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48 Cards in this Set
- Front
- Back
Rational Model of Decision Making (4 stages)
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-Explains how managers SHOULD make decisions
-Assumes managers will make logical decisions that will be the optimum in furthering the organizations best interests -Stage 1: Identifying the problem or opportunity -Stage 2: Think of alternative solutions -Stage 3: Evaluate alternatives and select a solution -Stage 4: Implement and evaluate the solution chosen |
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Who makes better decisions? Groups or individuals and Why?
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Groups, greater pool of knowledge, different perspectives intellectual stimulation
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Prior Hypothesis Bias
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When decision makers with strong prior beliefs tend to make their decision based on their belief
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True/False
-Experts cant see from the outside |
TRUE
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Hierarchy of Authority
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A control mechanism for making sure the right people do the right things at the right time
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Clan Culture
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Has an internal focus and values flexibility rather than stability and control
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Organization Life Cycle (4 Stages)
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-Birth stage: the organization is created
-Youth stage: growth & expansion -Midlife stage: period of growth evolving into stability -Maternity stage: organization becomes very bureaucratic, large and mechanistic |
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Strategic Human Resource Management
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Consists of developing a systematic, comprehensive strategy for (a) understanding current employee needs & (b) predicting future employee needs
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Job description
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summarizes what the holder of the job does and how and why he or she does it
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Wagner Act
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resulted in the NLRB which enforces procedures whereby employees may vote to have a union and for collective bargaining
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Title VII
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prohibits discrimination on basis of race, color, religion, national origin, or sex and applies to ALL organizations or their agents engaged in an industry affecting interstate commerce that employs 15 or more
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Family & Medical Leave Act
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requires employers to provide 12 weeks of unpaid leave for medical and family reasons, including for childbirth, adoption, or family emergency
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Job specification
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describes the minimum qualifications a person must have to perform the job sucessfully
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Behavioral Description Interview
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when the interviewer explores what applicants have actually done in the past
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Assessment Center
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A place in which management candidates participate in activities for a few days while being assessed by evaluators
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Orientation
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helps the newcomer fit smoothly into the job and the organization
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Objective Appraisals
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are based on facts and are often numerical
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Subjective Appraisals
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are based on a managers perceptions of an employees traits or behaviors
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Base Pay
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-Consists of the basic wage or salary paid employees in exchange for doing their jobs
-Determined by many economic factors |
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What are benefits supposed to do for employees and who pays for them?
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They are supposed to enrich the lives of all employees in the organization and are paid for by the organization
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How do people feel about change?
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People are generally uncomfortable about change, even change in apparently minor matters
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Why are China & India doing all the work?
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They offer workers and even professionals willing to work twice as hard for half the pay, giving American businesses substantial labor savings
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Reactive Change
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when managers make changes in response to problems or opportunities as they arise
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Proactive Change
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planned change that involves making carefully thought-out changes in anticipation of possible or expected problems or opportunities
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Innovative Change
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the introduction of a practice that is new to the organization
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Turnover
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When employees leave their jobs
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Halo Effect
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when we form an impression of an individual based on a single trait
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5 Personality Dimensions
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1) Extroversion
2) Agreeableness 3) Conscientiousness 4) Emotional Stability 5) Openness to Experience |
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Extroversion
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How outgoing, talkative, sociable and assertive a person is
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Symptoms of Stress
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-Physiological Signs: sweaty palms, restlessness, backaches, headaches, upset stomach, nausea, hypertension, heart attack
-Psychological Signs: boredom, irritability, nervousness, anger, anxiety, hostility, depression -Behavioral Signs: sleeplessness, changes in eating habits, increased smoking/alcohol/drug abuse. |
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How do unfulfilled needs relate to the relationship model?
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Managers need to give employees a chance to fulfill their higher-level needs in ways that also advance the goals of the organization
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Herzberg's 2 factor theory
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-Proposed that:
1) Work satisfaction from Motivation factors 2) Work dissatisfaction from Hygiene factors |
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How Herzberg feels about Salary - Job satisfaction
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determined that Job dissatisfaction was more often associated with Salary
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Esteem, according to Maslow
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After they meet their social needs, people focus on such matters as self-respect, status, reputation, recognition, and self-confidence
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Lowest level of needs, according to Maslow
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Physiological
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Extinction
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the withholding or withdrawl of positive rewards for desirable behavior, so that the behavior is less likely to occur in the future
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How quick should companys reward or punish?
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give rewards as soon as possible as well as disciplinary actions
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Job enrichment
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building into a job such motivation factors as responsibility, achievement, recognition, s
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Equity theory
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focuses on employee perceptions as to how fairly they think they are being treated compared to others
-Elements: Inputs, Outputs or rewards |
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Expectancy theory
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-suggests that people are motivated by 2 things:
1) how much they want something & 2) how likely they think they are to get it -Elements: Expectancy, Instrumentality, Valence |
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Stages of Group Development
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1) Forming
2) Storming 3) Norming 4) Performing 5) Adjourning |
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Forming
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process of getting oriented and getting acquainted
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Storming
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the emergence of individual personalities and roles and conflicts within the group
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Norming
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conflicts resolved, relationships develop, unity emerges
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Performing
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solving problems and completing the assigned task
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Adjourning
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preparing for disbandment
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Groupthink
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A cohesive group's blind unwillingness to consider alternatives
-Leads to reduction in alternative ideas, Limits other information |
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How to Manage Conflict
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1) Spur competition among employees
2) Change the organizations culture and procedures 3) Bring in outsiders for new perspectives 4) Use programmed conflict: designed to elicit different opinions without inciting peoples personal feelings |