Mgmt 363 exam 3
What are the nine general competencies that HR professionals need?
- Human Resource Expertise - Relationship Management - Communications - Global & Cultural Effectiveness - Critical Evaluation - Business Acumen - Consultation - Ethical Practices - Leadership & Navigation
What are the five rights of employees that HR managers shouldn't violate?
- Right of free consent: people have a right to be treated only as they knowingly and willingly consent to be treated. - Right of Privacy: people have a right to do as they wish in their private lives, and they have the right to control what they reveal about private activities. - Right of freedom of conscience: people have the right to refuse to do what violates their moral beliefs, as long as these beliefs reflect commonly accepted norms. - Right of Freedom of speech: people have the right to criticize an organization's ethics, if they do so in good conscience and their criticism does not violate the rights of individuals in the organization. - Right to due process: if people believe their rights are being violated, they have the right to a fair and impartial hearing.
What is the difference between task, goal and outcome interdependence?
- Task Interdependence: the degree to which team members interact with and rely on other team members for the information, materials, & resources needed to accomplish work for the team. - Goal Interdependence: degree to which the members share a vision of the team's goal and align their individual goals with that vision. - Outcome interdependence: degree to which the team members share in the rewards that the team earns.
How are supervisors involved in human resource management?
-Help define jobs -Forecast HR needs -Provide training -Interview (and select) candidates -Appraise performance -Recommend pay increases and promotions -Communicate policies -Motivate, with support from pay, benefits, and other rewards
What are the two types of leadership behavior suggested by the Ohio State Studies?
1. Consideration: behavior of a manager that suggests to the employees that the manager trusts, respects, and cares for them. a. Membership: mixing with employees, stressing informal interactions, and exchanging personal services. b. Integration: encouraging a pleasant atmosphere, reducing conflict, promoting individual adjustment to the group. c. Communication: Providing information to employees, seeking information from them, showing an awareness of matters that affect them. d. Recognition: expressing approval or disapproval of the behaviors of employees. e. Representation: acting on behalf of the group, defending the group, and advancing the interests of the group. 2. Initiating Structure: behaviors that are directed at task accomplishment. Makes sure work gets done, subordinates perform their jobs well, and the organization is effective and efficient. a. Initiation: originating, facilitating, and sometimes resisting new ideas and practices. b. Organization: defining and structuring work, clarifying leader versus member roles, coordinating employee tasks. c. Production: setting goals and providing incentives for the effort and productivity of employees.
What are the three types of tasks related to how important individual member ability levels are to the success of the group?
1. Disjunctive tasks: with a verifiable best solution the effectiveness of the group will rely on the person with the highest level of relevant ability. 2. Conjunctive tasks: team needs everyone to have relevant abilities because the success of the group is dependent on the group's weakest link. 3. Additive tasks: success of the group is dependent on each member contributing their share of the output. Better performing members can make up for low contributors.
How do they relate to the University of Michigan studies?
1. Employee-centered behavior: focuses on developing strong interpersonal relationships with employees. 2. Job-oriented behavior: makes sure work gets done properly. 3. Participative: managers get subordinates to take part in determining how work is done.
What are the three ways to distribute outcomes in a group situation?
1. Equal Outcomes: every member receives equal compensation. 2. Individual-based: each team member is rewarded based on their level of contribution. 3. Based on % of salary: compensation is determined by base pay.
How do followers react to the use of these types of power?
1. Expert and referent power have the most positive influence and are associated with commitment and performance. 2. Referent power has the broadest influence. 3. Coercive power usually is associated with resistance & compliance. 4. Legitimate and reward power have positive influence and are associated with compliance.
Be familiar with the five stages of group development
1. Forming: members orient themselves by trying to understand their boundaries of the team. Try to figure out what is expected of them, how much risk should they take, and who is in charge. 2. Storming: conflict occurs as the member's work out differences related to what is to be accomplished, how it should be accomplished, and who has power. 3. Norming: members realize they must work together so they begin to cooperate, develop norms and agree on who has what roles so that the group can achieve its goals. 4. Performing: the group actually works towards the accomplishment of its goals. 5. Adjourning: the group disbands which may create anxiety and other emotions.
What is transformational leadership? What are the four components of transformational leadership?
1. Idealized influence (Charisma): Behaving in ways that earn the admiration, trust and respect of followers causing followers to want to identify with the leader. Behaviors such as sacrificing for the good of the group, being a role model, and displaying high ethical standards. 2. Inspirational Motivation: involves establishing an attractive vision of the future, the use of emotional arguments, and exhibition of optimism and enthusiasm. 3. Intellectual Stimulation: Leader behaves in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways. Leader gets employees to realize the importance of their efforts and the contribution to the organization so that the individual works for the goals of the organization potentially at the cost of their own goals. 4. Individual consideration: leader is able to get people to feel that the leader cares for them individually.
