MGT 300 1st EditionExam # 3 Study Guide Chapters 9-12Job descriptionValuesBig 5 PersonalityJob PreviewLewin’s UnfreezingBurnoutAffirmative ActionHerzberg’s Two FactorExpectencySelf Serving BiasStereotypingHostile Work EnvironmentPositive ReinforcementJim Collins Stages of DeclineNEWSApple added to Dow Jones industrial averageMcdonalds same store sales decreased 4%Ebay SAP video in classWho moved my cheese video- in class- change happensNetflix- want hard workers, no specified vacations, lenient with schedules Target- cutting jobs, investing in technologyLumber liquidators- decreased 22% Monday, increased 6% Tuesday, decreased 11% Today- on 60 minutes formaldehyde levels high- saving 15% cost down 62% this year in stockGoogle with wireless networks- sprint or T-mobileWalmart- gender discriminationChapter 9- Human Resource Management o Plano Recruito Selecto Oriento Traino Developo AppraisePerformance - ****Job description o summarizes what the holder of a job does and why they do it- Job specification o describes the minimum qualifications a person must have to perform a job successfully- Discrimination o occurs when people are hired or promoted - or denied hiring or promotion - for reasons not relevant to the job- Affirmative action o focuses on achieving equality of opportunity within an organization including establishment of minority hiring goals- Adverse impact o occurs when an organization uses an employment practice or procedure that results in unfavorable outcomes to a protected class- Disparate treatment o results when employees from protected groups are intentionally treated differently.- *****Hostile environment – offensive work environment- Internal recruiting means making people already employed by the organization aware of job openings- External recruiting means attracting job applicants from outside the organization- Performance appraisal o consists of assessing an employer’s performance and providing him with feedback- Promotion – moving upward- Transfer – moving sideways- Disciplining & Demotion – the threat of moving downward- Dismissal – moving out of the organization- Chapter 10- Reactive change o making changes in response to problems or opportunities as they arise- Proactive changeo involves making carefully thought-out changes in anticipation of possible or expected problems or opportunitieso also called planned change- Forces of change- Demographic characteristics- Market changes- Technological advancement- Shareholder & customer demands- Supplier practices- Social & political pressures- Reason Employees Resist Change- Individual’s predisposition toward change- Surprise and fear of the unknown- Climate of mistrust- Fear of failure- Loss of status or job security- Peer pressure- Disruption of cultural traditions or group relationships- Personality conflicts- Lack of tact or poor timing- Non-reinforcing reward system- ***LEWINS CHANGE MODEL- Unfreezing o creating the motivation to change- Changing o learning new ways of doing things- Refreezing o making the new ways normal- Organization development (OD) o set of techniques for implementing planned change to make people and organizations more effective- Chapter 11- Big 5 Personality Dimensions- Extroversion/Introversiono how outgoing, talkative, sociable, and assertive a person is- Agreeableness o how trusting, good-natured, cooperative, and soft-hearted one is- Conscientiousnesso how dependable, responsible, achievement-oriented, and persistent one is - Emotional stability o how relaxed, secure, and unworried one iso How one handles stress- Openness to experience o how intellectual, imaginative, curious, and broad-minded one is- Values o abstract ideals that guide one’s thinking and behavior across all situations- Stereotyping o tendency to attribute to an individual the characteristics one believes are typical of the group to which that individual belongso sex-role, age, race/ethnicity - Halo effect o forming an impression of an individual based on a single trait- Burnout o state of emotional, mental, and even physical exhaustiono consequence of stress, being overwhelmed- Chapter 12- Why is motivation important?- Join your organization. You need to instill in talented prospective workers- the desire to come to work for you.- 2. Stay with your organization. Whether you are in good economic times or- bad, you always want to be able to retain good people.- 3. Show up for work at your organization. In many organizations, absenteeism- and lateness are tremendous problems. 15- 4. Be engaged while at your organization. Engaged employees produce higher quality- work and better customer service.- 5. Do extra for your organization. You hope your employees will perform extra- tasks above and beyond the call of duty (be organizational “good citizens”).- Maslow’s Heirarchy of Needs- Physiological- Safety- Belongingness- Esteem- Self-actualization- The Three Needs- Need for achievement o desire to achieve excellence in challenging tasks- Need for affiliation o desire for friendly and warm relations with other people- Need for power o desire to be responsible for or control other people- Two-Factor Theory o proposed that work satisfaction and dissatisfaction arise from two different factors - work satisfaction from so-called motivating factors and work dissatisfaction from so-called hygiene factorso Motivation comes from the work satisfactiono Demotivation comes from hygiene needs not being met.- Expectancy Theory- Expectancy o belief that a particular level of effort will lead to a particular level of performance- Instrumentality o expectation that successful performance of the task will lead to the desired outcome- Valence o the value a worker assigns to an outcome - Job simplification - the process of reducing the number of tasks a worker performs- Job enlargement consists of increasing the number of tasks in a job to increase variety and motivation- Job enrichment consists of building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement- Reinforcement theory o attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeatedoIncentive Compensation Plans- Piece rate o employees paid according to how much output they produce- Sales commission o sales reps are paid a percentage of the earnings the company made from