Final Flashcards
Boomerang Management
occurs when a manager reverts from management POV to employee POV
Exempt Employee
not covered by federal and state wage and hour laws… includes supervisors who are paid >$455 hourly and spend >50% of their time with >2 employees
Nonexempt Employee
covered by federal and state wage and hour laws
Scientific Management
created by Frederick Taylor
- Standardization of work methods
- Careful selection of people
- Complete Supervision
- Incentive Pay
Types of Managerial Skills
- Technical Skill
- Human Skill
- Conceptual Skill
Working Supervisor
performs tasks of hourly employees
Traits of Leaders
- Drive
- Confidence
- Influential
- Intelligence
Mission Statement
describes the purpose of the organization and outlines the kinds of activities performed for guests
Situational Leadership
adaptation of leadership style to the needs of the situation
Theory Y
created by McGregor
- Work is natural
- People will work at their own accord towards objectives
Transformational
act as a coach, lead by example
Vision
articulation of the mission o the organization in such an appealing way that it vividly conveys what it can be like in the future
Management by Exception
training employees so the supervisor needs only to oversee that workers are meeting the standards and then deal with unexpected events that the standing plan doesn’t cover
Span of Control
the number of employees that a manager supervises directly
Unity of Command
the organizational principle that each person should only have one boss
Body Language
expression of attitudes and feelings through body movements, positions and gestures
Communication
productive expression of ideas; the key to building trust and resolving conflict
Interpersonal Communication
the sending and receiving of messages between people
Listening
paying complete attention to what people have to say; hearing them out; staying interested but neutral
Open Communication
free movement of messages back and forth between supervisor and coworker, as well as up and down the channels of communication
The 5 Principles of Good Listening
- Undivided Attention
- Hear the Person Out
- Look for the real message
- Leep your emotions out of the communication for a clear understanding
- Maintain your role
Cultural Bound
believing that your culture and value system are better than all others
Culture
socially transmitted behavior patterns and all other products of human work or thought characteristic of a community or population
The Age Discrimination of 1967
(ADEA) an act that makes it unlawful to discriminate in compensation, terms, or conditions of employment based on a person’s age (applies to everyone 40 years and older)
The Family Medical Leave Act of 1993
an act that allows employees to take an unpaid leave of absence from work for up to 12 weeks a year for birth or adoption of a child or a serious health condition of the employee or his or her spouse, child, or parent
Interview
conversation with the purpose of obtaining information, often used in screening job applicants
Cognitive Ability Tests
measures intelligence
Negligent Hiring
the failure of an employer to take reasonable and appropriate safeguards when hiring employees to make sure that they are not the type to harm guests or other workers
Orientation
a new worker’s introduction to a job
Recruiting
actively looking for people to fill jobs
External Recruiting
Direct Recruiting
Internal Recruiting
- looking outside
- going to where job seekers are
- looking within the company
Halo Effect
the tendency to extend the perception of a single outstanding personality trait to a perception of the entire personality
Units of Work
any one of several work sequences that together form the content of a given job
Carrot-and-Stick
use of promised reward plus punishment to motivate performance
Dissatisfier
a factor in a job environment that produces dissatisfaction, usually reducing motivation
Economic Person Theory
belief that people work for money alone
Job Loading
adding more work to a job without increasing interest, challenge, or reward
Maslow Hierarchy of Needs
- Self- Fulfillment
- Ego
- Social Needs
- Safety Needs
- Physiological Needs
Motivation
the why of behavior; the energizer that makes people behave the way they do
Motivation-Hygiene Theory
inadequacies in the job that create dissatisfiers or hygiene maintenance factors
Positive Reinforcement
providing positive consequences for desired behavior
Coaching
training on the job that is focused on improving performance
Counseling
occurs when a counselor meets with a client in a private and confidential setting to explore a difficulty the client is having
Feedback
giving information about the performance of an individual or group back to them during or after performing a task or job
Group
large # of people working together or considered together because of similarities
Type of Empowerment
Structured: allows employees to make decisions within limited specifics
Flexible: gives employees some scope in making decisions
Formative Evaluation
an ongoing form of evaluation that uses observation, interviews, and surveys to monitor training
Learning
acquisition of knowledge or skill
Magic Apron Training Method
people train themselves the easiest ways to get the job done
New Employee/ Pretesting
testing an experienced workers job performance before training
Steps in Job Instruction Training
- Prepare associate for training
- Demonstrate what associate is to do
- Have the associate do the task
- Follow up
Summative Evaluation
- Reaction
- Knowledge
- Behavior
- Attitudes
- Productivity
Accommodation
strategy in which concern for your own interest is low, results in an outcome where the opposing party is allowed to satisfy its interests while ones own interests are neglected
Artbitration
disputes are settled by an arbitrator and can either be binding or nonbonding depending on the participant’s wishes
Avoidance
strategy in which conflict is avoided by both sides, resulting in a lose/ lose outcome where problems remain unresolved
Collaboration
strategy in which concern for others is high and both parties try to cooperate with each other to come to a solution that completely satisfies both
Compromise
concern for both sides; finding ways of agreeing
Conflict Management
the application of strategies to settle opposing ideas/ goals
Mediation
via voluntary and confidential prices, a neutral 3rd party facilitator trained on mediation techniques negotiates a mutually acceptable settlement
Open Door Policy
employees have the opportunity to meet with managers to discuss issues
Third Party Investigation
neutral 3rd party confidentially investigates complaints and proposes resolutions
Violence in the Workplace
on the rise
Discipline
- condition or state of orderly conduct and compliance with rules, regulations, and procedures
- action to ensure orderly conduct and compliance to rules
- both 1 and 2 are the manager’s responsibility
Environmental Sexual Harassment
acts are considered a violation when they interfere with employee work
Intervention
an orchestrated strategy that emphasizes convincing someone to discuss problems with a counselor as opposed to confronting them directly with their shortcomings
Negative Discipline
maintaining discipline through fear ad punishment with progressively severe penalties for rule violations
Positive Discipline
a punishment free disciplinary action that replaces penalties with reminders and feats a decision- making leave with pay
Quid Pro Quo Sexual Harassment
giving something in exchange for something
Third Party Sexual Harassment
involves a customer or client and an employee
Uniform Discipline System
system of specific penalties for each violation of each company tool to be applied uniformly throughout the company
Brainstorming
generating ideas without considering the drawbacks, limitations, or consequences
Impulsive
making off the cut decisions based on a whim
Steps in Decision Making
- Define the problem and set objectives
- Analyze the problem
- Develop alternative solution
- Decide on the best decision
- Convert the decision into action
- Follow up
Accountability
a worker’s obligation to a supervisor to carry out the responsibilities delegated to produce the results expected
Authority
possessing the rights and powers needed to make the decision and take the requisite actions to get a job done
Contract
an agreement between two parties that is fully understood and accepted by both
Delegation
giving a portion of one’s responsibility and authority to a subordinate
Reverse Delegation
situation in which you can delegate a job to an employee and he or she tries to give it back to you
Three Aspects of Delegation
- Responsibility
- Authority
- Accountability