Uniformed Services Employment and Reemployment Rights Act (1994)
1. Individuals who enter the military for a short period of service can return to their private-sector jobs without risk of loss of seniority or benefits. 2. Can last up to five years. 3. Employee must notify employer up front of obligation and has a specified period of time to apply for re-employment which is based on length of service.
What are the three specific responses to influence efforts?
1. Internalization: Substantial agreement followed by initiative and persistence in pursuit of goals. a. Comes through the use of consultation, strong rational persuasion, and inspirational appeals. b. Do not use pressure and coalition tactics. c. More effective when the attempt involves something important and enjoyable and is based on a friendly relationship. 2. Compliance: reluctant or insincere agreement requiring subsequent prodding to satisfy minimum requirement. 3. Resistance: Stalling, unproductive arguing, or outright rejection. 4. Credible sources have the most success in persuasion. 5. Soft tactics are more likely to be perceived as fair, while hard tactics are more likely to be perceived as unfair.
What are the three standards that can be used to assess whether practices are ethical?
1. Practices should be fair and equitable. 2. Practices should result in the greatest good for the greatest number (utilitarianism). 3. Respect for basic human rights (life, liberty, pursuit of happiness).
Executive order 11246 under Johnson
1. Private contractors with a $10,000 contract must follow CRA. 2. Those with more than 50 employees and contract of over $50,000 have to have an affirmative action plan.
Executive order 11478 under Nixon
1. Private contractors with a $10,000 contract. 2. Requires federal government to base all its employment decisions on merit and fitness.
What is the difference between actual, compensatory and punitive damages? What are the limits on punitive damages under this act?
1. Punitive damages: jury trials are to be used to determine punitive damages against guilty employers to punish them for such things as emotional pain & suffering in addition to actual (compensatory) damages. Varies by employers up to $300,000. 2. Race Norming: prohibits the use of adjustments of employment test scores or use of alternative scoring methods on the basis of race or gender. No different cutoff scores. 3. International Employees: U.S. citizens of U.S. firms working abroad fall under EEO laws unless laws conflict with local laws. 4. Government Employee Rights: extended EEO coverage to employees of senate, presidential appointments, and previously excluded state employees. 5. Reverse Discrimination: can't file suit if organization under consent order. 6. Burden of Proof: places it squarely on the shoulders of the organization that if a prima facie case is brought to prove they did not discriminate. 7. Glass Ceiling Act: created the glass ceiling commission.
What are the contingencies that should be considered when choosing an appropriate style?
1. Time: how much time is available to make the decision? 2. Decision significance: is the decision important to the success of the project or the organization? 3. Importance of commitment: is it important for the employees to buy in to the decision? 4. Leader expertise: does the leader have the ability to make the decision? 5. Likelihood of commitment: how likely is it that the employees will trust the leader's decision and commit to it? 6. Shared objectives: do the followers share and support the same objectives of the leader and organization? 7. Employee expertise: do the followers have the expertise to make the decision? 8. Teamwork skills: can the followers work together to solve the problem?
What are the priorities in terms of when OSHA will investigate?
1. imminent danger 2. catastrophes and fatal accidents 3. employee complaints 4. high hazard industries 5. follow-up inspections
What are the two methods of alternative dispute resolution?
Alternative Dispute Resolution: if the two parties cannot reach an agreement an objective, neutral third-party can be brought in to resolve it. 1. Mediation: third party tries to get the negotiations back on track by providing an unbiased opinion to get the parties to reach an agreement. Has no ability to dictate a solution. 2. Arbitration: third party listens to the cases for each side and makes a decision. a. Traditional: arbitrator listens to both sides and can create a solution based on the cases brought by each side. b. Final-offer: arbitrator chooses one of the party's solution
What is human capital? What are the various types?
An organization's employees, described in terms of their training, experience, judgment, intelligence, relationships, and insight. The concept of HRM implies that employees are resources of the employer.
Be familiar with the Occupational Safety and Health Act and how it is enforced.
Authorizes federal government to establish and enforce occupational safety and health standards for all places of employment engaging in interstate commerce. A. Occupational Safety and Health Administration: 1. Inspects employers. 2. Applies safety and health standards. 3. Levies fines for violations. B. General Duty Clause (27): each employer has a general duty to furnish each employee a place of employment free from recognized hazards that cause or are likely to cause death or serious physical harm. C. Specific Duties: 1. Employers must keep records of work-related injuries and illnesses. 2. Employers must post an annual summary of these records from February 1st to April 30th in the following year. D. Employee Rights: (28) 1. Request an inspection. 2. Have a representative present at an inspection. 3. Have dangerous substances identified. 4. Be promptly informed about exposure to hazards and be given access to accurate records regarding exposure. 5. Have employer violations posted at work site. F. Inspection Visit (31) 1. Compliance officer reviews company's records. 2. Officer conducts a "walkaround" tour of the premises. 3. Officer conducts employee interviews. 4. Officer conducts closing conference with employer and notes any violations.
