13-15 Flashcards
group dynamics
interaction among work group and concurrent changes in attitudes, behaviour & relationships
ch13
group
2 or more people that are aware of each other and interact
ch13
teams
groups of people who must work together cooperatively to achieve common goals
ch13
formal work groups
group assigned by management to similar avtivities/locations to work towards goal
ch13
3 aspects of informal groups
1- inevitable
2-powerful
3-has natural leaders
ch13
informal work group
group that forms spontaneously among employees who are close to each other or have simlar interests or job type
ch13
in group
favored by supervisor
ch13
group norms
Beliefs held by a group about what is right and what is wrong as far as performance at work
ch13
cohesiveness
degree members attracted to group, part of, and want to remain
ch13
contributors to group forming
- opportunity for interaction
- prior group attractiveness
- similar attitudes
- superordinate goal
- commmon enemy
- competition
ch13
detractors to group forming
- favoritism shown by supervisors towards some group members
- dominant member/s
- don’t like each other
- no trust
- disagreement over goals or standards
- large groups (>10)
- scarce resources
ch13
morale
measure of extent/intensity of cooperation by individual or group to meet common goal.
ch13
participation
technique of supervisor sharing work info, responsabilities, and/or decisions
ch13
concencus
broad agreement on decision by members who have had opportunity to express themeselves
ch13
2 things concensus management taps into
a-desire of employees to feel a part of organization
b- better quality decision and employee commitment
ch13
keys to sucsessful participation meeting
1- preparation
2- run in fair & efficient manner
3-end meeting & prepare future action
347
groupthink
tendency of groups to place extreme pressure to fall in line with groups inclinatons.
need devils advocate.
348
leader of group decision has 2 roles
1- task roll
2- social roll
349
OD - Organizational Development
groups/organizations need to embrace change to deal more effectively with each other. assumes most organizations have been autocratically controlled
351
OD steps
organizational develpment 1-diagnosis 2- gather data 3- feedback & confrontation 4- action plan 5- implement intervention 6-evaluation of results
351
intervention
activites to make indivuduals/group more effective
351
types of interventions
- process consultation
- feedback mechanisms
- encounter groups
- job design and strategic approaches
351
process consultation
(an intervention) help others see behavior with observations, questions & confrontation
351
feedback mechanism
(an intervention) collect data and show it so that they can see themselves as others do
351
encounter groups
(an intervention)
small unstructured small group interactions to cause stress and be candid
351
job design & strategic approaches
(an intervention)
range of methods focused on job enrichment, career planning
351
team building
(an intervention)
put them in situation where they have to work together
352
self-managing team
perform most managerial activities themselves
can be 30-70% more efficient
352
virtual team
global team
353
tuckman pattern - 5 stages
- forming
- storming
- norming
- performing
- adjourning
354
sources of conflict
-appearacne of unfair allocation of resources
-disagreement about what is importnate
-change in workflow making perceived status reduction
-sense of mistrust
-lack of stability in operations
355
354
competition v conflict
competition is healthy struggle to meet mutually beneficial goals
-confilict is clash of interests between individuals
356
ways to handle conflict
1- decide what you hope to achieve
2- gather only necesary people
3-bargain
4- avoid distraction of personalities
5-focus on mutually beneficial outcomes. not individual prformance
6-use tactics such as rational explanation, apology, concern, penance
357
actions to prevent or solve conflict
1- minimize competitive approach
2- capitulate or avoid conflict
3- accommodate other parties demands
4- confront conflict directly
359
way to get cooperation
find out what they want and satisfy
359
2 distinct advantages of sensitive managers
1- awareness of peoples needs
2- blunt edge of unavoidable problems as people know super has tried
360
workforce 25 yrs ago v now
1/2 native white men. now only 15%. 60% of women employed.
371
cultural diversity
reconize variety of groups with uniuqenesses
371
eeo
equal emplyment oportunity
374
affirmative action
in-company program designed to remedy current and future inequities in employment of minorities
375
EEOC says:
results count, not intentions
376
when have to set up affirmative action
federal contractos over 50k & more than 50 employees
376
3 posibilities EEOC looks for
1- differential treatment
2- disparate effect
3- evil intent
376
disparate effect
presence of job requirement that excludes a protected group
376
protected group
people who have historically encountered discrimination
372
reverse discrimination
men or caucasions
376
ADA applies to companies with
- applies to private employers with 15 or more employees
376
ADA
physical or mental disability that limits major life activities
377
Family & Medical Leave Act of
- all public/private with more than 50.
12 weeks unpaid leave.
377
requirements to get FMLA
need to have 12 months at least 24 hours per week.
give 30 days notice if forseeable.
does not supersede state laws.
