MHR 300 Final
Sexual harassment
-consists of unwanted sexual attention that creates an adverse work environment -Ex: obscene gestures, stereotyped jokes, suggestive remarks etc Quid pro quo harassment: -person to whom the unwanted sexual attention is direction is put in the position of being hired or getting benefits unless they agree Hostile environment: -person being harassed doesn't risk economic harm but experiences an offensive or intimidating work environment
Control strategy
-consists of using behaviors and cognitions to directly anticipate or solve problems -Take-charge -Ex: talking to your professor about workload if you feel overwhelmed with responsibilities -Health benefits for this -People with high self-esteem, self-efficacy, and problem solving skills use this
job specification
-describes the minimum qualifications a person must have to perform the job successfully
promoters
-different set of marketing and selling skills -useful for entrepreneurs, but those skills can be hired -whereas innovativeness and business management skills remain the essential combination for successful entrepreneurs
bootlegging
-informal work on projects, other than those officially assigned, of employees' own choosing and initiative -workers create new products and processes of their own choosing and initiative
key task oriented traits
-intelligence -conscientiousness -open to experience -emotional stability
structured interview
-involves asking each applicant the same questions and comparing their responses to a standardized set of answers -two types: situational interview & behavioral-description interview
unstructured interview
-involves asking probing questions to find out what the applicant is like -Criticized for being overly subjective and biased -Compared to structured found to provide a more accurate assessment of an applicant's job-related personality traits
intellectual stimulation
-involves behaviors that encourage employees to question the status quo and to seek innovative and creative solutions to organizational problems -encourage creativity, innovation, and problem solving
consideration
-involves leader behaviors associated with creating mutual respect or trust and focuses on a concern for group members' needs and desires -promotes social interactions and identification with the team/leader
Radically innovative change
-is at the high end of the continuum of complexity, cost, and uncertainty -Most difficult to implement and tend to be the most threatening to managerial confidence and employee job security -Must be supported by an org's culture -More likely to fail if inconsistent with any of the 3 levels of org culture
common management challenges
-might not enjoy it (have to do it all, need to be willing to learn new skills -survival is difficult -growth creates new challenges -hard to delegate -misuse of funds (not always a lack of money just misuse) -poor controls (need controls so business doesn't veer out of control) -mortality and succession (founder leaving, majority of family-owned businesses fail before the founder's grandchildren have taken charge) --> *at least one key position should be filled by a non-family member*)
intrapreneurs
-new venture creators working inside big companies -corporate entrepreneurs -use the company's resources to build a profitable line of business based on a fresh new idea
crowdfunding
-now can use equity
adverse impact
-occurs when an organization uses an employment practice or procedure that results in unfavorable outcomes to a protected class (ex: hispanics) over another group of people (non-Hispanic whites) -Ex: requiring college degree as adverse impact against hispanics b/c fewer graduate from college than whites -Not a problem if actually need degree for job
situational interview
-one type of structured interview -the interviewer focuses on hypothetical situations -Ex: what would you do if you saw two of your people arguing loudly in the work area
business incubators
-protected environments for new, small businesses -hatch new businesses -longer term, external team of management experts and directly deliver expertise -Incubate success directly -More extended and deeper support as the venture is launched -Take a little more equity
relationship-oriented leader behavior
-purpose: enhance employee skills and create positive work relationships among coworkers and between the leader and his/her employees -consideration -empowering leadership (psychological empowerment) -servant-leadership
behaviorally anchored rating scale (BARS)
-rates employee gradations i performance according to scales of specific behaviors
development
-refers to educating professionals and managers in the skills they need to do their jobs in the future -Upgrading skills of professionals and managers -Ex: accountants, nurses, lawyers need to be continually educated
training
-refers to educating technical and operational employees in how to better do their current jobs -Upgrading skills of technical and operational employees -Ex: electronic technicians, data processors
psychological empowerment
-reflects employees' belief that they have control over their work -drives intrinsic motivation
Bullying
-repeated mistreatment of one or more persons by one or more perpetrators; it is abusive physical, psychological, verbal, or nonverbal behavior that is threatening, humiliating, or intimidating -Women bullied more than men -Recognize the mistreatment as bullying, get others on your side, don't strike back, stay calm and confident, avoid being alone with the bully, document events
mission statements
-represent the "reason" organizations exist
laissez-faire leadership
-represents a general failure to take responsibility for leading -ex: avoiding conflict, failing to provide coaching on difficult tasks, failing to give feedback etc.. -negative impact on employees' perceptions -demoralizing and makes employees feel unsupported
objective appraisals
-results appraisals, based on facts and are often numerical -Keep track of number of products sold, customer complaints -Measure results -Harder to challenge legally b/c not subjective
disparate treatment
-results when employees from protected groups (such as disabled individuals) are intentionally treated differently -Ex: making a decision to give all international assignments to people without disabilities b/c don't need special accommodations to travel
initial public offering (IPO)
-sale to the public, for the first time, of federally registered and underwritten shares of a stock in the company
two ways to build intrapreneurship
-skunkworks -bootlegging
knowledge worker
-someone whose occupation is principally concerned with generating or interpreting information, as opposed to manual labor -Add value to the org by using their brains rather than their muscle and sweat -US no longer has an advantage in knowledge workers
3 dimensions of situational control
-the amount of control and influence the leader has in her or his immediate work environment 1. leader-member relations 2. task structure 3. position power
validity
-the test measures what it purports to measure and is free of bias
givebacks
-the union agrees to give up previous wage or benefits gain in return for something else -During economically tough times
idealize influence
-to instill pride, respect, and trust within employees -managers sacrifice for the good of the group, are a role model, and display high ethical standards
transformational leaders
-transform followers to pursue organizational goals over self-interests -do this by using leader behaviors that appeal to followers' self-concepts
social and political pressures
-war -values -leadership -climate change
4 takeaways from trait theory
-we can no longer afford to ignore the implications of leadership traits; traits play central role in how we perceive leaders and impact leadership effectiveness -list of positive traits and dark side traits provides guidance regarding the leadership traits you should attempt to cultivate and avoid if you want to assume a leadership role in the future -orgs may want to include personality and trait assessments in their selection and promotion processes -developing a "global mind-set" increasingly is becoming a positive task-oriented trait
union shop
-workers aren't required to be union members when hired for a job but must join the union within a specified time -Not allowed in 22 right to work states
Open shop
-workers may choose to join or not join -Applies in the 22 right to work states
Agency shop
-workers must pay equivalent of union dues but aren't required to join the union -Applies to public-sector teachers in some states, prohibited in others
leadership
- process whereby an individual influences a group of individuals to achieve a common goal -doesn't have to be a formal position of authority
eustress
- stress that is associated with positive emotions and outcomes
advantages of internal recruiting
-Employees tend to be inspired to greater effort and loyalty. Morale is enhanced b/c they realize that working hard and staying put can result in more opportunities -The whole process of advertising, interviewing, and so on is cheaper -There are fewer risks. Internal candidates are already known and are familiar with the organization
refreezing
-Goal to support and reinforce the change -Change supported by helping employees integrate the changed behavior or attitude into their normal way of doing things -Giving employees the chance to exhibit the new behaviors or attitudes -Then use positive reinforcement to encourage the desired change; extrinsic rewards -Role modeling
disadvantages of internal recruiting
-Internal recruitment restricts the competition for positions and limits the pool of fresh talent and fresh viewpoints -It may encourage employees to assume that longevity and seniority will automatically result in promotion -Whenever a job is filled, it creates a vacancy elsewhere in the org
Takeaways from Fiedler's model
-Leadership effectiveness goes beyond traits and behaviors: fit between leader's style and situational demands important -Organizations should attempt to hire or promote people whose leadership styles fit or match situational demands -Leaders need to modify their style to fit a situation
men vs women
-Men and women were seen as displaying more task and social leadership respectively -Women used more democratic or participative style than men, and men more autocratic and directive style -Men and women equally assertive -Women executives scored higher on effectiveness criteria
changing
-Providing employees with new information, new behavioral models, new processes or procedures, new equipment, new technology, or new ways of getting the job done -change should be targeted at some type of desired end result
Change agent-recipient relationship
-Resistance reduced when change agents and recipients have a positive, trusting relationship
when is each style most effective
-Task oriented best: most effective in either high control or low control situations (Excel examples) -Relationship-oriented best: most effective in situations of moderate control -If your dominant leadership style doesn't match the situation then move the leader to a more suitable situation than try to change the leader's leadership style (Opposite of behavioral styles approach)
Target elements of change
-The components of an org that may be changed; change levers that managers can push and pull to influence various aspects of an organization 4 targeted elements of change -1. Organizational arrangements -2. Social factors -3. Methods -4. People
