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197 Cards in this Set
- Front
- Back
What are the 4 ineffective reactions to decision making?
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relaxed avoidance
relaxed change defensive avoidance panic |
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_____ theres no point in doing anything; nothing bad is going to happen
in this situation the manager decides to take no action in a belief that there will be no great negative consequence a form of complacency ex: sept 11 - poor security |
relaxed avoidance
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_____ why not just take the easiest way out?
a manageer realizes that complete inaction will have negative consequences, but opts for the first available alternative that involves low risk ; this is a form of satisficing; the manager avoids exploring a variety of alternative sin order to make the best decisions |
relaxed change - ex: people dont like alot of choices
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_____ theres no reason for me to explore other solution alternatives; a manager cant find a good solution and follows by procrastinating, passing the buck, or denying the risk of any negative consequences ; this is a posture of resignation and denial of responsibility for taking action, this manager is rationalizing
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defensive avoidance : ex: high turnover rate in the workplace
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_____ this is so stressful, ive got to do something, anything, to get red of the problem! a manager is so frantic to get rid of the problem that he or she cant deal with the situation realiztically ; the manager has completely forgotten the idea of behaving with grace under pressure
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panic ; ex: just fire all the employees!
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______ managers must report and justify work results to the managers above them; responsibility for performing assigned tasks
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accountability
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_____ refers to the rights inherent in a managerial position to make decisions, give orders, and utilize resources
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authority
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______ is the obligation you have to perform the tasks assigned to you ; with more authority comes more _____
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responsibility
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______ is the process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy ; to be more efficient most managers are expected to ____ as much of their work as possible
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Delegation
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What are the 6 Common Decision making biases?
Always call rebecca so cats are allowed elephant cars |
availability bias
confirmation bias respresentative bias sunk cost bias anchoring and adjustment bias escalation of commitment bias |
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______ managers use more information readily availbale from memeroy to make judgements
readily availible information may not present a complete picture of a situaiton ex: on time for 9 months then late 4 days in a row |
availability bias
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_____ is when people seek information to support their point of view and discount data that do not
this is very common |
confirmation bias
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____ is the tendency to generalize from a small sample or a single event ;
just because something happens once doesnt mean it is represenative that it will happen again or will happen to you ex: assuming all great workers come out of Harvard |
representativeness bias
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____ is when managers add up all the money already spent on a project and conclude it is too costly to simply abandon it
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suck cost bias
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______ is the tendency to make decisions based on an initial figure
the initial figure may be irrelevant to market realities eX: pricing a house at $500,000 before the market crash that is now worth $100,000 and refusing to lower the price |
anchoring and adjustment bias
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______ is decision makers increase their commitment to a project despite negative informaitno about it
what was originially made as pershaps rational decision may continue to be supported for irrantional reasons - pride, ego, the spending of enormous sums of money, and being "loss averse" ex: iraq war |
escalation of commitment bias
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What are the 4 ways visable culture is transmitted?
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1. clan culture
2. Adhocracy culture 3. market culture 4. hierarchy culture |
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_____ is "an employee focused culture valuing flexibility, not stability" has an internal focus and values flexibility rather than stability and control
like a family type orgnaizaiton it encourages collabortion among empolyees striving to encourage cohesion through consensus and job satisfactino and to increase commitment through employee incolvement they view customers as partners |
clan culture
ex: encouraging managers to spend off work hours with employees |
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_____ is "risk taking culture valuing flexibility" has an external focus and values flexibility.
attempts to create innovated products by being adaptable, creative and quick to respond to changes in the market place ; encourages employees to take risk and experiment with ideas |
Adnocracy culture
suitable for start up companies ex: google urges engineers to spend time on own personal projects |
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_____ is " a competitive culture valuing profits over empolyee satisfaction" has a strong external focus and values stability and control ; empoloyees are expected to work hard, react fast, and deliver quaility work on time
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market culture
eX: kia motors firing executives that do not meet their sales goals |
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_____ is "a structured culture valuing stability and effectiveness" has an internal focus and values stability and control over flexibility ; companies have a formalized, structured work environment aimed at achieving effectiveness through a variety of control mechanisms that measure efficiency, timeliness and reliability in the creaction and delivery of products
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Hierarchy Culture
ex: UPS |
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What are the 3 cultures enhancing economic performance?
