Term
| Challenges Facing Current and Future Managers |
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Definition
| Changing Values, Declining Loyalty, Diversity, Globalization, Bi-Modal Workforce, Volatility of the Workplace, virtuality of the workplace |
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Term
| Challenges facing managers - Declining Loyalty - Relational vs Transactional |
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Definition
Relational- People who stick with one company
Transactional- People who move in and out of a company based on the companies needs |
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Term
| Challenges facing managers - Declining Loyalty -Protean Careers |
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Definition
| Career where employees shift between companies more and more. Companies become more cut throat to get talent |
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Term
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Definition
| trend of highly skilled workers or no skills workers. Few people are left to work the the "semi-skilled" jobs |
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Term
| Challenges facing managers- Volatility and virtuality |
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Definition
Volatility- A changing workplace due to a faster product life cycle, global events, etc.
Virtuality- Lack of face to face interactions due to technology. |
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Term
| Hard Fact- On what basis are business decisions frequently made in organizations? |
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Definition
Casual Benchmarking- The process of comparing to others. Often compared to/copied on the wrong measure for companies that may have different markets, cultures, etc.
Doing What has worked in the past- May not work due to a misunderstanding of what was successful, different environments
Following Deeply held, yet unproven ideologies- Sticking to beliefs without testing them |
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Term
| Management History- Scientific Management Method |
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Definition
| By Fredrick Hawthorne, using efficiency studies to find the most efficient way to work. Lots of attention to small details about the work environment. Practiced by UPS today. The older method of thinking |
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Term
| Management History - Human Relationship View |
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Definition
| The attitude of the people will effect the outcome of their work. Modern method of thinking |
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Term
| Nature vs Nurture on Personalities |
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Definition
Nature- People are natually who they are.
Nurture- People are raised to be a certain way.
Studies show personalities are 50/50.
30% of job satisfaction is genetic |
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Term
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Definition
| When people are in a job that fits their personality, they tend to do better |
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Term
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Definition
| when the organization fits the persons culture, they tend to do better |
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Term
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Definition
Internal locus=it happened because I did it.
External=It happened because of luck |
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Term
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Definition
Type A-Good under pressure
Type B- More laid back, good at considering options and making methodical judgements |
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Term
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Definition
| High machs are more manipulative and do well in organizations with loose rules that can be stretched. |
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Term
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Definition
Positive- Optimistic, upbeat
Negative- Pessimistic, can play devils advocate. |
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Term
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Definition
| Intelligence is important in higher skilled jobs. In more mechanical jobs it is not as important |
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Term
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Definition
| The ability to know and control your emotional mood |
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Term
| Motivation Theories- Maslow's Hierarchy needs |
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Definition
| pyramid of needs with the basic human needs first (safety, physiological, social) followed by the emotional needs second (self esteem, living up to potential). Theory says you must address basics before advanced. Criticized because people have all the needs at once |
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Term
| Motivation Theories- Two Factor Theory (Motivating Hygiene Theory) |
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Definition
Hygiene factors- Things that don't make you satisfied, but will make you dissatisfied if missed.
Motivators are things like growth, achievement and recognition. These make people happy |
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Term
| Motivation Theories - Job Characteristic Model (The Hackman and Oldham Model) |
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Definition
Focuses on "Core Dimensions" to induce psychological states that produce desired outcomes.
Core Dimensions - Skill Variety, Task Identity, Task Significance; Autonomy; Feedback.
Pyschological States - Meaningfulness of work, responibility for work outcome, and knowledge of results |
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Term
| Motivation Theories - Goal Setting Theory |
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Definition
| Provide difficult, specific goals with the employees input and give realistic feedback often |
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Term
| Motivation Theories- Reinforcement Theory |
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Definition
| Reinforce good with treats, bad with punishment |
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Term
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Definition
| Deliver Immediately, give moderate punishment, focus on behavior (not the person), explain why, punish consistently, do not follow punishment with direct rewards, avoid public punishment |
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Term
| Motivation Theories-Equity Theory |
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Definition
| Value of input+outcomes vs peers. If paid more, we feel guilty. If less, we feel underappreciated. we want to be equal. Changes by: Stealing, Working less, quitting, or changing coworkers outcomes. |
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Term
| Motivation Theory- Expectancy Theory (VIE Theory) |
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Definition
Most practical. Key on 3 things:
Effort-Performance: if I try, can I do it?
Perf-Outcome: If I do it, what is the outcome?
Valence: Do I value the outcome? |
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Term
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Definition
Implement profit sharing plan to find ways to increase productivity and decrease costs.
Why may the plan fail according to the expectancy theory?