implications for managers
-The establishment of a positive vision of the future - inspirational motivation = should be considered a first step at applying transformational leadership -The best leaders are not just transformational but also rely on task-oriented and relationship-oriented behaviors and avoid laissez-faire -Transformational leadership affects outcomes at the individual, group, and organizational levels -Transformational leadership works virtually -Transformational leaders can be ethical or unethical
unfreezing
-To create the motivation to change -Creating and communicating a convincing reason to change (present data or compelling arguments highlighting how current practices are obsolete or less than ideal
external recruiting
-Use social media more to attract now -Most effective sources are employee referrals
small business
-a business having fewer than 100 employees, independently owned and operate, not dominant in its field, and not characterized by many innovative practices
performance management
-a set of ongoing processes and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance expectations 1. Define performance: set goals and communicate performance expectations 2. Monitor and evaluate performance: measure and evaluate progress and outcomes 3. Review performance: deliver feedback and coaching 4. Provide consequences: administer valued rewards and appropriate punishment
Computer-assisted instruction (CAI)
-computers are used to provide additional help or to reduce instructional time
Formal appraisals
-conducted a specific times throughout the year and are based on performance measures that have been established in advance
Informal appraisals
-conducted on an unscheduled basis and consist of less rigorous indications of employee performance -Like a pop quiz
strategic human resource planning
-consists of developing a systematic, comprehensive strategy for: a) understanding current employee needs b) predicting future employee needs
human resource (HR) management
-consists of the activities managers perform to plan for, attract, develop, and retain an effective workforce
base pay
-consists of the basic wage or salary paid employees in exchange for doing their jobs
5 steps in the training process
1. Assessment: is training needed? 2. Objectives: what should training achieve? 3. Selection: which training methods should be used? 4. Implementation: how should training be affected? 5. Evaluation: is the etraining working
how to be a better follower
1. Critical to understandyour boss 2. Need to understand your own style, needs, goals, expectations, and strengths/weaknesses 3. Conduct gap analysis b/w understanding you have of your boss and yourself 4. Build on mutual strengths and adjust/accommodate the leader's divergent style, goals, expectations, and weaknesses
Change agent characteristics
1. Decisions that disrupt cultural traditions or group relationships 2. Personality conflicts 3. Lack of tact or poor timing 4. Leadership style Less likely to resist change when change agent uses transformational leadership 5. Failing to legitimize change
5 stress-reduction techniques
1. Muscle relaxation 2. Biofeedback 3. Meditation 4. Cognitive restructuring 5. Holistic wellness
common characteristics of successful entrepreneurs
1. commitment and determination 2. leadership 3. opportunity obsession 4. tolerance of risk, ambiguity, and uncertainty 5. creativity, self-reliance, and ability to adapt 6. motivation to excel
3 issues while assessing leadership effectiveness
1. content of the evaluation -what criteria are being used to assess effectiveness -ex: task performance, quality, customer satisfaction, sales, employee job satisfaction, turnover, overall evaluation of leadership effectiveness 2. level of the evaluation -at what level are the criteria being measured -can be individual, group, or organizational level 3. rater's perspective -who is doing the evaluation -a manager may be perceived as effective by a direct report but not by the entire work unit or the boss
recipient characteristics
1. dispositional resistance to change 2. surprise and fear of the unknown 3. fear of failure 4. loss of status and or job security 5. peer pressure 6. past success
True or false: Programs that try to make up for past discrimination in employment by actively finding, hiring, and developing the talents of people from groups traditionally discriminated against are known as Title VII.
FALSE -Affirmative action focuses on achieving equality of opportunity within an organization. -It tries to make up for past discrimination in employment by actively finding, hiring, and developing the talents of people from groups traditionally discriminated against.
True or false: Application forms, interviews, and educational requirements are not legally considered employment tests.
FALSE -Employment tests are legally considered to consist of any procedure used in the employment-selection decision process. -Thus, even application forms, interviews, and educational requirements are now considered tests.
True or false: In House's path-goal model, the only leader behaviors are task-motivated and relationship-motivated.
FALSE -Figure 13.3 reveals that House has expanded the number of task- and relationship-oriented leader behaviors. Leader behaviors include path-goal clarifying, achievement oriented, work facilitation, supportive, interaction facilitation, group-oriented decision making, representation and networking, and value based.
True or false: Internal forces for change arise only from human resource problems.
FALSE -Internal forces for change come from both human resource problems and managerial behavior and decisions.
True or false: John Kotter attributes the blame for the failure of most organizational change to poor planning.
FALSE -John Kotter, an expert in leadership and change management, believes that organizational change most often fails not because of inadequate planning but because of ineffective implementation.
True or false: The 2010 health care reform legislation requires employers with less than 50 employees to provide health insurance.
FALSE -The 2010 health care reform legislation requires employers with more than 50 employees to provide health insurance.
True or false: The Equal Pay Act requires an extension of health insurance benefits after termination.
FALSE -The Consolidated Omnibus Budget Reconciliation Act (COBRA) requires an extension of health insurance benefits after termination.
True or false: Factors such as what the individual's level is in the organization or how much experience he or she has do not determine basic compensation.
FALSE -The basic compensation is determined by all kinds of economic factors: the prevailing pay levels in a particular industry and location, what competitors are paying, whether the jobs are unionized, if the jobs are hazardous, what the individual's level is in the organization, and how much experience he or she has.
True or false: The "closed shop," in which an employer may hire for a job only workers who are already in the union, is legal in the United States.
FALSE -The closed shop, in which an employer may hire only workers for a job who are already in the union, is illegal today.
True or False: Bad economic conditions make it especially difficult for an entrepreneurial organization to expand.
FALSE -although good economic times may make it easier to start a company and to survive, bad times can offer an opportunity to expand -one silver lining in difficult economic times is that it's easier to recruit talent
True or false: the reason for nearly all financial failures of entrepreneurial ventures is the lack of adequate start-up capital
FALSE -failure due to a lack of financial resources doesn't necessarily indicate a real lack of money; it could mean a failure to properly use the available money -entrepreneurs who fail to use their resources wisely usually make one of two mistakes: they apply financial resources to the wrong uses, or they maintain inadequate control over their resources
True or false: a business plan would be best described as the initial rough sketch of an idea for starting a new venture
FALSE -the business plan describes all the elements involved in starting the new venture -the business plan describes the venture and its market, strategies, and future directions -it often has functional plans for marketing, finance, manufacturing, and human resources
True or false: Although research and practitioners support the logic of situational leadership, the practical application of such theories has not been clearly developed
TRUE -Although researchers and practitioners support the logic of situational leadership, the practical application of such theories has not been clearly developed.
true or false: One of the demographic changes organizations need to respond to is the increasing diversity of the workforce and customer base.
TRUE -As discussed in Chapter 2, many demographic changes are occurring in the U.S. workforce. Figure 16.1 lists age, education, skill level, gender, and immigration as some of these changes. -Organizations are changing benefits and aspects of the work environment in order to attract, motivate, and retain diverse employees.
True or false: According to House's path-goal theory, employees with an internal locus of control are likely to prefer participative or achievement-oriented leadership.
TRUE -Employees with an internal locus of control are more likely to prefer participative or achievement-oriented leadership because they believe they have control over the work environment.
True or false: According to Fiedler, a leader's style doesn't change; therefore, if there is a mismatch between a situation and the leader who is in place, it is best to move that leader to another position.
TRUE -Fiedler suggests it is better to move the leader to a more suitable situation than to try to change the leader's leadership style
True or false: An example of a behavioral-description interview question is "What was the best idea you ever sold to a supervisor, teacher, peer, or subordinate?"
TRUE -In the behavioral-description interview, the interviewer explores what applicants have actually done in the past. -Example: "What was the best idea you ever sold to a supervisor, teacher, peer, or subordinate?"
True or false: Tiffany is an architect for the building of a large office complex downtown. Frequently a group of steel workers whistle at her as she climbs a ladder or interacts with staff. The men's actions create a hostile work environment.
TRUE -In the hostile environment type of sexual harassment, the person being sexually harassed doesn't risk economic harm, but experiences an offensive or intimidating work environment.
True or false: The continuous cycle of improving job performance through goal setting, feedback and coaching, and rewards and positive reinforcement is called performance management.
TRUE -Performance management is the continuous cycle of improving job performance through goal setting, feedback and coaching, and rewards and positive reinforcement
True or false: Performance tests are a more direct measure of how well the employee will perform in the job on actual job tasks than personality tests.
TRUE -Personality tests should be used with caution because of the difficulty of measuring personality characteristics and of making a legal defense if the results are challenged. -Also, performance tests measure performance on actual job tasks, which is a more direct technique.
