MOB FINAL
Terms
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- politicking
- actions one can take to influence the advantages and disadvantages
- ethical models
- utilitarianism, rights and duties, justice, caring, and environmental ethics
- employment selection
- process of choosing from a group of applicants the individual best suited for a particular position and organization
- succession planning
- making sure someone is qualified enough to fill a position
- cohesiveness
- degree to which group members are attracted to each other and are motivated to stay in the group
- window of opportunity
- time period in which a firm can realistically enter a new market
- three early theories of motivation
- hierarchy of needs, theory x and y, and hygiene theory
- known for expectancy theory
- victor vroom
- perceptual process
- selective attention, the process of filtering the info our senses recieve
- nonethical values
- things we like, desire or find important
- background/reference check
- obtaining data from various sources
- emergent leader
- leader who emerges within a work group without having formal authority in the organization
- avoidance
- withdrawing from a conflict or ignoring it
- 5 steps in creative process
- preparation, incubation, insight, evaluation, elaboration
- groupthink
- tendency for members of a highly cohesive group to seek consensus so strongly that they fail to do a realistic appraisal of other alternatives
- attribution theory
- when people observe behavior and attempt to determine whether it is intentionally or externally caused
- laws affecting EEO
- civil rights acts, age discrimination, americans with disabilities and rehabilitation act
- psychological contract
- individiuals beliefs shaped by the organization, regarding the terms and conditions
- need
- physiological or psychological deficiency that makes certain outcomes seem attractive
- self-esteem
- degree to which an individual likes or dislikes himself or herself
- scientific management
- The one best way of doing a job develop workers to the best of their abilities
- participative leader
- individual who actively seeks input from followers
- three levels of moral development
- self centered, conformity, and principled.
- team
- a work group whose members are commited to a specific purpose
- appraisal period
- annualy or semi-annualy
- hierarchy of needs theory
- satisfied need no longer creates tension and therefore doesnt motivate
- equity theory
- employees percieve what they can get from a job situation in relations to what they put in
- common perceptual errors
- stereotyping, halo effect (dominated by only 1 trait), primary effect (1st impression), central tendency (avoids judgements and rates everything average)
- people-centered leader
- individual who emphasizes interpersonal relations
- life structure
- the pattern or design of a persons life
- contingency approach
- no one best way to manage, effectiveness varies according to particular situation
- career anchors
- technical, functional, managerial, security, creativity
- decentralization
- problems solved in areas around the problem
- external recruitment methods
- advertising, employment agencies, recruiters, job fairs, internships
- ethics
- right and wrong
- adaptive learning
- coping approach that focuses on solving problems and making incremental improvements using prevailing mental model
- types of interviews
- telephone, video, virtual
- pinch model
- how to manage the psychological contract and avoid major disruptions
- wrongful discharge
- improper or unjust termination of an employee
- charisma
- magnetism that inspires followers to go the extra mile to reach goals
- diversity
- any perceived difference among people: age, race, religion, profession etc
- 3 categories of teams
- working, psuedo, potential
- 360-degree feedback
- increasingly popular appraisal method that involves evaluation input from different levels
- formal group
- a work group established by the organization
- scientific management developer
- frederick taylor
- 4 environmental trends most important in creating businesses
- economic, social, technological, political and regulatory
- motivation
- willingness to do something conditioned upon the actions ability to satisfy some need for the individual
- problems with performance appraisal
- bias, lack of objectivity, leniency, strictness, central tendency
- chain of command
- the continious of authority in an organization
- performance appraisal (PA)
- formal system of review and evaluation of individual or team task performance
- external influences that affect workplace
- adapting to global economy, economic and employment conditions, demographics, and social change
- task-centered leader
- individual with a stong tendency to emphasize the technical or tasks of a job
- opportunity
- favorable set of circumstances that creates a need for a new product,service, or business
- x & y developer
- douglas mcgregor
- expectancy theory
- individuals analyze effort-performance, performance-rewards, and rewards-personal goals
- leadership
- ability an individual demonstrates to influence others to act in a certain way
- reasons for conducting job analysis
- staffing, training and development, compensation, safety, employee relations, legal
- recruitment process
- attracting individuals on a timely basis
- theory x and y
- supervisors view of human nature is based on a certain grouping of assumptions, and behavior is molded towards those assumptions
- machiavellianism
- manipulate behavior based on the belief that ends can justify
- johari window
- info processing model that consists of 4 regions determined by whether info about oneself is known or unknown to oneself and others
- 3 general sources of conflict
- communication differences, structural differences, personal differences
- ethical values
- beliefs concerning whats right and proper. trustworthiness, respect, and responsibility.
