196 Cards in this Set
| Front | Back |
|---|---|
|
T/F? Managers are the same as leaders.
|
FALSE
|
|
Managers
|
ensure that organization achieves goals and objectives
|
|
How to managers ensure that organization achieves their goals?
|
-planning
-organizing
-leading
-controlling decisions
-allocating resources (people, $$, fixed and soft assets)
|
|
successful managers
|
get promotions and move up in their career
|
|
effective manager
|
"get the job done"
|
|
T/F? Being successful and being effective are mutually exclusive.
|
FALSE
|
|
Successful managers tend to _____ a lot more.
|
network
|
|
T/F? Americans tend to take advantage of their vacation time.
|
FALSE
|
|
determinants of employee performance
|
-productivity
-absenteeism
-turnover
|
|
______ has mandatory turnover.
|
Microsoft
|
|
Rate of turnover in fast food
|
500%
|
|
job satisfaction
|
link between job satisfaction and productivity
|
|
Job satisfaction is negatively related to _________ and _______.
|
absenteeism; turnover
|
|
challenges & opportunities in building company
|
-employees getting older (baby boomers)
-more women in workplace
-more minorities
"the world is flat"
- historical loyalty bonds between employees and employers are severing: people hop around!
|
|
"The world is flat"
|
Thomas Friedman: access to information and internet makes world flatter
|
|
"I trust everyone. It's the _______ I don't trust."
|
the devil inside them
|
|
____ of Fortune 100 companies have been accused of fraud.
|
40
|
|
$227,000,000,000
|
fines and penalties over the past 15 years faced by big Fortune 100 companies
|
|
Boeing, Merrill Lynch, Intel
|
Fortune 100 companies
|
|
What leaders want in their people
|
"inward values that determine outward actions"
|
|
values leaders want:
|
characters, benevolence, boldness, dependability, diligence, endurance, enthusiasm, flexibility, honor, loyalty, wisdom
|
|
personality
|
relatively stable set of characteristics that influence individual's behavior
|
|
Personality is the way we _____ and ____ with others.
|
react; interact
|
|
big 5 model of personalities:
|
- extroversion
-agreeableness
-conscientiousness
-emotional stability
-openness to experience
|
|
extroversion
|
comfort level with new relationships
|
|
agreeableness
|
propensity to defer to others
|
|
conscientiousness
|
reliability
|
|
emotional stability
|
stress
|
|
openness to experience
|
creativity and novelty
|
|
locus of control
|
belief that life is controlled by oneself versus outsiders
|
|
internal locus of control
|
people controlled
|
|
external locus of control
|
outside forces control, i.e. luck or chance
|
|
"Father of Political Theory"
|
Niccolo Machiavelli
|
|
machiavellianism
|
one must manipulate and maintain emotional distance: "better to be feared than loved" "end justifies the mean"
|
|
self-monitoring
|
sensitive to external cues to behave differently: flexible, mobile, better performance (less loyalty?)
|
|
In the survival game, perfect synergy occurred when _______.
|
as an individual, you died...but as a team, you lived.
|
|
negative synergy occurred when...
|
senior management in set in their old ways
|
|
____ individual students survived; ____ additional students survived because of teamwork
|
16; 64
|
|
synergy
|
how to put people together to get better results; "the breakfast of champions"
|
|
"Teams that work together synergistically produce ________ ______."
|
extraordinary results
|
|
synergistic decision making
|
(1) people supportive of one another
(2) follow rational sequence of activities in dealing with a problem
(3) can perform beyond the sum of individual parts
|
|
interpersonal process
|
listening to others
support to do well
constructive differing
participating equally in group discussions
|
|
listening
|
objectively weighing, trying to understand others' POV, periodically review
|
|
constructive differing
|
speaking without accusation and implications (be tactful), focus on WHY different, treating differences as ways to source new ideas
|
|
participating
|
problem as a group: does everyone agree?