What are the personal and organizational characteristics that might impact the level of political behavior in organizations?
B. Personal Characteristics: there are some individual differences that lead some to engage in organizational politics more than others. 1. Need for power: need to be in control of your environment. a. Socialized motivation: want to lead for the best for all. b. Personalized: looking out for oneself. 2. Machiavellianism: willingness to manipulate and deceive others to acquire more power. C. Organizational characteristics: contextual differences that make it more likely that political behavior will occur. Uncertainty is key. 1. Lack of participation in decision making: or not knowing who makes decisions. 2. Limited or changing resources: how will you get what you need. 3. Ambiguity in roles: not knowing who is responsible for what. 4. High performance pressure: drives people to take short-cuts. 5. Unclear performance evaluations: if you don't know what you will be evaluated on, you engage in behaviors to create the most favorable perception
Genetic Information Nondiscrimination Act 2008
Companies with 15 or more employees may not use genetic information in making decisions related to the terms, conditions, or privileges of employment.
What are the five styles of conflict resolution? When might you use them and what is the likely result?
Conflict Resolution: when a disagreement arises between one or more individuals or groups, leaders can use power to resolve the conflict by using varying levels of assertiveness and cooperation. A. Styles: 1. Competing: high assertiveness, low cooperation. a. Results in a win-lose solution. b. Occurs when one party has more power than the other. c. Uses hard forms of influence such as pressure or coalitions. d. Get the result but losing party will have negative reaction. e. Useful when quick decision is vital and have right answer. 2. Avoiding: low assertiveness, low cooperation. Simply stay away or postpone conflict as long as possible hoping it will go away. a. May be good to let parties cool down. b. When issue isn't important or there are others that are. c. Perceive no chance of alleviating your concerns. d. Let others resolve it more effectively. e. Doesn't get rid of problem and most likely leads to bad results for everyone involved. 3. Accommodating: low assertiveness, high cooperation. One party gives in to the other party. a. You have much less power than the other. b. The issue isn't that important to you. c. Maintains harmony. d. May gain negotiating credits for later conflicts. 4. Collaborating: high assertiveness, high cooperation. Two parties work together to find a mutually beneficial result. a. Work to find a win-win solution. b. Seen as most effective method of conflict resolution. c. There is likely a balance of power. d. Can gain a high level of commitment from both sides. e. Provides opportunities to learn and gain insight. 5. Compromise: moderate assertiveness and cooperation. Each side gives in on some points and gains on others. a. Likely a balance of power. b. Can lead to a quick, temporary solution until a final one can be hammered out. c. Neither side gets all it wants.
Who are the organizational stakeholders and what role does the HR department play in helping the organization be socially responsible?
Corporate social responsibility- a company's commitment to meeting the needs of its stakeholders. Stakeholders - parties with an interest in the company's success - typically includes shareholders, community, customers, and employees. Sustainability - Ability to profit without depleting resources, including employees, natural resources, and support of surrounding community.
Vocational Rehabilitation Act of 1973
Designed to provide equal opportunity for individuals with disabilities. Basically, the predecessor to the ADA for private employers with a $2500 contract with federal government.
Who is responsible for providing EEO at the governmental level?
Equal Employment Opportunity Commission: created by the Civil Rights Act of 1964. 1. Issues various employment guidelines and monitoring the employment practices of organizations. 2. Protecting employee rights through the investigation and prosecution of discrimination charges. 3. Made up of 5 commissioners serving staggered 5-year terms and a general counsel who serves a 4 year term all appointed by the President & confirmed by the Senate. 4. Complaints must be filed within 180 days of incident. 5. EEOC has 60 days to investigate. a. Priority. b. Needing further investigation. c. Immediate dismissal. 6. Attempt mediation. 7. Consent Decree: Agreement between EEOC and employer to cease discrimination and create an affirmative action plan to rectify past discrimination. 8. Right to Sue Letter: If employer does not agree to discrimination findings, complainant has 90 days to file a personal suit in federal court.
Civil rights of 1871
Granted all citizens right to sue in federal court if one feels deprived of a civil right.
Civil Rights Act of 1866
Grants all citizens the same property rights as white citizens to make, perform, modify, and terminate contracts.
How can human resource management create a sustainable competitive advantage?
HR can create this advantage when employees are: 1. Valuable: high-quality employees provide a needed service as they perform many critical functions. 2. Rare: there not many of these high-quality employees. 3. Cannot be imitated: what these high-quality employees do can't be mimicked. 4. No good substitutes: what these employees do cannot be replaced by something such as technology.
Be familiar with the major activities involved in the human resource process.
