EXAM #2 Flashcards
Prevention of minorities and women to be promoted to higher positions in their company.
Glass ceiling
Managers understanding
They must understand their employees religious beliefs as there are many religious holidays
To focus your attention on someone who is conspicuously different from us
salience
What are the two forms of sexual harassment?
Quid Pro Quo and hostile work environment
Overt discrimination
Knowingly, racially, denying access to individuals to opportunities and advancement.
Unethical and illegal
Social Status Affect
To look at individuals of wealthier status differently than individuals at a lower level status
What is a Schema
Information stored about an event, individual, or situation.
What are mores?
They are norms that are to be considered to be of central importance to the functioning of society and social life.
What is globalization?
Set of forces that causes nations to become interdependent.
Economic Forces
Inflation rate, unemployment rate, interest rates
Disabilities in the office
Educate, promote a non-discriminatory environment, and provide reasonable accommodations for the disabled.
Other kinds of diversity
Whether individuals are attractive or unattractive, thin or overweight, in most cases has an affect on advancement rates and salaries
What is distributive justice?
fair distribution of pay, promotions, and other organizational resources based on meaningful contributions that individuals have made and not personal characteristics over which they have no control.
What is procedural Justice?
A moral principle calling for the use of fair procedures to determine how to distribute outcomes to organizational members.
Procedural Justice Examples:
- carefully appraise a subordinate’s performance
- take into account any environmental obstacles to high performance
- ignore irrelevant personal characteristics
Gender Schema
Preconceived beliefs or ideas about the nature of men and women, their traits, attitudes, behaviors, and preferences
Quid Pro Quo
Asking sexual favors for job opportunities
General Environment Entails:
Economic forces, technological forces, sociocultural forces, political and legal forces, and demographic forces.
Affect the task environment.
Task environment entails:
Customers, suppliers, distributors, and competitors.
Ability to obtain inputs and dispose of its outputs.
Rivalry with competitors
Is probably the most concerning threat that managers deal with.
Barriers to entry result from three main sources
Economies of scale, Brand loyalty, and government regulations.
Programmed Decision
Events and decisions have happened before so managers have established rules and guidelines for situations like these.
Un-programmed decision
Unexpected situations and uncertain measures are being used to make an executive decision
Intuition
Feelings and beliefs that come readily to mind in on spot situations
Reasoned judgement
decision that requires time and effort and results from careful information
Six Steps in decision making
- Recognize
- Generate Alternatives
- Assess the alternatives
- Choose the alternative
- Implement the alternative
- Learn from feedback
Questions about evaluating possibles courses of action.
- Legal?
- Ethical?
- Economical?
- Practical?
Heuristics
Rules of thumb that simplify the process of making decisions.
Systematic Errors
errors that people make over and over and that result in poor decision making
Skunkworks
A group of intrapreneurs who are deliberately separated from the normal operation of an organization to encourage them to devote all their attention to developing new products
Product Champion
A manager who takes “ownership” of a project and provides the leadership and vision that take a product from the idea stage to the final customer.
Characteristics of Entrepreneurs
Open to experience: they are original thinkers and take risks.
Internal locus of control: they take responsibility for their own actions.
High self-esteem: they feel competent and capable.
High need for achievement: they set high goals and enjoy working toward them.
Founding entrepreneur
Lacks the skills to manage under difficult situations and complicated scenarios
Factors affecting organizational structure
- Human resources
- Strategy
- Technology
- Organizational Environment
Divisional Structure
An organizational structure composed of separate business units within which are the functions that work together to produce a specific product for a specific customer.
- Product
- Market
- Geographical
Divisional Descriptions
-When managers organize divisions according to the type of good or service they provide, they
adopt a product structure.
-When managers organize divisions according to the area of the country
or world they operate in, they adopt a geographic structure.
-When managers organize divisions
according to the type of customer they focus on, they adopt a market structure.
Tall Structure
Tall structures have many levels of authority and narrow spans of control.
Flat Structure
Large span of control with less levels, also might lead to over working of managers. Quicker communication
Adaptive Structure vs Inert Structure
Adaptive- values and norms help an organization to build momentum and to grow and change as needed to achieve its goals and be effective
Inert- Those that lead to values and norms that fail to motivate or inspire employees. Lead to stagnation and often failure over time
Components Of resource management
Recruitment and Selection
Used to attract and hire new employees who have the abilities, skills, and experiences that will help an organization achieve its goals.
Training and Development
Ensures that organizational members develop the skills and abilities that will enable them to perform their jobs effectively in the present and the future
Changes in technology and the environment
require that organizational members learn new techniques and ways of working
Performance Appraisal and Feedback
Provides managers with the information they need to make good human resources decisions about how to train, motivate, and reward organizational members
Feedback from performance appraisal serves a developmental purpose for members of an organization
Pay and Benefits
Rewarding high performing organizational members with raises, bonuses and recognition.
Increased pay provides additional incentive.
Benefits, such as health insurance, reward membership in firm.
Labor relations
Steps that managers take to develop and maintain good working relationships with the labor unions that may represent their employees’ interests
Reliability
the degree to which the tool or test measures the same thing each time it is used
Ex: scores should be similar for the same person taking the same test over time.
Validity
the degree to which the test measures what it is supposed to measure
Ex:how well a physical ability test predicts the job performance of a firefighter.
Reasoned Judgement
Refers to decisions that require time and effort and result from careful information gathering, generation of alternatives, and evaluation of alternatives.
economic feasibility
When managers are assessing whether alternative solutions can be accomplished in line with an organization’s performance goals
Programmed Decision making
Routine or Automatic
Autonomy
is the degree to which a job gives an employee the freedom and discretion needed to schedule different tasks and decide how to carry them out.
Good Control system should have:
be flexible so managers can respond as needed.
provide accurate information about the organization.
provide information in a timely manner.
What are the three types of control?
Feedforward control
Concurrent control
Feedback control
Control process steps
- Establish the standards of performance, goals, and targets against which performance is to be evaluated.
- measure actual performance
- Compare actual performance with chosen performance.
- Evaluate the result and initiate corrective action (that is, make changes) if the
standard is not being achieved.
Return on investment
Most commonly used financial measure, as well as the net income before taxes divided by total assets.
Liquidity Ratios
measure how well managers have protected organizational resources to be able to meet short-term obligations
Leverage ratios
measure the degree to which managers use debt or equity to finance ongoing operations
A manager in a liaison role manages diversity in an organization by?
enabling diverse individuals to coordinate their efforts and cooperate with one another.
Which of the following helps ensure that diversity is managed effectively in an organization?
Increasing the accuracy of perceptions
Which of the following is a result of effectively managing diversity?
Increase in retention of valued employees