Sally Feels Angry |
1. strength perspective
2. fit perspecitve 3. adapitive perspective |
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_____ " success results when a firm has a strong culture: ; assumes that the strength of a corporate culture is related to a firms long term financial performance ; strong cultures create goal alignment, empolyee motivation, and the appropriate structure and controls needed to improve orgnaizational performace
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strength perspective
ex: american automakers resisting the need to make adjustments |
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_________ is such financial success can so reinforce cultural norms that managers and employees become arrogant, inwardly focused, and reisstant to change with top managers becoming blinded to the need for new strategic plans
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downside to strength perspecitve
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______ is "success results when culture fits with the firms buisness contect" assumes that an organization's culture must align or fit with its buisness or strategic context. ; a correct fit is expected to foster higher financial performance
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fit perspecitve
ex: pushing authority as far down as possible in the organization and creating an environment that emphasized integrity, respect for individuals, teamwork, innovation, and an emphasis on customer and community = success |
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_____ " success results when culture helps the firm adapt" assumes that the most effective cultures help organizations anticipate and adpt to environmental changes
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adaptive perspective
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What are the 4 stages in the organization's life cycle?
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1. the birth stage
2. the youth stage 3. the midlife stage 4. the maturity stage |
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____ is the nonbureaucratic stage, the stage in which the organization is created; no written rules, little staff, maybe a secretary
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the birth-stage
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______ is the organization is in a prebureaucratic stage , a stage of growth and expansions; product in the market place, people being added to payroll and some division of labor and setting of rules
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the youth stage
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_____ is the organization becoming bureaucratic a period of growth evolving into stability ; structure, staffs of specialists, many rules, and decentralization of functional divisions
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the midlife stage
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____ is the organization becomes very bureaucratic, large and mechanistic ; may have lack of flexibility and innovation
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the maturity stage
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_____ is to determine by observation and analysis the basic elements of a job ; interview job occupants about what they do, observe the flow of work and learn how results are accomplished
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job analysis
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_____ summerizes what the holder of the job does and how and why he or she does it
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job description
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_____ describes the minimum qualifications a person must have to perform the job successfully
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job specification
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_____ refers to educating technical and operational employees in how to better do their current jobs; upgrading skills of techinical and operational employees
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training
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______ refers to educaiting professionals and managers in the skills they need to do their jobs in the future ; upgrading skills of professionals and managers
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development
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_______ is a choice made from among available alternatives
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decision
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____ is the process of identifying and choosing alternative courses of action
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decision making
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What are the 6 means of complexity under challenges of decision making?
s-d-p i-i v l-t-i i r |
1. stakeholders who have different perspecitves
2. interdiscilinary input 3. values 4. long term implications 5. intangibles 6. risk |
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What are the 3 conditions under which to make deicions?
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1. risk
2. uncertainty 3. certainty |
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_____ is the most common coniditon to make a decision ; ther eare many alternatives and probabilty of outcomes ; ex: researching the idea; betting on researched idea
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risk - condition under which make decision
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_______ : dont alternatives of their outcomes; it is more frequent than people realize; intuition is very important , making the best guess
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uncertainty - condition under which make decision
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_____ is making a choice without the use of conscious thought or logical interference
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intuition
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____ is all alternatives and outcomes ; this is not very frequent ; ex: knowing the race is fixed and betting on that horse
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certainty - condition under which make decision
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What are the 2 areas of simon's decision making model?
E and A |
1. economic man
2. administrative man |
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____ makes optimal decisions- looks at all alternatives and picks the best one; very uncommon in organizations
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economic man
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_____ is how it really works ; consists of bounded rationaility and saticifice
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administrative man
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_____ is a complex environment, limited time, limited emotional energy , limited intelligence; the concept suggests that the ability of decision makers to be rational is limited by numerous constraints
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bounded rationaility
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___ make decisions that are good enough; make a decision that is equally or better than the last; managers seek alternatives until they find one that is satisfactory, not optimal
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saticifice - of administrative man
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What are the two parts to Jun's cognitive styles?
P and J |
1. perceive the world
2. judging the facts or intuition |
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What falls under Jung's perceive the world cogivitve style?
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Facts (s) = sensation
Possibilties (n) = intution |
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What falls under judging the facts or intuition in Jung's cognitive styles ?
