MGMT Test 3
lack of motivation is usually because of....
need deficiency
Unions Collect and sign authorization Cards
needs to be 30% or more of the union, otherwise the process ends
Consequences of stress
negative: affect behavioral, psychological, medical, withdrawal, burnout,
risk propensity
the degree to which an individual is willing to take chances and maybe make risky decisions
Attribution
The process of observing behavior and attributing causes to it
Selective perception
The process of screening out information that we are uncomfortable with or that contradicts our beliefs.
Business Process Change (reengineering)
The radical redesign of all aspects of a business to achieve major gains in cost, service, or time
Individual performance in work setting is determined by:
Motivation, ability, and the work environment
Individual Human Needs
Need for achievement Need for affiliation Need for power
Overcoming Resistance to Change 1)Participation
Often the most effective technique. Employees that are able to participate in planning and implementing change are better able to understand the reasons for it. Uncertainty is reduced.
Targets of change
Organizations Structure and design Technology and Operations People, Attitudes and Behaviors Business processes
Age Discrimination
Outlaws discrimination against people older than 40 years old
Job Analysis
A systematized procedure for collecting and recording information about jobs within an organization
Overcoming Resistance to Change 2) Education and Communication
Educating employees about the need for and the expected result of an impending change should reduce their resistance.
resistance to change 1) Uncertainty
Employees may feel anxious or nervous, they may worry that they are incapable of meeting the new job requirements, threatened job security.
Managing stress
Exercise, relaxation, time management, support groups, organizations should help with stress, (wellness stress program, )
Overcoming Resistance to Change 4)Force-Field Analysis
Forces are acting for and against the change, the manager should list each set of forces and then try to tip the balance so that forces facilitating the change outweigh those hindering it. minimize the forces against the change.
External Recruiting
Getting people from outside the organization to apply for jobs. Advertising, campus interviews, employment agencies. The internet is popular.
Need for Affiliation
Human companionship and acceptance
Ch15
Basic Elements of Individual Behavior in Organizations
Equal Employment Opportunity Commission
Enforces employment-related laws
Labor-Management Relations Act (Taft-Hartley Act)
Limits Union power
OD Programs/Techniques
1)Diagnostic activities 2)Team Building 3) Survey Feedback 4)Education 5)Intergroup activities 6) planning and goal setting
Type B Behaviors
Individuals who are less competitive, less devoted, and a weaker sense of time urgency
External Labor Supply Forecast
Used for recruitment when necessary, get research from schools for possible employers or local statistics.
OD assumptions
1) that people have a desire to grow and develop 2)Employees have a strong need to be accepted by others 3)The total organization and design will influence the way employees behave
Overcoming Resistance to Change
1)Participation 2) Education and Communication 3)Facilitation 4)Force-Field Analysis
Reasons for resistance to change
1)Uncertainty 2)Threatened Self-Interests 3)Different Perceptions 4)Feelings of Loss
Affirmative Action
Intentionally seeking and hiring qualified employees from racial, sexual, and ethnic groups that are underrepresented in the organization
resistance to change 2) Threatened Self-Interests
A change might diminish a managers power or influence within the company.
resistance to change 3)Different Perceptions
A manager may make a decision and recommend a plan for change on the basis of her own assessment of a situation. Others may perceive the situation differently.
360-degree feedback
A performance appraisal system in which managers are evaluated by everyone around them.
Big 5 Personality traits
A popular personality framework based on 1)Agreeableness 2)Conscientiousness 3)Negative Emotionality 4)Extraversion 5)Openness
Employment-at-will
A traditional view of the workplace that says organizations can fire their employees for whatever reason they want. court judgements are limiting this.
3) People
Abilities and skills, Performance, Perceptions, Expectations, Attitudes, Values
Selecting Applicants: Tests
All candidates should be given the same directions, and same amount of time. Best predictors of job success
Job Evaluation
An attempt to assess the worth of each job relative to other jobs
Selecting Applicants: Application blanks
An efficient method of gathering info about the applicants previous work history, educational background, and other job-related demographics.
Selecting Applicants: Interviews
Interviews are sometimes poor predictors of job success.
Organizational Development(OD)
An effort that is planned, Organization Wide, and managed from the top. It is used to increase organizational effectiveness and health through planned interventions in the organizations process, using behavioral science knowledge. A huge focus on people, it is concerned with changing attitudes, perceptions, behaviors, and expectations.
Self-efficacy
An individuals beliefs about her or his capabilities to perform a task
Machiavellianism
Behavior directed at gaining power and controlling behavior of others
Cognitive Dissonance
Caused when an individual has conflicting attitudes
attitude
Complexes of beliefs and feelings that people have about specific ideas, situations, or other people
Internal Recruiting
Considering current employees as applicants for higher-level jobs in the organization. (a skills inventory system may be used)
Employee Information System (Skills Inventory)
Contains info on each employees education, skills, experience, and career aspirations.
