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Spring 2015 > HUEC MGT - Exam #1 (Part 2) > Flashcards

HUEC MGT - Exam #1 (Part 2) Flashcards

1
Q

What are the two basic types of decisions?

A
  1. Programmed
  2. Non-programmed
    — Different levels of management tend to make different types of decisions in the workplace…
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2
Q

What are Structured Problems?

A

-Predictable, routine, day-to-day activity;
-Info to make decision readily available
EX: Structured Decision
•Employee does not report to work
•List employees able to do job
•Determine availability of each
•Those not already scheduled
•Seniority
•Call
•Fill position w/first available

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3
Q

What are Programmable Decisions?

A

-Rely on precedent;
-Decisions made routinely, can become automatic;
-Info transferred from one situation to another;
-Procedure written as rule, regulation;
-Learned behavior
EX: Programmable Decision
•Employee slips and falls at work
— Act within 7 calendar days
— Is case recordable
— Is case new or recurring
— Establish if work related
— Determine correct OSHA form

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4
Q

What is on the OSHA Form 301 - Injury and Illness Incident Report

A
  • Name, address, demographic;
  • Information about health care;
  • Information about case;
  • What was employee doing…;
  • What happened…;
  • Injury or illness…;
  • Object or substance causing harm;
  • Death? When?
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5
Q

What are Unstructured Problems?

A
  • New, unusual, unpredictable;
  • Since these problems rarely occur, there is often not protocol on how to fix the problem;
  • Little precedent, no written guidelines;
  • Managers must be conceptual in solving this type of problem;
  • Require non-programmed decisions
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6
Q

What are Non-Programmable Decisions?

A

-Needed → Research, collaboration with others, creativity;
-Unstructured problems
•more prevalent in newer operations,
•situations without institutional memory,
•in times of frequent, rapid change
•in changes of managerial structure

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7
Q

How are decisions correlated with management levels?

A
  • FRONTLINE managers = PROGRAMMED decisions;

- Most NON-programmed decisions made by UPPER-LEVEL MANAGERS

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8
Q

Who are Problem Avoiders?

A
  • person does not recognize a problem;
  • or, sees no urgency to address it;
  • or, chooses to avoid it;
  • Person knows a decision must be made but, puts it off … “decidophobia” …;
  • makes the choice not to make a decision
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9
Q

Who are Problem Solvers?

A

→ REACTIVE;

  • Does not withdraw;
  • Reactive…acts on obvious problems after the fact;
  • Recognizes that a problem exists;
  • Fixes it in a timely manner … as occurs;
  • But, does not seek out other problems …;
  • “If it ain’t broke, don’t fix it.”
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10
Q

Who are Problem Seekers?

A

→ PROACTIVE ;

  • Proactive and deals with potential problems before they become obvious;
  • Constantly “tweaking”;
  • Great contingency planners (future);
  • Solutions = ready in advance;
  • Downside: employees must constantly adapt to change and can lead to stress ….pacing = important
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11
Q

What are Directive decision makers?

A
  • Efficient , logical, requiring little information;
  • Few alternatives;
  • Low tolerance for ambiguity
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12
Q

What are Conceptual decision makers?

A
  • Open to new ideas;
  • Looking at many alternatives;
  • High tolerance for ambiguity;
  • Relying on instinct versus logic, reason
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13
Q

What are Analytic decision makers?

A
  • Enjoys solving problems;
  • Likes to seek alternatives, information;
  • Can tolerate ambiguity;
  • Applies rational, methodical approach to solve problems
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14
Q

What are Behavioral decisions makers?

A
  • Uses intuition, feelings, and perceptions versus actual data
  • Dislikes ambiguity
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15
Q

Where is Risk found in decision making?

A
  • Risk: Reward ratio;
  • Risk;
  • Certainty;
  • Uncertainty
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16
Q

What is Calculated Risk?

A

Information collected that will help to determine the probable outcomes for each of idea

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17
Q

What causes a HIGH degree of Risk?

