A manager is someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.Functions: planning, organizing, leading, controlling (performance evaluation)Roles: Interpersonal roles, informational roles, decisional rolesTop managers- highest level, CEO/CPO etc.; responsible for big picture thinking and long term company goalsMiddle managers- supervise managers and non mangers, do budget work, progressive duties, and are a liaison between levels of employeesFirst line managers- little financial responsibility, supervise non-managersThe triple bottom line it people, planet, profit. An approach that supports sustainability over simply making a profit.People lie- Safety violations often not reportedPeople don’t talk to each other- Departments don’t communicateSafety and responsibility cost money- Up front costs of safety/preventative measuresFew people bear witness- If higher ups don’t see something, they are unlikely to fix itNo one know what corporate social responsibility is- No universal standard, not widely taughtConsumers won’t pay morePeople progress through stages of ethical development1. Pre-conventionalJudge an action by it’s direct consequences; self interest driven2. ConventionalJudge an action by society’s view and expectations;3. Post-conventional (principled)Morality is guided by principles of right and wrong, that are independent of societal expectationsImagining what the other person would think is right/wrong given what they knowOrganizational cultureRisk and conflict tolerant environmentProtective mechanismsSomething to protect employees when they see something unethicalRole modeling ethical behaviorImportance of setting a good example; related to how a manager is rewarding/reprimanding employeesPerformance goals and AppraisalMake goals not just profit basedEmployee selectionBehavioral/ethical/integrity consideration, not just talent basedEmployees need an objectiveArticulate early on what will be expectedEmployees need meaningful contentClear whether or not the task they are doing is important to their jobs; include some kind of choice; link discreet conceptsEmployees need opportunities to practiceAdults learn best while doing it; advanced organizers helpEmployees need feedbackShould be provided as soon as possibleEmployees learn though social interactionTalking to others help them see diverse perspectivesEmployees need to be motivated to learnCould offer incentives, try to make it something they don’t dread, aligns them with their goalsTraining without transfer is a waste of time and moneyMust be learning something that the employees with actually use in their jobs; make it job relevantTypes of Training MethodsLecturesGetting information out to a lot of peopleTeam TeachingBrings in multiple perspectivesPanelsGreat for showing different view points; can be advanced so employees should have baseline trainingAudiovisual TechniquesGood way to supplement lecture and overcome some disadvantages**Tend to lack participation, be hard to relate to actual work fieldClimate for Transfer- will the skills transfer from training to the workplace?Participants’ (trainees) perception about a wide variety of characteristics of the work environment that facilitate or inhibit the use of trained skills/behaviorsManager support for the training program; looking for programs, allowing leaveManager and coworker support to use new skillsFeedback on new skillsReinforcement and lack of punishment; if mistakes are made and employees are punished they will not want to use new skillsPredictors of Job SatisfactionJob characteristics- Job satisfaction is determined by cognitive evaluations individuals make about job and organizationJob Characteristics Theory- if we can improve characteristics of a job this will lead to better psychological states and more job satisfactionPeople make internal comparisons, evaluate what they are being provided versus what they wantRange of affect theory- people differentially weigh different job characteristicsInternal Dispositions- some employees have tendency to be satisfied whereas others have tendency to be dissatisfiedPositive and negative affectivity, these are traits of an individual that are relatively stable throughout their lifeOutcomes of Job SatisfactionOther job attitudes- involvement, organization, etc.Behaviors:AbsenteeismTurnoverJob performanceOCBsWorkplace devianceOrganizational CommitmentExtent to which employees are dedicated to their employing organizations and are willing to work on their behalf, and the likelihood they will stay3 components/types:Affective- affection for your jobContinuance- based on the idea that employees make an investment in a job, decide they will commit because it’s too risky to leaveNormative- sense of obligation to stayMain outcome:Higher retention rate (low turnover)High performanceJob involvementIdentification with the job, how much the employee actively participates in it and considers his/her job performance to be important to self worthEngagementWanting to be present, connected to, satisfied with and enthusiastic about the jobPerceived organizational/supervisor supportFeeling valued, supported, and cared aboutPerceived fairnessDistributive justice- how fair rewards at work areProcedural justice- how fair you perceive the process of decision making (should you get the promotion?)Interactional justice- how you’re treated, how decisions are communicatesHollen’s Job SatisfactionPersonalityFit with career, job, and organizationCharacteristics of job/workHow you are treated my manager/co workersPay and rewardsGeneral guidelines for improving employee attitudes-Measure and be aware of employee attitudeSeek information to understand underlying causesThe ability to notice and manage emotional cues and information.Self awarenessSelf managementSelf motivationEmpathySocial skillsPerceptionActual reality is of secondary importance to perceived reality when it comes to understanding other’s behaviorFactors that shape (and distort) our perception:Perceiver, target, situationAttribution theoryFundamental attribution errorSelf-serving biasInternal and external attributionsInternal- I worked hard so I did goodExternal- her questions sucked, not enough timeAssumed similarity- the “like me” effectStereotypingHalo effect- overall impression of company impacts thoughts about company’s characteristicsPersonality and BiasesBeware of your biasesNot everyone is