Effort-Performance:
Employees do not think they can be more productive
Don't have the skills
Don't have the time
Don’t know how to decrease costs
Performance-Outcome:
Higher productivity may not still be enough to compete with competitor
More work has higher personal costs
Valence:
Do I value money? |
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Term
| Selecting employees- Interview Research |
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Definition
| Inconsistent day to day, negative weighted higher than positive, appearance skews,Primacy Effect (first impression sets standard), who was interview prior, how similiar to the interviewer, poor recall, |
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Term
| Selecting Employees- Primacy Effect |
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Definition
| The first impression makes the interview. The rest doesn't matter as much. |
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Term
| Improving Interview Techniques |
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Definition
| Provide Structure (easier to compare candidates), training, more than one interviewer, written records (or notes), do not weigh interview as much (use past experience, recommendations, etc.), provide realistic job expectations |
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Term
| Problems with performance appraisals |
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Definition
| Criteria (evaluated on things out of our control), disliking for negative feedback, lack of ongoing feedback, needs to have a section for dev and goals, Biases (Halo, Horns, Recentcy of actions, scale interpretation), to focused on traits and not behavior |
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Term
| Reasons for Bias in performance appraisals |
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Definition
Halo Effect (Like one thing about someone and everythign else looks better)
Horns (Dislike one thing and everything looks worse)
Recentcy of actions (eval based on the most recent actions)
Scale Interpretation- Some managers are strict, others are looser.
Similarity bias- how much we are like a manager |
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Term
| Tips for successful employee appraisal |
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Definition
| Ask for self-assessment, express appreciation, minimize criticism and focus on major problems only, focus on behaviors using facts, be objective and set standards clearly, focus on solving issues and not just talking about them, set goals and follow up regularly |
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Term
| Group Dynamics- Reasons for joining a group |
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Definition
| Security and Power, Social Learning, Status and Self-Esteem, Goal Achievement |
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Term
| Stage Model of Group Development |
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Definition
Forming- defining goals, testing rules
Storming- Disagreements, tensions, cliques
Norming- Emergence of roles and cooperation
Performing- Focus on task and goal achievement |
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Term
| Problems with the stage model of development |
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Definition
| all Groups dont go through all stages or they go through them a differnt order |
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Term
| Punctuated Equilibrium Model |
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Definition
| Relationship between group performance and time. Starts flat, surges up halfway through then flat, then up again at the end. Most work is done at the midpoint |
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Term
| Group Properties and Dynamics |
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Definition
| Roles; norms; Conformity (less likely if an opinion is set or you dislike the group); Deviance (tests norms; can be good to push performance); Cohesiveness (attraction, pride, commitment, time 2gether, initiation severity, group size, similarity, ext. threats, history of success) |
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Term
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Definition
| Better at complex tasks, higher performance that the average/worst (but the best might be better on their own), more resources, strong help weak, increased acceptance of decisions/outcomes, less escalation of commitment (pursuing the wrong option when it is failing), social facilitation (having more people around can help or hurt; overal makes performance stand out more) |
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Term
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Definition
| diffusion of responsibility (less likely to notice where there are problems), social loafing (individual performance goes down due to larger group to blame; performance is harder to notice individually); groupshift (when a group likes an idea, they will support it even when incorrect); Groupthink/Abilene Paradox; motivation loss (due to sharing outcome vs individual outcome); coordination losses (time lost due to group setup, meeting setup) |
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Term
| Job Satisfaction - Inputs |
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Definition
| Inputs: Social Influence (Coworker attitude); Personality (How likely am I to be satisfied naturally); Work Situation (Working conditions, pay, relationships etc) |
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Term
| Job Satisfaction - Outputs |
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Definition
| Higher Performance, Willingness to perform extra-role work, less turnover, greater weel-being, less interest in unions. |
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Term
| fundamental attribution error |
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Definition
| When someone else screws up, they are dumb. When we screw up in the same way, we have extenuating cirsumstances |
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Term
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Definition
| when it is good, we take credit. When it is bad, we give blame elsewhere |
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Term
| Communication - Affecting Attention |
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Definition
Amount of communication (too much is overload, noise is other things, filtering is only hear what I want)
Position in formal network- Privy to private info
Position in informal network- (Grapevine)
Message Itself (how important, how it is delivered) |
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Term
| Communication - Affecting Comprehension |
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Definition
Clarity-(slang, medium of richness [email, txt, phone, face2face], body language)
Perceptions- Preconceived ideas, projecting your ideas onto others
Simplification - Message loses value as it is passed
Feedback- Having a chance to ask questions increases comprehension |
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Term
| Communication - Acceptance |
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Definition
Who communicates it? Someone knowledgeable and trust Worthy?
