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MGT 367 > Exam 4 - Study Guide > Flashcards

Exam 4 - Study Guide Flashcards

1
Q

understand the five dimensions of cultural differences; know where the U.S. stands on each dimension

A
  1. Individualism
  2. Uncertainty Avoidance
  3. Masculinity Femininity
  4. Power Distance
  5. Time Orientation
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2
Q

Understand the three different sources of employees to staff international operations

A
  1. Home-Country-Nationals
  2. Host Country National
  3. Third National Country National
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3
Q

Home-Country-Nationals

A

you live in the U.S to be send overseas

Hiring from home countries

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4
Q

Host Country National

A

you hire local people from that country to do subsidiary

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5
Q

Third National Country National

A

Not living in the home country nor the host country national.

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6
Q

Why do expatriates fail?

A 
FAMILY/SPOUSE ADJUSTMENTS [most influential factor why they fail]
Language barrier 
Feeling isolated
Adaption to the lifestyle in a different country
Cultural differences/shock
Home sickness
Limited opportunity for other jobs
Feeling of safety
Time zone 
Poor performance
Repatriation issues
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7
Q

4 strategies four general HR management strategies used by international firms

A
  1. ethnocentric
  2. polycentric
  3. geocentric
  4. regiocentric
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8
Q

Ethnocentric

A

foreign subsidiaries have little autonomy, centralized operation, major decisions made by corporate, key positions held by those moved to assignment by or from headquarters

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9
Q

Polycentric

A

treat each subsidiary as distinct entity with some level of decision making authority

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10
Q

Geocentric

A

strives to integrate its businesses; headquarters and subsidiaries are collaborative; key positions are filled by the most qualified

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11
Q

Regiocentric

A

tends to appoint people to positions within general regions on the world; limited movement between corporate headquarters and region; strong regional headquarters

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12
Q

Selection (3)

A

Technical capabilities
Cultural adaptation
Family concern

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13
Q

Training

A

Language training
Cultural training
Career development and mentoring
Personal and family life

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14
Q

Training stages (3)

A
  1. Pre-departure:
  2. On-site:
  3. Repatriation:
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15
Q

Pre-departure:

A

language, cultural training, children w/ schooling

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16
Q

Repatriation:

-

A

Repatriation: help expatriate transition back home: reverse culture shock, counseling personal life issues

Clarity and discuss prior to the pre-departure so they know what they are going to come to their home country/regular job

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17
Q

On-site:

A

formal mentoring relationships; send updates -> feel that he/she is still “in the home-office loop”

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18
Q

Know the criteria for an effective international compensation program

A
  • Provide an incentive to leave the US
  • Maintain a US standard of living
  • Facilitate reentry into the US
  • Provide for education of children
  • Maintain relationships with family, friends and business associates
  • Company housing
  • Base salary
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19
Q

Balance sheet

A

Maintain same standard of living in the host country as they had in the home country by providing a variety of financial, social and family benefits

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20
Q

Localization

A

Localization (or the going-rate approach

converting expatriates to local standards (getting paid as local managers do)

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21
Q

Another name for Localization

A

(or the going-rate approach

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22
Q

What is repatriation?

A

What is repatriation?

Repatriation: help expatriate transition back home: reverse culture shock, counseling personal life issues

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23
Q

Employment at will

A

An employee can LEGALLY fine anyone for any reason, as long as it isn’t discriminatory

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24
Q

Exceptions to a employment at will

3

A
  • -Violations of public policy
  • -Implied contract
  • -Tort theories
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25
Q

–Violations of public policy

A

– wrongful discharge for acts protected by law

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26
Q

–Implied contract

A

– wrongful discharge contrary to employer oral or written promises

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27
Q

–Tort theories

A

wrongful discharge as a result of the intentional infliction of emotional distress and defamation by the employe

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28
Q

Wrongful discharge

A
  • violations of public policy
  • implied contract
  • Tort theories
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29
Q

Employe handbooks as implied contracts

A

should not be used as evidence of an implicit or explicit employment contract; could serve as an unwritten guarantee of job

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30
Q

Employee surveillance

A

Employee surveillance

watching and monitoring employees

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31
Q

technology usage policies

A

no abuse of privilege clause identifies and prohibits harmful activities and protects the employer from liability from employee misuse

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32
Q

Understand the four dimensions of organizational justice

A
  1. Distributive Justice
  2. Procedural Justice
  3. Interpersonal Justice
  4. Informational Justice
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33
Q
  1. Distributive Justice
A