HUMAN RESOURCE MANAGEMENT: The policies, practices, and systems that influence employee's behavior, attitudes and performance. HRM Practices: 1. Analysis and design of work: what are the responsibilities of people who perform a given job. 2. HR planning: determining how many employees with specific knowledge and skills are needed. 3. Recruiting: attracting potential employees. 4. Selection: choosing employees. 5. Training and Development: teaching employees how to perform their jobs and preparing them for the future. 6. Compensation: rewarding employees. 7. Performance Management: evaluating performance. 8. Employee relations: creating a positive work environment.
How do job analysis & job design differ? How are they related?
Job Analysis - process of getting detailed information about jobs Job Design - process of defining the way work will be performed and the tasks that a given job requires
Be familiar with the Life Cycle Theory of Leadership (Situational Leadership Model) including the different styles of leadership, the contingency factor and when one would use each style based on the contingency factor.
LIFE CYCLE MODEL (Situational Leadership Theory): challenge for leader is to identify follower readiness and then match it with the appropriate leadership style called for the model. (15) A. Follower Readiness: extent to which a follower has the ability and willingness to accomplish a specific task 1. Ability: the knowledge, experience, and skill that an individual or group brings to a particular task or activity. 2. Willingness: the extent to which an individual or group has the confidence, commitment and motivation to accomplish the specific task. B. Leader Styles: 1. Telling: demonstrates high task behavior and low relationship. 2. Selling: high task and high relationship. 3. Participating: high relationship; low task. 4. Delegating: low relationship; low task. C. Match (16): 1. When the follower is both unable to do the task, lacks commitment, confidence and willingness Telling should be used. 2. Follower is motivated to make an effort but lacks the ability. Selling should be used. 3. When follower has the ability but is insecure, apprehensive, or unwilling to use that ability Participating should be used. 4. When follower has the ability and the willingness Delegating should be used
How is leader effectiveness different than leader emergence?
Leader Emergence: becoming a leader either through being placed in a position of influence by an outside agent, the members of a group or through one's own choice.
Be familiar with the various laws and executive orders we discussed that focus on providing this, who falls under each law, and what organizations are supposed to or not to do in relation to the laws.
Look down
Be familiar with the various task, team-building, and individualistic roles that might exist in a team.
Look down
What are three personality characteristics that may be particularly important in a team?
Member Personality (17): the various personality traits discussed in chapter 9 can have an important impact on the success of the team. 1. Agreeableness: tend to promote more positive attitudes within the group leading to greater harmony and less conflict. a. More likely to engage in team-building roles. b. Less likely to engage in individualistic roles. 2. Conscientiousness: tend to be more dependable and continue to pursue goals. a. More likely to engage in task roles and be standard setters. 3. Extraversion: perform well in team contexts in general and tend to be more positive and optimistic leading to a more harmonious environment. Watch out for extraverts taking on individualistic roles.
How does team size impact team success?
Need to find the right size for the task. Too few, there won't be enough people to get the work done or have the resources to bring to bear on the task. Too many, slacking may become a concern and non-task activities such as socialize will dominate.
How would an overly political environment impact the employees in that organization?
Negative Employee reactions: high levels of political behavior makes employees uneasy in the work environment. 1. Decreased job satisfaction. 2. Decreased organizational commitment. 3. Decreased task performance. 4. Increased stress and strain.
What are the two types of bargaining that might take place in a negotiation process?
Negotiation: process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences. 1. Distributive bargaining: win-lose negotiating over a fixed pie of resources. Use competing conflict resolution style. 2. Integrative bargaining: aimed at accomplishing a win-win solution which both parties agree to and may lead to a better solution than either party's original positions.
What biases might negotiators have that could inhibit the sides from reaching a positive agreement?
Negotiator Biases: problems that might exist with either party that may lead to difficulty in reaching an agreement or reaching a poor one. 1. Perceived power relationship: one or both sides may perceive they have more power than they actually do leading to a more aggressive approach to negotiations. 2. Emotions: as human beings we may let either our positive or negative emotions overwhelm our logic and make negotiations difficult.
What is a key difference between the findings of the two schools of thought?
OSU studies suggest that managers can engage in both types of behavior while Michigan studies suggest you are either one type or the other. Can't combine.
Equal Pay Act of 1963
Outlaws discrimination in pay, employee benefits, and pensions based on a worker's gender. 1. Basically men and women must be paid the same for substantially the same work. 2. Amendment to FLSA so covers companies who do more than $500,000 of interstate commerce and most public agencies. 3. Exceptions: a. Merit. b. Seniority. c. Incentive plans related to quality & quantity of production. 4. Cannot lower the wages of men to meet standard, raise women. 5. Comparable worth: men and women should be paid equally for work that is of equal value.
What are the five sources of interpersonal power?
