Final Review Flashcards
characteristics of individuals employed in our firms
Diversity
group of people who hold most of the decision-making, power, control of resources and information, and access to rewards
Majority group
group of people who are assigned to work in positions that do not involve power, resources, acceptance, or social status
Minority group
What two groups from the social system of an organization?
Majority and minority groups
advantages of a diverse workforce
- ability to gain and keep market share
- cost savings
- increased productivity
- better quality managers
- more resilient workforce
statistical data relating to the population and particular groups within it.
Demographics
demographic trends in the US
- population is growing more slowly
- workforce is getting older
- more women in the workforce
belief one’s group, culture, country, and customs are far superior to those of other groups
Ethnocentrism
a preconceived negative judgment, opinion, or assumption about an issue, behavior, or group of people
Prejudice
positive or negative assessment of members of a group or their perceived attribute
Stereotype
act of treating an issue, person, or behavior unjustly or inequitably on the basis of prejudice or stereotype
Discrimination
being one of few members of your group in the organization
Tokenism
discrimination against the majority group to help the underrepresented in the organization
Reverse discrimination
eliminate barriers and increase opportunities for disadvantaged individuals
Affirmative action
differences are acknowledged, accepted, and seen as a significant contributor to the entirety
Pluralism
training designed to change employee attitudes about diversity and/or develop skills needed to work with a diverse workforce
Diversity training
the obligation you have to perform the tasks assigned to you
Responsibility
A summary of the objectives of the job, the type of work, the responsibilities and duties, working conditions and relationship to other jobs
Job description
right to perform or command
Authority
employee’s liability to perform
Accountability
delegation (3 steps)
- assign specific duties to the individual
- grant authority to the individual
- create obligation
maximum amount of authority delegated to subordinates
Decentralization
4 steps of human resources management
- recruitment
- selection
- training
- performance appraisal
attracting and screening the supply of prospective human resources available to fill a position
Recruitment
choosing an individual to hire from all who have been recruited
Selection progress
developing qualities in human resources to enable them to be more productive
Training
review employee past productive activities to evaluate contributions they have made toward attaining objectives
Performance Appraisal
the process of determining who will follow whom in various organizational positions
Succession planning
what laws does the EEOC enforce
all the anti-discrimination statutes
eliminates barriers and increases opportunities to increase utilization of disadvantaged individuals
Affirmative action
process involves modifying an existing organization to increase organizational effectiveness
fundamentals of changing an organization
what is the relationship between stability and adaptation?
high stability and medium adaptation leads to high survival probability
what is the most important factor when changing an organization?
Change agent
change classifications (3)
- people
- structural
- technological
effort that focuses on improving an organizations capability
Organizational Development
ways to reduce resistance to change
- avoid surprises
- promote understanding
- set the stage for change
- make the change tentative
the general desire or willingness of someone to do something
Motivation
why is it important that managers are able to motivate their teams?
it influences the behaviors of organization members and is the key in reaching organizational objectives
focuses on steps occurring when an individual is motivated
Process theory
Focus on understanding what needs individuals have and how to satisfy them
Content theory
vroom expectancy theory of motivation
- an individual’s desire to perform a behavior (motivation strength)
- expectancy, valance, and instrumentality
effort will result in performance
Expectancy
performance will result in reward
Instrumentality
reward is valued
Valence
when individuals believe they have been treated unfairly in comparison to other coworkers they react in a way to try to fight the inequity
equity theory of motivation
states that three needs - achievement, affiliation, and power - are major motives determining people’s behavior in the workplace
McClelland’s acquired needs theory
guiding the activities of organization members in appropriate directions
Influencing
largest contributor to an effective oral communication
Facial expressions
set of values organization members share regarding functioning and existence of organization
organizational culture
what makes up a culture?
Values and norms
shared values and goals - cohesion
Clan culture
flexibility and discretion with an external focus
Adhocracy culture
formal and structured - internal focus
Hierarchy culture
Market culture
stability and control - emphasizes relationships
the process of directing behavior of others toward the accomplishment of an objective
Leadership
assumed leaders are born and not made and described leader based on a set of characteristics
Trait theory of leadership
leadership is learned through structure and consideration factors
Behavior theory of leadership
each instance of leadership is different and requires a unique combination of leaders, followers, and leadership situations
Situational approach to leadership
manager’s leadership style is only effective if its is appropriate for the maturity level of the followers
Life cycle theory of leadership
managers can facilitate job performance by showing employees how their performance affects receiving desired results
path-goal theory of leadership
focuses on increased service to others rather than to oneself
Servant leadership
blends personal humility with an intense will to build long-range organizational success
Level 5 leadership
ensuring an event occurs as it was planned to occur
Controlling
steps in the controlling process
- measuring process
- comparing measured performance with standard
- taking corrective action
extent to which an individual is able to influence others
Power
derived from a given position in the organization
positional power
derived from the manager’s relationship with others
Personal power
details about project/set of conclusions derived from data analysis
Information
ensure that specific task are carried out effectively and efficiently
Operational control decisions
relate to obtaining and using resources to reach objectives
Management control decisions
relate to determining organizational objectives and actions to achieve those objectives
Strategic planning decisions
transformation of resources into products
Production
relationship between the number of units produced and the number of human and other production inputs necessary to produce them
Productivity
how well a product does what it is intended to do
Quality
planning system for reducing inventory by having frequent deliveries planned just in time for the delivered products to be assembled into the final product
just-in-time (JIT) inventory control
