Exam #1 Review TELS 3340
Supervisors need to let employees talk
about their feelings
The PERT Chart is used in most Project Management initiatives because of its focus on
completing certain phases of a project by the specified dates (timelines).
Contingent workers lack the...
stability and loyalty of permanent workers because they do not "identify" with the organization
The PERT Chart was created by the U.S. Navy
true
all goals should be S.M.A.R.T. goals
true
Creating a "sexually hostile environment" in the workplace by one employee in which it has an adverse impact on another employee (e.g., telling unwanted off-color jokes, sending pornography to another, etc.).
"Hostile Environment"
"- It means "this-for -that" (Making threats to punish, or offer to provide rewards to one employee by another employee in order to acquire certain favors of a sexual nature).
"Quid Pro Quo"-
Any "unwanted" activity of a sexual nature that affects an individual's employment. Two Types:
"Quid Pro Quo"- "Hostile Environment"
Most PERT users tend to add in a.......at each phase of the specified completion dates so as not to incur "missed" deadlines.
"buffers"
The premise behind Six Sigma is to....
"design, measure, analyze, and control" the input side of manufacturing.
Studies show that 2/3 of companies that downsize have "employee morale" problems. Employees are ....
"less loyal" to companies
Supervisors communicate positive or negative expectations consciously and unconsciously; subordinates
"pick up" on these expectations, and subordinates behavior is generally "consistent with" their perceived expectations of their supervisor.
Organizations and their Levels
- Top Management - Middle Management - Supervisors (First-Line Management) - Operative Employees (employees of all levels below supervisors)
Four Critical Competencies Supervisors Must Possess:
-Technical competency (more critical at supervisory level) -Interpersonal competency (critical at all levels) -Conceptual competency (see Exhibit below) -Political competency (see Exhibit below)
Intermediate-Term Plan
1 to 5 years.
The "optimal " number of employees to supervise is likely somewhere between
5 and 30, depending on the amount of direct supervision needed
Long-Term Plan
5 years or more
Gantt Chart
A bar chart with time on the horizontal axis, and activities to be scheduled on the vertical axis
Taking Corrective Action
Adjust Actual Performance to Meet Standards, and/or Change the Standards
An "active effort" to recruit, select, train, and promote members of "protected" groups, in an effort to prevent discrimination of individuals in those groups.
Affirmative Action
Productivity can be adopted at three levels
The Individual The Group The Total Organization
The Three Main Tasks of Human Resources in the Workplace:
Attract Retain Motivate
The rights inherent in a supervisory position to give orders and expect orders to be obeyed.
Authority
1946-1964
Baby Boomers
A strategic planning and management system used to translate and align business activities to the vision statement and strategic plan
Balanced Scorecard
Involves searching for (and incorporating) the "best practices" among competitors and non-competitors that lead to superior performance
Benchmarking
Levels of Six Sigma
Black Belt (highest level) - Green Belt (second highest level) - Many major organizations implement Six Sigma because of its focus on quality manufacturing processes.
The Focus of Control - Most of Supervisors' Control Efforts are Directed at Four Areas
Costs - Cost reduction is a major concern in businesses. Inventories - "Just-in-Time" Inventory System (Inventory items arrive when they are needed in the production process, and not stocked). Quality - Identifying and incorporating "best practices" for customers. Safety - The "No. 1" concern for all organizations
A numerical plan that expresses anticipated results in dollar terms for a specific time period for people, tasks, and organizational groups.
Budgets
specify task importance, and how resources are to be allocated
Budgets
used as planning devices, as well as a control mechanisms
Budgets
Retaining decision making authority in the hands of top management.
Centralization
The continuous line of authority that extends from upper organizational levels to the lowest levels, and clarifies who reports to whom. This is also called the "Scalar Chain."
Chain of Command
- power resulting from the power figure being held in such high esteem (because of personality, charm, intelligence, beliefs, values, etc.) that followers will be willing to follow "any" directives
Charismatic Power
An organization's formal document on ethical behavior
Code of Ethics
power exercised by one's ability to "manipulate" (coerce)
Coercive Power
Make Decisions on What are "Acceptable" Ranges in Variations from Standards
Comparing Results with Standards
A type of control that takes place while an activity is in progress.
