Management: Exam 2 Flashcards
One in which interviewers ask a standard set of questions of all candidates about qualifications and capabilities related to job performance
Structured Interviews
The determination of the relative position of something or someone
Orientation
Exceptions to discrimination laws may be okay if they are job related (Example: Hooters, Chinese restaurants)
Bona Fide Occupational Qualification (BFOQ)
Knowledge, skills, and abilities (KSAs) that people need to perform their jobs successfully; the building block of HR
Job Analysis
To establish performance objectives, measure employee performance against standards, and give employees feedback measurement or evaluation
Performance Appraisal
Most popular performance appraisal
Graphic Rating Scales
360 degree feedback, critical incidents
Behaviorally Anchored Rating Scales (BARS)
Difference in cultures
Diverisity
An invisible barrier that prevents women from promotion to the highest executive ranks
Glass Ceiling
Harassment in the workplace that involving the making of unwanted and sexual advances or obscene remarks
Sexual Harassment
Involves request or implies suggestions that sexual relations are required in exchange for continued employment or benefits, such as promotion
Quid Pro Quo
Created through jokes, touching, comments, pictures, and other means of communicating unwanted sexual innuendos
Hostile Environment
Freedom from discrimination on the basis of sex, color, religion, national origin, disability and age
EEO
Forbids discrimination based on race, color, religion, sex, or national origin
Title VII or Civil Rights Act of 1964
Requires that men and women performing equal jobs receive equal pay
Equal Pay Act
Prohibits discrimination in employment against individuals aged 40 or over
ADEA
Prohibits discrimination against individuals with disabilities
ADA
Requires employers to provide 12 weeks of unpaid leave for family and medical emergencies
FMLA
Equal employment opportunity commission
EEOC
Influences that assists an organization to meet its goals and perform successfully
Effective Leadership
The capacity or ability to influence
Power
Based on managerial rank in an organization
Position Power
Based on person’s individual characteristics
Personal Power
Position Power: how much authority does the organization give to your position?
Legitimate Power
Position Power: are you able to give others the rewards they want?
Reward Power
Position Power: are you able to punish others or withhold rewards
Coercive Power
Personal Power: do you have knowledge that others need?
Expert Power
Personal Power: do others respect you and want to be like you?
Referent Power
Strong form of referent power; rare, very few people are considered truly “charismatic”; based on individuals inspirational qualities rather than formal power
Charisma
Leader, situation, and followers
3 Leadership Variables
Where the 3 variables intersect
Focus of Leadership
(The best type of leadership) Empowers and coaches followers; motivates followers to work for the larger good of the organization, achieve significant accomplishments, and makes major changes
Transformational Leaders
More Passive, emphasizes exchange of rewards or benefits, and appeals to followers’ self-interests to motivate their performance
Transactional Leaders
The agent uses logical arguments and factual evidence to show a proposal or request is feasible and relevant for attaining important task objectives
Rational Persuasion Influence Tactic
The agent explains how carrying out a request or supporting a proposal will benefit the target personally or help advance the target person’s career
Apprising Influence Tactic
The agent offers to provide relevant resources and assistance if the target will carry out a request or approve a proposed change (mutual benefit)
Collaboration Influence Tactic
The agent uses demands, threats, frequent checking, or persistent reminders to influence the target person
Pressure Influence Tactic
A set of forces that energize, direct, and sustain behavior
Motivation
Needs, attitudes, and goals
Internal “Push” Forces
Feedback, work load, tasks, discretion
External “Pull” Forces
- ) Physiological
- ) Safety
- ) Belongingness
- ) Esteem
- ) Self-actualization
Maslow’s Need Hierarchy Theory (Internal Factors)
Power, affiliation, and achievement
McClelland’s Acquired Needs Theory (Internal Factors)
Motivators and hygiene factors
Hertzberg’s Two Factor Theory (External Factors)
Focuses on individual’s comparisons of their own circumstances to those of others
Equity Theory
Focuses on though processes people use when faced with choosing among alternatives
Expectancy Theory
The events that happen to people following their behavior (the CONSEQUENCE of their performance) can reinforce their tendencies to continue or discontinue their behavior
Reinforcement and Consequences Theory
Desirable consequences that increase the likelihood of behavior being repeated in the future
Positive Reinforcement
Removal of undesirable consequences that increase the likelihood of behavior being repeated in the future
Negative Reinforcement
The absence of positive consequences for behavior, lessening the likelihood of that behavior in the future
Extinction