A
  • Little relevant data + Unknown probable outcomes = high degree of risk;
  • Wondrously successful? Dismal Failure?
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18
Q

What causes a LOW degree of Risk?

A

Large amounts of data + known probable outcomes = low degree of risk

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19
Q

What are the types groups that need to make decisions?

A

Task forces, committees – scholarships, internship selection/review panels, TQM teams, clinical nutrition staff, RDs for CPEU learning;
-Can either be transient (temp) or on-going

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20
Q

What is Accommodation?

A
  • Members of a group feel need to accept the position of dominant member;
  • May look like consensus,;
  • Maybe unwilling to speak up
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21
Q

What are De Factor Decisions?

A
  • Made passively with no obvious objections expressed;
  • Why are these decisions accepted?
  • Disinterest;
  • Lack of Urgency;
  • Uncertainty;
  • Members are bored;
  • Lack of assertiveness;
  • Time constraints
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22
Q

What is Groupthink?

A
  • Cohesiveness of group more important than the problem;
  • Members avoid disagreements within the group;
  • Why? = members feel loyal to each other, may not want to jeopardize unity by expressing opposing opinions
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23
Q

What are the RISKS in Group decision making?

A
  • Shared risk = more willingness to take risks;
  • Groups = take BIGGER risks than individual;
  • Information pool is LARGER
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24
Q

How is group decision making maximized?

A
  • Brainstorming
  • Nominal group technique
  • Delphi technique
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25
Q

What is Brainstorming?

A
  • INFORMAL;
  • open-forum;
  • all members participate;
  • many ideas → LARGEST Number;
  • no criticizing ideas
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26
Q

What is the Nominal Group Technique?

A

-Methodical, rational approach;
-Each member contributes ideas;
-Alternatives are ranked
→ FORMAL process, 4 steps
1.Problems are presented and written down
2.Ideas are presented
3.Group discussion
4.Ranking

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27
Q

What is the Delphi Technique?

A

-Group decision similar to nominal group;
-Members do not meet;
-Communicate and analyze ideas through written communication until consensus is reached
→ FORMAL process, Steps
1.Questionnaire sent to members for idea generation
2.Results are compiled and sent out
3.Members submit feedback
4.Repeated until consensus is met

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28
Q

How much time do managers spend communicating?

A
  • We all communicate
  • Effective communication is critical
  • Requires constant attention
  • *Managers spend 50% of time communication
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29
Q

What is Effective Communication?

A

…process of sending…message…in such a way… message received is
as close in meaning as possible to message intended…

30
Q

What is being Effective in terms of communication?

A

*Producing decided, desired, decisive, effect;
—Decided…free from doubt or wavering;
— Decisive…resolute, determined, unmistakable;
— Effect…accomplishment, outward sign, appearance

31
Q

What causes Poor Understanding?

A
  • When there is a mismatch between the MEANING/ ENCODING of the message and what is DECODED as the meaning ;
  • Method of encoding must equate to the meaning of the message
32
Q

What are the 2 basic components of communication?

A
  1. Sending = Sender → Encode → Transmit

2. Receiving = Receiver → Decode → Interpret

33
Q

What is communication?

A
  • Sender: encodes message

- Receiver: decode and interpret

34
Q

Where can misinterpretation occur?

A

-Misinterpretation

BOTH Mass communication and Interpersonal communication

35
Q

What are the differences in listening and hearing?

A
  • Hearing - physical sense, involuntary, passive, automatic without attention;
  • Listening - active process, requires effort/attention, to decode messages
36
Q

What are the components of a message?

A
  1. Content;
  2. Language/Vocab;
  3. Nonverbal symbols;
  4. Delivery style;
  5. Complexity;
  6. Focus
37
Q

What are the part of the messages “package”?

A
  1. Channels
  2. Setting
  3. Timing
  4. Personal Characteristics = Verbal and Nonverbal
38
Q

What is a Channel?

A

-Pathway between the sender and receiver → Usually chosen by the SENDER;
-A message can be sent through more than one channel
-Examples:
•Face-to-face
• Telephone calls
•Memos
•Letters
•E-mail
Newsletter
•Audio/ video recording

39
Q

What is a Direct Channel?