True or false: One of the components of an organization's readiness for change is the perceived personal consequences of change
TRUE -Readiness has four components: (1) necessity for change, (2) top management support for change efforts, (3) personal ability to cope with changes, and (4) perceived personal consequences of change.
True or false: Research indicates that leadership prototypes have recently been changing to emphasize more feminine traits and styles that emphasize empowerment, fairness, compassion, and supportiveness.
TRUE -Recent studies showed an emphasis on more feminine traits and styles that emphasize empowerment, fairness, compassion, and supportiveness.
True or false: People resist both actual and imagined events
TRUE -Resistance to change is any thought, emotion, or behavior that does not align with real or potential changes to existing routines. -This means that people resist both actual and imagined events.
True or false: The last step of Kotter's change model is to anchor the new approaches into the organizational culture.
TRUE -Table 16.1 identifies eight steps to leading organizational change: (1) establish a sense of urgency, (2) create the guiding coalition, (3) develop a vision and strategy, (4) communicate the change vision, (5) empower the broad-based action, (6) generate short-term wins, (7) consolidate gains and produce more change, and (8) anchor new approaches in the culture.
True or false: The changing stage of Lewin's model involves learning and doing things differently.
TRUE -The changing stage of Lewin's model is where the rubber meets the road and change occurs. -Because change involves learning and doing things differently, this stage entails providing employees with new information, new behavioral models, new processes or procedures, new equipment, new technology, or new ways of getting the job done.
True or false: Changes in technology such as automation of manufacturing processes are considered external changes.
TRUE -The four key external forces for change are demographic characteristics, technological advancements, market changes, and social and political pressures.
True or false: The goal of the refreezing stage is to support and reinforce the change.
TRUE -The goal of the refreezing stage is to support and reinforce the change.
True or false: The process of writing job analyses, descriptions, and specifications often helps you to avoid hiring people who are under-qualified.
TRUE -The process of writing job analyses, descriptions, and specifications can help you avoid hiring people who are overqualified (and presumably more expensive) or under-qualified (and thus not as productive) for a particular job.
True or false: interviewing is the most commonly used employee selection technique
TRUE -interviewing, the most commonly used employee0selection technique, may take place face-to-face, by videoconference or, as is increasingly the case, via the interet
True or False: organizations that encourage intrapreneurship face the obvious risk that the effort can fail
TRUE -organizations that encourage intrapreneurship face an obvious risk: the effort can fail -one author noted "There is considerable history of internal venture development by large firms and it does not encourage optimism
True or false: skunkworks are project teams designated to produce new, innovative products
TRUE -skunkworks are project teams designated to produce a new product -a team is formed with a specific goal within a specified time frame -in this approach to corporate innovation, risk takers are not punished for taking risks and failing; their former jobs are held for them
True or false: social capital is a competitive advantage in the form of relationships with other people and the image other people have of you
TRUE -social capital is a competitive advantage in the form of relationships with other people and the image other people have of you -social capital helps entrepreneurs gain access to useful information, gain trust and cooperation, recruit employees, form successful business alliances, receive funding from venture capitalists, and become more successful
True or false: initial public stock offerings provide a way to raise capital through federally registered and underwritten sales of shares in the company
TRUE -sometimes companies reach a point at which the owners want to "go public" -IPOs offer a way to raise capital through federally registered and underwritten sales of shares in the company
True or false: A 1947 law, the Taft-Hartley Act, allows the President of the United States to prevent or end a strike that threatens national security.
TRUE -A 1947 law (the Taft-Hartley Act) allows the President of the United States to prevent or end a strike that threatens national security.
True or false: Change efforts may be directed at the individual, group, or organizational level, but they are most complex when targeted at an organizational level.
TRUE -Change efforts are more complicated and difficult to manage when they are targeted at the organizational level.
True or false: If there is a problem such as an employee who has personal differences with his or her boss, a transfer may be used to solve the problem.
TRUE -Employees might be transferred for four principal reasons (1) to solve organizational problems by using their skills at another location (2) to broaden their experience in being assigned to a different position (3) to retain their interest and motivation by being presented with a new challenge (4) to solve some employee problems, such as personal differences with their bosses.
Which of the following is not a characteristic of an in-group exchange? a) Economic exchange b) Mutual respect c) Sense of common fates d) Reciprocal influence e) Social relationship
a) Economic exchange -High LMX relationships are characterized by a partnership of reciprocal influence, mutual trust, respect and liking, and a sense of common fates.
In empowering employees, to lead for meaningfulness, managers need to: a) Inspire subordinates b) Support and coach employees c) Provide training and mentoring d) Monitor and reward employees e) Delegate important tasks
a) Inspire subordinates -Managers lead for meaningfulness by inspiring their employees and modeling desired behaviors.
The recommended way to look at resistance to change is to view it as caused by: a) Recipient characteristics, change agent characteristics, and the relationship between the change agent and the recipient b) Primarily the personality of the recipient c) Eustress d) Mistakes the change agent makes e) Cultural differences
a) Recipient characteristics, change agent characteristics, and the relationship between the change agent and the recipient -Figure 16.6 illustrates that resistance is a dynamic interaction among three sources: recipient characteristics, change agent characteristics, and the change agent-recipient relationship.
According to Fiedler's theory, a moderate-control situation favors a ________ leader. a) Relationship-motivated b) Task-motivated c) Consultative d)Laissez-faire e) Charismatic
a) Relationship-motivated -Relationship-oriented leadership should be most effective in situations of moderate control (situations IV-VII in Figure 13.2).
________ includes aspects such as goodwill, mutual respect, trust, cooperation, and teamwork. a) Social capital b) Personal capital c) Human capital d) Productivity capital e) Relational capital
a) Social capital -Social capital is the economic or productive potential of strong, trusting, and cooperative relationships. -Among aspects of social capital are goodwill, mutual respect, cooperation, trust, and teamwork.
In empowering employees, to lead for competence, managers should: a) Support and coach employees b) Inspire subordinates c) Delegate important tasks d) Monitor and reward employees e) Help employees identify their passions at work
a) Support and coach employees -Leading for competence involves supporting and coaching employees.
According to Fiedler's theory, a high-control situation favors a ________ leader. a) Task-motivated b) Relationship-motivated c) Charismatic d) Consultative e) Laissez-faire
a) Task-motivated -Task-oriented leadership should be most effective in either high-control or low-control situations.
When a leader is planning, scheduling, organizing, and coordinating work, he or she is engaging in ________ behaviors. a) Work-facilitation b) Interaction-facilitation c) Path-goal clarifying d) Achievement-oriented e) Supportive
a) Work-facilitation -Table 13.4 identifies work-facilitation behaviors as planning, scheduling, organizing, and coordinating work.
For years, a mathematics professor experienced abusive behavior at a community college where he taught. It began with a group of managers spreading rumors and false accusations that threatened his job. It was emotionally draining and took time and focus away from his job. This is an example of ________. a) bullying b) reverse discrimination c) quid pro quo d) adverse impact e) disparate treatment
a) bullying -Bullying is repeated mistreatment of one or more persons by one or more perpetrators; it is abusive physical, psychological, verbal, or nonverbal behavior that is threatening, humiliating, or intimidating.
Jack Ma's aptitude for creating new markets from existing industries is an example of his _________. a) Cognitive abilities b) Strategic skills c) Interpersonal skills d) Implicit skills e) Maximization skills
a) cognitive abilities
If a firm gives all international assignments to people without disabilities, assuming they will therefore not require special accommodations, which type of workplace discrimination has occurred? a) disparate treatment b) adverse impact c) harassment d) wage gap e) reverse discrimination
a) disparate treatment -There are two types of workplace discrimination: adverse impact and disparate treatment. -Disparate treatment results when employees from protected groups (such as individuals with disabilities) are intentionally treated differently. -An example would be making a decision to give all international assignments to people with no disabilities because of the assumption that they won't need any special accommodations related to travel.
Benjamin wishes to open a new home furnishing company that will have no services that are particularly distinctive compared to competitors in this well-established field; the business will require a sizable investment. In which part of the entrepreneurial strategy matrix is new company likely to be located? a) Lower-right quadrant: Dog b) Upper-left quadrant: Star c) Upper-right quadrant: Question Mark d) Center: Bullseye e) Lower-left quadrant: Cow
a) lower-right quadrant: Dog -Most small business ventures are in the lower-right quadrant, where innovation is low and risk is high. -They are fairly conventional entries in well-established fields. -New restaurants, retail shops, and commercial outfits involve a sizable investment by the entrepreneur and face direct competition from similar businesses.