POWER: the ability to influence the behavior of others and resist unwanted influence in return. A. Organizational/Position: derive primarily from a person's position within the organization. 1. Reward power: The ability to influence others through the control of positive valence outcomes that are desired by the target and are perceived to be under the control of the source. 2. Coercive power: Power based in threat. Influence comes from the ability to control negative valence outcomes that the target wishes to avoid and are perceived to be in the control of the source. 3. Legitimate power: power which comes from the position held in the organization or society. a. Authority: the right to influence. b. Zone of indifference: the range of activities that the follower believes the leader has the right to influence. B. Personal: the ability to influence others regardless of position. 1. Referent power: the ability to influence the target because the target likes and respects the source. They wish to replicate the sources accomplishments. 2. Expert power: the ability to influence based on a deep knowledge base in a particular field. a. Limited to that field. b. Not the same as information power.
What are the four political skills that individuals might develop in organizations?
Political Skill: the ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives. 1. Networking ability: adeptness at identifying and developing diverse contacts. 2. Social astuteness: tendency to observe others and accurately interpret their behavior. 3. Interpersonal influence: having an unassuming and convincing style that is flexible enough to adapt to different situations. 4. Apparent sincerity: appearing to others to have high levels of honesty and genuineness.
What are the stages of negotiation?
Preparation: each party determines what its goals are for the negotiation and whether or not the other party has anything to offer. BATNA: Best Alternative To a Negotiated Agreement; each sides bottom-line. 2. Exchanging Information: non-confrontational process in which each side makes a case for its position. Involves a lot of information sharing and questioning. 3. Bargaining: give and take discussion leading to an agreement. 4. Closing and commitment: formalize the agreement in writing or with a handshake.
Age Discrimination in Employment Act of 1967
Prevents discrimination in compensation terms, conditions, or privileges of employment against individuals age 40 or older working for employers with more than 20 employees.
What key skills are organizations looking for today?
Problem-solving skills Teamwork skills Written communication skills Leadership skills Strong work ethic
What is recruiting and selection and how are they related?
Recruitment - Process through which the organization seeks applicants for potential employment Selection - Process by which the organization identifies applicants with the necessary knowledge, skills, abilities, and other characteristics that will help the organization achieve its goals.
Vietnam Era Veteran's Readjustment Act of 1974
Requires federal contractors and subcontractors to take affirmative action toward employing Vietnam War veterans.
What is sexual harassment? What are the two types? What should organizations do to prevent it?
Sexual Harassment (23): unwelcome sexual attention, whether verbal or physical, that affects an employee's job conditions or creates a hostile work environment. 1. Two types: as determined by the Supreme Court. a. Quid Pro Quo: This for that. Trading sexual favors for work related benefits. Must be a superior. b. Hostile work environment: some sexually related activity in the work environment makes it uncomfortable for an individual to the degree that their work performance is negatively impacted. Can be perpetrated by anyone. 3. Protecting yourself with Two-prong test: (24) a. Must show that the organization was vigilant in attempting to prevent the harassment from occurring. b. Must show that the "victim" did not take any steps to deal with the issue in-house. c. What does vigilant mean? i. Create strong culture that restricts sexual harassment ii. Sexual harassment policy: Clearly define what sexual harassment is, what relief you have if you are a victim, and penalties for engaging in it. iii. Train: Make sure everyone is fully aware of the sexual harassment policy through videos, handbooks, role-playing, etc. Should be continuous. iv. Follow through: don't just give lip-service. If a claim is reported, investigate thoroughly by bringing in alleged victim and accused as well as any others who might have pertinent information. Then take appropriate actions.
What is a sustainable competitive advantage?
Something that the organization does better than its competitors which it can continue over an extended period of time. This can be created by both the effectiveness of human resource management and the people the HR department brings into the organization.
What are leadership substitutes and neutralizers? Know some examples of each, not just the definitions.
Substitutes for Leadership Model: (23) certain characteristics of the situation and follower can constrain the influence of the leader, making it more difficult for the leader to influence employee performance. A. Substitutes (24): reduce the importance of the leader while simultaneously providing a direct benefit to employee performance. 1. Task feedback: receiving feedback on performance from the task itself. 2. Training & experience: gaining the knowledge to act independently of the leader. 3. Professionalism: having a professional specialty that offers guidance. Doctors, lawyers, & accountants. 4. Staff support: receiving information and assistance from outside staff. 5. Group cohesion: working in a close-knit and interdependent work group. 6. Intrinsic satisfaction: deriving personal satisfaction from one's work. B. Neutralizers: reduce the importance of the leader but they inhibit the success of the followers in accomplishing tasks and goals. 1. Task stability: having tasks with a clear, unchanging sequence of steps. 2. Formalization: having written policies and procedures that govern one's job. 3. Inflexibility: working in an organization that prioritizes rule adherence. Relate to discretion & power. 4. Spatial distance: Being separated from one's leader by physical space. When the leader is away the followers will play.
How do surface-level and deep level diversity relate to these two approaches?
