. +They are breaking the unity of command with matrix structures while keeping unity of direction, as they use more informal authority and bypass the chain of command and increase the span of management by cutting layers of middle management. +Jobs still need to be specialized, but employees are being empowered more through decentralized authority to do the job their way as managers delegate more responsibility

Risk Taking by Entrepreneurs and Intrapreneurs

-personal risk of entrepreneurship is much greater than that of intrapreneurship +20% of new businesses fail within five years and only about a third survive 10 years +commonly will finance with own assets -intrapreneurs commonly have no risk of personal investment, as the large business provides the financing, and if the venture fails, they can usually return to their prior job or a similar one

MULTITASKING

-practice or capability of handling more than one task at a time

DELEGATING

-process of assigning responsibility and authority for accomplishing objectives +Telling employees to perform tasks that are part of their job design is issuing orders, not delegating. +Delegating refers to giving employees new tasks +new task may become part of a redesigned job, or it may simply be a one-time assignment

Recruiting

-process of attracting qualified candidates to apply for job openings. +Attracting applicants is important because people need to know about your job opening before they can apply. +You need to understand the things that attract workers are often the same things that convince them to stay

Job Enrichment

-process of building motivators into the job itself to make it more interesting and challenging. +The goal is to get employees fully engaged at work so they are satisfied and productive. +Job enrichment works for jobs of low motivation potential and employees who are ready to be empowered to do meaningful work. +A simple way to enrich jobs is to delegate more responsibility to employees to make a job satisfying

Job Simplification

-process of eliminating or combining tasks and/or changing the work sequence to improve performance, making jobs more specialized +work smarter, not harder +job is broken down into a work-flow process to improve it 1. Eliminate. Does the task, or parts of it, have to be done at all? If not, don't waste time doing it. 2. Combine. Doing similar things together often saves time. 3. Change sequence. Often, a change in the order of doing things results in a lower total time

Job Expansion

-process of making jobs less specialized. +Jobs can be expanded through rotation, enlargement, and enrichment. +The trend is toward organic structure, giving employees more job autonomy to motivate them and develop their skills and abilities

Application Form

-recruited candidates are asked to complete an application or, for professional jobs, submit a résumé. +Today, online applications are often required for all types of jobs, and the information is stored in the company's human resources information system (HRIS). +But résumés often contain false or inaccurate information. +A résumé's primary use is to screen applications to select the top candidates to proceed with. +Or it gets you in the door so you can sell yourself as the best candidate for the job

Principles of Organization 1: Unity of Command and Direction

-requires each employee to report to only one boss. +When there are two bosses, you can often get two conflicting messages. +It helps to have clear roles -requires all activities be directed toward the same objectives

Principles of Organization 6: Balanced Responsibility and Authority

-responsibilities of each individual in the organization are clearly defined in mechanistic firms +Each individual is also given the authority necessary to meet these responsibilities and is held accountable for meeting them

Authority

-right to make decisions, issue orders, and use resources. +You should be given responsibility and authority for achieving objectives. +The CEO is responsible for the results of the entire organization and delegates authority down the chain of command to the lower-level managers, who are responsible for meeting operational objectives

The Entrepreneurial Process 1: Selecting the New Venture

-select the new venture or the industry in which the business will compete—what type of business do you want to start +Must offer a real product or service that fills a real need +should have a competitive advantage

Opportunity Recognition and Exploitation

-solve problems as they make things faster, cheaper, and better

Mechanistic Versus Organic Organization and the Environment

-two major forms of organization that are more effective in different environments—stable and dynamic -Mechanistic organizations: +Bureaucratic, focusing on following procedures and rules through tight controls and having specialized jobs, with decisions being made by top managers +Tends to work well in stable environments, in which uniformity and the traditional command and control are important -Organic organizations: +Flexible, with minimal focus on procedures and rules, broadly defined jobs, and decisions made at lower levels +Tends to work well in the current trend of more dynamic environments *continuum between being mechanistic and being organic*

Opportunity cost

-very important risk consideration is the choice of being an entrepreneur rather than a paid employee +risk job security with a dependable salary and benefits for potential profits

Priority-Determination Questions

1. Do I need to be personally involved because of my unique knowledge or skills? Often, you are the only one who can do the task; if so, then you must be involved. 2. Is the task my responsibility, or will it affect the performance or finances of my department? You must oversee the performance of your department and keep finances in line with the budget. 3. When is the deadline—is quick action needed? Should you work on this activity right now, or can it wait? The key is to start the task soon enough so that you will meet the deadline.