Nathan works as a materials scientist for a carpet manufacturer. He has developed a material that does not work well in carpeting, but it could have applications in hard flooring or other construction products. Nathan has been made the team lead for a group of scientists tasked with determining some marketable uses for the new material. The group could be referred to as: a) skunkworks. b) horse traders. c) spin-offs. d) delegates. e) bootleggers.
a) skunkworks -Skunkworks are project teams designated to produce a new product. A team is formed with a specific goal within a specified time frame. A respected person is chosen to be manager of the skunkworks.
Two-tier wage contract
- new employees are paid less or receive lesser benefits than veteran employees have
A California software firm was growing rapidly and hiring frequently, but primarily focused on campus recruiting at UC Berkeley and Stanford. When one older candidate did not get an interview after a phone screening, he went to the company's website and noted all of the young people in charge. He filed a discrimination lawsuit based on which law? a) Civil Rights Act b) Age Discrimination in Employment c) Consolidated Omnibus Budget Reconciliation Act (COBRA) d) Americans with Disabilities Act e) Sarbanes-Oxley Act
b) Age Discrimination in Employment -The Age Discrimination in Employment Act (ADEA) prohibits discrimination in employees over 40 years old and restricts mandatory retirement.
Which of these would you not see from an inspiring transformational leader? a) Individualized consideration b) Authoritarian leadership c) Intellectual stimulation d) Inspirational motivation e) Idealized influence
b) Authoritarian leadership -Figure 13.4 provides a sketch of how transformational leaders rely on these four key leader behaviors (second column from left): inspirational motivation, idealized influence, individualized consideration, and intellectual stimulation.
The ________ is a law that requires an extension of health insurance benefits after termination. a) Social Security Act b) Consolidated Omnibus Budget Reconciliation Act (COBRA) c) Occupational Safety and Health Act d) Civil Rights Act e) Health Insurance Portability and Accountability Act (HIPAA)
b) Consolidated Omnibus Budget Reconciliation Act (COBRA) -The Consolidated Omnibus Budget Reconciliation Act (COBRA) requires an extension of health insurance benefits after termination.
Joaquin is usually the first one to volunteer at the weekly team meetings to take on additional tasks like taking notes for the meeting. Joaquin would probably be categorized as a(n): a) Diplomat b) Helper c) Partisan d) Rebel e) Independent
b) Helper -Helpers show deference to and comply with the leadership.
The focus of the refreezing stage of Lewin's change model is: a) Resistance b) Integration of the new behavior or attitude c) Motivation d) Providing new information, models, processes, procedures, equipment, technology, or ways of getting the job done e) Training
b) Integration of the new behavior or attitude -The goal of the refreezing stage is to integrate and reinforce the change.
Which of the following is true about organizational development? a) OD is not grounded on basic academic research in OB b) Its origin is in Lewin's approach to change c) It entails a structured sequence d) It involves an autocratic approach to solving conflict e) It is nothing like empowerment
b) Its origin is in Lewin's approach to change -While organization development's origins are in Lewin's approach, it does not entail a structured sequence as proposed by Lewin and Kotter.
change agent
- someone who is a catalyst in helping organizations to deal with old problems in new ways -Can be external consultants or internal employees
social capital
-a competitive advantage in the form of relationships with other people and the image other people have of you
Jim is the daytime supervisor for an automobile assembly line. He supervises 45 workers who perform routine jobs that require minimal training. Which of the following statements would indicate that Jim is following the transactional model of leadership? a) Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to completion of objectives. b) Jim sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment. c) Jim has a certain idea about how he should behave as a leader and what he should do for his team of workers. d) Jim's leadership skills are most effective when applied to match the characteristics of the situation at hand. e) Jim wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates.
b) Jim sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment. -Transactional leadership focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance.
Kevin manages a group of eight project engineers, all of whom have worked for the company for over five years. Almost every day, Kevin and Joe, Carlos, and Kim, who are three of his subordinates, go to the cafeteria and play bridge while eating lunch. Joe, Carlos, and Kim receive very good performance reviews and are typically given the most challenging projects. What theory best explains this situation? a) Laissez-faire leadership b) LMX c) House's path-goal theory d) Transactional leadership e) Transformational leadership
b) LMX -The leader-member exchange (LMX) theory is based on the assumption that leaders develop unique one-to-one relationships with each of the people reporting to them. -High LMX relationships are characterized by a partnership of reciprocal influence, mutual trust, respect and liking, and a sense of common fates. -These relationships become more social over time.
In which of the following situations would a leader's situational control be considered low? a) Leader-member relations good; task structure low; position power weak b) Leader-member relations poor; task structure low; position power weak c) Leader-member relations poor; task structure low; position power strong d) Leader-member relations good; task structure high; position power weak e) Leader-member relations poor; task structure high; position power strong
b) Leader-member relations poor; task structure low; position power weak -Situation VIII is a low control example where the leader-member relations are poor, the task structure is low, and the position power is weak
Tammy participates actively in the weekly team meetings, but when it comes to doing her work, she tends to do it her own way, often disregarding company policies and her boss's wishes. Tammy is probably a(n): a) Independent b) Rebel c) Diplomat d) Partisan e) Helper
b) Rebel -Rebels show divergence from the leader and are least compliant.
Perceptions of how able you are to deal or cope with a given demand are called: a) Escape strategies b) Secondary appraisals c) Tertiary appraisals d) Primary appraisals e) Coping strategies
b) Secondary appraisals -Secondary appraisals are perceptions of how able you are to deal or cope with a given demand.
MBO is consistent with a(n) ________ performance appraisal. a) traits or behaviors b) objective c) subjective d) 360-degree e) BARS
b) objective -MBO is an objective approach that assesses specific results. -Objective appraisals are based on facts and are often numerical and thus MBO is consistent with this type of appraisal.
Jim is the daytime supervisor for an automobile assembly line. He supervises 45 workers who perform routine jobs that require minimal training. Which of the following statements would indicate that Jim is following the transformational model of leadership? a) Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to completion of objectives. b) Jim wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates. c) Jim seeks to motivate employees to pursue organizational goals above their own self-interests. d) Jim's leadership skills are most effective when applied to match the characteristics of the situation at hand. e) Jim sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment.
c) Jim seeks to motivate employees to pursue organizational goals above their own self-interests. -Transformational leaders motivate employees to pursue organizational goals above their own self-interests.
Which of the following is not considered a contingency factor in House's path-goal theory? a) Employee's need for achievement b) Work group dynamics c) Leader acceptance d) Task structure e) Employee's need for clarity
c) Leader acceptance -Figure 13.3 shows two contingency factors-employee characteristics and environmental factors-are expected to cause different leadership behaviors to be more effective than others. -Five employee characteristics are locus of control, task ability, need for achievement, experience, and need for clarity. -Two relevant environmental factors are task structure and work group dynamics. Leader acceptance is listed as leadership effectiveness.
According to research, which of the following statements about men's and women's leadership traits is true? a) Men are more assertive than women b) Women are more autocratic than men c) Men are more autocratic than women d) Men display more social leadership than women e) Women display more task leadership than men
c) Men are more autocratic than women -Women used a more democratic or participative style than men, and men used a more autocratic and directive style than women. Men and women were equally assertive.
success of entrepreneurial ventures is often jeopardized by the death of the founder. Which of the following is an important measure to minimize this problem? a) going public b) conservative use of funds c) adequate succession planning d) decreased delegation e) systematic recordkeeping
c) adequate succession planning -founding entrepreneurs often fail to plan for succession -when death occurs, estate tax problems or the lack of a skilled replacement for the founder can lead to business failure
Leaders increase psychological empowerment by engaging in behaviors that enhance perceptions of: a) Leader-member relations, task structure, and leader position power b) Intrinsic and extrinsic motivation c) Meaningfulness, self-determination, competence, and impact d) Hope, efficacy, resilience, and optimism e) Pride, joy, and achievement
c) meaningfulness, self-determination, competence, and impact -Leaders increase psychological empowerment by engaging in behaviors that enhance perceptions of meaning, self-determination or choice, competence, and impact.