Surface level diversity: related to observable attributes such as race, gender and age which may cause some conflict but usually decline as time goes on and members get to know each other and rely less on stereotypes. a. Fault-lines: refer to rifts that develop when sub-groups form along these observable traits which may prevent the group from unifying. 4. Deep level diversity: refers to diversity with respect to attributes that are less easy to observe initially but can be inferred from direct experience. a. This emerges over time after people's underlying beliefs and values begin to emerge. b. Could lead to the most problematic situations. c. Really need to focus on task if this is an issue.
Be familiar with the five leadership styles that vary according to the two dimensions of active-passive and effective-ineffective ranging from laissez-faire to transformational.
TRANSFORMATIONAL LEADERSHIP: Ability of the leader to coax performance beyond expectations from employees. Building to it varies according to two dimensions: passive vs. active & effective v. ineffective. A. Laissez-Faire (19): avoidance of leadership altogether; important actions are delayed, responsibility is ignored, and power and influence go unutilized. B. Transactional: occurs when the leader rewards or disciplines the follower depending on the adequacy of the follower's performance. Carrot & stick approach leading to expected results. 1. Passive management by exception: leader waits around for mistakes and errors and takes corrective action as necessary. 2. Active management-by-exception: leader arranges to monitor mistakes and errors actively and takes action when required. 3. Contingent reward: the leader attains follower agreement on what needs to be done using promised or actual rewards in exchange for adequate performance.
Be familiar with the five types of teams and how they differ in terms of purpose or activities, life span, and level of member involvement.
TYPES OF TEAMS: Teams can vary based on purpose and activities, life span, and level of member involvement. A. Work Teams: 1. Relatively permanent (life span: long) 2. Purpose is to produce goods or services, and they generally require a full-time commitment from their members. (High involvement) 3. Self-managed work teams, production teams, maintenance teams, and sales teams are examples. B. Management Teams: 1. Relatively permanent. (Long life span) 2. Participate in managerial-level tasks that affect the entire organization. 3. Coordinate activities of organizational sub-units or make strategic decisions for the entire organization (top management teams). (Moderate member involvement) C. Parallel Teams: composed of members from various departments who provide recommendations to managers about important issues and run parallel to the production processes. 1. Part-time commitment from members and can be permanent or temporary. 2. Quality circles: relatively permanent parallel team which meets regularly to identify production-oriented problems and develop solutions. 3. Committees/task forces: formed to deal with problems that arise periodically. Non-routine hiring is an example. Varies life span & low member involvement. D. Project Teams: are formed to take on "one-time" tasks that are generally complex and require a lot of input from members with different types of training and experience. 1. One last as long as it takes to finish task. 2. Members work full-time on the team. 3. Product design teams, research group, planning team. Movie cast and crew. Varies life span & varies member involvement E. Action Teams: perform tasks that are normally limited in duration, are often quite complex and take place in a highly visible context. Varies life span & varies member involvement Surgical teams, sports teams, expedition teams, or musical group.
Be familiar with the influence tactics discussed in class and the impact they might have on various targets.
Tactics: methods used to influence others. 1. Rational persuasion: Trying to convince someone with reason, logic, or facts. Only tactic that is consistently successful in the case of upward influence. 2. Inspirational Appeals: Trying to build enthusiasm by appealing to others emotions, ideals, or values. 3. Consultation: Getting others to participate in planning, making decisions, and changes. Increases commitment from the target b/c their opinions are valued. 4. Collaboration: attempting to make it easier for target to complete the request by offering assistance, removing obstacles or providing resources. 5. Ingratiation: Getting someone in a good mood prior to making a request. Being friendly, helpful, and using praise, flattery, or humor. 6. Personal appeals: referring to friendship and loyalty when making a request. 7. Apprising: explaining how personally beneficial to the target performing the request will be. 8.. Exchange: Making express or implied promises and trading favors. 9. Coalition tactics: getting others to support your effort to persuade someone. "Ganging up" 10. Pressure: Demanding compliance or using intimidation or threats. 11. Legitimating tactics/Upward appeals: basing a request on one's authority or right, organizational rules or policies, or express or implied support from superiors. Name dropping
What is the difference between a group and a team?
Team - Consists of two or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose. Group - just a collection of two or more people. Teams are special for two reasons: (1) the interactions among members within teams revolve around a deeper dependence on one another than the interactions among groups. (2) interactions among a team occur with a specific task-related purpose in mind.
What are virtual teams?
Teams in which the members are geographically dispersed, and interdependent activity occurs through electronic communication.
What is a protected class?
The group that has historically been discriminated against which a particular law attempts to prevent discrimination against (e.g. women with the equal pay act). Technically, however, a given law protects everyone.
What is punctuated equilibrium?
The point at which the team realizes it needs to really pick up the pace so it can achieve its purpose; usually around the mid-point of the teams existence.
What are some basic ways to manage performance?
