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finales > PART 4: People, People & people ! > Flashcards

PART 4: People, People & people ! Flashcards

1
Q

age, gender, race, educational background, values, social/geographical background, inherited and impact of the environment

personality –> all the ways that an individual interacts with others

A

Individual diversity

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2
Q

Ocean Big Five personality traits

A

opennes, conscientiousness, extraversion, agreedableness and neuroticism

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3
Q

international differences add to complexity

  1. transaction oriented (focus on results)
  2. short-term gains
  3. emphasis on content (facts, number, ratios, statistics)
  4. independent
  5. competitive (decision-driven)
  6. direct (explicist communication)
  7. personal accountability
  8. private offices
  9. linear time (impatient)
A

Individualist culture

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4
Q
  1. reltationship oriented
  2. long-term growth
  3. emphasis on context (experience, intuition, the relationship)
  4. interdependent
  5. collaborative
  6. indirect (circuitous communication)
  7. protection of face
  8. open office plan
  9. flexible time (patient)
A

Collective culture

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5
Q

Gerry Johnson (1988)

  • the paradigm: what the organization is about, what it does, its mission, its values
    control system: processes in place to monitor what is going on
  • organizational structures: reporting lines, hierarchies and the way that work flows through the business
  • power structures: who makes the decisions, how widely spread is power and on what is power based
A

Cultural web

number of elements that can be used to describe/influence organizational culture

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6
Q

benefits of a strong corporate culture

A
  • aligning the company towards achieving its vision, mission and goals
  • high employee motivation and loyalty
  • increase team cohesiveness among the company’s various departments and divisions
  • promoting consistency and encouraging coordination and control within the company
  • shaping employee behaviour at work, enabling the organization to be more efficient
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7
Q
  • acceptable principles in an organization to conduct business
  • ethical vs legal
  • how do you reach targets and not only which targets
  • role of example –> top management
  • values of the company & code of ethics
  • offer training
  • reward ethical and punish unethical
  • create consulting system
A

ethical business culture

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8
Q

benefits of doing business ethically

A
  • legal protection for the company: stability and growth
  • increase company pride and loyalty
  • increase consumer/public/investors/stakeholders will
  • improve loss prevention
  • improve quality & productivity
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9
Q

types of oganizational forms

A
  • functional organization
  • divisional organization
  • matrical organization
  • line versus staff functions
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10
Q

Why is team work important

A
  • motivates unity in workplace
  • offer different perspectives and feedback
  • provides improved efficiency & productivity
  • provides great learning opportunitites
  • promotes great workplace synergy
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11
Q

what is a team

A

a group of two more more people who interdependently seek to meet a common purpose, in order to meet their own and their organization’s goals

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12
Q

what is essential to build a strong team

A

trust based on estimation, information and identification

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13
Q

teamwok requires the ability of…

A

faciliation

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14
Q

Andrew Carnegie

teamwork is the fuel that allows…

A

common people to attain common results

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15
Q

how can a company generate potential candidates?

employer branding

A
  • workplace image/ranking/websites
  • attractive company culture
  • communicate to all potential candidates of the ongoing search
  • internal promotion vs external search
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16
Q

selection must…

A
  • make use of the correct selection tools
  • respect legal standards
  • never create false expectations
  • poorly defined position/responsibilities (role clarity) –> cause of failure
  • hiring comittee in place
17
Q

what is the global cost of hiring a new employee

A
  • direct costs of actual search
  • time invested by other employees to acommodate the new comer in his new role (“onboarding”)
  • non (fully) productive time in the fist months
  • build customer/supplier relation
  • cost of hiring the wrong person
18
Q

motivation

What does Maslow rank at the top of his pyramid?

A

self-fulfillment needs/self-actualization

19
Q

What does Maslow rank at the bottom of his pyramid?

A

physiological needs (water, food, warmth, rest)

20
Q

2 factors pointed out in the Herzberg theory

A
  1. hygene factors are needed to make sure that an employee is not dissatisfied
  2. motivation factors are needed for ensuring employee’s satisfaction and employee’s motivation for higher performance

more presence of hygene factors don’t guarantee motivation, and motivation factors in the absence of hygene factors also don’t work

21
Q

What does McClelland affirms in his theory of needs

A

that we all have 3 motivating drivers, and it doesn’t depend on our gender or age. One of these drivers will be dominant in our behaviour The dominant driver depends on our life experiences

22
Q

What are the 3 motivators in the McClelland Theory of Needs

A

**1. achievement: **a need to accomplish and demonstrate own competence. People with high achievement prefer tasks that provide for personal responsibilities, results based on their efforts and quick acknowledgement of their progress
**2. affiliation: **a need for love, belonging and social acceptance. People with high affiliation are motivated by being liked and accepted by others (tend to participate in social gathering and may be uncomfortable with conflic)
**3. power: **need for control one’s work or the work of others. People with high need for power desire situations in which they excersise power and influence over others (they aspire for positions with status and authority and tend to be more concerned about their level of influence than about how effective work performance)

23
Q

Vroom theory of expectancy

A

Victor Vroom stated that people will be highly productive if two conditions are met:

  1. people believe it’s likely that their efforts will lead to successful results
  2. those people also believe they will be rewarded for their success
24
Q

outline McGregor’s theory “X and Y” two distinctive views of human beings based on participaition of workers

A
  • theory X (negative): traditional view of the work force –> workers are inherently lazy, self-centered and lacking ambition. Therefore, an appropiate management style is strong, top-down control
  • theory Y (positive): workers are inherently motivated and eager to accept responsibility. Appropiate management style is to focus on creating a productive work environment coupled with positive rewards and reinforcement

both kind of peoples exists. Based on their nature, they need to be managed accordingly

25
Q

Maslow (1969) & William Ouchi (1981)

What is the Theory Z?

A
  • view work: whole part of a person
  • attitude towards responsibility: collective responsibility
  • attitude towards innovation: whole is better than sum of parts
  • ability to control: implicit control by loyalty to team
26
Q

motivational factors for employees

A
  • direct participation in decision making process
  • appreceation or recognition for a job well done
  • practical, valid, reliable and differentiated assesment

representative participation

27
Q

management by objectives (Peter Ducker, 1954)

Objectives/ targets must be…

A

SMART (Specific, Measurable, Assignable, Realistic, Time-specific/bound)

28
Q

Management by Objective

MBO aim

A

to improve the performance of an organization by clearly defining objectives that are agreed to both by management and employees

29
Q

Limitation of MBO

A

context’s impact on result

30
Q

Types of financial compensation

A
  • seniority (antigüedad)
  • performance related salary increase
  • bonuses/profit sharing/shares & options
31
Q
  • career perspectives –> great motivational factor
  • strong incentive
  • Peter principle “rise to the level of incompetence”
A

promoting people

32
Q

What collective bargainings take place in a organization

A
  • conditions of employment are periodically negotiated
  • highly technical HR/legal knowledge
  • national culture differences (Germany)
  • Dispute resolution mechanism
33
Q

communication

Top-down communication

A

it is generated at one point in the hierarchy and is directed downwards in order to inform and is prioritized (managers have to communicate their ideas to workers)

34
Q

Bottom-up communication

A

a person communicates suggestions/complaints to someone above them

35
Q

Communication types

A
  • verbal/written/non-verbal
  • formal-informal
  • individual/group
36
Q
  • filters
  • selective perception
  • too much information
  • emotion language
  • anxiety
A

non-effective communication

finales (8 decks)

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