M1 Flashcards
1
Q
What are some of the major challenges facing today’s and tomorrow’s organizations and management?
A
- View employees as assets rather than costs
- Make employees feel valued
- Recognize and appreciate the importance of human resources
2
Q
What is a paradigm? How will the paradigm shift affect management? What are the implications of this paradigm shift for organizational behavior?
A
- term paradigm is now used to mean a broad model, a framework, a way of thinking, or a scheme for understanding reality.
- Not only recognize and appreciate the importance of human resources but also use recent history as a catalyst for change in the understanding and management of human resources
3
Q
Knowing-Doing Gap
A
- The gap between managers knowing the value of the human factor and strategies to improve performance but doing nothing about it
4
Q
Reasons for Knowing-Doing Gap
A
- Talk but no action
- Fear
- Internal competition
- Poorly designed and complex measurement systems
- Reliance on precedent
5
Q
Evidence-Based Management
A
- Use hard facts and empirical evidence to make decisions
- Make organizational decisions informed by social science and organizational research
- Move decisions away from personal preference and unsystematic experience toward those based on the best available scientific evidence
- Satisfies the need to refocus management education based on valid theory and research, translated for effective practice
6
Q
Hawthorne Studies
A
- Hawthorne Studies
- Beginning of the systematic study and understanding of organizational behavior
- Illumination Studies
- Effect of light intensity on employee productivity
- Productivity increased even at moonlight level
- Relay Room Study
- Effect of workday length, rest breaks, and pay on productivity
- Productivity increased even when factors returned to normal
- Bank Wiring Room Study
- Regular supervisors used; productivity decreased; output restricted by group members
- Hawthorne Effect
- Conclusion that increased productivity was due to special attention & interesting work in relay room study
- Minimized effect of small groups and supervision
7
Q
Illumination Studies
A
- Effect of light intensity on employee productivity
- Productivity increased even at moonlight level
8
Q
Relay Room Study
A
- Effect of workday length, rest breaks, and pay on productivity
- Productivity increased even when factors returned to normal
9
Q
Bank Wiring Room Study
A
- Regular supervisors used; productivity decreased; output restricted by group members
10
Q
Hawthorne Effect
A
- Conclusion that increased productivity was due to special attention & interesting work in relay room study
- Minimized effect of small groups and supervision
11
Q
Scientific Perspective Rules
A
- Purpose—understanding, prediction, and control
- Definitions—precise and operational
- Measures—reliable and valid
- Methods—systematic
- Results—cumulative
12
Q
Theory
A
- Why something occurs
- Allows the researcher to deduce logical propositions or hypotheses that can be tested by acceptable research designs
13
Q
Research Designs
A
- Primary aim of any research design is to establish a cause-and-effect relationship
- Survey Studies
- Case Studies
- Experimental Design
- Manipulation of independent variables to measure their effect on, or the change in, dependent variables, while everything else is held constant or controlled
14
Q
Validity
A
- Internal validity exists if there are no plausible alternative explanations of the reported results other than those reported
- External validity exists if the results are applicable to a wide range of people and situations
15
Q
Social Cognitive Theory
A
- Organizational behavior results from the reciprocal interaction among the unique personality characteristics of organizational participants, organizational environment factors such as supervisor recognition or pay for performance, and the organizational behavior itself
16
Q
What are some of the major reasons why diversity has become such an important dimension of today’s organizations?
A
- We just don’t have enough people with needed global leadership capabilities.
- Cultures around the world impact the organizational behavior of managers and employees quite differently.
- Recent studies have found that cultural differences (by country, race/ethnicity, and religion) affected the attitudes, perceptions and behaviors of managers toward planning, profit and other related business concerns.
- The global context is now an accepted reality, but its impact on the study and application of organizational behavior will increase into the future. The problem is that the increasingly frequent intercultural encounters cannot be solved by just simple guidelines (e.g., when dealing with Spaniards, be aware that they tend to be late, or when the Japanese say “yes” they may mean “no”).
17
Q
How can diversity be effectively managed? Offer suggestions at both the individual and organizational levels.
A
- Individual Approaches
- Learning
- Communication key, request feedback from diverse employees
- Empathy
- Ability to put oneself in another’s place and see their point of view
- Learning
- Organizational Approaches
- Testing
- Cultural bias on knowledge & aptitude tests; use job-specific test
- Training
- Offer training to diverse groups to help them perform job better
- Offer training to managers/employees to understand diverse views
- Mentoring
- Trusted advisor for women/minorities to provide job and social support
- Work/Family Programs
- Flextime, Job sharing, Compressed workweek, Telecommuting
- Testing
18
Q
Flextime
A
- Provides employee autonomy by choosing start/end work times
19
Q
Compressed Workweek
A
- Provides more family time by working fewer days with longer hours
20
Q
Job Sharing
A
- Provides flexibility in return to work for fathers and mothers
21
Q
Telecommuting
A
- Reduces company overhead and provides employee autonomy
22
Q
Alternative Work Arrangements
A
- Errand or concierge service, elder care, tuition reimbursement
23
Q
Ethics
A
Involves moral issues and choices and deals with right and wrong behavior
24
Q
Ethical Behavior Factors
A
- Cultural
- Family, friends, neighbors, education, religion, media
- Organizational
- Ethics codes, role models, policies, practices, reward/punishment systems
- External
- Political, legal, economic, and international developments
25
Q
Ethics Notes
A
- Highly ethical individuals may be viewed as unlikable by peers
- Peer pressure can encourage people to be less ethical
26
Q
Ethical Bottom Line
A
- Being ethical pays off for organizations
- Firms engaged in unethical practices had lower returns on asset and lower returns on sales.
27
Q
Corporate Social Responsibility
A
“Engaging in economically sustainable business activities that go beyond legal requirements to protect the well-being of employees, communities, and the environment”
28
Q
Questions to ask when faced with an ethical dilemma
A
Legal?, Right?, Who Affected?, Fit with Company Values?
Effect on Me? Public Record? Effect on Company?
29
Q
MULTICULTURAL ORGANIZATION
A
- Incorporates contributions from diverse groups into organizational strategy and operations
- Acts to eliminate oppression in the organization
- Involves diverse groups in strategic decision making
- Participates in social responsibility efforts to eliminate all oppression
30
Q
Stages Leading to a Multicultural Organization
A
- Exclusionary
- Discriminatory hiring practices focused on maintaining dominance of one group
- Club
- Hire and promote women and minorities but only those with right credentials to fit in with current organizational perspectives
- Compliance
- Hire and promote women and minorities but not with intent of becoming true multicultural organization
- Redefining
- Recognizes value of diverse workforce by developing and implementing policies that distribute power to diverse groups
- Multicultural
- Most multicultural because it not only recognizes value of diversity but fights to eliminate oppression and guide organizational decision making/strategy
31
Q
A