Equity in the allocation of rewards and penalties

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34
Q
  1. Procedural Justice
A

The rules and procedures

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35
Q
  1. Interpersonal Justice
A

How that person is being treated

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36
Q
  1. Informational Justice
A

Adequate explanations are provided

37
Q

Factors managers may consider when they try to decide how severe a punishment should be

A
  • the manner in which similar infractions -
  • have been handled in the past
  • weigh costs and benefits
  • employee’s work history
  • extenuating circumstances
  • consequences of misconduct
  • management may be contributing to problem
38
Q

Flexible work arrangements

CFJT

A
  1. Compressed workweeks
  2. flextime
  3. job sharing
  4. telecommuting
39
Q

Telecommuting

A

enables employees to work at home using technology to transmit completed work back to office

40
Q

Flextime

A

employee can choose his or her work schedule within some limits

41
Q

Job sharing

A

two people divide the responsibilities for regular, full-time job

42
Q

Compressed worksheets

A

allows employees to work fewer days during the week with longer hours per day worked

43
Q

Guiding principles for discipline

A
  • based on job-related criteria
  • employees should be treated consistently
  • company policy should be followed
  • honest and accurate communication
44
Q

Wagner Act

A

Places the protective power of the federal government firmly behind employee efforts to organize and bargain collectively through representatives of their choice.
Also created the national labor relations board

45
Q

Taft-Hartley Act

A

Allowed the U.S. President to temporarily bar national emergency strikes
Defined list of activities as unfair union practices
Restrict the activities and powers of labor unions

46
Q

Understand Right-to-Work laws

A

a. Union security agreements that require membership as a condition of employment are illegal.
b. 23 states have enacted right to work laws.
c. It is up to each employee at a workplace to decide whether or not to join a union and pay dues.

47
Q

Understand the two primary functions of the National Labor Relations Board

A
  1. To prevents and correct unfair labor practices

2. To administer certification and decertification elections to determine whether workers choose to be represented.

48
Q

Why employees unionize

A
  • Economics needs -> high bargaining power (higher pay, better benefits, work hours, job security, working conditions), opportunities for people who may not be able to get a job otherwise
  • Dissatisfaction with management (unfair policies, promotion, shift assignments, etc)
  • Employe belief about union: potential benefits.
  • Higher wages, better benefits, etc
49
Q

Why employers don’t like employees to unionize

A

Unions stress seniority over performance

50
Q

Why do managers do not like unions

A
  • Difficult for managers to discipline employees for bad behaviors
  • Unions seek participation in decisions
  • More costly (higher wages, better benefits, etc)
51
Q

Good faith bargaining

A
  • Intent to reach an agreement
  • Meet at reasonable times and place
  • Active participation
  • Proposals and counter proposals
52
Q

Good faith bargaining
The law does no require:
(2)

A

Agreeing to any proposal

Making a concession

53
Q

Collective bargaining

A
  • Unions’ representatives meet with management to determine employees’ benefits and wages, to create or revise work rules, and to resolve disputes or violations of labor contracts.
  • negotiate
54
Q

Labor contract

A

A formal agreement between a union and management that specifies the conditions of employment and the union management relationship over a mutually agree upon period (usually 2 years- up to
Specifies what two parties have agreed on regarding wages, benefits, and working conditions.

55
Q

Three types of bargaining

A
  1. distributive bargaining
  2. integrative bargaining
  3. concessionary bargaining
56
Q

distributive bargaining

A
  1. distributive bargaining
    Most common type of bargaining involves zero-sum negation.
    One side wins, one side loses.
    May threaten to strike if they don’t get wage or working conditions wanted.
57
Q

integrative bargaining

A
  1. integrative bargaining
    Both sides are trying to reach a mutually beneficial alternative or a win-win solution.
    Both trying to resolve conflict.
    AKA Interest based bargaining or mutual gains bargaining
58
Q

concessionary bargaining

A
  1. concessionary bargaining

A union giving back to management some of what it has gained in previous bargaining.

59
Q

How does the employer do to put pressure on the Union?

3

A
  • Lockouts
  • Hire replacements
  • subcontracting
60
Q

how does the Union do to put pressure on the company?