Concurrent Controls
("Evolutionary" Change - constant, slow)
Continuous Improvement
A type of control that provides feed back after an activity is finished to prevent future deviations
Corrective Control
Grouping activities into independent units based on types of customers served
Customer Departmentalization
Pushing down decision making authority throughout the organization.
Decentralization
Assignment of duties, with accompanying authority, responsibility, and accountability for completion of tasks
Delegation
Grouping departments based on work functions, product or service, target customer or client, geographic territory, or the process used to transform inputs into outputs
Departmentalization
An organization consisting of self-contained units
Divisional Structure
a reduction in workforce (the fastest way to impact the bottom line in an organization).
Downsizing
Getting the right thing done.
Effectiveness
Getting things done using the least amount of resources.
Efficiency
become an issue for companies because of these unsettling issues.
Employee "loyalty"
Employees resist having "too much" control.
Employee Resistance
Up to 85% of organizational theft and fraud is committed by employees, not outsiders.
Employee Theft
Assessing current and future human resources needs and developing a plan to meet those needs
Employment Planning
An individual who is a "risk taker," who starts a given business from "scratch," and who is willing to take large risks to make it successful.
Entrepreneur
Rules or principles that define right or wrong, good or bad, and who will be benefited or harmed by any given action
Ethics
power exercised over others because they perceive the power figure to be an "expert."
Expert Power
3 Types of Informal Power
Expert Power - Referent Power - Charismatic Power -
The Big Five Personality Model Factors:
Extroversion Agreeableness Conscientiousness Emotional Stability Openness to Experience
and the United States has retained a middle spot among industrialized nations.
False. A Top spot
U.S. companies are decreasing in productivity, relative to the world
False. Increasing
The U. S. productivity makes the U.S. economy weaker
False. Stronger
The balanced Scorecard looks at four business areas:
Financial processes - Customer processes - Internal processes - Innovation/Growth processes -
Control over individuals outside of one's own direct areas of responsibility. (e.g., Vice President of Human Resources at central headquarters has "functional" authority over all Human Resources personnel throughout the entire organization at all geographic locations).
Functional Authority
Grouping activities into independent units based on functions performed
Functional Departmentalization
The Five Ways to Departmentalize
Functional Product Customer Geographic Process Departmentalization
Employees grouped regarding to their functions
Functional Structure
1965-1980
Generation X
1981-2002
Generation Y
Grouping activities into independent units based on geography or territory
Geographic Departmentalization
Lower cost labor found in foreign countries is a major reason.
Global Competitiveness
Many so-called "American" products are made internationally
Global Competitiveness
A system by which employees jointly determine specific performance goals with their supervisors
Goal Setting
An individual who exhibits many of the same behaviors as entrepreneurs, but who has the organizational support and financial backing from his/her organization to help them succeed. Much less risky than most entrepreneurial initiatives.
Intrapreneur
CEO and CFO must reimburse the organization.
True
Jobs have been created because of this strong economy resulting from our...
High productivity
Database that lists pertinent information of all employees in the organization (names, education, training, prior employer, languages spoken, and other relevant employee information).
Human Resource Inventory
The process of finding, hiring, training, and retaining employees in the workplace.
Human Resource Management
A written statement of job duties, work conditions, and operating responsibilities
Job Descriptions
power vested by one's position in the organization
Legitimate Power
3 Types of Formal Powers
Legitimate Power - Reward Power - Coercive Power -
Short-Term Plan
Less than 1 year.
The authority that entitles a supervisor to direct the work of their employees, and make certain decisions without consulting others.
Line Authority
A structure that combines elements of "functional" and "product" departmentalization, creating a "dual" chain of command, utilizing "project teams," with a project manager who has "temporary" authority over project team members until project is completed
Matrix Structure
The Control Process - Three Steps
Measure Actual Performance Compare Results with Standards Take Corrective Action
(Tall Structure) "Many" of vertical levels
Narrow Span of Control
A type of control that anticipates and prevents undesirable outcomes.
