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ORG B 321 > Test 1 > Flashcards

Test 1 Flashcards

1
Q

Major Trends: Ethical challenges:

A

Sarbanes & Oxley Act -> short term fix. Long term fix would be to change the culture from the top down.

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2
Q

Major Trends: Lack of employee engagement:

A

is a concept that is generally viewed as managing discretionary effort, that is, when employees have choices, they will act in a way that furthers their organization’s interests.” “According to statistics that Gallup has drawn from 300,000 companies in its database, 70% of employees are either “disengaged” or “actively disengaged,” costing an estimated $450 to $550 billion annually. In their global study of engagement, Gallup analyzed findings from nearly 50,000 business units across 49 industries and 34 countries and found that overall, engagement was related to higher customer ratings, profits, productivity, lower turnover, higher safety, less theft, and higher quality work.”)

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3
Q

Major Trands: Rapid technology changes:

A

Computing power doubles every two years. Connected through technology - emails and text messages. Intel is exploring “no-email Fridays” to manage the number of emails sent within the organization.

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4
Q

Flattening world

A

The Internet has flattened the world and leveled the playing field in terms of access to information. This leads to mass collaboration which changes business practices dramatically. Challenge - you have to evaluate the information that you receive. Although, what is more important is that you have the right information at the right time.

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5
Q

Triple Bottom Line Concept:

A

Economically —-Profits
Socially ———–People
Environmentally -Planet

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6
Q

“greenwashing”

A

marketing products as green when they really aren’t sustainable business processes

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7
Q

Demographic changes

A

Aging workforce and millennials

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8
Q

Outsourcing/Shamrock Companies

A

are the future (⅓ regular employees, ⅓ temporary employee, ⅓ consultants and contractors). “The challenge for organizational behavior is managing teams consisting of different nationalities separated not only by culture and language but also in time and space.”

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9
Q

Diversity The Business Case (Benefits)

A

Having a diverse workforce and managing it effectively have the potential to bring about a number of benefits to organizations, including:
Higher creativity in decision making - Different opinions and perspectives
Better understanding and service of customers - appeal to a broader customer base
More satisfied workforce
Higher stock prices
Lower litigation expenses - lack of diversity leads to lawsuits which can be costly
Higher company performance

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10
Q

Deep-Level & Surface-Level

A

we tend to assume that we can tell what a person’s deep-level diversity is by looking at their surface-level diversity

Deep-level

Values
Attitudes
Beliefs

Surface-level

Gender
Race
Age
Physical disabilities

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11
Q

Gender Diversity Challenges (4)

A
  1. Equal pay based on gen. The Equal Pay Act - 1963
  2. Discrimination in hiring processes based on gender - Title VII of the Civil Rights
  3. Earnings gap between genders
  4. Glass ceiling - women not as prevalent as men in upper management positions
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12
Q

ADEA

A

Age Discrimination in Employment Act (1967): outlaws discrimination based on age, gender, race, national origin, or religion &raquo_space;»>40

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13
Q

ADA

A

Americans with Disabilities Act (1990): prohibits discrimination of otherwise capable employees based on physical or mental disabilities

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14
Q

Handling Illegal Interview Questions

A

1, Refuse to answer
2, Answer briefly
3, Answer the intent
4, Walk away

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15
Q

Hofstede’s 4 Cultural Dimensions

A

Power distance (moderate)
Uncertainty Avoidance: (low)
Masculinity / femininity: (moderate)
Individualism / collectivism: (Highest)

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16
Q

Protected classes

A

(1) Age
(a) Protected after age 40
(2) Sex
(3) Religion
(3. 5) DO YOU EVEN LIFT BRO? NO
(4) Race
(5) Color
(6) National Origin
(7) Disability
(8) Veteran
(9) Pregnancy
(10) Sexual Orientation?(No current federal protection)
(11) Gender Identity?(No current federal protection)

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17
Q

*5-Stage Model - teams

A

Forming - the group comes together for the first time
Storming - focus less on keeping their guard up and become more authentic and argumentative
Norming - find it easy to establish guidelines (norms) and they define procedures and goals
Performing - get the work done and pay greater attention to how they’re doing the work
Transforming - (from Wikipedia: “In 1977, Tuckman, jointly with Mary Ann Jensen, added a fifth stage to the 4 stages: adjourning,[1] that involves completing the task and breaking up the team (in some texts referred to as Mourning)”

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18
Q

TASK ROLES

A

Contractor (organizer)
Creator (changes in team’s task process structure)
Contributor (information and experience)
Completer (transforms ideas into actions)
Critic (Devil’s advocate)

19
Q

Social roles

A

Cooperator (supporting role)
Communicator (helps team feel more open to sharing ideas)
Calibrator (keeping the team on track by suggesting changes to teams processes)

20
Q

Boundary-spanning roles

A

Consul (gathering information and communicating it to the larger organization)
Coordinator (Coordinates with other teams/individuals)

21
Q

Michael’s Management Tips (p. 16)

A

Don’t treat everyone the same
If you have to fire, fire fast
Pick the right people
Trust them
Don’t over-promote people - just pay them well for what they do
Never pass the buck
Make very few promises to your people, and keep them all

22
Q

12 questions:

A

Do I know what is expected of me at work?

Do I have the materials and equipment I need to do my work right?