The process of ensuring that employees' activities and outputs match the organizational goals. Comparing actual behavior against expectations and standards. HR may be responsible for developing or obtaining questionnaires and other devices for measuring performance.
Be familiar with the leader-member exchange theory.
Theory that hypothesizes that leaders do not treat all employees the same as they develop two groups of followers - in-group and out-group. 1. Role taking: leader presents expectations for followers and followers attempt to fulfill those expectations. 2. Role making: on-going relationship between leader and follower develops placing member into the in- or out-group. 3. In-group (6): trusted assistants who have better relationships with leaders and receive more work-related benefits. a. Receive more attention and support from the leader. b. Rate higher on motivational factors c. Rate bosses higher. d. Experience less role-related stress (role overload, role insufficiency, role ambiguity & conflict). 4. Out-group: hired hands. a. More likely to file grievances. b. May see leader as treating them unfairly. 5. Differing relationships have been shown to influence: a. Job satisfaction. b. Performance ratings. c. Turnover d. Subordinate decision influence.
What is the difference between training and development?
Training - A planned effort to enable employees to learn job-related knowledge, skills, and behavior. Development - Acquisition of knowledge, skills, and behaviors that improve an employee's ability to meet changes in job requirements and in customers demands.
Individualistic roles (15): pursues own interests at the expense of the team.
a. Aggressor: deflates teammates; expresses disapproval with hostility. b. Blocker: acts stubbornly resistant and disagrees beyond reason. c. Recognition seeker: brags and calls attention to self. d. Self-confessor: discloses personal opinions inappropriately. e. Slacker: acts cynically, nonchalantly or goofs-off. f. Dominator: manipulates team members for personal control.
Team-building roles: behaviors that influence the quality of the team's social climate. How well the team gets along; cohesion.
a. Encourager: praises the contributions of other team members. b. Harmonizer: mediates differences between group members. c. Compromiser: attempts to find the halfway point to end conflict. d. Gatekeeper/expediter: encourages participation e. Standard setter: expresses goals for the team to achieve. f. Follower: accepts the ideas and direction of teammates.
Task roles: behaviors that facilitate the accomplishment of team tasks.
a. Initiator-contributor: proposes new ideas. b. Coordinator: gets members to work together. c. Orienter: determines the direction of the team's discussion d. Devil's Advocate: offers challenges to team's status quo e. Energizer: motivates the team to strive for better. f. Procedural-technician: performs routine tasks to keep progress moving forward.
What is organizational politics?
actions by individuals that are directed toward the goal of furthering one's own self-interest possibly at the expense of the organization.
Americans with Disabilities Act of 1990
all employers with 15 or more employees except state governments. 1. Protected classes: a. Disabled: someone with a physical or mental impairment that substantially limits that person in some major life activities, who has a record of that impairment, or who is regarded to have that impairment. b. Life threatening illnesses: person who has a chronic or terminal illness. 2. Essential job functions: fundamental job duties of the position as spelled out in a job description. 3. Reasonable Accommodation: modification or adjustment to a job or work environment that enables an otherwise qualified individual with a disability to perform the job. 4. Undue Hardship: a significant difficulty or expense imposed on an employer in making an accommodation, not required.
Title VII of the Civil Rights Act of 1964
bars discrimination on the basis of race, color, religion, gender and national origin. 1. Covers: a. All private employers with 15 or more employees 20 or more weeks a year. b. All educational institutions, private & public. c. State & local governments. d. Public and private employment agencies e. Labor unions with more than 15 members. f. Joint labor/management committees for apprenticeship and training. 2. Job relatedness: any employment-related decisions should be tied directly to the performance of job duties. 3. Created the Equal Employment Opportunity Commission: agency created to enforce the Civil Rights Act and other anti-discrimination laws.
What are the four contingency factors that impact the amount of power a person has?
certain situational factors increase or decrease the amount of influence the types of power have on followers. 1. Substitutability: degree to which people have alternatives in accessing scarce and critical resources. Leaders that control resources to which no one is else has access can use their power to gain greater influence 2. Discretion: degree to which managers have the right to make decisions on their own. Impact of strict compensation/disciplinary systems. If managers are forced to follow org policies and rules, their ability to influence others is reduced. 3. Centrality: degree to which a person's job requires others to depend on them to accomplish tasks. Leaders who perform critical tasks and interact with others regularly have a greater ability to use their power to influence others. 4. Visibility: how aware others are of a leader's power. If everyone knows that a leader has a certain level of power, the ability to use that power to influence others is likely to be high.
What is the focus of evidence-based HR?
collecting and using data to show that human resource practices have a positive influence on the company's bottom line or key stakeholders
What is retaliation and why are employees protected from it?
management cannot engage in any punitive actions against employees who elect to exercise their legal right to file claims with any EEO agency
What are some exceptions that allow for differences in pay between men and women?
merit, seniority, incentive plans related to quality and quantity of production
A reasonable accommodation?
modification or adjustment to a job or work environment that enables an otherwise qualified individual with a disability to perform the job.
