MGMT 309 Exam 3 Study Guide Lectures 14 19 Lecture 14 Chapter 18 Managing Interpersonal Relations and Communication Types of Communication Networks Wheel most centralized Y Circle Chain All Channel most decentralized Based on leaders dissemination of information employees interaction sensitivity of information Barriers to Effective Communication Individuals Conflicting signals credibility on subject reluctance to communicate poor listening skills Organization semantics same word meaning different things to different people differences in status perceptions noise overload Communication conveying information to another person Effective communication conveying information effectively so that receiver understands information Key Principles for Communication Maintain or enhance self esteem Listen and respond with empathy Ask for help and encourage involvement Share thoughts feelings and reasoning Provide suppose without doing job for them Lecture 15 Chapter 11 Basic Elements of Organizing Organizing How to divide an organization into elements Job Rotation helps to provide benefits of job specialization without the drawback of boredom Task Identity extent to which the worker does a complete or identifiable portion of the total job Autonomy amount of control the worker has over the work being performed Departmentalization Departmentalization process of grouping jobs according to some logical arrangement Adv Department coordination is easier Performance of individual products or groups of products can be assessed Skilled specialists can deal with unique customers better Dis Accountability and performance are harder to monitor Reporting and Authority Unity of Command each person within the organization must have a clear chain of command and report to only one person Span of Management Span of Control Interactions Direct managers relationship with each subordinate Group between groups of subordinates Executive spans shouldn t exceed six people Lower level jobs have more interactions due to more specialized type of job to product relationship Authority power legitimized by organization Problems with Delegation Manager Disorganization prevents planning work in advance Subordinate Avoids risk and responsibility Centralization Retains power and authority with upper level management Coordination Linking activities between departments within an organization Rules and Regulations routine coordination of activities that set priorities and guidelines for procedures A task force disbands after objective is completed Staff positions may not have authority over line positions but have expert knowledge over issues that may affect line positions Lecture 16 Chapter 13 Managing Organization Change and Innovation Changes can cause ripple affects Planned Change designed and implemented in an orderly and timely fashion in anticipation of future events Unfreezing person must be shown why change is needed Resisting Change Uncertainty about extent and affects from change Different Perceptions of the effects of change and their outcomes Force field analysis determining reasons for and against change Overcoming resistance to change Find and eliminate reasons against changes Keep people informed Make only necessary changes Announce change ahead of time Allow time to adapt to changes Use a blend of top down and bottom up involvement to reengineer Organizational Techniques Diagnostic surveys questionnaires Education role playing Third Party Peacemaking mediation and negotiation Technostructural Activities design and technology of company Coaching and Counseling getting 360 degree feedback Lecture 17 Forms of Innovation Radical Technical Product Incremental Managerial Process Innovation Managed effort in an organization to create new products services and find new uses for existing products services Radical innovation fundamentally changes the nature of competition in a particular industry Incremental innovation does not significantly affect competition in an industry Managerial Innovation change within management process on how products are created built or delivered It is not necessarily a change in the product but a change in the business process Sponsors top level management who approves and supports project A manager who is willing to advocate a new idea Lecture 18 Chapter 14 Managing Human Resources in Organizations Human Resource planning is part of the strategic planning process Protected Classes are race color national origin sex religion and age Adverse Impact When minority group members pass a selection standard at a rate less than 80 of the rate of the minority group Pregnancy Discrimination Act outlaws discrimination on the basis of pregnancy Age Discrimination in the Employment Act of 1967 outlaws discrimination against anybody over 40 years old Employee Retirement Income Security Act of 1974 ERISA Sets standards for pension plan management and provides federal insurance if pension goes bankrupt Emerging Legal Issues Sexual Harassment Quid pro quo in exchange for and hostile work environment Alcohol and drug dependencies HIV AIDS in workplace Dual Career Families Delaying Transfer Offering employment to spouses Providing more flexible work schedule and benefits Job Analysis helps in creating evaluations for performance of different positions Job Specification listing of the knowledge skills abilities and other credentials the incumbent jobholder has for their current position Lecture 19 Predictive Validation correlating previously collected test scores of employees with the employee s actual job performance Interview validity can be improved by using structured interviews and training the interviewer Assessment centers are expensive and time consuming therefore they are only used for managerial candidates Web based and electric training are common training methods Performance tests measure ability but not motivation Rankings are difficult to make across work groups Central tendency error when an evaluator gives everybody the same rating to avoid conflict between workers Decision about facts Assessed level of performance How why assessment was given How can the employees performance be improved Wages hourly compensation paid to employees Size Success of firm as well as levels of unemployment are factors in wage level decisions Benefits are indirect compensation Collective Bargaining process of agreeing on a mutually consensual contract between management and labor