377
hard-core unemployed
- dropouts. as many as 30% have 5th grade reading and math skills
- single heads of households
- poor work history
- plagued by personal problems. transportation or cant balance budget.
378
2 counts tests need to be non-disciminator
1- content validity
2- construct validity
379
construct validity
questions need to be understandable
379
women’s portion of pay
3/4
379
% of women who work from 60 to 2010
30% t 60%
380
4 factors of equal pay for equal work:
1-equal skill
2- equal effort
3- equal responsability
4- similarity of working conditions
380
baby boomers
80 mill at one point. 40s to 60s. prosperous.
384
gen exer
40 mil. mid 60s to mid 80s
skeptical, informal, think globally
gen y
80 mil. begin 1980. confident, impatient & tenacious.
384
motivate Xs & Ys
1- exert authority only from reason. 2. Move faster making changes. 3- Convey meaning of each assignment 4- Tell results expected 5- Provide support & assistance 6- Praise freely when deserved 7- enrich nature of work.
386
Age Discrimination in Employment Act
-40 or older. but supervisor should suspect anybody.
386
benefits of old farts
safer better attendance better judgementr more loyal more skill
387
motivate baby boomers
get them to try to change can be difficult. tell them to not be self consious, etc.
388
3 things about privacy (snooping)
1- Employees have right to know what info is on file on them
2- Employees be told in advance what will be monitored
3- Supervisors restricted in finding confinential info or passing it outside of work.
389
lie detectors & drug tests
lie detectors no longer allowed except for very specialized jobs.
drug & lie tests can only be used if needed to a) proect business or customers or b) protect employees from interference or harm
389
accident prone
people who get injured frequently
401
ergonomic hazard
requires sustained or fixed motion that results in RSI
402
RSI
Repetetive Strain Injury
402
MSD
Muscular Skelital Disorder (same as RSI)
403
OSHA
Occupational Safety & Health Act 1970
403
OSHA recording requirements
every company record illnesses and accidents as they occur - OSHA log 300 -
404
recordable incident
occupational illness, injury or death
404
not recordable incident
a- 1st time needing 1 time treatment
b- minor cuts, scratches or burns that do not require ordinary medical care.
404
2 formulas for accident rates
1- incident or frequency rate - number of accident cases that have occured with total numberr hours worked by all employees
severity rate - lost work days vs total hours worked
404
accident calculation base
100 employees with 2000 hours a year or 200,000 hours
cases x 200,000/
hours worked
days lost x 200,000 /
hours worked during year
responsabilities for employee safety
1- employee is most influential source of accident prevention
2- safe working habits
3- pay attention to new employees
4- Be specific about techniques. demonstration helps.
5- enlist safety suggestions
6- set good example
7- enforce standards firmly
408
3 basis of accident prevention (3 Es)
Engineer- equipment, layout et.c
Educate-
Enforce-
409
role/purpose of safety inspection
a- regularly
b- comply with OSHA
c- new areas of necessary coverage
d- follow with action
410
workplace violence includes
threats of harm or actual harm incl. property
411
4 sources of violence
strangers, co-workers, customer/clients, or wives/relations
411
3 reasons to joing labor union
1-offers bargaining power and reduce risk
2-it is compulsory
3- provides power against management to hire, fire, promote
413
Wagner Act
formally National Labor Relations Act - conditions under which workers can unionize
414
taft hardey act limits on uniion
- can’t force employer to fire or discriminate against former members expelled for reasons other than fees
- force to pay money for services not performed
- can’t force employees to join
- require excessive or discriminatory fees from employees to join
415
closed shop
-had to become member of union after 30 or 60 days - before taft-hartley
415
right to work laws
legislation passed in nearly 2 dozen states - illlegal to negotiate for a union shop after recognition
415
Walsh-Healy
any contract over 10k has minimum age & limts work to 8hr days 40 hours then 1.5 time. safety health & workinging
416
fair labor standards act
aka wages & hours law
2 or more states.
restricts 14-16 year to nonmanufacturing and nonmining positions, and 16-18 year olds to nonhazardous including driving & helping drivers. also min wage.
only certain supervisors exempt:
416
supervisors exempt for fail labor standards act
- direct 2 or more employees w. hire/fire power
- not more than 20% clerical work (40% in retail)
- minimum salary clarified by law
416
Landum Griffith Act
Labor Management Reporting and Disclosure Act of 59
-have to report payments to labor union officials, payments to employess for persuasions of joining unions, payment to consultants for union matters
417
collective bargaining
process of give & take by management and union
417
grievane procedure
formalized systematic channel for employees to follow bringing complaints to attention of managerment
419