Preventive Control
How organizations are designed (in terms of grouping of employees) to facilitate its marketing focus, or the production of its products or services
Organizational Structures
Every organization shares three characteristics
Organizations have a purpose (expressed as goals). Organizations are composed of people. Organizations develop a systematic structure
arranging and grouping jobs , allocating resources, and assigning work in a department so that activities can be accomplished as planned
Organizing
The process intended to familiarize new employees with the job, the work unit, and the organization as a whole.
Orientation
Productivity Formula
Output / (Labor + Capital + Materials )
A diagram that depicts the sequence of activities needed to complete a given project, and the time or costs associated with each activity
PERT (Performance Evaluation Review Technique) Chart
This is a "timeline" chart depicting the activities that must be completed by certain times in order to complete a project at a given time
PERT (Performance Evaluation Review Technique) Chart
Supervisor's appraising the performance of employees. Most organizations conduct these annually. Today, most organizations "tie" pay to performance.
Performance Appraisals
Selection instruments based on "actual" job behaviors, and work sampling.
Performance-Simulation Tests
How to Measure Actual Performance:
Personal Observation Statistical Reports Oral Reports Written Reports
The Four Management Functions
Planning Organizing Leading Controlling
Three types of standing plans:
Policies Procedures Rules
Any "unwanted" activity of a sexual nature that affects an individual's employment.
Sexual Harassment in the Workplace
Grouping activities into independent units based on based on a given production process
Process Departmentalization
Grouping activities into independent units based on products produced
Product Departmentalization
the Outputs of goods and services, divided by the Inputs needed to generate the Outputs.
Productivity
Firing, layoff, attrition, transfer reduced workweek, early retirement, job sharing.
Supervisor's Options for "Downsizing"
A job interview that provides both positive and negative information about the job and the company
Realistic Job Preview
The process of locating, identifying, and attracting capable candidates from the "available labor market."
Recruitment
power resulting from the power figure being well-liked
Referent Power
The extent to which a given assessment instrument measures the same thing consistently over time
Reliability
An "internally oriented" process that focuses on the efficient flow of incoming materials to the organization
Supply Chain Management
Supervisory jobs come with authority, and they also come with responsibility (the expectation by upper management for managers to achieve the stated goals assigned to a given manager or supervisor).
Responsibility
power exercised because of ability to "reward" someone
Reward Power
S.M.A.R.T.
S - Goals should be Specific. M - Goals should be Measurable. A - Goals should be Aligned. R - Goals should be Reachable. T - Goals should be Time Bound
Establishes procedures for public companies regarding how they handle and report their financial reports.
Sarbanes-Oxley Act
The hiring process, seeks to determine the knowledge, skills, and abilities (KSAs) and motivation of candidates
Selection Process
A "flat" organizational structure, low in complexity, with authority usually centralized in one person, and few vertical levels.
Simple Structure
A philosophy and measurement process developed in the 1980s by Motorola.
Six Sigma
It uses statistical models, coupled with quality tools
Six Sigma
This is the "minimum" response an organization puts forth to meet the needs of society (poor response to society).
Social Obligation
A responsibility an organization has to society
Social Responsibility
This is the "proactive," response an organization makes to "go beyond just what is required" to meet the needs of society (excellent response to society).
Social Responsiveness
is the number of employees a supervisor can efficiently and effectively control, and who also report "directly" to that supervisor
Span of Control Span of Management
What is formal planning?
Specific goals are formulated, committed to writing, and made available to other organizational members.
Supports line authority by advising, counseling, servicing, and assisting, but there is no authority over employees in "line" positions (slide 24)
Staff Authority
Plans that can be used over and over by managers faced with recurring situations
Standing Plans
Plans developed by top managers.
Strategic Planning
Plans developed for the "longer" term (5+ years).
Strategic Planning
Plans developed with an eye toward competition.
Strategic Planning
done by top management, done with an eye toward competition, and done for the "longer" range (5+ years), covers the entire organization, and sets the direction for all other planning
Strategic Planning
What is the Breadth of Planning?
Strategic Planning - Tactical Planning -
done by lower levels of management (middle management and supervisory level), and covers "specific" details on how overall goals are to be achieved, done for short term (usually, less than 1 year).