- known for hierarchy of needs
- abe maslow
- expectancy theory three relationships
- will maximum effort be recognized, good PA lead to organizational rewards, if rewarded are the rewards attractive
- job analysis methods
- questionnaires, observation, interviews
- theory x & y
- x is traditional and y is emerging
- 4 stages of problem solving
- situation, problem, solution, implementation
- alternative recruiting
- outsourcing (payroll), contingent workers, overtime, employee leasing (temps)
- perception
- the process by which we select, organize, amd evaluate the stimuli in our environment to make it meaningful for ourselves
- written warning
- 1st formal stage of disciplinary procedure, becomes part of their file
- trust
- belief in integrity, character, and ability of a leader
- idea
- a thought, an impression, a notion
- situational leader
- adjustments to leadership style to specific situations
- charasmatic leader
- individual with a compelling vision or sense of purpose
- conflict
- one party consciously interferes in goal achievement of another party
- americans with disabilities
- prohibits discrimination against qualified individuals with disabilities
- legal implications of interviewing
- to avoid discrimination ask all employees same questions, courage applicants to speak freely, inquire about need for reasonable accomodations
- verbal warning
- reprimand, temporary record kept by supervisor
- 2 models of decision making
- rational and garbage can
- credibility
- honesty, competence, inspiration
- types of sexual harassment
- quid pro quo and hostile environment
- centralization
- decision making responsibility in hands of top management
- conflict management
- resolution and stimulation techniques to achieve optimum level of departmental conflicts
- bounded rationality
- people are restricted in the information they possess to make decisions
- known for need for achievement
- david mcclelland
- accomodation
- maintaining harmonious relationships by placing others needs first
- known for hygiene factors
- herzberg
- unity of command
- an employee should have one and only one supervisor to report to
- forcing
- attempting to satisfys one's own needs at the expense of the other party
- devils advocate
- person who purposely presents an argument
- motivation for diversified workforce
- flexibility
- behavioral interview
- asked to relate to actual incidents from their past relevant to the target job
- moral reasoning developer
- Kohlberg
- organizing
- arranging and grouping jobs
- key characteristics by a charismatic leader
- idealized goal, ability to help others, strong convictions, great behavior, assertive, high self monitoring, appearance
- responsibility
- supervisory obligations such an achieving a units goals,budget, policies
- leadership traits
- intelligence, charm, strength, honesty, enthusiasm
- polygraph tests
- lie detector test
- responsibility for appraisal
- immediate supervisor, subordinates, peers
- life structure developer
- levinson
- 5 techniques for resolving conflict
- avoidance, accomodation, compromise, collaboration, forcing
- human resource planning
- make sure that the right employees are available when and where they are needed
- 4 step delegation process
- allocation of duties, delegation of authority, assignment of responsibility, creation of accountability
- strategic planning
- top managment determines all organizational purposes
- internal recruitment methods
- job posting and bidding, referrals,
- motivation-hygiene theory
- opposite of sattisfaction is not dissatisfaction but no satissfaction and visa versa
- known for theory x and y
- douglas mcgregor
- discipline
- actions taken by supervisors to enforce an organizations standards and regulations
- rehabilitation act
- prohibits discrimination against disabled workers employed by govt contractors
- social loafing
- a free rider in a group
- known for equity theory
- J. Stacy Adams
- hygiene factors
- factors such as working conditions and salary may eliminate job disatisfaction but do not neccessarily increase job satisfaction
- internet recruiting
- fast, cheap, available, more people reached
- avoid groupthink
- express doubts, assign devils advocate, bring in others to make decisions, sleep on it.
- span of control
- number of employees a supervisor can effeciently and effectively direct
- culture
- set of unwritten norms
- age discrimination act
- prohibits discrimination against anyone 40-65 years
- job description
- document that provides info regarding the tasks and duties performed
- Equal Employment Opportunity Center
- employment complaint center
- generative learning
- continuous experimentation and feedback in an ongoing analysis of how organizations define and solve problems
- delegation
- allocation of duties
- diverse workforce
- single parents, women, colored, immigrants, older, disabled
- feasability analysis
- process of determining if a business idea is viable
- authority
- rights inherent in a supervisory position to give orders and expect those orders to be obeyed
- job analysis
- process of determining the skills, duties, and knowledge required for performing jobs
- known for motivation-hygiene theory
- fred herzberg
- dismissal
- termination of employment
- values
- core beliefs or desires
- 4 common types of discipline problems
- attendance, on the job behaviors, dishonesty
- norms
- acceptable standards that are shared by group members
- group
- 2 or more interacting and interdependent
- diversity management
- factors are in place to provide for and encourage the continued development of a diverse workplace
- administrative theory developer
- henry fayol
- compromise
- each party gives up something of value
- negotiation
- process in which 2 or more parties who have different preferences make a joint decision
- civil rights act
- all citizens have the same right
- reasons for job analysis
- 1st time open, new jobs created, and jobs changed significantly
- characteristics of learning organizations
- problem solving, experimentation, past experience
- empowerment
- increase in the decision-making discretion of workers
- open systems theory
- organizations are embedded within the larger environment
- administrative theory
- functions of a manager includes planning, controlling, organizing, commanding and bureaucracy
- need for achievement
- compelling drive to succeed
- adverse impact
- if women and minorities are not hired at a rate of at least 80%
- collaboration
- all partys seek to satisfy their interests, win-win
- visionary leader
- ability to create and articulate a realistic, credible, attractive vision of the future that grows out of, and improves upon, the present
- informal group
- social group formed naturally
- difference between leader and supervisor
- supervisors are appointed by organization and leaders can be appointed or emerge from within a group.