Exam 1 Flashcards
EEO
Equal Employment Opportunity
- the responsibility of organizations and managers to keep the work environment free from discrimination
- a broad concept holding that individuals should have equal treatment in all employment related actions
EEOC
Equal Employment Opportunity Commission
- a federal agency charged with ending employment discrimination
- investigates discrimination complaints based on an individuals race, color, origin, sex, age, disability, and also legations of retaliation
Civil Rights Act (1964)
- cornerstone of EEO
- unlawful for employers to hire, refuse to hire, discharge or discriminate in employment practices against someone because of race, color, religion, sex, or national origin
Equal Pay Act (1963)
- equal wages for men and women performing similar work
- women make .84 cents for every $1 a man makes
Exceptions: - seniority, merit pay (performance)
- risk of bodily harm
Age Discrimination Act (1967, 1978, 1986
ADEA
- originally prohibited job discrimination against workers between 40-65
- 78 amendment protected workers 40-70
- 86 amendment protected those 40 and older
American with Disabilities Act (1990)
ADA
- prohibits discrimination against those with disabilities
- sought to broaden coverage and expanded employment regulations to further protect people with varying degrees of disabilities
Uniformed Services Employment Rights Act (1994)
USERRA
- states that employees must notify their employer of military service obligations
- employees serving must be provided leaves of absences and have reemployment rights for up to 5 years
Pregnancy Discrimination Act (1978)
PDA
- requires that employers treat maternity leave the same as other personal or medical leaves
- will receive the same benefits as any other disability
Family and Medical Leave Act (1993)
FMLA
- applies to all government employees regardless of their number
- to private employers with 50 or more employees who live within 75 miles
- enables qualified employees to take up to 12 weeks a year of unpaid leave during a 12 month period for family, and health reasons.
Workplace Communication: Written and Oral
- letters
- memos
- meetings
- presentations
Letters
- more formal written communication
- mostly used to communicate with those outside of the agency
- internal - “letter of reprimand”
- written on when you letterhead
- block style is the most common and easiest style
Memos
- used a lot in the workplace
- short form of communication amused internally
- make announcements, request information, summarize data
- has been largely replaced by email
- most frequent form of communication in workplace
- used to communicate with people inside and outside of agency
- should be used for short communications
- should never be used to deliver bad news
Rules for writing s workplace Email
- set up a signature line
- write in a professional tone and use appropriate language
- never use “texting type” abbreviations “u” and “2”
- use proper grammar and punctuation
- write in paragraphs
- use “dear” and “sincerely”
Email cont.
- can be viewed as informal, watch informal tone
- not entitled to freedom of speech
- managers can monitor and ask to read email
- deleted is never deleted
- ease of email can invite heated messages
Workplace Email Do Nots
- send offensive messages
- engage in a volley of heated arguments
- send jokes or anything sexual
- hit “reply” when emotions are high
- send anything you do not have the courage to someone’s face
Be careful of these with Email
- reply all
- BCC (blind carbon copy)
- sending personal email
- sending long rambling email
- keeping emotions under control
Meetings
- a lot of workplace meetings
- an ineffective meeting is a waste of everyone’s time
- formal and informal
- good communication is critical
Running a meeting
- distribute an agenda beforehand
- follow “Roberts Rules of Order”
- Henry M. Robert was a real person
- it’s a “language” used at meetings; “make a motion”
- order of an RR of O meeting
Roberts Rules of Order
- call to order
- approval of minutes
- officer reports
- committee reports
- unfinished (old) business
- new business
- announcements
- adjournment
Presentations
Very common
- community groups (civic league)
- government officials (city council, mayor)
- professional groups (conference)
- possible funding source (sponsor/vendor)
Presentations cont.
- get all the details ahead (date, time of day, length of time, audience, location
- prepare in advanced ready for questions
- presentation should contain all of the details
- for visual learners, use graphs, pictures etc.
- intro, body, close
How do we communicate in the workplace?
- actions speak louder than words
- how a manger acts send a powerful message and is a form of communication
- behavioral communication is about “doing the right thing” or ethical behavior
- character- doing the right thing when no one is watching
- what is the morally right thing to do? How do you decide?
- possible ethical issues
- goal is to create a “culture of character”
Supervision
- 3 levels
- achieving desired results through the work of others
3 Supervisions
Lower Management: program coordinator
Middle Management: department directors
Upper Management: CEO, executive director, president, COO
Transitioning to a supervisor
- very difficult for a fort time supervisor
- new “people skills” are needed
- many times we do not fully comprehend the complexity of a management (MBA or MPA degree)
Why become a supervisor
- more money
- career progression
- status
- challenges
1. aligning with management
2. supervising friends
3. gaining acceptance and cooperation
4. dealing with resentful employees
5. avoiding the temptation of doing work for others
6. giving credit rather than taking credit
Delagation
- when a supervisor assigns work to employees and holds them accountable for the results
- frees up time for management activities (mentoring, team building, problem-solving)
- supervisors can get “buried” in paperwork
- motivate employees, learn new job skills
- help “train” staff for a management position (chair a committee, direct a program)
What’s an effective meeting?
(Open Communication, Delegation, Time Management, Good Decision Making)
- start and end the meeting on time
- review the agenda and desired outcomes
- appoint a person to take minutes (notes)
- use humor and encourage fun
- maintain the focus of the meeting
- recognize and end disruptive behavior
- be a good facilitator
- summarize action that was taken and decisions that were made
Human Resource Planning
- 4 steps
- the process of anticipating human resources needs and establishing a sound procedure for filling those needs
- Determine Staff Needs
forecast the number and type of employees needed by the organization
- Assess Internal (current) Staff
inventory and evaluate the current internal workforce
- Matching Needs with Current Staff
how well does the current staff match with current and future organizational needs
- Future Staffing Needs
develop a plan to make changes in the workforce for when staff members leave
Organizational Structure
- 3 steps
- the results of organization, the final product we hope to achieve
1) Grouping Activities into Jobs
- which activities go together?
- which use the same resources?
- at what level in the organization should the activity be placed?
- who most needs to talk to and work with whom?
2) Describing Jobs and Determining Qualifications
- job identification
- summary of duties and responsibilities
- essential functions performed
- job specifications
- working conditions
- relationship and key contacts
- qualifications (education and experience)
3) Arrange Jobs and Establish Relationships
assign jobs to organizational units and establish the necessary relationship s among jobs and units to the overall organization
Job Descriptions
- position classification and compensation
- recruiting, testing, screening, and selecting employees
- orientation
- training and development
- performance appraisal
- compliance with legislation
SWOT Analysis
a study undertaken by an organization to identify its internal strengths and weaknesses, as well as its external opportunities and threats