Scenario A. Chelsea leaves her job at a car manufacturing company and starts her own business. Her objective is to attain maximum growth and earn high profits. Jessica, her friend, who also works at the car manufacturing company has started a business venture utilizing the resources of the company. Henry, her colleague, states that he would make a successful entrepreneur as he is a gambler, and believes that a good idea and talent leads to success within a year. He has also scored 665 in his SATs. In Scenario A, Henry's beliefs are some examples of the ________ of entrepreneurship. a) facts b) opportunities c) myths d) threats e) challenges
c) myths -entrepreneurship is to simple, and it is frequently misunderstood -there are certain myths associated with entrepreneurship: if an entrepreneur is talented, success will happen in a eyar or two; any entrepreneur with a good idea can raise venture capital; unless individuals attain 600+ on their SATs or GMATS, they'll never be successful entrepreneurs -therefore, what Henry states represents the myths of entrepreneurship
A manager must ensure fairness and ________ in considering a promotion of an employee. a) permanence b) safety c) nondiscrimination d) profitability e) openness
c) nondiscrimination -Promotion, which means moving an employee to a higher-level position, is the most obvious way to recognize that person's superior performance (apart from giving raises and bonuses). -Three concerns for managers are fairness, nondiscrimination, and others' resentments.
which of the following characteristics increases the likelihood of an entrepreneur's success? a) Unwillingness to sacrifice b) Avoiding risky situations c) Opportunity obsession d) Intolerance of ambiguity e) Avoiding uncertainty
c) opportunity obsession -Successful entrepreneurs have the following characteristics: commitment and determination; leadership; opportunity obsession; tolerance of risk, ambiguity, and uncertainty; creativity, self-reliance, ability to adapt; and motivation to excel.
Mary, a HR manager, is designing a training class for those working on the new cross-functional teams within her company. This class is aimed at improving group decision-making and interpersonal relations. What method of delivery should she choose? a) videotapes b) workbooks c) role-playing, practice, and discussion d) computer-aided training e) lectures
c) role-playing, practice, and discussion -There are all kinds of training and development methods, and their effectiveness depends on whether what is being taught are facts or skills. -If people are to learn facts, such as work rules or legal matters, then lectures, videotapes, and workbooks are effective. -If people are to learn skills, such as improving interpersonal relations or using new tools, then techniques such as discussion, role-playing, and practice work better.
Which of the following is the best statement of feedback? a) "You're always doing personal stuff at work." b) "You are really unmotivated at work lately." c) "That's the wrong way to sort those packages." d) "Your last report contained seven errors which I think you could improve." e) "You've got to figure out how to improve your relationship with Susie."
d) "Your last report contained seven errors which I think you could improve." -In giving feedback, be specific in describing the employee's present performance and in the improvement you desire.
The last step of the ABCDE method of cognitive restructuring is: a) List your beliefs about the event or problem b) Formulate a counterargument for your initial thoughts and beliefs c) Name the event or problem Identify the consequences of your beliefs d) Describe how energized and empowered you feel at the moment
d) Describe how energized and empowered you feel at the moment -The five-step process of the ABCDE method of cognitive restructuring is: -(A) name the event or problem -(B) list your beliefs about the event or problem -(C) identify the consequences of your beliefs -(D) formulate a counterargument to your initial thoughts and beliefs -(E) describe how energized and empowered you feel at the moment.
In which of the following situations would a leader's situational control be considered high? a) Leader-member relations poor; task structure low; position power weak b) Leader-member relations poor; task structure high; position power strong c) Leader-member relations good; task structure low; position power weak d) Leader-member relations good; task structure high; position power weak e) Leader-member relations poor; task structure low; position power strong
d) Leader-member relations good; task structure high; position power weak -Situation II in Figure 13.2 illustrates a high control example when the leader-member relations are good, task structure is high, and position power is weak.
Maria worked in a manufacturing facility. Throughout the building there were posters and calendars of a sexually explicit nature, and they made Maria very uncomfortable. This is ________. a) sexual discrimination b) a quid pro quo harassment c) not of legal concern because Maria is not suffering any economic injury d) not of legal concern because none of the offensive materials are directed at Maria d) a hostile work environment
d) a hostile work environment -In the hostile environment type of sexual harassment, the person being sexually harassed doesn't risk economic harm but experiences an offensive or intimidating work environment.
benefits of business incubators include ________ a) guaranteed profitability b) venture capital c) high security d) access to shared services e) free rent
d) access to shared services -incubators offer benefits such as low rents and shared costs -shared staff costs, such as for receptionists, and secretaries, avoid the expense of a full-time employee but still provide convenient access to services
Viviana works in the software development team for a large corporation. Her employer encourages employees to pursue new ideas on company premises and therefore she has a side project involving applications for small kitchen appliances. In this scenario, Viviana's employer appears to support ________. a) spin-offs b) skunkworks c) delegation d) bootlegging e) corporate espionage
d) bootlegging -Bootlegging refers to informal efforts, as opposed to official job assignments, in which employees work to create new products and processes of their own choosing and initiative.
when spotting an opportunity, which of the following possibilities involves capitalizing on new clothing and music trends, the desire for fast food, and growing interest in sports a) demographic changes b) technological discoveries c) economic dislocations d) lifestyle and taste changes e) government initiatives
d) lifestyle and taste changes -start-ups have capitalized on clothing and music trends, desire for fast food, and growing interest in sports, which would be considered lifestyle and taste chagnes -in recent years, more consumers want to help take care of the environment, and more businesses are concerned about showing consumers that they care too.
Jim is the daytime supervisor for an automobile assembly line. He supervises 45 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's model, how would Jim's leader-member relations be described? a) Poor b) Absolute c) Nonexistent d) Moderate e) Good
e) Good -Leader-member relations reflect the extent to which the leader has the support, loyalty, and trust of the work group. -This dimension is the most important component of situational control. -Good leader-member relations suggest that the leader can depend on the group, thus ensuring that the work group will try to meet the leader's goals and objectives.
An example of internal forces for change is: a) Changing customer preferences b) Demographic changes c) Mergers and acquisitions d) International competition e) Participation/suggestions by employees
e) Participation/suggestions by employees -Internal forces for change come from both human resource problems and managerial behavior and decisions -Figure 16.1 lists participation/suggestions as an example of human resource problems.
the transaction fee model involves companies charging fee: a) to bring buyers and sellers together b) to advertise on a site c) for site visitors d) to direct site viewers to other company's sites. e)for goods and services.
e) for goods and services -in the transaction fee model companies charge a fee for goods or services (ex: Amazon and online travel agents)
which of the following is one of the major liabilities of start-ups a) validness b) complexness c) completeness d) acuteness e) smallness
e) smallness -start-ups have at least two major liabilities: newness and smallness -new companies are relatively unknown and need to learn how to be better than established competitors at something that customers value -regarding smallness, the odds of surviving improve if the venture reaches a critical mass of at least 10 or 20 people, has revenues of $2 million or 3 million, and is pursuing opportunities with growth potential
employee characteristics and environmental factors cause different leadership behaviors to be more effective than others
employee characteristics: -locus of control -task ability -experience -need for achievement -need for clarity environmental factors: -task structure (independent vs interdependent task) and work dynamics
Grievance
-a complaint by an employee that management has violated the terms of the labor-management agreement -Ex: asked to work too much overtime -If not successful then try mediation or arbitration
entrepreneurship
-the pursuit of lucrative opportunities by enterprising individuals -entrepreneurs initiate and build an organization rather than being only a passive part of one -central objective of entrepreneurship is creating value
How OD works
*Diagnosis:* -What is the problem and its causes? *Intervention:* -What can be done to solve the problem? -Treatments selected based on the causes of the problem -No one set of intervention techniques that applies to all situations *Evaluation:* -is the intervention working? -Measurement of effectiveness -Measures must match the problem *Feedback:* -what does the evaluation suggest about the diagnosis and the effectiveness of how the intervention was implemented -If evaluation shows that intervention worked then OD process is complete and can refreeze the changes -Negative evaluation → initial diagnosis was wrong or the intervention was not effectively implemented → need to collect more info about steps 1 and 2
job posting
-: placing information about job vacancies and qualifications on bulletin boards, in newsletters, and on the organization's intranet
demographic characteristics
-Age -education -skill level -gender -immigration
systems model of change
-Based on the notion that any change, no matter how large or small, has a cascading effect throughout an organization -Change creates additional change -Includes inputs, strategic plans, target elements of change, and outputs
causes of resistance to change
-Change agent characteristics -change agent-recipient relationship -recipient characteristics
6 strategies for overcoming resistance to change
-Education and communication -Participation and involvement -Facilitation and support -Negotiation and agreement -Manipulation and co-optation -Explicit and implicit coercion
organizational development (OD)