The Three Parts of Meetings

1. Identify objectives. +Begin by reviewing progress to date, the group's objectives, and the purpose or objective for the specific meeting. +Recorded minutes are usually quickly approved at the beginning of the meeting. +For most meetings, a secretary should be appointed to take minutes on actionable items—who is going to do what by when? 2. Cover agenda items. +Stick to the agenda, and keep the discussion on track to ensure you achieve the objectives. +Be sure to cover agenda items in priority order. +Try to keep to the approximate times—Google Ventures actually uses a clock that goes off when the time is up—but be flexible. +If the discussion is constructive and members need more time on that item, give it to them. +Be open to the possibility that there may be a better alternative to consider, and that it may be beneficial to redirect a meeting. 3. Summarize and review assignments. +The leader should summarize what took place during the meeting, what the meeting accomplished, or progress toward objectives, so members know time wasn't wasted, and clarify tasks. +Everyone has goals. +Review all of the assignments given during the meeting so every member knows who is working on what and when it is due. +The secretary and/or leader should record all action plan assignments

The Union-Organizing Process

1. Initial organizing activities 2. Signing authorization cards 3. Determining the bargaining unit 4. Election 5. Certification

6 sources of recruiting

1. Internal Recruiting/Mobility. Internal recruiting involves filling job openings with current employees. There are two types. There are horizontal or lateral transfers that are common today, and there are vertical moves called promotions from within. However, many firms just use the promotion from within term for both, but a new term to cover both is internal mobility. At Scripps Health, three-quarters of all job openings are filled by existing employees. 2. Employee referrals. Employees may be encouraged to refer external friends and relatives to apply for positions. It is based on networking, and more people get jobs through networking than all the other methods combined. Power Home Remodeling V.P. Ilysa Raphael says they get 90,000 plus applicants a year, so one way to stand out is through a referral. Check LinkedIn, Facebook, and your network of friends.61 3. Walk-ins. Without actually being recruited, good candidates may come to an organization "cold" and ask for a job. But most professionals send a résumé and cover letter asking for an interview. 4. Outside organizations. Recruiting takes place at high schools, vocational/technical schools, colleges, professional associations, career conferences, and trade and job fairs. Many schools offer career planning and placement services to aid students and potential employers. Educational institutions are good places to recruit entry-level people who have little or no prior experience. 5. Agencies. There are three major types of agencies: (1) Temporary agencies, such as Kelly Services, provide part- or full-time help for limited periods. (2) Public agencies are nationwide state employment services. They generally provide job candidates to employers at no cost or very low cost. (3) Private employment agencies are privately owned and charge a fee for their services. Executive recruiters are sometimes referred to as "headhunters." They specialize in recruiting managers and/or those with specific high-level technical skills, such as engineers and computer experts, charging the employer a large fee. 6. Advertising/Internet. A simple help-wanted sign in the window is an advertisement and most large companies that hire regularly have a link to career opportunities and applicants can apply online. Newspapers are being used less, but professional and trade magazines (can be online) may be more suitable for specific professional recruiting. Companies also use some direct mail, radio, and TV. Many employers and people look for work online. Several websites, such as Indeed.com, Monster.com, and CareerBuilder.com, provide job listing opportunities

Effective Multitasking

1. Know when it is appropriate. -Realize that certain thinking tasks, like reading, require your undivided attention. +When your full attention should be on a single complex or important task, multitasking is not appropriate and will likely affect the quality of your work. +Save multitasking for noncomplex tasks that do not require thinking with undivided attention. +Some people ride a stationary bike/treadmill (non-thinking) while checking email (thinking) or other task. 2. Limit distractions and interruptions. -Around 45% of the time, we are self-interrupting. +You can save time by turning off all the electronics you don't need to perform the task you are working on. +Shutting your door limits interruptions. +Music and especially TV are distracting and can overtax the brain. +If you need background sounds to overcome distracting noise, try music that you don't really like or dislike, so you can ignore it, like classical music or ocean sounds, or you can wear noise-canceling headphones. 3. Take breaks. -Routine breaks make work less intimidating, and can help keep you from multitasking. +Stay on track completing a high priority task for a set amount of time, such as a half or full hour. +Or work until a certain task is completed. +Only after the set time or work is done can you check for texts, emails, and so forth. +Break times can vary, but breaks should rejuvenate our brain. +Exercise is great, like taking a walk. +But do realize that social media breaks often don't relax our brain and can keep us from getting back to our important tasks.