A
  • Strikes
  • Picketing
  • Primary boycotts
61
Q

Meditation

A
  • The between-person makes a suggestion between company and; union
  • [quizlet] No decisions can be made that is legally binding. Help move negotiations forward.
62
Q

Arbitration

A
  • Legally binding a judge hears an argument from both sides
  • It is voluntary
  • [quizlet] The decision is legally binding (judge, collective bargainer) MORE EFFICIENT AND POPULAR
63
Q

What does OSHA stand for:

A

Occupations Safety Health Act

64
Q

Recordkeeping

A

(>10)

65
Q

OSHA functions

A

Issues citations and penalties for standard infractions

66
Q

Citations contain the following information:

A 
Number of standard violated
Explanation for citation
Degree of severity
Time allotted for correction
Initial fine or penalty
67
Q

Selection

A

Selection
Human characteristics to reduce accidents. For example, vision
◦Can be built into interviews

68
Q

Training

A

Training

Training is important and popular.

69
Q

Motivation

A

Motivation

Motivation - incentive to work productively and safe

70
Q

Ergonomics

A

Ergonomics
◦Need ergonomic chairs and keyboards to
reduce risk of injury

71
Q

Enforcement

A

Enforcement

  • safety policies
  • Any consequences for unsafe behaviors.
72
Q

WORKPLACE AGGRESSION:

A

Hostile forms of behavior involving efforts by individuals to harm others with whom they work or have worked.

73
Q

What are the 5 things you can do to PREVENTING WORKPLACE AGGRESSION

A
  1. Screen out individuals with propensity toward aggression
  2. Know profile of typical violence-prone worker
    for intervention purposes
  3. Workplace violence policy
  4. Empathize and be fair
  5. Training in aggression management
74
Q

sources of major work-related stress

A 
sources of major work-related stress
Sources:
• Responsibility without authority
• Inability to voice complaints
• Prejudice because of age, gender, race, or religion
• Poor working conditions
• Inadequate recognition
• Lack of a clear job description or chain of command
• Unfriendly interpersonal relationships
75
Q

Worker’s compensation

A

Federally mandated insurance program developed on the theory that work-related accidents and illnesses are cost of doing business that should be paid for by the employer and passed on to the consumer

76
Q

Liability Without Fault

A

Provides that worker who are victims of work-related injury or illness are granted benefits regardless of who is responsible for the accident, injury or illness

77
Q

Right to know provisions of OSHA

A

Right to know provisions of OSHA

  1. Allowed to know about hazards to which they may be exposed at work
  2. Companies must have hazard communication
  3. Worker have the right to refuse
  4. Companies officials can serve time if a death occurs
78
Q

Negligent retention

A

Negligent retention
occur when an employer failed to remove an employee from a position of responsibility after it became apparent or should have been apparent that the employee should not have had this responsibility

79
Q

Negligent hiring

A

Negligent hiring
when an employee who actually caused the death or injury had a clear history or reputation indicating a propensity to behave in a certain way and this record would have been discovered by the employer through appropriate due diligence

80
Q

Job stress

A

Job stress
• Definition: A situation wherein job-related factors interact with a worker to change his/her psychological and/or physiological condition such that the person is forced to deviate from normal functioning.

81
Q

Role conflict

A

pressure from two or more sources are exerted such that complying with source creates greater problems regarding another source

82
Q

Role ambiguity

A

Role ambiguity
worker simply do not understand what is expected on the job or where what is expected is contrary to what they think should be done

83
Q

Burnout

A

Reflection of emotional exhaustion, depersonalization, and reduce personal accomplishment

84
Q

know where the U.S. stands on each dimension

A 
know where the U.S. stands on each dimension
Highest individualism
2nd low power distance
Middle uncertainty avoidance
2nd highest achievement orientation
2nd short-term orientation
85
Q

Coping with stress: Two Basics Methods

A
  • -Emotion– Focused Coping:

- –Problems———Focused coping:

86
Q

What are the two basic methods for coping with stress

A

Emotion– Focused Coping:

—Problems———Focused coping:

87
Q

Emotion– Focused Coping:

A

how to deal with stress for feelings
attempting to alleviate stress by avoiding or ignoring a stressor and attending to emotional needs related to one’s stress reaction
coping strategy that features a positive outlook on feelings or situations accompanied by behaviors that reduce painful emotions

88
Q

—Problems———Focused coping:

A

coping strategy by which we problem-solve and tackle life’s challenges head-on
coping strategies that try to eliminate the source of a stress or reduce its impact through direct actions

MGT 367 (26 decks)

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