-Origins in Lewin's approach but doesn't entail a structured sequence as proposed by Lewin and Kotter -Like empowerment -About planned change aimed at increasing an organization's ability to improve itself as a humane and effective system -Takes theories and results from the lab and applies them to the real-life work settings -Advocates the involvement of all members in identifying needed changes, planning changes, and the implementation of changes
strategic plan
-Outlines an organization's long-term direction and the actions necessary to achieve planned results -Based on results from SWOT
opportunity analysis
-a description of the good or service, an assessment of the opportunity, an assessment of the entrepreneur, specification of activities and resources needed to translate your idea into a viable business and your source(s) of capital -focuses on the opportunity not the entire venture
charisma
-a form of interpersonal attraction that inspires acceptance, devotion, and enthusiasm
business plan
-a formal planning step that focuses on the entire venture and describes all the elements involved in starting it -has functional plans for marketing, finance, manufacturing, and human resources -determines the viability of your enterprise, guides you as you plan and organize and helps you obtain financing -needs to assess competition
leadership prototype
-a mental representation of the traits and behaviors that people believe are possessed by leaders -recent change in prototypes that emphasize more feminine traits
entrepreneurial venture
-a new business having growth and high profitability as primary objects
skunkworks
-a project team designated to produce a new, innovative product -team formed with a specific goal within a specified time frame -respected person chosen to be manager of the skunkworks -risk takers not punished for taking risks and failing (former jobs held for them) and opportunity for large rewards
human resource inventory
-a report listing your organization's employees by name, education, training, languages, and other important information
benefits/fringe benefits
-additional non-monetary forms of compensation designed to enrich the lives of all employees in the organization, which are paid all or in part by the organization -ex: health insurance, dental insurance, holidays off, vacation days, legal advice
Forced ranking performance review systems
-all employees within a business unit are ranked against one another and grades are distributed along some sort of bell curve -Top performers get bonuses and promotions and worst are rehabilitated or dismissed -Not used as much now
task structure
-amount of structure contained within tasks performed by the work group -the more structure --> the more control the leader ahs over employees performing tasks
stress
-an adaptive response to environmental demands, referred to as stressors, that produce adaptive responses that include physical, emotional, and behavioral reactions that are influenced by individual differences
franchising
-an entrepreneurial alliance between a franchisor (an innovator who has created at least one successful store and wants to grow) and a franchisee ( a partner who manages a new store of the same type in a new location) -opportunity for franchisee is wealth creation -opportunity for franchisor is wealth creation through growth
business accelerators
-an organization that assists young firms in achieving faster and sustainable growth as they move into the next phase of their development -provide additional support and advice - bring venture in short-term, given training/mentorship → higher success -Get % of equity -Work before launch
resistance to change
-any thought, emotion, or behavior that does not align with real or potential changes to existing routines -People resist both actual and imagined events
Labor unions
-are organizations of employees formed to protect and advance their members' interests by bargaining with management over job-related issues -Key issues are compensation, employee benefits, job security, work rules, hours, and safety matters
Secondary appraisals
-are perceptions of how able you are to deal or cope with a given demand -Consider which coping strategies are available and which are most likely to help resolve the situation at hand
integrity tests
-assess attitudes and experiences related to a person's honesty, dependability, trustworthiness, reliability, and prosocial behavior -Ask direct questions about past ethics and integrity
performance appraisal/performance review
-assessing an employee's performance and providing them with feedback (Not ongoing like performance management; usually not very helpful) -two kinds; objective appraisals vs subjective appraisals
behavioral styles approach
-attempts to identify the unique behaviors displayed by the effective leaders
in order for family-managed businesses to survive and prosper, management guru Peter Drucker advises them to a)allow for minimal performance by family members. b) fill at least one key position with a non-family member. c) hire family members alone. d) exclude outsiders while planning succession. e) discontinue hiring family members.
-b) fill at least one key position with a non-family member. -Management guru Peter Drucker offered advice to help family-managed businesses survive and prosper, including that family members working in the business must be at least as capable and hardworking as other employees, that at least one key position should be filled by a non-family member, and that someone outside the family and the business should help plan succession.
subjective appraisals
-based on manager's perceptions of an employee's traits or behaviors *Trait appraisals*: -ratings of subjective attributes like attitude, initiative, and leadership -Validity questionable b/c evaluator's bias *Behavioral appraisals*: -measure specific observable aspects of performance like being on time for work -Ex: behaviorally anchored rating scale (BARS)
leader-member exchange (LMX) theory
-based on the assumption that leaders develop unique one-to-one relationships with each of the people reporting to them -Vertical dyad relationship -Focuses on the quality of relationships between managers and subordinates as opposed to the behaviors or traits of either leaders or followers
implicit leadership theory
-based on the idea that people have beliefs about how leaders should behave and what they should do to their followers -beliefs summarized in a leadership prototype
Fiedler's contingency theory/model
-based on the premise that a leader's effectiveness is contingent on the extent to which a leader's style fits or matches characteristics of the situation at hand -two leadership styles: task orientation vs relationship orientation
individualized consideration
-behaviors associated with providing support, encouragement, empowerment, and coaching to employees -leaders pay special attention to the needs of their followers and search for ways to help people develop and grow -spend time talking with people about their interests
Readiness for change
-beliefs, attitudes, and intentions regarding the extent to which changes are needed and the capacity available to successfully implement those changes 4 components of readiness: -1. Necessity for change -2. Top management support for change efforts -3. Personal ability to cope with changes -4. Perceived personal consequences of change
shareholder, customer, and market changes
-changing customer preferences -domestic and international competition, mergers and acquisitions
advertising support model
-charging feeds to advertise on a site -advertisers pay the site operator to gain access to the demographic group that visits the operator's site
transaction fee model
-charging fees for goods and services -Ex: Amazon.com , online travel agents
subscription model
-charging fees for site visits -ex: newspapers and magazines
intermediary model
-charging fees to bring buyers and sellers together -ex: eBay (brings buyers and sellers together and charges a commission for each sale
affiliate model
-charging fees to direct site visitors to other companies' sites -ex: Zazzle customization
internal forces for change
-come from inside the organization -Can be subtle (low job satisfaction) or can manifest in outward signs (low productivity, conflict, or strikes) -Come from both human resource problems and managerial behavior and decisions -Human resource problems or prospects: Problems stem from employee perceptions about how they are treated at work and the match between individual and organization needs/desires -Managerial behaviors and decisions: Excessive interpersonal conflict between managers and their subordinates or the board of directors is a sign that change is needed
vision
-compelling future state for an organization -Describe a highly desirable future and outline how the org will get there (implies about change)
Collective bargaining
-consists of negotiations between management
Cost of living adjustment (COLA) clause
-during the period of the contract ties future wage increases to increases in the cost of living as measured by CPI
360-degree assessment
-employees are appraised not only by their managerial superiors but also by peers, subordinates, and sometimes clients
closed shop
-employer may hire only workers for a job who are already in the union -Illegal
National labor relations board
-enforces procedures whereby employees may vote to have a union and for collective bargaining
machiavellianism
-entails the use of manipulation , a cynical view of human nature (e.g., all people lie to get what they want), and a moral code that puts results over principles (e.g., you have to cheat to get ahead) -counterproductive
Fair labor standards act of 1938
-established minimum living standard for workers engaged in interstate commerce, including provision of a federal minimum wages and maximum workweek
behavioral-description interview
-explores what applicants have actually done in the past -Ex: what was the best idea you ever sold to a supervisor, teacher, peer -Looks at ability to influence others
leader-member relations
-extent to which the leader has the support, loyalty, and trust of the work group -suggest that leader can depend on the group
positive interpersonal attributes
-extraversion -agreeableness -communication skills -emotional intelligence
Stressors
-factors that produce stress
Innovative change
-falls midway on the continuum of complexity, cost, and uncertainty -More complex, as orgs need to learn new behaviors, as well as create, implement, and enforce new policies and practices -More uncertainty and cause more fear than adaptive
Symptom management strategies
-focus on reducing the symptoms of stress -Relaxation , meditation, medication, or exercise to manage the symptoms of stress -drinking/ drugs
Affirmative action
-focuses on achieving equality of opportunity within an organization
transactional leadership
-focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance -set goals, monitor progress, and reward/punish people to drive motivation and performance
servant-leadership
-focuses on increasing service to others rather than oneself; less likely to engage in self-serving behaviors that hurt others -focused on providing support and growth opportunities to employees -listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, building community
realistic job preview (RJP)