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Think (T)= about what is perceived
Feel (F) = what is perceived |
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these careers follow what cognitive styles, accountants, engineer; they look at information (facts) and think about it (T)
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ST
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these careers follow what cognitive styles: artist, musician; inutiton and feeligns
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NF
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this career follows what cognitive styles: researcher - makes hypothesis and collects data; inutiontion and thought
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NT
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this career follows what cognitive style: counselor- collects facts and feelings
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SF
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_____ is 1) perceive (P) and judge (J) 2) introvert (I) or extrovert (E); based on arousal
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myers-briggs
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SN or TF or PJ or IE all _______
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analyze
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______ is a technique used to help groups generate multiple ideas and alternatives for solving problems
6-8 people, number of ideas, wilder the better,link ideas. "never critize an idea!" |
brainstorming
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______ decreases interaction; 7-10 people , individual writes down ideas for solving this problem; moderator will write these down and clarify what you means ; individually rank, order of ideas (1=highest)
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nominal group technique
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_____ is a group process that uses physcially dispersed experts who fill out questionnaires to anaymously generate ideas; the judgements are combined and in effect averaged to achieve a consenseus of expert opinion
experts who are geographically seperated ; round-robin approach until general concensus |
Delphi Technique (forecasting ) predicting
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_______ = organizations; strong vs weak
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strong situations
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_____ is when the environment dictates how we act
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strong situation
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_____ is when personaility dictates how we act
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weak situation
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______ was an experimenter in a white coat , actor (learner) hooked up to electricity and naive subject told to train the learner by shocking ; 65% gain the the maximum shock
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Milgram experiments (yale 1960)
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Do you compromise your ethical values for the organization?
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the higher up in the organization, the least likely you are to have to compromise your ethical values
20 % of top managers 32% of middle managers 41% of first line supervisors |
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According to Rokeach what are the 2 types of values?
I and T |
1. instrumental values
2. terminal values |
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_____: managers are really not that moral
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morality
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What are the different forms of morality in managers? (8)
Izzy is-always using-a means of defensive acting personalities |
immoral, intentionally amoral, unintentionally amoral, moral; obstructionists, defensive, accomodating, proactive
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_____ follow the letter of the law
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intentionally amoral
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_____ are morally lazy (ex: do not think about it : interviewing and hiring someone like me )
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unintentionally amoral
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____ is Conformance to a recognized code, doctrine, or system of rules of what is right or wrong and to behave accordingly
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moral
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______A style devoid of ethical principles and active opposition to what is ethical.
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immoral
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________ have negative ends (ex: BP in oil spill, more concerned with money)
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obstructionist and defensive
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_____ are morally lazy (ex: McDonalds hamdburger wrapping not eco friendly)
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accomodating
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____ are ahead of the game morally (ex: american express)
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proactive
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What is the morality of most managers?
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amoral
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What are the 4 areas needed to be a moral organization?
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1. role model of ethical behavior
2. code of ethics 3. choose public good over organizational good 4. need formal communication channel (to report wrong doing) ; avoid whistle blowing= reporting wrong doing to outside agency or media |
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What are the 5 functions of management?
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1. planning
2. organizing 3. staffing 4. leading 5. controlling |
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What are the concepts associated with organizing ? (3)
LvS CvD SoC |
1. line vs staff positions
2. centralization vs decentralization 3. span of control |
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____ = line authority
_____= personal or advisory staff |
Line
staff |
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_____ is where decisions are made by top management
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centralization
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____ is where decisions are pushed down to the lowest level ; most organizations want to be _____ because of more flexibility
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decentralization
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_____ is the number of direct reporters to supervisors ; in general the more you supervise the better
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span of control
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What situational characteristics would allow you to supervise the most people?
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managers at a factory because they do similar work, do simple work, and are all in one place( depends on the situaiton)
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in ______ there are more people to go through; top managemnet isnt included
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tall organizations
CEo - mmmmmmmmm- 3 F for each M |
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____ is better than narrow organizations
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Wide
CEO --> 3 T --> 3 M / T --> 3 F/ M |
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What do the contingency designs consist of?