Tactical Planning
Highly favored by HR professionals. It asks candidate to "describe" a past job behavior (or task they performed).
The "Behavioral" Description Interview
A written document that summarizes a business opportunity, and defines how, when, where that opportunity is to be acted upon.
The Business Plan
Available Labor Market
The area within approximately 60-70 miles from a given organization's place of business.
Ethics can be determined by culture
True
Why the Emphasis on "Continuous Improvement"?
To meet customer needs in terms of "perceived" higher quality.
It is desirable for employees to have "accurate" and "up-to-date" job descriptions to facilitate the performance appraisal process. The job description should outline employees' current job duties and responsibilities (what they are expected to do, how it is to be done, and when it is to be completed).
True
It is essential for supervisors to provide the "necessary authority" to a subordinate when delegating tasks, and the supervisor must "inform" all parties affected by this delegation.
True
It is harder to do this than to transition from supervisor to middle management, or from middle management to top management.
True
Most organizations exhibit "Social Responsiveness" in their operations, a few do not.
True
Oftentimes, unethical behavior is illegal. Most of the time, illegal behavior is unethical.
True
Personal loans or lines of credit for executives are now prohibited
True
Planning and goal setting are like "two sides of the same coin." You cannot have one without the other.
True
Supervisors communicate positive or negative expectations consciously and unconsciously
True
The act also provided for federal protection for "Whistleblowing" to prevent violations
True
The organization must have procedures for audit reports
True
The penalty for falsely stating the corporate financial position can result in a fine of $1 Million and imprisonment of up to 10 years. And if it is determined that the executive's statement was "willful," the sentence can be "doubled."
True
Top management (CEO and CFO must personally certify the organization's financial reports
True
U.S. productivity is steady, or rising
True
Up to 40% of all U.S. workers are contingent workers today
True
What may be considered ethical in a given society or foreign country, may NOT be considered ethical in the U.S
True
individuals of "non-protected" groups must also NOT be discriminated against. Employers should make a concerted effort to hire the "best available candidate," while making an effort NOT to exclude individuals in protected or non-protected groups
True
Most training takes place "on-the-job"
True. On-the-Job-Training (OJT)
Four out of five companies use the Internet for recruiting today.
True. Online Recruiting
The organizational principle that sates that an employee should have "only one" supervisor at any given time to whom they are responsible.
Unity of Command
The extent to which an assessment instrument tests what it proposes to test.
Validity
- Managing the "entire" sequence of integrated activities and information about product flows from start to finish.
Value Chain Management
the process of getting things done, effectively and efficiently, through other people.
What is Management?
(Flat Structure) "Fewer " vertical levels
Wide Span of Control
("Revolutionary" Change - radical, fast)
Work Process Engineering
How does Work Process Engineering (Re-engineering) differ from Continuous Improvement?
Work Process Engineering ("Revolutionary" Change - radical, fast) Continuous Improvement ("Evolutionary" Change - constant, slow
is the process of breaking down a job into a number of steps, with each step being completed by a different individual
Work Specialization
Supervisors must be careful not to violate any HR laws (including demands of the largest group in the workforce - the baby boomers).
Workforce Diversity
The composition of the workforce to include all ethnicities, genders, religions, sexual preferences, etc. (non-discrimination).
Workforce Diversity
Does a Supervisor Need to Be a Coach?
Yes, supervisors need to coach their direct reports.
The labor force has started shifting away from traditional, full-time jobs toward
contingent workers (part-time, temporary, contract jobs)
"destabilizing" initiatives by companies
downsizing, continuous improvement, work process engineering
Many employees are "stressed out" because of
downsizing, continuous improvement, work process engineering, and other "destabilizing" initiatives by companies
Examples of "Socially Responsive" organizations are those that promote and support .....
fundraising events for the community at large.
Progress towards goals is periodically reviewed, and rewards are allocated on....
the basis of this progress (also commonly referred to as Management by Objectives or M.B.O.).
An example of behavior that is unethical, but not illegal...
would be exhibiting "unfairness" to one person over another in most situations (business dealings, school matters, or personal matters).