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an organizational culture with a consensus on the values that drive the company and with an intensity that is recognizable even to outsiders. also deeply held, widely understood and resistant to change
most of these companies are midrange |
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| overwhelm the effects of individual personalities |
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| individual personalities have a stronger influence. open to a lot of interpretation |
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| Beliefs that all members of specific groups share similar traits and are prone to behave the same way. |
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| The tendency for our overall impressions of others to affect objective evaluations of their specific traits; perceiving high correlations between characteristics that may be unrelated. |
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| One where the people are united by common standards and those standards provide the basis for all their actions. It reflects the values, beliefs, and attitudes of its members |
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| symbols of culture in the physical and social environment |
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| underlined belief about what should and should not be |
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| deeply held beliefs that guide behavior and tell members of an organization how to think about things |
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| - View others as having thoughts and feelings, etc. (particularly undesirable) that we actually have. |
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| Can be purposeful or unconscious. Example: A manager writes something insulting on an employee’s evaluation and then the manager denies the comment was meant in a bad way. |
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| The tendency to form lasting opinions about an individual based on initial perceptions |
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| The tendency to focus on some aspects of the environment while ignoring others |
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| Self full-filling prophecy |
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| Thinking things will turn out a certain way, then working only toward the predicted level. |
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| Where people initiate actions |
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| Where people react to there environment |
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| Fundamental Attribution Error |
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| We attribute the behaviors of others to internal factors. |
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| Explanations of how people assign responsibility and the cognitive processes by which they interpret the causes of their own behavior and the behavior of other people |
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| argues that a culture is good only if it fits the industry or the firm’s strategy. |
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| An organizational culture that encourages confidence and risk taking among employees, has leadership that produces change, and focuses on the changing needs of customers. Trys to meet the needs of everyone. Promote long term performance |
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| the process through which people acquire social knowledge and skills necessary to correctly assume new roles in a group or an organization. |
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| Where you fit in at an organization |
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| Make decisions about long term goals |
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| try to antisapate how many people they need to hire |
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| Attempts to achieve high performance through reducing costs associated with production or delivery of product or service. Reducing cost |
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| Attempts to achieve high performance through differentiating products or services from those of competitors. |
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| – Simply that the firm focuses on a small part of the market – a niche. |
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| Integrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers |
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| Control-Oriented Work System |
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| that minimizes employee knowledge and skill requirements, and seeks to limit the variability of performance across people |
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| High Performance Work System (HPWS) |
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| Is a specific combination of HR practices, work structures, and processes that maximizes employee knowledge, skill, commitment, and flexibility.Is composed of many interrelated parts that complement one another to reach the goals of an organization, large or small |
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| eliminate status and power difference |
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| A shift away from the mentality of command and control toward one more focused on employee commitment |
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| Employees in high-performance work systems need to learn in “real time,” on the job, using innovative new approaches to solve novel problems |
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| Performance-Reward Linkage |
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| It is important to align employee and organizational goals. When rewards are connected to performance, employees will naturally pursue outcomes that are mutually beneficial to themselves and the organization. |
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| Organization meeting key goals and strategies with whichever system they are using |
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| check to see if all HR strategies fit together |
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| select people with the right knowledge skills to fit the job |
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| select people who fit with the overall organizational values |
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| The process of reducing the number of applicants and choosing from among the individuals who have the relevant qualifications. |
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| The degree to which a test or selection procedure meaures a person's attriibutes |
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| Organization obtains measures on the selection device (predictor) and the criterion (job performance) at the same time from current employees |
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| Organizations obtain the measure of the selection device from job applicants. These applicants are hired randomly or using the current selection device. After the new hires have worked on the job for some time, job performance measures can be obtained |
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| Organizations allow a high score on one device to compensate for a low score on another device. |
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| Organization decides that a minimum score on each device is necessary. |
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| A sequential strategy in which only the applicants with the highest scores at the initial test can go on to other stages. |
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| Must first pass the first selection task, the you may use compensatory |
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| Can provide an evidence of communication and interpersonal skills. Can gain insight into a candidate’s personality and interpersonal styles |
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| : Use a set of established questions (standardized questions and looking for standardized answers) |
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| The interviewer has great discretion in choosing questions to ask |
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| Hypothetical Situation: How would you respond? |
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| Applicant is asked questions based on what you did in the past in a given situation. |
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| Degree to which selection devices yield consistent results – over time and different measures.Free of errors. |
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| Has the same applicants repeat steps of the selection process. The two scores are then correlated to arrive at an estimate of the reliability of the selection device. |
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| Interrater reliability/agreement |
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| Measure of the consistency of information between two independent interviewers |
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| trys to engage the agent to act in certain ways |
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| has their own utility function that may or may not make corespond with the principal |
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| . Identify the factors that the employer is able to control as well as the constraints he or she faces when trying to motivate employee effort.(3) |
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1)Compensate effort
2)Provide incentive systems
3)Create a system the employee does not want to leave |
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| Maslow’s Hierarchy of Needs |
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| Must satisfy lower levels before higher levels become important |
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| Needs that are satisfied externally; physicological and safety needs |
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| Needs that are satisfied internally;social, esteem, and self-actualization needs. |
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| How to manage individuals ruled by lower order needs |
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| How we manage individuals run by upper level needs |
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| How you come up with ways to remember things |
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| Lists the Barriers to social perception |
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Stereotypes
Halo Effect
Projection
First impression error
Perceptual Distortion
Selective Perception
Self-Fulfilling Prophecy |
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| four functions of organizational culture within the organization. |
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-Provides a sense of identity to members and increases their commitment to the organization.
-Culture is a sense making device for organization members.
-Culture reinforces the values in the organization.
-Culture serves as a control mechanism for shaping behavior. |
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| Sustained competitive advantage through people is achieved if these human resources: |
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Are valuable.
Are rare and unavailable to competitors.
Are difficult to imitate.
Are organized for teamwork and cooperation. |
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