MGMT 371: Final Exam
106 Cards in this Set
Front | Back |
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Organizational Culture
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consciously and subconsciously influences the mindset of employees
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Subconscious Priming
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Introducing an idea without the people knowing
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Beliefs
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Relationships taken to be truthful and correct. are responsible for values and artifacts
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Values
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How emploes "should" or "ought" to behave
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Artifacts
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Outward signs of behaviors
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External adaptation
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Encourages the behavior needed to achieve the organization's mission
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Internal integration
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Interactions are easier because employees understand eachother
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prima facie
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obvious case of discrimination
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Establishing Adverse impact of discrimination has 3 options
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1. Disparate selection rates
2. population comparison
3. restricted policy
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Disparate selection rates
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For qualified applicants the selection rate for protected classes should not be lower than 4/5 of the highest group.
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Population Comparison
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The percentage of protected employees should reflect their percentage in the surrounding community.
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Proof that hiring practices were legitimate
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1. Bona fide Occupational Qualification (BFOQ)
2.Business and Necessity
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Bona Fide Occupational Qualification
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Hiring a specific type of person is reasonably necessary for the normal operation of the enterprise
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Business Necessity
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Selection criteria are related to some aspect of job performance- if you suck at the job tests. sorry.
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Job relatedness
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A mix of tests that accurately correlates with job performance by seeing a graph that is linear and positive.
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4 tests to predict job performence
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1. Knowledge
2. Specific Abilities
3. General cognitive Ability ("g" or I.Q.)
4. Personality
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Realistic job previews
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Provides ob applicants with all pertinent and realistic information about a job and an organization
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What 3 things do realistic job previews help do?
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1. Increase job acceptance
2. Reduce turnover
3. Increase job performance
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Transactional leaders
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excel at management functions
clarify job requirements
Reward appropriate behavior
Emphasize plans and schedules
help meet social needs of subordinates
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Charismatic leader
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Inspire people to do more
lofty vision for future
display ability to understand and empathize with followers
empower subordinates
influential
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Who triggered charismatic leader fad?
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Lee Iacocca
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Sources of power
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Position or Personal
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Position power
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1. reward power
2.Coercive Power
3. Legitimate power
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Reward power
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authority to reward others
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Coercive power
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Authority to punish or recommend punishment
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Legitimate power
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Authority granted to a formal management position
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Personal power
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1.Expert
2. Referent
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Expert power
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Special knowledge or skills in areas related to subordinate jobs.
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Referent power
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Identification with, respect and admiration for , and desire to emulate the leader.
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A leaders actual power depends on subordinates' what?
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perception
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what types of power do not require the leader to monitor or observe subordinates' behavior?
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Legitimate, expert, and referent power
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What did the Milgram study of Obedience prove?
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Leader's power can cause subordinates to suspend their moral judgement
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What did Zimbardo Prison Experiment show
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Excessive power can have a negative effect on the leader
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Information
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Data that reduce uncertainty ( increase knowledge)
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Data
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Potential information
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Downward communication
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1. influencing employees
2.job instructions
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Horizontal communication
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1. coordinating operations
2.problem solving
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Upward Communication
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1. Interpreting conditions
2. problems and exceptions
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Filtering
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The tendency to withhold information when there is potential negative impact.
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How to avoid filtering problems
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1. Remove fear of reporting bad news
2. Proactively seek lower-level information
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Omission
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Some information is lost in the process
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Distortion
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Information is added or changed
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Process of delivery of information
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source encodes message > Goes through noise> receiver decodes message>Receiver encodes message to send back feedback>Source decodes message again
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Techniques for enhancing communication
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1. use clear , direct language
2. consider expectations, background, and emotions of the receiver
3. Avoid information overload
4. Listen attentively
5. maintain/enhance credibility
6. Match the richness of the channel with the content of the communication
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Listening Techniques
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Echo back ( silently repeat back what person has said)
Echo questions: (silently ask questions about what the other person has said.
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Organizational environment
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All elements that have the potential to affect the organization ( competitors, resources)
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General environment
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Affects organization's indirectly ( social, economic, legal/political)
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Task Environment
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Closer to organization and includes sectors that conduct day to day transactions with the organization and directly influence its basic operations and performance.
( Competitors, suppliers, customers, labor market)
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Internal environment
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The elements within the organization's boundries
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International dimension
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Events originating in foreign countries as well as opportunities for U.S. companies in other countries.