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OT: organization theory: macro, general organizaiton designs
OD: therpist's for organizations OB: orgniazations Behavior |
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Burns and Stalker (1960) design is based on _________
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environmental turbulence
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B&S
______ are mechanistic organization (bureaucrative organization) centralized organization; rigid roles; vertical communication |
stable and certain
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B&S
____ are orgnaic organizations (fluid) decentralized decision making; flexible roles; horizontal communication; collaborative network |
unstable and uncertian
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Woodward (1965) - _____ influences design (how we make products)
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techonology
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under woodward
______ is organic; flat orgnaization; horizontal communication |
unit production
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_____ is flat orgnaization; policies, procedures and rules
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mass production( factory)
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______ are chemical plants ; oil refineries = tall organizations
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coninuous production (24-hr)
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lawrence and lorsch are responsible for _______
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environmental complexity
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L&L environmental complexity
consists of what 3 things? D, I, IEC |
1. differentitation
2. integration 3. increased environmental complexity |
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L&L
_____ is the number of different specialist you need, understand your environment |
differentitaiton
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L&L
_____ how much specialists have to talk to each other ex: pharmecutical companies |
integration
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L&L
______ is increased specialisted differentiation + increased integration |
increased environmental complexity
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What are the 6 components of departmentalization?
Sally Feels Prettier Than Carrie Martin |
1. simple department
2. functional department 3. product departmentalizaiton 4. territorial department 5. customer 6. matrix department |
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_____ is all employees report to the boss
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simple department
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_____ divided occupational groups- marketing . finiance, production (old approach) --> all sepearte , no interaciton, no focus on the customer
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functional department
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______ is (profit centers) focus on the customer; most common all departments togheter working to make customers happy
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product dempartmentalization
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____ is dividing up by terms of region in sales department
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territorial (regional , geographical) department
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______ hostpial = pediatrics and geriatrics ; electric company - residential and commerical
focus on a partciular group of people |
customer
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_____ is 2 bosses for 1 employee (violated the "unity of command" which suggests you should do 1 boss for an employee) ; complex products and services
good communication but alot of complicaitons |
matrix department
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what are the 2 bosses under the matrix department?
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1. quality specialist
2. manager in charge of product (administrative) |
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______ (1911) - mass production (simple jobs) Taylor ; increased efficiency
this was a problem for employees because it was boring and more money |
job speicalization
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_____ came from horizontal loading : 2 simple jobs
problem for employees were simple job after simple job was boring |
job enlargement
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_____ move from one ismple job to another problem for employee and managers : employees were bored and mangers start up time losing efficiency while they are learning new job ; rotate every 6 hours
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job rotation
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_____ is the biological pproach to job design ( job doesnt exceed the physical capacity of the employee_
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ergonomics
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____: in the office - worry about features : ex: carple tunnel
ex: redesigning tools to fit the person |
ergonomics
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______ responsible for getting the job done; measure how well the team did; measure the individual's contribution to the team
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team approach
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______ (vertical loaded (decreased)) giving job depth so that it is intrinsically motivating - job characteristics model with 5 core characteristics
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job enrichment
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What are the 5 core characteristics?
ts ti sv a f |
1. task significance
2. task identify 3. skill variety lead to "experience of meaningfulness" 4. autonomy leads " feelings of responsibilty" 5. feedback leads "knowledge of results" |
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_______ is satisfaction leads ot experience of meaningfulness.feelings of responsibility, and knowledge of results
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outcomes of the 5 core characteristics
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________ the degree to which a job requires a variety of different activities in carrying out the work, involving the use of a number of different skills and talents of the person ; what the unique worker is good at
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skill variety
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_________ the degree to which a job requires completion of a "whole" and identifiable piece of work, that is doing a job from the beginning to end ; shoe makers, writing a whole book
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task identity
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_____ the degree to which the job has a substantial impact of the lives of other people, whether those poeple ar ein immediate organization or in the world at large ; pediatric physician
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task significance
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_____ is the degree to which the job provides substantial freedom, independence and discretion to the individual and in scheduling the work and in determing the procedures to be used in carrying it out ; doing what you think is right --> your own way of doing things --> choice
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autonomy
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_______ the degree to which carrying out the work activites required by the job provides the individual with the direct and clear informaiton about the effectiveness ofhis or her performance ; getting informaiton /opinons from others
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feedback from
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What is the most important job design?