GROUP STRUCTURE: Group Types

3 divisions: -formal or informal -functional or cross-functional -command or task

The 4 Management Functions

1. Leading. Most teams identify a specific person as the leader, but the leader shares this responsibility. You don't focus on telling others what to do and assigning individuals to do it. You focus on developing group structure and process. Bring the team up to the performing stage of development, changing management styles with the level of development. 2. Planning. To convert a group into a team, you must empower the members to set objectives, develop plans, and make decisions. Involve members and make sure they know the objectives, accept them, and are committed to achieving them. 3. Organizing and Staffing. The important part of organizing and staffing a team is the participation of its members in selecting, evaluating, and rewarding members. Jobs on a team are interchangeable and are assigned by the members as they perform dependent parts of the entire process. 4. Controlling. You help the team set the standards and develop positive norms. As you move from being a group to being a team, members are responsible for monitoring progress, taking corrective action, and performing quality control.

3 types of team rewards and recognition

1. Non-financial. Being part of a successful team is satisfying, as well as providing enjoyable relationships.99 The company can have formal and informal meetings or awards ceremonies to recognize team accomplishments with lunches/dinners, cookouts/barbecues, plaques/certificates, T-shirts/jackets/coffee mugs, and so forth. 2. Skill-Based Pay. Employees are paid for learning additional skills or knowledge they need to perform multiple jobs within a team and to share knowledge with other team members. Skill-based pay works well with self-managing teams performing complex tasks. 3. Gainsharing and Profit Sharing. Employees share the financial gains through increasing productivity, decreasing costs, and improving quality.

Interviewing steps

1. Open the interview 2. Present realistic job preview 3. Ask your questions 4. Introduce top candidates to coworkers 5. Close the interview

Interview preparation steps

1. Review the job description and specifications 2. Prepare a realistic job preview 3. Plan the type of interview 4. Develop questions for all candidates 5. Develop a form 6. Develop questions for each candidates

Types of Interviews

1. Structured -All candidates are asked same list of prepared questions 2. Unstructured -No plan or sequence of topics 3. Semistructured -List of questions prepared as well as some unprepared

6 Common Contemporary Organizational Designs

1. Team Organization. -Many companies are organizing based on teams, and networks of interdependent teams that pursue shared goals called multi-team systems +Teams are a fundamental organizing unit that use organic decentralized decision-making authority 2. Network Organization. -Networks are boundary-less interrelationships among different organizations. +A network firm may be viewed as a central hub surrounded by a network of outside specialists that change as needed. +Networks create multiple kinds of relationships, as firms share information and resources. +Networks use cross-functional and cross-firm teams +firms partner that compete in different lines of business, and are so-called frenemies. +Modular and virtual organizations are types of boundary-less networks 3. Modular Organization -outsource manufacturing to contractors that change over time +either purchase products ready-made or buy all the parts and only assemble the product 4. Virtual Organization -continually evolving network of contingent workers (temporary, freelance, or contract—not full-time employees) and companies that unite temporarily to exploit specific project opportunities or to attain strategic advantages 5. The Learning Organization -work is becoming more based on knowledge. -In a learning organization, everyone in the firm is engaged in identifying and solving problems to continuously improve and achieve the firm's objectives through knowledge sharing within and outside the firm. +There is no agreement about how the learning organization looks or operates, and you don't see it on an organization chart 6. Platform Organization -used to connect buyers and sellers. +Platforms utilize the shared economy +e.g. uber or facebook

To enrich jobs, firms are using more flexible work arrangements, including: (4)

1. Telecommuting, in which employees work remotely, connected to the office through the Internet 2. Flextime, in which employees can select their working hours within certain hours 3. Compressed workweek, in which employees work more hours per day and fewer days per week—commonly four 10-hour days, allowing a three-day weekend .4 Job sharing, in which two or more employees split one full-time job—commonly two working half the shift each.

Entrepreneurial Mind-Set

1. characteristic of perseverance to achieve goals—in the face of obstacles 2. they don't give up. 3. They are confident and take risks 4. don't fear failure 5. influence people

Classifying Group Roles

3 primary group roles: -group task roles -group maintenance roles -self-interest roles -Group task roles: +Played by members who do and say things that directly aid in the accomplishment of the group's objectives +Task roles are often said to be structuring, job centered, production oriented, task oriented, or directive +"John, turn on the ignition switch to see if the engine starts now." -Group maintenance roles: +Played by members who do and say things to develop and sustain the group process with cooperative behavior to benefit others or the entire team. +Terms used to describe maintenance roles include employee centered, relationship oriented, and supportive +"Hydria, you did a great job fixing that engine." -Self-interest roles +Played by members who do and say selfish things (often hidden agendas) that help themselves at the expense of other members or the entire group +People only seeking personal gain, self-centered people, and those who feel entitled are less happy than those who look out for others. +Many young people feel deserving or owed special unearned treatment (high grades despite low effort)