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Technological dimension
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Scientific and technological advancements in a specific industry as well aas in society at large
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Sociocultural dimension
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Represents demographic characteristics as well as the norms, customs, and values of the general population
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economic dimension
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represents general economic health of the country or region in which organization operates.
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legal political dimension
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Government regulations at the local, state, and federal levels as well as political activities designed to influence company behaviors
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Pressure groups
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work with in legal political framework to influence companies to act in a socially responsible way
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natural dimension
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All elements that occur naturally on Earth that affect an organization
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Task environment involves what 4 things?
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1. customers
2. Competitors
3. Suppliers
4. Labor Market
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Boundry spanning roles
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link and coordinate organization with key elements in external environment
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merger
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2 or more organizations combine into 1
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Joint venture
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Strategic alliance by 2 or more organizations
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Story
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true narrative passed down through org.
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Hero
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Figure that exemplifies culture of the org.
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Adaptability culture
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Emerges in an environment that requires fast response and high-rik decision making
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Achievement culture
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A results-oriented culture that values competitiveness personal initiative, and achievement
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Involvement culture
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High value on meeting needs of employees, cooperation, and equality
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Consistency culture
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values and rewards a methodical rational, orderly way of doing things
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High Performance Culture
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managers emphasize values and business results
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cultural leaders
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Define and articulate important values that are tied to a clear and compelling mission
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Human resource management
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Design and application of formal systems to ensure the effective use of human talent to accomplish organizational goals
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Human capital
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economic value of the combined knowledge, experience, skills, and capabilities of employees
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Discrimination
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Hiring or promoting applicants based on criteria that aren't job related
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Affirmitive aciton
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requires employees take positive steps to guarantee equal employment opportunities for people within protected groups
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Matching model
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HR approach to matching an organization's and an individual's needs and values
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Recruiting
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Activities or practices that defined desired characteristics of applicants for specific jobs.
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Job analysis
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Systematic process of gathering and interpreting information about essential duties of a job
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job description
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what a job is
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job specification
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What skills an employee needs in order to perform job correctly
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nondirective interview
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interviewer asks broad questions and doesn't interup
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panel interview
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several interviewers
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On the job training
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Experienced employee teaches a new employee
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corporate university
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In- house training and development facility that offers broad-based learning opportunities
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compensation
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All monetary/nonmonetary goods or benefits used to reward employees
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Job evaluation
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process of determining value of jobs within an organization through an examination of job content
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wage and salary surveys
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show what other organizations pay incumbents in jobs that match a sample of key jobs selected by org.
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Organizationalcommittment
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loyalty and engagement within one's work org.
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cognitive dissonance
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psychological discomfort that occurs when 2 attitudes conflict
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perception
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cognitive process people use to make sense out of environment
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halo effect
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someone judges employee off of one characteristic
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projection
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seeing own personal traits in other people
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perceptual defense
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tendency to disregard things threateningto htem in order to proect themselves
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attributions
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judgements about what cause a peron's behavior
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fundamental attribution error
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tendency to underestimate the influence of an external factor on another person's behavior and to overestimate influence of internal factors
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self-serving bias
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Tendency to overestimate contribution of internal factors to one's success and the contribution of external factors to one's failures
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Big 5 personality factors
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1. extroversion
2. agreeableness
3. conscientiousness
4. emotional stability
5. Openness to experience
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Locus of contorl
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Determines weather an individual places responsibility of success or failures on himself or outside forces
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Authoritarianism
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Belief that power and status should exist within an org.
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MAchiavellianism
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A tendency to direct one's behavior toward acquisition of power and manipulation of other people for personal gain
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Type A behavior
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Extreme competitiveness, impatience, aggressiveness, and devotion to work
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Type B behavior
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Balanced, relaxed approach to life
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Role ambiguity
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uncertainty about what behaviors are expected of a person in a particular role
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Role conflict
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incompatible demands of different roles
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servent leader
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leader who serves others by working to fulfill followers' needs and goals as well as to achieve the organization's larger mission
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authentic leadership
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leadership by individuals who know and understand themselves and lead by ex.
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contingency approach
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A model of leadership that describes the relationship between leadership styles and specific situations
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Situational model
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Links leader's behavioral style with readiness level of followers
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Strategic communication
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A dialogue across boundries and hierarchical levels about the team or organizations vision
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