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job enrichment (vertical loading (decreased) ) giving job depth so that it is intrinsically motivating - 5 core characteristics
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Skill variety, task variety, and task significance lead to what psychological state and what work outcomes?
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Experienced meaningfulness of job
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Autonomy leads to what psychological state and what work outcomes?
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experienced responsibility for work outcomes --> increased satisfaction, retention , and quality
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feedback leads to what psychological state and what work outcomes?
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knowledge of actual results of work
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______ is applicant pool with qualified individuals ; two kinds: internally and externally
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recruiting
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_____ is posting jobs electronically ; involves recommendations from the employees ; problems: recommending friends that are like that employee , "like me"
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internally recruiting
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_____ is a poster or newspaper, looking at different populations
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externally recruiting
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Civil rights act of 1964 : the foundation law cannot descriminate because of ____, ____, ____, _____, and _____
sexual harrasment is also covered under this act ( sexual favor and hostile environment) |
race, color, creed, religion , gender
counrtry of origin, ethnicity, race, gender, religion |
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_______________ cannot discriminate with individuals over the age of 40
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age discrimination act of 1967
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_______ cannot discriminate agianst physical and mental abilities ; must have "reasonable accomodation "; under this law you must offer the job then you can test for drugs and alcohol
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americans with disablities act
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what does BFOQ stand for?
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bona fide occupational qualifications
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_________ less precise definition is that employers can discriminate because of "business necessity"
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BFOQ
ex: chinese resturants only hiring chinese servers |
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_____ is making up for past discrimination ; actively recruiting and training a minority ;
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Affirmative action
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for violated EEO laws, federal judge may order ________; have an affirmative action plan if you receive federal grants; voluntary (proactive)
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affirmative action
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What is the danger with voluntary affirmative action?
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discrimination (reverse discrimination)
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________ is not discriminating in your HR practices ; federal government does not protect businesses with less than 15 employees ; legal vs illegal.
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Equal employment opportunities (EEO)
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under EEO _____ is specific job, actinv job etc.
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legal
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under EEO- _____ is no equal employment for women (ex: oil field)
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illegal
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_________was the first law in the US that deals with Unions; cannot fire someone for engaging in union activity. lead to decrease in union activity in the US , cannot interfeere with union activity
ex: giving raises because of threat of union activity |
NLRA- National Labor Relations Act 1935
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under the NLRA who is the first to call and who is the second?
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1. company lawyer
2. "union buster" |
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selection "tests" are also known as _____
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screening devices
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___________ means consistent scores from one test to the next
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reliable
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____ does the "test" measure what is says (or claims(purposes)) to measure
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valid
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_____ are not reliable because they are based on moods/feelings which can change
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personality tests
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what test is not valid because its voodoo
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handwriting analysis
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which test is legal (reliable and valid) ; this could depend on the setting and different layers of tests ; checking social websites ; ie facebook
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background check/ credit check
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_____ used by 100% of organizations could not always be reliable , unstructured and structured
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interview
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_____ is goingn with the flow, its the weakest form. not very reliable
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unstructured interview
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_____ decide on questions before hand; ask each applicant the same questions; more reliable, but could be considered invalid(more valid then unstructured interview)
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structure interview
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for _____ it depends; typically not very valid
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references
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for _____ it is invalid in some cases
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skill tests
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_____ could be invalid
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resumes
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____________ is a way to see if someone can read and write ; 15% of applicants are illiterate
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application bank
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What is the best predictor of performance?
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IQ: people who are smarter learn faster and in more depth
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What is the problem with IQ measurement?
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its a culture bias
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_______ is an ongoing systempatic evaluation of employees
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perforamnce appriasal
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________ compares one person to another ; not a good approach consists of ranking and force distribution
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Norm-based
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______ assign a certain percentage of employees to categories ; usually once someone gets a certain letter,everyone just assumes they are always that letters; based on the idea that your employees fit in the bell curve)
problem: competition is very negative |
force-distribution
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what is this an example of?
