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

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