-gives a candidate a picture of both positive and negative features of the job and the organization before he or she is hired -Reduces turnover and enhances employee satisfaction
manager-administrators
-great at ensuring efficient operations but aren't innovators
compensation
-has 3 parts: wages/salaries, incentives, and benefits
narcissism
-having a self-centered perspective, feelings of superiority, and a drive for personal power and glory -have inflated views of themselves, have fantasies of being in control of everything, and like to attract the admiration of others -counterproductive
orientation
-helping the newcomer fit smoothly into the job and the organization -Gives new employees the info to be effective -Can be formal or informal -Should learn: the job routine, the org's mission/operations, and the org's work rules and employee benefits
inventors
-highly creative but lack skills to turn their ideas into a successful business
inspirational motivation
-includes the use of charisma, involves establishing an attractive vision of the future, the use of emotional arguments, and exhibition of optimism and enthusiasm -have a vision
entrepreneur
-individual who establishes a new organization without the benefit of corporate sponsorship -high creativity/innovation and high general management skills/business know-how and networks
psychopathy
-is characterized as a lack of concern for others, impulsive behavior, and a lack of remorse or guilt when one's actions harm others -toxic at work
Equal employment opportunity (EEO) commission
-job to enforce anti discrimination to all organizations or their agents engaged in an industry affecting interstate commerce that employees 15 + employees -Covers workplace discrimination, affirmative action, and sexual harassment
3 takeaways of behavioral styles theory
-leader behavior is more important than leader traits when it comes to effectiveness -leader behaviors can be systematically improved and developed -no one best style of leadership
initiating structure
-leader behavior that organizes and defines what group members should be doing to maximize output
House path-goal theory
-leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction Leaders expected to do this by: -reducing road blocks that interfere with goal accomplishment -providing the guidance and support needed by employees -linking meaningful rewards to goal accomplishment
leadership vs management
-leaders manage and managers lead but the two activities are not synonymous managers: -planning, investigating, organizing, and control -leaders deal with the interpersonal aspects of a manager's job leaders: -inspire others, provide emotional support, and try to get employees to rally around a common goal
employment tests
-legally considered to consist of any procedure used in the employment selection decision process, even application forms, interviews, and educational requirements -ability, personality, performance, integrity, and others
dispositional resistance to change
-less likely to voluntarily initiate changes and more likely to form negative attitudes toward the changes they encounter 1. Routine seeking: extent to which you enjoy and seek out stable environments 2. Emotional reaction: degree to which you feel stressed and uncomfortable when change is imposed 3. Short-term focus: extent you are preoccupied with inconveniences in the near term due to the changes instead of long-term benefits 4. Cognitive rigidity: stubbornness or lack of willingness to consider alternative ways of doing things
social entrepreneurship
-leveraging resources to address social problems -uses market-based methods -social enterprises
internal recruiting
-making people already employed by the organization aware of job openings -Most vacant positions in organizations are filled through internal recruitment, mainly through job posting -Job posting
technological advancements
-manufacturing automation -information technology
performance tests
-measure performance on actual job tasks (job-tryouts) as when computer programmers take a test on a particular programming language
personality tests
-measure personality traits as adjustment, energy, sociability, independence, and need for achievement -Ex: Myers-Briggs
ability tests
-measure physical abilities, strength and stamina, mechanical ability, mental abilities, and clerical abilities -Ex: telephone operators tested for hearing
inputs
-mission -vision -readiness -internal strengths and weaknesses -external opportunities and threats
negative interpersonal attributes
-narcissism -machiavellianism -psychopathy
-social enterprises
-organization that engages in social entrepreneurship
external forces for change
-originate outside the organization -apply to your organization and its competitors or even entire industries ex: demographic characteristics, technological advancements, shareholder/customer/market changes, and social/political pressures
Right to work laws
-outlaw union and agency shops, statutes that prohibit employees from being required to join a union as a condition of employment
legitimacy
-people's judgment of a company's acceptance, appropriateness, and desirability, generally stemming from company goals and methods that are consistent with societal values -helps firms acquire other resources such as top managers, good employees, financial resources, and government support -goals and methods need to be consistent with societal values -visibly conform to rules and expectations
Primary appraisals
-perceptions of whether a stressor is irrelevant, positive, or negative
task-oriented leader behavior
-primary purpose: to ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organizations -initiating structure -transactional leadership
arbitration
-process in which a neutral third party, an arbitrator, listens to both parties in a dispute and makes a decision that the parties have agreed will be binding on them -Often retired judges
situational theories
-propose that the effectiveness of a particular style of leader behavior depends o the sitaution
job description
-summarizes what the holder of the job does and how and why he or she does it
opportunities
-technological discoveries -demographic changes -lifestyle and taste changes -economic dislocations -calamities (ex: wars and natural disasters) -government initiatives and rule changes
emotional intelligence
-the ability to manage oneself and one's relationships in mature and constructive ways -predicted to be associated with leadership effectiveness -evidence shows that emotional intelligence is an input to transformational leadership -helps managers effectively enact the behaviors associated with transformational leadership -emotional intelligence has a small, positive, and significant association with leadership effectiveness
Presenteeism
-when employees show up but are sick or otherwise in no condition to work productively -Lack of sleep linked to increases in this
reliability
-the degree to which a test measures the same thing consistently -a person's score remains about same over time
position power
-the degree to which the leader has formal power to reward, punish or otherwise obtain compliance from employees
outputs
-the desired end results or goals of a change -should be consistent with strategic plan
human capital
-the economic or productive potential of employee knowledge, experience, and actions
social capital
-the eonomic or productive potential of strong, trusting, and cooperative relationship -ex: Goodwill, mutual respect, cooperation, trust, and teamwork -relationship matters
empowering leadership
-the extent to which a leader creates perceptions of psychological empowerment in others -Psychological empowerment -Leading for meaningfulness: inspire their employees and modeling desired behaviors -Leading for self-determination or choice: delegating meaningful assignments and tasks -Leading for competence: supporting and coaching employees -Leading for progress: monitoring and rewarding others
adaptive change
-the least complex, costly, and uncertain. -It involves reimplementation of a change in the same organization unit at a later time or imitation of a similar change by a different unit -Reintroducing a familiar practice -Not threatening to employees because they are familiar -Ex: department store relies on 12-hour days during the annual inventory week
union security clause
-the part of the labor-management agreement that states that employees who receive union benefits must join the union or at least pay dues to it
mediation
-the process in which a neutral third party, a mediator, listens to both sides in a dispute, makes suggestions, and encourages them to agree on a solution -Ex: lawyers, retired judges
recruiting
-the process of locating and attracting qualified applicats for jobs open in the organization -want to find people whose skills, abilities, and characteristics are best suited to your organization
selection process
-the screening of job applicants to hire the best candidate -Prediction if they will perform well and how long they'll stay -Three tools: background information, interviewing, and employment tests -Background information: application forms, resumes and reference checks (Lots of lies on resumes, References not always great b/c they are scared of getting sued)
entrepreneurial orientation
-the tendency of an organization to identify and capitalize successfully on opportunities to launch new ventures by entering new or established markets with new or existing goods or services
Escape strategies
-those in which you avoid or ignore stressors -Can be beneficial if you have no control over the stressors or their causes
job analysis
-to determine by observation and analysis the basic elements of a job -Interview job occupants about what they do, observe the flow of work, and learn how results are accomplished -Helps avoid hiring overqualified or under-qualified people
Workplace discrimination
-when people are hired or promoted-or denied hiring or promotion- for reasons not relevant to the job such as skin color, eye shape, gender, religion, national origin etc. -two types: adverse impact or disparate treatment
assessment center
-where management candidates participate in activities for a few days while being assessed by evaluators
Kotter's Eight Steps for Leading Organizational Change
1. Establish a sense of urgency 2. Creating the guiding coalition 3. Develop a vision and strategy 4. Communicate the change vision 5. Empower the broad-based action 6. Generate short-term wins 7. Consolidate gains and produce more change 8. Anchor new approaches in the culture
How LMX relationships are formed
1. Follower characteristics -More positive with more agreeable, conscientious, and extraverted 2. Leader characteristics -Leaders that use more transactional and transformational leadership have more positive LMX and more extraverted and agreeable also 3. Interpersonal relationship variable -High when there is trust, have similar interest, like each other
5 steps of applying situational theories
1. Identify important outcomes -determine the goals you want to achieve -Ex: increase sales by 105 2. Identify relevant leadership behaviors -Ex: path-goal-clarifying, work-facilitation, and supportive behaviors more relevant for sales team 3. Identify situational conditions -Ex: virtual team will affect type of effective leadership 4. Match leadership to the conditions at hand 5. Determine how to make the match -Can either use guidelines from contingency theory or path-goal theory