Validation
Determining the extent to which a selection device is really predictive of future job performance
Occupational Safety and Health Act (OSHA)
Directly mandates the provision of safe working conditions
Type A behaviors
Individuals who ae extremely competitive, very devoted to work, and have a strong sense of time-urgency
The Lewin Model 1) Unfreezing
Individuals who will be affected by the change must be led to recognize the need for change
2) Technology and Operations
Information Technology, Equipment, Work Process, Control Systems, Work Sequences, Enterprise Resource Planning(ERP)
The Lewin Model
Lewin suggests that every change requires 3 steps 1) Unfreezing 2)Change 3)Refreezing
Overcoming Resistance to Change 3)Facilitation
Making only necessary changes, announcing these changes well in advance, and allowing time for individuals to adjust to new ways of doing things
Ch 16
Managing Employee Motivation and Performance
Ch 14
Managing Human Resources in Organizations
CH 13
Managing Organization Change and Innovation
resistance to change 4) Feelings of Loss
Many changes involve altering work arrangements in ways that disrupt existing arrangements. These social relationships are important (partnerships) People will resist the change that alters those relationships.
Individual Differences
Personal attributes that vary from one person to another
Planned Vs Reactive Change
Planned: The change that is designed and implemented in an orderly and timely fashion in anticipation of future events. Reactive: A piecemeal response to circumstances as they develop. (Not good)
Selecting Applicants: Assessment Centers
Popular method used to select managerial applicants. its a content valid simulation of major parts in a managerial job. lasts 2 to 3 days. Interviews, Public speaking, and standardized ability tests.
Americans with Disabilities Act
Prohibits discrimination against people with disabilities
Realistic Job Preview
Provides the applicant with a real picture of what performing the job that the organization would be like
Employee Retirement Income Security Act
Regulates how organizations manage their pension funds
The Lewin Model 3) Refreezing
Reinforcing and supporting the change so it becomes a part of the system.
Family and Medical Leave Act
Requires employers to provide up to 12 weeks of unpaid leave for family and medical emergencies.
Equal Pay Act
Requires that men and women be paid the same amount for doing the same job
Concern with internal Recruiting
Ripple effect, when an employee moves from their job another person must replace them.
National Labor Relations Act (Wagner Act)
Set up procedures for employees to vote on whether to have a union
Fair Labor Standards Act
Sets a minimum wage and requires overtime pay for work in excess of 40 hours per week
Expectancy Theory
Suggests that motivation depends on two things- How much we want something and how likely we think we are going to get it. (valence: value in your performance)
Equity Theory
Suggests that people are motivated to seek social equity in rewards they receive for performance. An individuals belief that the treatment the receive is fair compared to others. Outcomes: pay, recognition, promotions, Inputs: time, experience, effort, education and loyalty.
ERG theory of motivation
Suggests that peoples needs are grouped into 3 possible overlapping categories, Existence(physiological and security needs), Relatedness((belong and esteem), and growth(Self-actualization).
The Two-Factor Theory of motivation
Suggests that peoples satisfaction and dissatisfaction are influenced by two independent set factors- Motivation factors (Achievement, Recognition, The work itself, Advancement/growth) and hygiene factors(Supervisors, Working conditions, Pay and security)
Organizational Stressors
Task Demands (Quick decisions, incomplete info) Physical Demands(Temp extremes, threats to health) Role Demands (role conflict, role ambiguity) Interpersonal Demands(Group pressures, leadership styles)
Maslow's Hierarchy of needs
That people must satisfy 5 groups of needs in order, physiological(food), security(stability), belongingness(Friends), esteem(status), and self-actualization(Achievement)
The Lewin Model 2) Change
The change itself is implemented
Locus of control
The degree to which an individual believes that his or her behavior has a direct impact on the consequences of that behavior
Need for achievement
The desire to accomplish a goal more effectively than in the past
self-esteem
The extent to which a person believes that he or she is a worth-while and deserving individual
authoritarianism
The extent to which an individual believes that power and status differences are appropriate within hierarchical social systems like organizations
emotional intelligence (EQ)
The extent to which people are self-aware, manage emotions, motivate themselves, express empathy to others, and possess social skills.
Effort-to Performance Expectancy theory
The individuals perception of the probability that effort will lead to a specific outcome
Performance-to outcome
The individuals perception that performance will lead to a specific outcome
Innovation
The managed effort of an organization to develop new products or services or new uses for existing products or services.
Civil Rights Act of 1991
The most dramatic affect for how employees were treated, no discrimination against race, gender, color, religion. even though there's no federal law against discrimination there are state laws
1) Organizations Structure and Design
The organization may change the way it designs its jobs or its bases of departmentalization. Leadership, culture, HR, Coordination Mechanisms.
Psychological Contract
The overall set of expectations held by an individual with respect to what he or she will contribute to the organization and what the organization will provide in return
Collective bargaining
The process of agreeing on a satisfactory labor contract between management and a union
Stereotyping
The process of categorizing or labeling people on the basis of a single attribute.
Labor Relations
The process of dealing with employees who are represented by a union
Personality
The relatively permanent set of psychological and behavioral attributes that distinguish one person from another
Perception
The set of processes by which an individual becomes more aware of and interprets information about the environment.
Content Validation
Uses logic and job analysis data to establish that the selection device measures the exact skills needed for successful job performance. The most critical part is a careful job analysis showing exactly what duties are necessary.
performance appraisal
a formal assessment of how well an employee is doing at her job.
Outcomes and Valences
different behaviors calls for multiple outcomes, Valence: An index of how much someone desires a specific outcome
Predictive Validation
involves collecting the scores of employees or applicants on the device to be validated and correlating their scores with actual job performance. A significant correlation means that the selection device is valid.
Replacement Chart
lists each important managerial position in the organization to plan how long she might remain there and who would take over her position that is qualified enough.
Need for Power
the desire to be influential