Negative feedback- people tend to disregard negative feedback |
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Term
| Communication - Retention |
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Definition
Repeating increases retention
Oral and Written - Allows for feedback, when message is important both shoudl be used |
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Term
| Diversity- Similarity Attraction Theory |
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Definition
| We like what we are and seek people like us |
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Term
| Diversity- Self-Categorization theory |
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Definition
| Individuals define themselves in terms of groups |
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Term
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Definition
Group Resources (greater talent pool, idea pool)
Individual Outcomes (opportunity to share and learn)
Group Outcomes- (more creativity, less groupthink, greater acceptance of people outside of group) |
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Term
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Definition
Group Dynamics - (too dynamic, different norms, members dont value skill of others)
Individual outcomes -(increased stress, personality conflicts, lack of trust)
Group Outcomes - (poor productivity,slower dev, lack of cohesion and consensus) |
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Term
| Diversity- Practical Implications |
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Definition
| Least helpful in solving tasks, more in things that require innovation. Better when agreement is not needed. Help by training(1. make away of behavior and biases, 2. train to avoid assumptions,3. take a pluralistic approach), establish cooperation-required goals, all extra time for people to realize they are not all that different. |
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Term
| Corp Culture- Advantages of strong corp culture |
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Definition
| acts as a control mechanism to enforce behavior, fosters cohesiveness, assists in sensemaking (behavior that I am doing makes sense because everyone else is doing it too) |
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Term
| Corp Culture- Disadvantages of strong corp culture |
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Definition
| People dont want to adapt, employees see the world through the corporate eyes, supresses dissent |
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Term
| Corp Culture- Relationship between Culture and Performance |
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Definition
| modest, positive relationship. The stronger one is, the other grows |
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Term
| Corp Culture- Growing a strong culture |
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Definition
| Strong founders, consistent rewards to the culture, celebrate culture through events and stories, stable workforce with low turnover, Attraction-Selection-Attrition process |
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Term
| Corp Culture- Growing a strong culture - Attraction-Selection_attrition definition |
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Definition
| . It says that some people really are attracted to certain organizations because of their corporate culture. Orgs then tend to select people who will fit into the culture. Attrition then refers to turnover and states that people who don’t fit into the culture are the most likely to leave. |
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Term
| Effective Socialization- Challenges with new hires |
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Definition
| Getting them up to speed,fear to speak up, retention vs hiring costs |
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Term
| Effective Socialization- Stages of Socialization |
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Definition
Getting in- Start socializing before they join
Breaking in- more formal- training, "brainwashing"
Settling in-Feels like an insider |
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Term
| Effective Socialization- Managing Socialization |
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Definition
Provide Challenging first assignment- expose employee to the company
Avoid sink or swim- dont make them fend for themselves. provide training
Provide Feedback
Balance Information delivery and relationship dev
Take time to introduce to team, company
Place in supportive environment
Don't immediately demand cultural conformity. |
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Term
| Conflict- Views on Conflict |
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Definition
Preventable vss inevitable (most think inevitable)
Healthy vs dysfunctional (contemporary view is that it is good) |
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Term
| Conflict- Conflict vs performance |
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Definition
Cooperation is better, however there is appropriate competition (winning relatively unimportant , everyone has a shot at winning).
On non-routine, non-simple-tasks, conflict can be helpful. |
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Term
| Conflict- Causes in organizational setting |
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Definition
Task interdependance
Task ambiguity
Personality conflict
shared resources
conflicting reward system (such as Zero Sum where there can only be one top performer)
Cultural fostering of conflict |
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Term
| Conflict -within group conflict |
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Definition
| increases cohesiveness, loyalty, and concern for task completion |
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Term
| Conflict- Between group conflict |
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Definition
| perception is distorted between groups. Our group is right, they are wrong. Win-lose orientation, increased hostility |
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Term
| Conflict- Reduce inter-group conflict |
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Definition
| Spread good rumors about the other group, develop individual awards to separate a person from the group, resolve with outside parties one on one, find a common enemy, increase contact to find out "they aren't so bad after all", for teams together through goals |
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Term
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Definition
Type of job (shift, danger level, high demand or low control)
Role pressure (roles unknown, roles conflicting, role overload, role underload)
Lack of participation opportunities- again, this comes back to lack of control
Responsible for others
Organizational factors-(monitoring, change, competitive culture) |
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Term
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Definition
Life structure changes (death, divorice, fired, etc)
Daily hassles of life
Work-Family/Family-Work Conflicts (where work effects family or family effects work stress) |
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