ALL members should feel comfortable in sharing
|
|
Rational Process
|
1. analyze situation
2. identify objectives and goals
3. simplify the problem
4. alternative strategies
5. discuss the consequences
6. interpersonal skills
|
|
1. analyze the situation
|
sort out the facts from the assumptions; unchallenged and unrealistic assumptions are primary cause of mistakes;
helps teams avoid jumping to conclusions and leaping to action
|
|
2. setting objectives
|
the ultimate objective was to survive;
leaving would have been a alternative course of action
confusion between objectives and actions is one reason people tend to "leap before they look"
|
|
3. simplify the problem
|
break it into smaller, more manageable parts
|
|
4. consider alternatives
|
know what choices you have: stay or leave, the decision between these two is critical to survival
|
|
5. discuss consequences
|
all of the members discuss, have each member list advantages and disadvantages
|
|
6. improve interpersonal skills, like..
|
a. listening to others
b. supporting the efforts of members
c. differing constructively
d. ensuring that everyone is participating in discussion
e. striving for CONSENSUS
|
|
consensus decision
|
effective decisions = quality * acceptance
|
|
T/F? You should use voting and majority rule to defeat dissenting members.
|
false
|
|
"In general, ____ make better decisions than ______."
|
groups;
individuals
|
|
two aisles of individual behavior
|
"values, attitudes, personality, ability"
and
"motivation, perception, learning"
|
|
national culture
|
influences dominant personality of its populace
|
|
____ reflects the national personality characteristics and is a major challenge for multinational corps.
|
culture
|
|
In ethical behavior, ____ are the most influential factor.
|
bosses (leaders set tone and unethical sounds)
|
|
gorilla video
|
an exercise in perception
|
|
perception
|
sensory experience of the world around us and allows us to act within our environment
|
|
"Every individual has a different ____".
|
perception
|
|
personality and ______
|
perception
|
|
job satisfaction
|
collection of feelings an individual associates to their job
|
|
causes of job satisfaction
|
a. work itself
b. pay (to certain degree)
c. advancement opportunities (***)
d. supervisor support
e. coworker support
f. individual's personality
|
|
where does job satisfaction lead?
|
- decreased turnover
- decreased absenteeism
- decrease in deviant behavior
- rise in customer satisfaction/productivity/profits
|
|
____% of firms use personality tests
|
30
|
|
type of personality test we used
|
myers briggs (from 60's)
|
|
attribution theory
|
processes by which individual explains CAUSES
|
|
fundamental attribution error
|
tendency to focus on errors caused by the person's behavior rather than situation
|
|
self-serving bias
|
internal factors for success and then it's the external, uncontrollable factors that lead to failure
|
|
job of most important person in company
|
CEO
|
|
job satisfaction
|
challenging work, good boss/coworkers, promotions, increase in wages, personality of employee
-decrease in turnover, absenteeism, increase in PROFITS
|
|
"When placed in a difficult situation, most people will...
|
follow the path of least resistance."
|
|
cognitive dissonance
|
inconsistency between our attitudes, behaviors, beliefs, values, emotions
- powerful motivator to change
- seek to DIMINISH dissonance
|
|
his examples of cognitive dissonance
|
accountant, environmentalist, Martha Stewart, smokers
|
|
captains with convicts to Australia: pay them for # of convicts getting OFF ship
|
example of motivation
|
|
motivation
|
WILLINGNESS to do something to satisfy some need
|
|
Motivation is the process that accounts for your ____, ____, and ______ to achieve goals.
|
intensity
direction
persistence
|
|
motivation is rooted in maximizing _____ and minimizing _____.
|
pleasure;
physical pain
|
|
Maslow's Hierarchy of Needs
|
Abraham Maslow in 1943: "the theory of human motivation"
|
|
Only _____ needs influence behavior.
|
unsatisfied
|
|
what is Maslow's hierarchy?
|
physiological needs --> safety/security --> love & belonging -->self-esteem --> self-actualization
|
|
Douglass McGregor
|
from the MIT Sloan School, developing Theory X and Y
|
|
Theory X and Y are theories _____ hold.
|
perceptions that managers hold
|
|
theory x
|
assume employees are lazy, want to avoid work, dislike work
|
|
theory y
|
employees are self-ambitious, self-motivated, self-controlled
|
|
T/F? Theory X and Y are at different sides of the same continuum.
|
False; NOT as different sides: they are two different continua in themselves
|
|
theory x
|
seeks formal direction, little ambition
|
|
theory y
|
self-directed, work is natural, innovative decisions
|
|
Herzberg's 2-factor theory
|
idea that attitude directly influences motivation
|
|
the 2 factors, according to Herzberg
|
hygiene + motivation
|
|
hygiene factors
|
extrinsic, dissatisfaction
-if absent, result in demotivation
-QUALITY OF BOSS, PAY, COMPANY POLICIES, PHYSICAL WORK CONDITIONS, OTHERS, JOB SECURITY
|
|
motivation factors
|
intrinsic:
PROMOTIONS, PERSONAL GROWTH, RECOGNITION, RESPONSIBILITY, ACHIEVEMENT
|
|
_____ and _____ act independently of each other.
|
satisfaction, dissatisfaction
|
|
5 parts of job characteristics model
|
skill variety
task identity
significance
autonomy
feedback
|
|
skill variety
|
utilizing different skills on the job
|
|
task identity
|
completion of a whole (from beginning to end)
|
|
task significance
|
substantial impact on lives and work of others
|
|
example of task significance
|
Phillip Morriss (cigarette company) and McCombs
|
|
autonomy
|
freedom and discretion in how work gets done
|
|
feedback
|
direct and clear info on performance
|
|
equity theory
|
fair treatment;
structure of equity based on ratio of inputs and outputs (compared with coworkers)
|
|
Equity = ______
|
egalitarian
|
|
theory Z
|
Japanese management style from the 1980s
|
|
With theory Z, to increase employee loyalty. you...
|
give them a job for life
|
|
more on theory z
|
treat employees well, stable employment, productivity, and boosting employee morale
|
|
employee recognition programs
|
important in creating a powerful workplace
|
|
"rewarding behavior with recognition lead to _____"
|
repetition
|
|
rewards for ____
|
performance
|
|
another important tenet in employee recognition programs
|
visibility of recognition process (transparency)
|
|
employee stock option plan
|
employee acquire stock at below-market prices as part of their benefits
|
|
With ESOP, employees become this.
|
"the owners"
|
|
T/F? ESOP is an opportunity to increase job satisfaction, motivation and wealth.
|
True
|
|
ESOP: options
|
right to purchase stock at predefined price over predefined period
|
|
ESOP: vesting period
|
period of time over which you receive options (promotes longevity)
|
|
ESOP: trigger
|
set period of time/special event that allows you to participate in ESOP (perhaps revenue target or 1 year mark)
|
|
ESOP: option price
|
pre-determined price for options (often slightly below market price)
ex. Dell, public back to private
|
|
How many shares can you own?
|
depends on size of the company, smaller--own more shares
|
|
At Dell, ___% stock is owned by insiders.
|
15
|
|
Whole Foods
|
1% insiders own stock
|
|
National Instruments
|
28% of insiders own stock
|
|
important tips for ESOP
|
read disclosures, expect vesting over period of 4 years, one year of employment,
get ESOP tied to performance,
get options
|
|
T/F? Be willing to negotiate ESOP.
|
true
|
|
T/F? If given the option, select short-term bonuses in place of stock if the company is growing.
|
false; if company is growing, be willing to take stock and trade off short term bonuses!!!
|
|
work teams
|
-complementary skills (diversity)
- common mission
- performance goals
- accountability
|
|
reasons why teams are good
|
good at performing complicated, complex tasks
|
|
T/F? Teams generally improve and outperform individuals on tasks.
|
true
|
|
Teams are more flexible and responsive to ____.
|
change
|
|
By facilitating employee participation, you create ______.
|
commitment
|
|
T/F? Teams decrease employee motivation.
|
false
|
|
T/F? Effective and loyal teams get results.
|
true
|
|
What do workplace teams look like?
|
relaxed, informal atmosphere.
members listen and participate.
express themselves: feelings & ideas
conflict and disagreement on ideas or methods
members know their purpose and function
consensus decision-making
|
|
the most prominent elements of group
|
role people play
|
|
role
|
to engage in a set of expected behavior patterns attributed to occupying a given position in social unit
|
|
Zimbargo's Stanford Prison Experiment
|
merely lasted a couple of days,
roles: guards and prisoners
|
|
norms
|
accepted standards of behavior within group that are adopted and shared by the group
|
|
Hawthorn studies is an example of ____.
|
norms in teamwork
|
|
Hawthorn Studies
|
Wester Electric, productivity when lights increased/decreased
|
|
results of Hawthorne Studies
|
found that employees united when they felt they were going to lose their jobs; needed to stick together
|
|
group standards
|
sentimentality and security
|
|
status
|
socially defined position/rank given to group members by others
|
|
determinants of status
|
- power they yield
- ability to contribute to goal
- impact?
high status members given more freedom
interaction impacted
cultural differences
|
|
cohesiveness
|
degree members in group are attracted to, trust, motivated to stay with each other
|
|
high level of cohesiveness decreases _______.
|
anxiety and tension
|
|
how to promote cohesiveness
|
make groups smaller, encourage agreement on goals, increase time spent together in and out of office, increase status and perceived difficulty of membership
|
|
conformity
|
desire to be one of group and avoid being visibly different
|
|
T/F? The level of conformity in the U.S. has increased lately.