A
  • A communication pathway in which the message sent is targeted to a specific group(s) or person(s);
  • More certain that the person receives the message
40
Q

What is an Indirect Channel?

A
  • A communication pathway in which the receiver is not;
  • No assurance that a specific person will receive the message;
  • Examples: “Grapevine”, radio, television, newsletter
41
Q

What is the Setting?

A

-Physical environment for communications;
-Type of work to be done dictates
•Meeting room, arrangement
•Office, furniture

42
Q

Manager at the FRONT of the room or HEAD of the table

A
  • Transfer of information from person in authority to subordinates;
  • Informative meeting
43
Q

Manager sits at the head of the table with group

A

Openness to 2-way communication

44
Q

Manager sits at the table, but not at the head

A

Equality among group members

45
Q

What are the different office furniture arrangements?

A
  • Big desk in the middle of the office;
  • Desk facing wall;
  • Desk and separate work table
46
Q

There’s an appropriate place for everything =

A
  1. Discipline = Not the hallway or break room;
  2. Private Information = Office or meeting room, in a car during travel;
  3. General information= Locker room, local coffee shop, etc.;
  4. To cover your back… If you are meeting with a DIFFERENT gender, it is smart to not close the door completely or meet in a room with windows.
47
Q

What is appropriate timing for management to deliver information?

A
  • Important information should be given early in the day, at the beginning of the week ;
  • DO NOT…Assign a major project the day before an employee’s scheduled vacation;
  • DO…Make major announcements early in the day and toward the beginning of the week
48
Q

What is Noise?

A
  • Anything that interferes with the delivery of the message;
  • Words the receiver doesn’t understand;
  • Giving the message in the wrong place, at the wrong time, or in a bad format;
  • External factors;
  • Technology plays a role → Ringing phone, Fax and e-mail, Cell phones
49
Q

What is Feedback?

A

-The process of responding to messages after interpreting them;
-This allows the sender to know that the message was received and understood;
-Feedback allows immediate results if clarification is necessary
→ Oral in person faster

50
Q

How do VERBAL personal characteristics of the sender impact the message?

A
  • May enhance communications;
  • May be neutral;
  • May interfere with the message;
  • May not be possible to change these
  • *Can have positive or negative impact on message
51
Q

What are the VERBAL personal characteristics?

A
  • Accent »Regional variation of words; »Distinction from another area;
  • Speed of natural conversation;
  • Tone;
  • Pitch;
  • Rhythm
52
Q

What are the NONVERBAL personal characteristics of the sender that can impact the message?

A
  1. Props (artifacts);
  2. Space (proxemics) = Personal, social, public; May depend on setting type of message
  3. Body language = Hands, face, eyes (habitual, unconscious)
53
Q

What are Policies?

A
  • Course of action selected from alternatives;

- Rule

54
Q

What are Procedures?

A
  • Particular way of accomplishing something;
  • Implementation of policy;
  • Evolves over time
55
Q

What is Protocol?

A
  • Detailed plan of a scientific or medical treatment or procedure;
  • System of rules that explain correct procedures
56
Q

What makes policies EFFECTIVE?

A
  • Clear, concise, simple language;
  • Address policy not procedure;
  • Consistent, logical framework
57
Q

What are ESSENTIAL Company documents?

A
  • Employee handbook;
  • HRM policy & procedure manual;
  • Department policy & procedure manual
58
Q

What is found in a Employee Handbook?

A
  • Non-Disclosure Agreement
  • Anti-Discrimination Policies
  • Compensation = Wage & Hours, Employment Taxes, Workers’ Compensation;
  • Work Schedules
  • Standards of Conduct
  • Safety and Security
  • General employment = Labor laws. Foreign Workers, Immigration;
  • Employee Benefits
  • Leave Policies
  • Attendance Policies
59
Q

How do you write effective written policies and procedure documents?