Benefits of and Obstacles to Delegating

Benefits: -delegating enhances task coordination, productivity, and performance by drawing upon the specializations and skills of a diversity of employees. +When managers delegate, they benefit by freeing up time to perform high-priority tasks. +For employees, delegation can increase motivation and provide opportunities for professional development, as it empowers them, and strengthens relationship building between managers and their employees Obstacles: -have to deal with people rather than doing things themselves. +They don't want to give up power and control. +They may fear that employees will fail to accomplish the task or will show them up. +Managers might believe they can perform the task more efficiently than others. +As a manager, accept the fact that delegation is part of your job, but don't give employees unnecessary work

THE GROUP PERFORMANCE MODEL: GROUP STRUCTURE

Dimensions: -group type, size, composition, leadership, and objectives -Major issue: +always implies some form of coordination within a group/department and among the firm's various teams, and coordination increases both team and firm performance

Organization Chart: The division and type of work

Each division is responsible for a function, and the managers serve as linking pins coordinating the divisions' work

Health and Safety: Occupational Safety and Health Act (OSHA) of 1970

Establishes mandatory safety and health standards in organizations; regulated by the Occupational Safety and Health Administration (OSHA)

Formal or Informal Groups

Formal groups: -such as departments and their smaller subparts, are created by an organization as part of its formal structure. +All employees have formal group membership, and the higher in the organization, the more formal groups the manager is a member of. Informal groups: -Not created by the organization as part of the formal structure. +Members join together voluntarily because of similar interests and develop social structures

Functional or Cross-Functional Groups

Functional groups (vertical groups): -Perform jobs within one limited area. +A work unit or department is a functional group. Cross-functional (horizontal groups): -Come from different areas and possibly different levels of an organization, and they are on the increase largely because they help specialized departments understand and coordinate with other departments, such as having marketing give input to product design engineering to ensure the product meets customer demands -Companies create lots of small teams, but they have to link them to have a common shared consciousness to achieve the organization's mission and objectives. -Ideally, all functional groups coordinate their activities through the aid of the managers, who are responsible for linking the activities together

Groups vs Teams

Group: -has two or more members, with a clear leader, who perform independent jobs with individual accountability, evaluation, and rewards +Group managers are also called directive leaders Team: -has a small number of members, with shared leadership, who perform interdependent jobs with individual and group accountability, evaluation, and rewards. +All members are empowered to share leadership. +team leaders are called empowering leaders **All teams are groups, but not all groups are teams**

Federal Laws Related to HRM

The U.S. Equal Employment Opportunity Commission (EEOC) -Responsible for enforcing equal opportunity laws that make it illegal to discriminate against a job applicant or an employee because of the person's race, color, religion, sex (including pregnancy, gender identity, and sexual orientation), national origin, age (40 or older), disability or genetic information. +It is also illegal to discriminate against a person because the person complained about discrimination, filed a charge of discrimination, or participated in an employment discrimination investigation or lawsuit." +Although the law protects women from discrimination in employment, they are not considered to be a statistical minority because they make up half of the population; in some work situations, women are a majority

How Cohesiveness Affects Group Performance

Three factors of team success: 1. These companies have an organizational culture of having fun together 2. Everyone is included; members like to be together, as they care for each other 3. They cooperate and behave according to the group norms +So team members play both task and maintenance roles, and no one plays self-interest roles as they all work for the success of the team

Planning Meetings

Time: -List meeting date, meeting place (unless the team always meets in the same place), and time (both beginning and ending times). Objectives: -State the objective or purpose of the meeting. (Note: Objectives may be listed with agenda items rather than as a separate section, but wherever they are listed, they should be specific.) Participation & assignments: -List the assignment for the entire team, or if individual members have different assignments, list each person's name and assignment. Agenda: -List each item to be covered in the meeting, in order of importance, with an approximate time limit

Delegation Decisions: What to Delegate

• Tasks you don't need to do; priority-determination question 1 • Tasks you don't like to do that are appropriate to delegate • Things you are not good at or others can do better • Tasks that develop employees—job enrichment; even if you can do the task better, you will not have to do it at all, and you can do more important things • Tasks associated with solving employees' problems; help them learn to solve their own problems by delegating making the decision to them • Technical matters and routine tasks like paperwork

8 Principles of Organization overview

• Unity of command and direction • Chain of command • Span of management (flat and tall organizations) • Division of labor (specialization, departmentalization, integration) • Coordination • Balanced responsibility and authority • Delegation • Flexibility