Lily Ledbetter Fair Pay Act of 2009
reinforced the Equal Pay Act by redefining the time period within which a claim must be paid by stating the last paycheck in which the discrimination occurred is the starting point of the 180 day period not the date the discriminatory decision was originally made.
Pregnancy Discrimination Act of 1978
requires that any employer with 15 or more employees treat maternity leave the same as other personal or medical leaves.
Office of Federal Contract Compliance Programs
responsible for enforcing executive orders that cover companies doing business with federal government. 1. Utilization analysis: comparison of the race, sex, and ethnic composition of the employer's workforce with that of the relevant labor market. 2. Goals and timetables: percentages that employer wishes to employ and by what date. 3. Action steps: how the employer will reach these goals.
What type of charge is most often filed with the EEOC?
retaliation
What is a disability?
someone with a physical or mental impairment that substantially limits that person in some major life activities, who has a record of that impairment, or who is regarded to have that impairment.
What is EEO?
the condition in which all individuals have an equal chance for employment regardless of their race, color, religion, sex, age, disability, or national origin.
What does it mean for a leader to be effective?
the degree to which the leader's actions result in the achievement of the unit's goals, the continued commitment of the unit's employees, and the development of mutual trust, respect, and obligation in leader-member dyads
Be able to use the 4/5ths rule.
the selection rate for a protected class is less than 4/5ths (80%) of the selection rate for the majority group or less than 80% of the group's representation in the relevant labor market.
1. What is leadership?
the use of power and influence to direct the activities of followers towards goal achievement.
What are workforce analytics?
the use of quantitative tools and scientific methods to analyze data from human resource databases and other sources to make evidence-based decisions that support business goals
What impact does it have on follower job performance and organizational commitment?
A. Job Performance: transformational leadership has a moderately positive impact on both task performance and citizenship behaviors. B. Organizational Commitment: transformational leadership has a strong positive influence on affective and normative commitment.
What are the different types of discrimination and the exceptions to each type of discrimination?
A. Disparate treatment: protected class members are treated differently than others. Intentional or Overt discrimination. B. DEFENSE: Bona Fide Occupational Qualification (BFOQ): may discriminate on the basis of sex, religion, or national origin if the characteristic can be justified as reasonably necessary to the normal operations of the particular enterprise. 1. A legitimate reason an employer can exclude persons on otherwise illegal bases of consideration. 2. Notice race/color can never be used as such. 3. Customer preference does not figure in. C. Disparate impact (18): substantial under-representation of protected class members results from employment decisions that work to their disadvantage. D. DEFENSE: Business Necessity: practice necessary for safe and efficient organizational operations. Must be able to defend the requirement as essential to the performance of the job.
Be able to distinguish between the four types of task interdependence.
A. Task Interdependence (9): the degree to which team members interact with and rely on other team members for the information, materials, and resources needed to accomplish work for the team. 1. Pooled interdependence: group members complete their assignments independently and then work is simply accumulated and draw from a common source of resources. Lowest degree of required coordination. Fishing boat in book 2. Sequential interdependence: tasks are done in a prescribed order and those later in the sequence must rely on those earlier in the sequence to complete their task before they can start. Assembly line. 3. Reciprocal interdependence: members are specialized in their tasks and interact with a subset of the other members to complete the team's task. Construction crew; book example is custom home design team. 4. Comprehensive interdependence: highest level of interaction and coordination among members. Product design teams; many action teams, rock band.
What are the four leader decision making styles?
Depending on several factors, leaders may use varying styles of leadership based on how much control is retained by the leader or shared with followers (8). A. Styles of leadership (9): 1. Autocratic: leader makes the decision alone without asking for opinions or suggestions of the employees in the work unit. 2. Consultative: the leader presents the problem to individual employees or a group of employees, asking for their opinions and suggestions before ultimately making the decision himself. 3. Facilitative: leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his or her own opinion receives no more attention or weight than anyone else. 4. Delegative: the leader gives an individual employee or a group of employees the responsibility for making the decision within some set of specified boundary conditions.
What are the two perspectives on diversity as it relates to team success?
Diversity (18): differences among members according to how people may be categorized. 1. Value in diversity problem solving approach: diversity is beneficial because it provides for a larger pool of knowledge and perspectives. a. Stimulates the exchange of information. b. Increases team member learning. c. Complex problems that require creativity benefit most. 2. Similarity-attraction approach: diversity could have detrimental effects on team effectiveness if members avoid interacting with others who are different from them. a. Could lead to serious communication problems. b. Potential for greater conflict
What are some ways that HR maintains positive employee relations?
•Preparing and distributing employee handbooks and company publications •Dealing with and responding to communications from employees •Negotiating union contracts and maintaining communication with union representatives
