1st Test Tutorial Work Flashcards
HRM defintition
strategic approach to managing organisations workers
Matching Model HRM definition
HRM should be congruent with business strategy
involved 4 processes:
1. selection
2. appraisal
3. rewards
4. development
Harvard Framemodel HRM definition
general managers need vision of how employees should be behaving and then think of strategies to achieve that
- general managers + line managers + employees involved in decision making
aims of HRM
- organisation effeciveness
- human capital
- knowledge management
- reward management
- good employee relations
- meet diverse needs
characteristics of HRM
- diverse
- strategic
- commitment oriented
- individual not pluralist
- belief that people are human capital not variable costs
- management driven
- focused on business values
hard HRM definition
- see people as commodity
- workers to be exploited to maximum for highest rewards
- emphasis on managers interests
soft HRM definition
- see people as means to end
- communication + commitment important
- emphasis on employee interests
employer branding goals
- increase esteem of company
- motivate employees
- attract potential employees
4 Ps of Marketing
- product -> designs, features, quality
- price
- promotion
- placement
5 Ps of Marketing
- product
- price
- promotion
- placement
- people -> people who clients interact with
7Ps of Marketing
- product
- price
- promotion
- place
- people
- processing -> purchase + interaction with product or service
- physical evidence -> everything that isn’t product itself ie ratings
market segmentation
identifying small groups that will be interested in product so we can market it towards them
4 C of Marketing
- consumer
- cost
- communication
- convenience
difference of 4C and 4P
4C is client focused
4P is product focused
marketing strategy steps
- plan
- implement
- evaluate
integral emotions
arise from problem at hand
incidental emotions
states we are in that have nothing to do with problem but will influence our decisions
example of positive uninformative integral emotion
evaluate product as more valuable based on fave celebrity advertising it
- this person is more likely to buy insurance despite chances of something happening being lower
- someone that doesn’t have any feelings towards celebrity wouldn’t
informative integral emotions
when emotions integrated with probability of loss so it can serve as gut feeling
factors creating integral emotions 2
- personal values
- past experiences
- probability
- vividness of mental imagery
4 Functions of Emotions that help Decision Making
- serve as emotional markers to remember past experiences
- complex thoughts -> simple understandable emotions
- negative emotions as magnifying glasses to look at minute details
- motivate investing additional resources to problem
are anticipated emotions integral or incidental
integral
anticipated regret and decision making
- negative valence of regret when I crash a car without insurance makes me buy insurance next time to not feel that again
anticipated regret and purchasing
- if I feel regret I’m more likely to buy more expensive well known brand because I don’t want to feel regret of buying something cheaper that doesn’t meet expectations
mental imagery influence on decisions
- positive mental imagery makes evaluation of risk lower and more willing to risk
serves as simulation of future
negative incidental mood on decisions
- outlook more pessimistic
- lowers sensitivity to changing probabilities
- don’t want to invest cog resources
good mood leads to
- more heuristics taken and more losses because of that
- higher risk taking because future looks more optimistic
- lower risk taking when high stakes to not worsen mood
what can bias integral emotions to decisions
hearing fake news
wolf culture definition
hard working conditons with collectivist mindset
organisationnel culture definition
values, beliefs + norms that dictate how members of org behave
what makes one org unique from another
clan culture
teamwork + support
- internally focused
- flexible
adhocracy culture
stimulation + autonomy
- external focused
- flexible
market culture
- external focused
- stable
hierarchy culture
- internal focused
- stable
are organisations uniform?
no
- dominant culture -> express core values
- subculture -> shared meaning of individual departments
how cultures are learned
- stories -> founding fathers
- rituals -> Christmas parties etc
- symbols -> HQ
- language -> “the Renaissance department”
socialisation stages
- pre arrival -> own expectations
2- encounter -> seeing if expectations are met - metamorphosis: informal (more integration) or formal (leaving differences behind)
organisational climate definition
shared perception of members about their org and work environment
- perceived atmosphere
- surface level, short-term, perceptual
- immediate
- measured quantitavely
when culture becomes a liability
1 stagnation that prevents company from growing
- uniformity + rigidity preventing diversity
- toxicity + dysfunction
- culture clashes during merges
developing positive cultures
- build on employee strengths
- reward more than punish
- encourage growth and development
overcoming resistance for change
- communication
- participation of employees
- support + commitment
- develop positive relationships between employees
- make changes fair for all workers
- manipulation + coopation
- select people who accept change
- coercion
Lewin’s 3 step model for managing change
- unfreeze
- move
- refreeze
Kotters 8 step model of change
- establish sense of urgency
- form coalition with the strong
- create new vision
- communicate vision
- remove barriers for change to empower others
- reward short term wins that move org forward
- evaluate and make adjustments
- reinforce by linking new behaviour to org success
appreciative inquiry
- discover
- dream
- design
- destiny
change paradox
there is no optimal status for org it is constantly changing and we need equilibrium
OCAI Measurement
- clan
- adhocracy
- market
- hierarchy
Schein’s Culture Model
- unconscious -> real motivators
- espoused -> rationalisations of employees, we can deduce this
- artefacts -> visible external environment
Hofstede Cultural Dimensions
- power distance
- masculinity/feminity
- individualism/collectivism
- uncertainty avoidance
- longterm orientation
- indulgence
what influences culture
- environment -> national + local
- type of org
- organisation characteristics
- participant characteristics
Schein’s Culture Model 3 Stages
- artefacts -> what we see (physical environment)
- espoused values -> reasons + drives of employees
- underlying assumptions -> unconscious beliefs
organisational culture
- defintion
- nature
- focus
- measurement
- underlying beliefs, values, assumptions shared by members of org
- implicit, long-term, deeply embedded in org identity
- strategic
- qualitatively measured (through interviews)