4 types of stressors
1. Individual level -Ex: work overload, unclear or conflicting expectations, everyday hassles, job loss 2. Group level -Managers who exhibit inconsistent behaviors, fail to provide support, show lack of concern -Annoying coworkers -Sexual harassment or bullying 3. Organizational level Culture -High pressure environment -Increased use of information technology 4. Extra-organizational -Factors outside the organization -Balancing school with career or family life -Socioeconomic status
4 ways to fight fatigue
1. Staffing -Maintain adequate staffing to cover the workload 2. Scheduling -Consider overtime and time spent commuting when scheduling 3. Environment -Light, sound, temperature etc have effects on fatigue 4. Education -Educate workers to better manage their sleep and factors that can affect it
4 types of workplaces
1. closed shop 2. union shop 3. agency shop 4. open shop
4 basic skills for leaders
1. cognitive abilities -to identify problems and causes for rapidly changing situations 2. interpersonal skills -to influence and persuade others 3. business skills -to maximize the use of organizational assets 4. strategic skills -to craft an organization's mission, vision, strategies, and implementation plans
myths about entrepreneurs
1. entrepreneurs are born not made 2. anyone can start a business 3. entrepreneurs are gamblers -actually take very careful calculated risks 4. entrepreneurs want the whole show to themselves 5. entrepreneurs are their own bosses and completely independent 6. entrepreneurs work longer and harder than managers in big companies 7. entrepreneurs experience a great deal of stress and pay a high price -not any more stressful 8. start a business and fail and you'll never raise money again 9. money is the most important startup ingredient 10. entrepreneurs should be young and energetic 11. entrepreneurs are motivated solely by the quest for the almighty dollar 12. entrepreneurs seeks power and control over others 13. if an entrepreneur is talented, success will happen in a year or two 14. any entrepreneur with a good idea can raise venture capital 15 if an entrepreneur has enough start-up capital, he or she can't miss 16. entrepreneurs are lone wolves and cannot work with other
4 key behaviors of transformational leaders
1. individual and organizational characteristics 2. leader behavior 3. effects on followers and work groups 4. outcomes
core traits possessed by leaders
1. intelligence 2. dominance 3. self-confidence 4. level of energy and activity 5. task-relevant knowledge
4 categories of behavioral style approach
1. task-oriented 2. relationship-oriented 3. passive 4. transformational
4 types of leadership behavior
1. task-oriented 2. relationship-oriented 3. passive 4. transformational -also affected by a combination of task-oriented traits and interpersonal attributes
the 5 tendencies
1. to allow independent action 2. to innovate 3. to take risks 4. to be proactive 5. to be competitively aggressive
Lewin's change model
1. unfreezing 2. changing 3. refreezing
3 takeaways from path-goal theory
1. use more than one style of leadership: try new behaviors when the situation calls for them 2. help employees achieve their goals 3. modify your leadership style to fit various employee and environmental characteristics
ABCDEs of cognitive restructuring
A: Name the event or problem B: list your beliefs about the event or problem C: Identify the consequences of your beliefs D: Formulate a counterargument to your initial thoughts and beliefs (correct inaccurate or distorted thoughts) E: Describe how energized and empowered you feel at the moment
advantages and disadvantages of external recruiting
Advantages: -Applicants may have specialized knowledge and experience -Applicants may have fresh viewpoints Disadvantages: -The recruitment process is more expensive and takes longer -The risks are higher because the people hired are less well known
True or false: An organization's long-term direction and the actions necessary to achieve planned results are contained in its mission statement.
FALSE -A strategic plan outlines an organization's long-term direction and the actions necessary to achieve planned results.
True or false: Innovative change is introducing a practice new to the industry, and involves the highest potential for resistance to change.
FALSE -According to Figure 16.2, radically innovative change is introducing a practice new to the industry, and involves the highest potential for resistance to change. -Innovative change is introducing a practice new to the organization and falls midway on the continuum of complexity, cost, uncertainty, and the potential for resistance to change.
True or false: In Lewin's model, the three stages of change are initiating, managing, and stabilizing the change process.
FALSE -In Lewin's model, the three stages are unfreezing, changing, and refreezing.
two types of dyads
Ingroup exchange: -high LMX relationships characterized by creating trust and mutual obligation, relationships become more social over time Out-group exchange: -low LMX relationships creating more formality in expectations and rewards, focus on economic exchange -No mutual trust, respect or common fate
task structure (low vs high)
Low: -employees not clear about their roles or performance expectations - high role ambiguity → need to be helped by directive and supportive leadership High: -employees work on routine and simple tasks → directive leadership frustrating, supportive leadership most useful
True or false: Adaptive change is reintroducing a familiar practice.
TRUE -According to Figure 16.2, adaptive change is reintroducing a familiar practice.
True or false: The four targeted elements of change are organizational arrangements, social factors, methods, and people.
TRUE -As shown in Figure 16.4, there are four targeted elements of change: (1) organizational arrangements, (2) social factors, (3) methods, and (4) people.
True or false: In Lewin's model, unfreezing creates the motivation to change.
TRUE -the focus of the unfreezing stage is to create the motivation to change
Perceptions of whether a stressor is irrelevant, positive, or negative are called: a) Primary appraisals b) Secondary appraisals c) Tertiary appraisals d) Escape strategies e) Coping strategies
a) Primary appraisals -Primary appraisals are perceptions of whether a stressor is irrelevant, positive, or negative.
Quad Inc., a car manufacturer, has started to sell electric cars in response to the rising fuel prices. In which of the following categories has Quad Inc. spotted opportunities? a)Economic dislocations b) Calamities c) Lifestyle and taste changes d) Demographic changes e) Government initiatives and rule changes
a) economic dislocations -entrepreneurs spot, create, and exploit opportunities in a variety of ways -economic dislocations such as booms or failures are opportunities that entrepreneurs need to spot -rising oil prices have spurred a variety of developments related to alternative energy or energy efficiency
_______ are best described as new venture creators working inside big companies a) intrapreneurs b) franchisees c) entrepreneurs d) knowledge workers e) sole proprietors
a) intrapreneurs -intrapreneurs are new venture creators working inside big companies; they are corporate entrepreneurs -use their company's resources to build a profitable line of business based on a fresh new idea
the primary objective of an entrepreneurial venture is to: a) provide non-profit services. b) acquire growth and high profitability. c) create a long term relationship with an investment banking firm. d) increase the social capital. e) reduce the amount of dividends paid.
b) acquire growth and high profitability. -An entrepreneurial venture has growth and high profitability as primary objectives. Entrepreneurs manage aggressively and develop innovative strategies, practices, and products.
Entrepreneurs, in part because they are very busy, often fail to use ________ a) benchmarking b) formal control systems c) emotional intelligence d) cost competencies e) social capital
b) formal control system -Entrepreneurs, in part because they are very busy, often fail to use formal control systems. -One common entrepreneurial malady is an aversion to record keeping. -Pricing decisions are based on intuition without adequate reference to costs.
Bringing buyers and sellers together and charging a commission for each sale is known as the ________ model. a) advertising support b) intermediary c) transaction fee d) affiliate e) subscription
b) intermediary -the intermediary model has eBay as the premier example, bringing buyers and sellers together and charging a commission for each sale
most small business ventures are in the _____ category of the entrepreneurial strategy matrix a) high investment/low risk b) low innovation/high risk c) high innovation/low risk d) high innovation/high risk e) low innovation/low risk
b) low innovation/high risk -Most small business ventures are in the lower-right quadrant, where innovation is low and risk is high. -They are fairly conventional entries in well-established fields. -New restaurants, retail shops, and commercial outfits involve a sizable investment for the small business entrepreneur and face direct competition from similar businesses
Someone who is a catalyst in helping organizations to deal with old problems in new ways is called a(n): a) Recipient b) Mentor c) Change agent d) Dynamo e) Initiator
c) Change agent -A change agent is someone who is a catalyst in helping organizations to deal with old problems in new ways
________ includes the activities managers perform to plan for, attract, develop, and retain an effective workforce. a) Contingency planning b) Performance appraisal c) Human resource management d) Job analysis e) Personnel development
c) Human resource management -Human resource management (HRM) consists of the activities managers perform to plan for, attract, develop, and retain an effective workforce.
Which of the following is not a positive trait that sets Jack Ma apart as a leader? a) Intelligence b) Self-confidence c) Task-relevant knowledge d) Machiavellianism e) high levels of energy and activity
d) machiavellianism
Included in demographic changes are all but one of the following. Which one? a) Immigration b) Gender c) Skill level d) Education e) Job dissatisfaction
e) Job dissatisfaction -According to Figure 16.1, demographic characteristics include: age, education, skill level, gender, and immigration.
Amelie decides to offer one of her subordinates, Jason, his pick of tasks on a new project in exchange for his vocal support of it at an upcoming meeting. In this case, Amelie is: a) clearing the investment b) bootlegging c) making cheerleaders d) getting the blessing e) horse trading
e) horse trading -one step in building support for a project idea is horse trading -one can offer promises of payoffs from the project in return for support, time, money, and other resources that peers and other contribute
locus of control
internal: -more likely to prefer participative or achievement oriented leadership b/c believe they have control over their work -unlikely to be satisfied with directive leader behaviors that exert additional control over their activities external: -view the environment as uncontrollable and prefer structure provided by supportive or directive leadership
