Exam 3 Flashcards
Observational Approach
identify the roles that manager are typically assigned;
Fayol’s 5 management functions and Mintzberg’s managerial roles
Fayol’s 5 management functions
1) planning
2) organizaing
3) commanding
4) coordinating
5) controlling
Empirical approach
relies on a descriptive questionnaire
Integrated Competency Model
based on interviews of over 2,000 managers in 12 organizations; focuses on managerial competencies; 21 competencies that are grouped into 6 categories
Integrated Competency Model 6 categories
HR management, leadership, goal and action management, directing subordinates, focuses on others, specialized knowledge
4 approaches to understanding the job of managing
1) Characteristics
2) Observational
3) Empirical
4) Integrated Competency Model
3 desired linkages to making management development strategic
1) the link between the business environment and business strategy
2) the link between business strategy and the organization’s management development strategy
3) the link between the management development strategy and management development activities
Characteristics of effective MD
1) Opportunism
2) Individualism
3) Long-term perspective
4) Encouragement of self-motivation
5) Online approach
What is organizational development?
It’s a process used to both enhance the effectiveness of an organization and the well-being of its members through planned interventions
Planned Interventions
Sets of structured activities in which selected organizational units engage with a task or sequence of tasks where the task goals are related directly or indirectly to organizational improvement
3 Steps to the Change Process Theory (Lewin’s)
1) Unfreezing- getting people to accept the change
2) Moving- where the change happens
3) Refreezing- making the changes permanent
4 concepts of Implementation Theory
1) Human Process Based Intervention Theory (team building and survey feedback)
2) Techno-Structural Intervention Theory (job enrichment, job enlargement, alternate work schedules)
3) Sociotechnical System Designs (Total Quality Management)
4) Organizational Transformation (culture change, strategic change, continuous learning)
New vs. Old Employment Relationship
a. New- employees bear all responsibility for advancing career
b. Old- people could work for a company for the entire career and would get raises and promotions as long as they did their jobs; entitlement mentality
Career
pattern of work-related experiences that span the a course of a person’s life
Career Planning
deliberate process of:
a. Becoming aware of self, opportunities, constraints, choices, and consequences
b. Identifying career-related goals
c. Programming work, education, and related developmental experiences to provide the direction, timing, and sequence of steps to attain specific career goal
Career Management
an ongoing process of preparing, implementing, and monitoring career plans undertaken by the individual alone or in concert with the organization’s career systems.
Table 12-3 Career Management Activities (8)
1) Career Exploration- gathering information about one’s self and environment
2) Awareness of self and environment- understanding of both opportunities and constraints present in the environment
3) Goal setting
4) Strategy development- developing the action plan for accomplishing the goal(s) identified in the goal setting activity
5) Strategy implementation- carrying out the strategy
6) Progress toward the goal- extent to which the individual is nearing the career goal
7) Feedback from work and non-work sources
8) Career appraisal
Multiple Career Concept Model
1) Linear-progression of movement up an organizational hierarchy to positions of greater responsibility and authority
2) Expert-devotion to an occupation; motivated by desire for competence and stability
3) Spiral-A lifelong progression of periodic (seven to ten years) moves across related occupations, disciplines, or specialties
4) Transitory-A progression of frequent (three to five years) moves across different or unrelated jobs or fields
Table 12-2 4-stage Model of Career Development
1) Occupational and Organizational Choice: Preparation for Work; age range: 0-25
2) Early Career: Establishment and Achievement; age range: 25-40
3) Mid career; age range: 40-55
4) Late Career; age range: 55-retirement
Table 12-4 Organizational Career Development Tools
1) Employee self-assessment tools
2) Individual counseling or career discussions
3) Internal labor-market information
4) Job matching systems
5) Organizational potential assessment processes
6) Development programs
Career plateau
the point in a career where the likelihood of additional hierarchical promotion is very low
3 conditions for successful mentoring programs
1) The program should be clearly linked to business strategy and existing HR policies and practices
2) Core components of the program should be designed for effectiveness rather than expediency
3) Voluntary participation and flexible guidelines are critical to success
Management Development (MD)
An organization’s conscious effort to provide its managers (and potential managers) with opportunities to learn, grow, and change, in hopes of producing over the long term a cadre of managers with the skills necessary to function effectively in that organization
3 main components of Management Development (MD)
1) Management Education
2) Management Training
3) On-the-job Experiences
Corporate Universities
formal well-developed training and development department within an organization; usually defined curriculum for the program
Characteristics Approach
involves observing the tasks managers perform and grouping them into meaningful categories
Integrated Competency Model
Based on interviews of over 2,000 managers in twelve organizations; Twenty-one competencies that are grouped into six categories:
1) human resource management
2) leadership
3) goal and action management
4) directing subordinates
5) focus on others
6) specialized knowledge
Globally Competent Manager
recognition that we’re in a global economy and organizations need a network of managers who are specialists in global issues
Job enrichment
Involves varying some aspect of the job in order to increase the potential to motivate workers
Job enlargement
Attempts to increase satisfaction and performance by consolidating work functions from a “horizontal slice” of the work unit to provide greater variety and a sense of the whole task
Strategic Change
any fundamental changes in the organizational purpose or mission requiring system-wide changes
Culture Change
involves a complex process of replacing an existing paradigm or way of thinking with another
3 dimensions of strategic change
1) size of the change
2) depth of the change
3) persuasiveness of the change
Model of Planned Change
Purpose is to improve organizational performance and enhance individual development
Force Field Analysis
When need for change overcomes desire for status quo
Culture
A set of shared values, beliefs, norms, and artifacts that are used to interpret the environment and as a guide for all kinds of behavior
2 types of organizational culture
1) artifacts- Objects and patterns that intentionally or unintentionally communicate information about the organization’s technology, beliefs, values, assumptions, and ways of doing things; help communicate culture
2) Patterns of Behavior- helps to reinforce an organization’s assumptions, beliefs, and ways of doing things through staff meetings, training programs, filing forms, and other normal organizational practices
Access Discrimination
occurs when an organization places limits on job availability through such things as restricting advertisement and recruitment, rejecting applicants, or offering a lower starting salary
Treatment Discrimination
occurs after a person is hired and takes the form of limiting opportunities
2 types of sexual harassment
(violation of Title VII of the Civil Rights Act of 1964)
1) Quid Pro Quo-if an employee’s subjection to or rejection of the sexual conduct is used as a basis for an employment decision (“you do this, I’ll do that”)
2) Hostile Work Environment- a work environment made uncomfortable based on sex; can be created by people other than managers (coworkers); has to be severe and pervasive
Mandatory sexual harassment training in California
mandated sexual harassment training for employers with over 50 employees and is required of supervisors and managers (anyone who is supervising other people) for a minimum of 2 hours once every 2 years
Glass Ceiling
invisible barrier that women and minorities face that keeps them from advancing
Other forms of harassment (EEO laws)
1) American Disabilities Act (ADA)
2) Uniformed Services Employment and Reemployment Rights Act of 1994 (veterans)
3) Age Discrimination in Employment Act
4) Pregnancy Discrimination Act of 1978
Affirmative Action (AA)
“Workforce looks like the community”; applies to private sector companies with 50 or more employees and they have a contract with the federal government of $50,000 or more (affects very few employers); requires those employers to recruit and promote racial minorities, women, disabled individuals, and veterans
Difference between EEO and AA
AA requires more than just not discriminating; must be making an effort to recruit racial minorities and women