A
  • Concise, minimum of verbiage
  • Factual
  • Do not include info that may become outdated
  • Spell out acronym first time used
  • Step-by-step instructions for completing forms (procedures only)
60
Q

What type of channel is written communication?

A

-When written communication is used exclusively as the PRIMARY channel of communication;
-People are not able to be physically present;
-Confidence that everyone is getting the same message;
-Examples of this are…
oEmployee handbook
oCafeteria benefits package
oSolicitation
oProcedure manuals
oHuman resources policy
**These can be distributed on flash drives or DVDs

61
Q

What are Essential Documents?

A
  • Essential documents have a specific length of time that they must be KEPT;
    1. Transient - kept for a short amount of time and then discarded = Customer surveys
    2. Documents that must be kept for long periods are for legal and accounting purposes and are determined by the organization or by legal requirements = Time cards, cash register tapes, budget
62
Q

What is PROPRIETARY INFORMATION?

A

-Networking is a critical part of communication because of this proprietary information exists;
-It is knowledge about the organization that must be RESTRICTED to certain individuals.;
-This information can fuel gossip and turmoil within the organization
-Examples:
oUnscheduled bonuses
oPremature announcements
oEmployee health info
*Shared on need-to-know!

63
Q

What are the steps to building effecting interpersonal communication?

A
  1. Balance conversations with two-way dialogue
  2. Introduce yourself with handshake, smile
  3. Warm-up with small talk
  4. Call people by name
  5. Use courtesy words…Please, Thank You
  6. Smile at appropriate times
  7. Make eye contact…do not stare
  8. Node head to indicate interest
  9. Keep arm’s length distance
  10. Communicate at eye level…ask permission to sit or offer invitation to sit
64
Q

What are the steps to building effecting interpersonal communication?

A
  1. End conversation with “wrap-up”
  2. Be tactful…only say things that will make the person feel good
  3. Lean slightly forward when listening
  4. Cross legs toward speaker
  5. Listen for meaning; take notes
  6. Show empathy
  7. Focus on the positive
  8. Proceed negative with a positive
  9. Receive honest feedback as chance to improve
  10. Focus on work, not person, when giving negative feedback
  11. Give negative feedback privately
  12. Disagree agreeably
  13. Be approachable…add humor and lightness
65
Q

How is communicating with groups different than individuals?

A
  • More IMPERSONAL;
  • Less tolerance for errors;
  • Greater chance for distortion;
  • Larger audience = more sophisticated packaging;
  • Important to test technology, proofread printed materials, over-prepare
66
Q

What are the benefits of computers?

A
  • Removed the role of secretary
  • Removed the role of “second opinion”
  • Close to real time
  • Volley of messages
67
Q

What are the unique problems associated with computers?

A
  • One can respond in rote, non-thinking
  • An individual message can be sent to a group
  • Clutters in the workplaces take precedence over actual work
  • Diluting face-to-face communication
68
Q

What are some common communication barriers?

A
  • Hearing expected message
  • Ignoring conflicting information
  • Differing perceptions
  • Evaluating source
  • Interpreting words differently
  • Ignoring nonverbal cues
  • Becoming emotional
69
Q

What are other more person communication barriers?

A
  1. Regional language = Multiple definitions;
  2. Cultural variations:
    oLanguage
    oProxemics … Personal space
    oBody language
    oTouching behavior
    oCustoms;
  3. Gender → RDs tend to use feminine style;
    4 Generational differences;
  4. Politically correct terminology;
  5. Politically Correct - terminology non-offensive or neutral to replace words or phrases in common usage that are disparaging, offensive, or insensitive
    **Avoid – AND + stereotypes
70
Q

What are the guidelines for INTERCULTURAL communication?

A
  1. Expect there to be cultural differences;
  2. Learn what you can about the other person’s culture;
  3. Become an objective observer of whatever differences exist;
  4. Do not assume that different means less/worse, it means different;
  5. Don’t jump to conclusions;
  6. Avoid stereotypes;
  7. Try to take the other person’s perceptive;
  8. Appreciate and value diversity

Spring 2015 (14 decks)

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