|
false
|
|
an example of conformity
|
Asch study with the different length lines
|
|
size of groups
|
smaller groups faster at finishing tasks (3-4 people); large groups are better at problem solving
|
|
social loafing
|
increase in group size inversely related to individual performance (**)
|
|
composition
|
diversity increases conflict and stimulates creativity...this leads to improved decision-making
|
|
T/F? Sports teams are good model for workplace teams.
|
true
|
|
sports teams
|
- integrate cooperation and competition
- score early wins
- avoid losing streak s
- practice makes perfect
- use half-time breaks
- have stable membership
|
|
scoring early wins
|
build team faith in themselves and their capacity as a team
|
|
Hockey shows that ___% of the time, tea ahead at first period goes on to win.
|
72
|
|
T/F? Managers should provide team with early, easy tasks.
|
true; simple and easy wins
|
|
_____ can lead to downward spiral if team becomes demoralized.
|
failures
...so instill confidence!
|
|
practice makes perfect
|
learn from mistakes IN PRACTICE
- keep mistakes internal
|
|
"half-time breaks"
|
reassess what is working or not
build in assessments to evaluate what can be improved
|
|
stable membership
|
anticipate each other's moves and stability is super, super important
|
|
You should have these two things simultaneously.
|
great technical skills
+
people skills
|
|
Varsity team lacked:
|
trust, confidence, bonding, leadership, team identity
|
|
T/F? Conflict is always bad.
|
false; certain level is good (for members to accept criticism, there must be a level of respect)
|
|
trust
|
team trust is important when individual achievements cannot be judged
|
|
T/F? Crew team must trust the out-of-sync rower to get back on tempo.
|
true
|
|
team identification
|
provides an emotional value; feel secure and valued
|
|
intergroup rivalry
|
leads to competition between JV and varsity (distinction came to be the dominant boundary to define the teams)
|
|
intergroup rivalry causes a ______
|
vicious spiral
|
|
lessons from Army Crew case study
|
1. leaders need to select right mix of members: tech. skills and interpersonal
2. early wins
3. team trust - individually and as a whole
4. interventions need to come sooner
|
|
"Teams must be more than ______."
|
sum of its parts
|
|
"Strong team identity..."
|
motivates team members and increases team trust
|
|
Lincoln Electric, an exercise in....
|
understanding the meaning of life
|
|
"best manufacturing company in the world"
|
Lincoln Electric
|
|
What is Lincoln Electric's approach in paying its workers?
|
individual performance that they pay well for
|
|
T/F? Lincoln Electrics system in how it pays its workers works poorly.
|
False; works very well
|
|
__-___% return on their equity
|
10-15%
|
|
At LE, their growth is ________.
|
internally financed
|
|
T/F? LE worldwide market share increases.
|
true
|
|
LE: "low cost producer and continually ____"
|
reducing costs
|
|
LE policies
|
clear, transparent, fair, consistently enforced, consistent with product marketing strategy
|
|
mantra of LE
|
"increase value, decrease cost"
|
|
T/F? LE's executives seem to live by exactly the same rules.
|
true
|
|
piecework pay
|
one of their key policies
|
|
other key policies
|
- piecework pay
- guaranteed employment
- bonus on company performance
- communication and cooperation between functions
|
|
marketing, product engineering, process engineering in product design
|
most places: these are silos, not at LE
|
|
T/F? LE tracks highly motivated individuals.
|
true
|
|
LE worked to reduce distinctions between _____ and ____.
|
management; workers
|
|
management advisory board
|
everyone wants to increase value
|
|
lack of union in LE effects?
|
everyone treated the same
|
|
shared values between management and workers
|
- lifetime employment
- customer need focused
- salesmen know welding
- honesty and fairness throughout
- minimalization of conflict because all share goal of high profits and high bonuses: INCENTIVIZED TOGETHER
- promote from within
|
|
benefits of lifetime employment
|
accumulate experience and knowledge
|
|
other reasons LE operates so well:
|
share goals and values
improve communication and remove barriers to efficiency
|
|
problems of LE?
|
- guaranteed employment
- promote from within and hiring only TWO entry-level positions
- strong company culture and values
- continual efficiencies reduce value-added ("value chain")
|
|
Is its success transferrable?
|
barriers: unions, mutual trust, shared values, strong culture (took years to build)
|
|
components that CAN be transferred from LE:
|
1. advisory board
2. early involvement of engineers in product design
3. training salesmen to be knowledgable in products' use
4. promoting transparent and open communication
|
MAN 320F:Exam 1