if you give a superstar a B letter, it will likely bruise their ego and that person will probably work less or find another job |
force-distribution
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______ person compared against standard ; graphic rating scale, BARS ;
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Standard based approach
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____ is the most popular; description with anchors ; deminsions (team work , quality of work ,etc. ) and ranked in each category ; problems: its a matter of perceoption (varies with the managers level of strictness) and they usualy measure personality /attitue
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graphic rating scale
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____________ is the best one, 10-12 deminsions of a job , each dimensions is described in behavioral terms ; good approach because measuring behaviors, not personality and supervisors can be consistent on how they measure
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BARS - Behaviorally anchored rating scales
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______ is assigning goals to your employees ; powerful motivator , hard to decide who gets the raise ; do not use by itself because it will give harder goals to good employees and lower ones to lower employees
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MBO - management by objectives
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in _________________________ supervisors hate the interview and employees have inherent conflicts
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performance appraisal interview
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supervisors hate the interview because of __________ - judging and developing role ; judging on last years performance, try to motivate for future
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inherent conflict
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are you below average on performance? ____ said they were below average
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2%
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employees have _______:
1. want to merit raises associated with appraisal 2. claim they want honest feedback, but it could hurt relationship |
inherent conflicts
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leniency error/bias (over-rate) most common vs strictness bias , ______ over rate employees
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76%
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________ is 1 dimension influences all other dimensions
ex: having a good looking employee = believe they are smart , good social skills, etc. this is an example of ______ ex: always late = people assume she is lazy etc. This is an example of a ______ |
horn or halo error/bias
halo horn |
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_______ remember only the last several weeks :evaluated on the last few months
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recency error
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When it comes to recency errors what should managers do?
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do evaluations every quarter, taking notes on employees throughout the year
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when it comes to recency errors how to employees act?
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work harder the last couple of months
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Merit raises (4%) vs COLAS:
1 . ____ 2. _____ 3. _____ |
1. fair labor standards act 1938 - formed a minimum wage requirement
2. equal pay act 1963 - required that women receive equal pay for equal work 3. Job analysis questionarrie , job descriptions |
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after 40 hours,. you get paid time and a half ; excluding salary employees and specialists
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fair labor standards act 1938
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men and women doing similar work should receive similar pay
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equal pay act 1963
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_______ analysis how much job is worth
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job analysis
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______ summary of duties
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job description
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_____ what you need to do the job
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job specification
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What does COLA stand for ? ex: federal goverment : ajust salaries based on changese in cost of living
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Cost of living adjustments
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What do you fire on the spot for?
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substance abuse at work, stealing, fighting, industry specific occerance ( ex: doctor disobeyed patient confidentiality or having relations with a patient )
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What are the 4 steps of progressive discipline?
Only white watermelllons sweeten fast |
1. oral warning
2. written warning 3. suspension with or without pay 4. fire them (termination) |
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_________ is an employement at will state. Fire someone just cause, no cause or immoral cause.
but fire only for just cause : good and sufficient reason |
Concept or Doctrine of Employment at Will
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_______ alcohoolo or emotional problems (but it does not excuse the employee from performing ) behavior must improve or termination
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EAPS employee assistance programs
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What are 2 views of conflict?
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traiditonal view and modern view
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____________ people are good. If they are not loving each other , it is because of poor communication or lack of trust.
ex: OB people : organizations behavior people |
tradiational views
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_____ conflict is inevitable; only so much power in orgnaisation , self- interest; different values ; functional and dysfunctional
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modern view
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___________ is moderate levels of conflict ; ex: argue about ideas
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functional conflict
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____________ is where there is no conflict or severe conflict ; ex: boredum , lack of challenge, or dislike for fellow employees
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dysfunctional conflict
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Avoiding, competitng/dominating/forcing , accommodating / obliging/ smoothingm, collaborating/integrating/pproblem solving ; compromising/negotiating are all forms of ________ (concern for others vs concern for self)
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conflict styles
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________ do not get involved , aovid conflict (low concern for self, low concern for others) should use sometimes
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avoiding
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_____ is a high concern for self, low concern for others; move against people (fire people) ; need to act really fast; you know what is going on and the other employees do not
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competing / dominating/ forcing
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_____ is a high concern for others, low concern for self ; important inrelationships; liked, but not respected; seen as weak, push over
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accommodating/ obliging / soothing
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______ has one best way, has high concern for self AND others, must have time to do this ,not always appropriate
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collaborating / integrating /problem solving
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______ equal power
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compromising / negotiating
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Review concern for self(left side) concernm for others (bottom) square
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Forcing (H,L)
Integration *( H,H) Avoiding (L,L) Accomodating( L, H) |