23
Q

Key points 12 questions:

A

key to sustaining a competitive advantage
No questions about pay/benefits - all about retention, retention, retention
First survey to strongly link employee opinion to performance
Manager is a critical player in building a good workplace (the key)
Most consistent links were to productivity measure (direct link between opinion and productivity)
10 Q’s linked to productivity, 8 Q’s linked to profitability, 5 Q’s linked to retention
People leave managers, not companies
Turnover is a manager problem
Between low 25% and high 25% score on 12Q survey is $104 million difference
Mountain sickness = employees need base camp (what do i get Q1, Q2) camp one (what do i give Q3-Q6), camp two (do i belong here Q7-Q10), camp three (how can we all grow Q11, Q12)
Managers should focus on base camp and camp one > if employees lower level needs are not met, everything else is irrelevant

24
Q

Mountain sickness

A

take care of your employees basic needs first, then climb the mountain

25
Q

4 Business Outcomes (p. 30-34) - 12 questions are linked to at least one of these outcomes

A

Productivity - 10 of the 12 questions are linked to this
Profitability - 8 of the 12 questions are linked to this
Retention - 5 of the 12 questions are linked to this
Customer satisfaction - 6 of the 12 questions are linked to this

26
Q

4 Keys of the Catalyst Role (pp. 58-59, 66-67)

A

Select a person - select for talent, know difference between talent skills and knowledge
Set expectations - define the right outcomes, need to be able to balance standardization with flare and originality
Motivate the person - focus on strengths, who you spend your time with and how you spend your time as a manger
Develop the person - find the right fit, know close vs too close, what do you owe your people

27
Q

Skills, Knowledge, & Talents (pp. 83-85)

A
  1. Help them discover hidden talents
  2. Teach your employees new skills and knowledge
  3. Never confuse talents with skills and knowledge
28
Q

SKILLS
KNOWLEDGE
TALENTS

A

Striving talents - explain the why of a person
Thinking talents - explain the how of a person
Relating talents - explain the who of a person

29
Q

Talents aren’t

A

rare or special. dont take credit for talents, take credit for cultivating talents. Every role you aprrticipate in requires talent.

30
Q

Colvin 8 Steps

A
  1. urgency
  2. Team Cohesion
  3. Compelling Vision
  4. not communicating vision
  5. not remiving roadblocks
  6. not declaring smal vistories
  7. declaring victory too soon
  8. not anchoring changes.
31
Q

Colvin – Why Dream Teams Fail (3 key points)

A
  1. Don’t recruit too many all stars
  2. Most common path to fail is signing too many all stars
  3. Get a group of talented people with the same vision instead
32
Q

Parloff – The War Over Unconscious Bias (key points)

A

biggest problem isn’t policies, it’s the manager’s unwritten policies
case called dukes vs wal-mart > a bunch of girls, focuses on 3 standard accusations for discrimination disputes
statistical evidence that shows % or women or minority employees in some jobs is markedly lower than in the available labor pool, women and minorities are paid less than men or whites
unconscious bias is rife at the company
companies promotion and pay procedures provide too much discretion to managers
should employers be forced monitor and increase diversity?

33
Q

Role of Compensation

A

“It’s who you pay, not how you pay them. , no patterns between pay and success. Pay is to attract and keep employees.

34
Q

Determining Who the Right People Are

A

don’t need to be tightly managed or fired up; they will be self-motivated by the inner drive to produce the best results and to be part of creating something great.” p. 42

35
Q

2 Questions to Decide if Wrong Person

A
  1. Would you rehire this person if you were in the hiring process again?
  2. How would you react if the person has an offer somewhere else - relieved or disappointed?
36
Q

Consequences of Failing to Unload

A

“Letting the wrong people hang around is unfair to all the right people, as they inevitably find themselves compensating for the inadequacies of the wrong people. Worst, it can drive away the best people. Strong performers are intrinsically motivated by performance, and when they see their efforts impeded by carrying extra weight, they eventually become frustrated.” p. 56

37
Q

3 Rigorous Practices - Jim Collins

A
  1. “When in doubt, don’t hire - keep looking”
  2. “When you need to make people change, act”
  3. “Put your best people on your biggest opportunities, not your biggest problems”
38
Q

4 steps to employee opinion surveys:

A 
1. Preparation 
Question development
Timing of administration
Response rate 
2. Administration 
Response window
Anonymity 
3. Analysis
Turnaround time
Statistical choices - how deep?
4. Action (*key*)
Report key findings 
Develop action plans
39
Q

*Characteristics of High-Performance Teams

COMMON MASS

A

COMMON - purpose, goals,
MUTUAL ACCOUNTABILITY
COMPLEMENTARY SKILLS
SIZE

40
Q

OPTIMAL GROUP SIZE

A

4-10

41
Q

Overcoming Resistance to Change (3 I’s)

A

Involvement
Information
Incentives

42
Q

Person-Job Fit Model

A

Person Organization - Motivation. Interests

Person Job - Skills, demands.

43
Q

EVP (Employee Value Proposition) (4 categories)

A

Exciting work - challenging, innovative, passion
Great company - culture, leadership, managers
Compensation / ample rewards - Pay, market equity, wealth opportunities
Growth & development - Tailored plan, growth opportunities, feedback & mentoring

44
Q

Lessons from SAS & Wegmans

A 
-	treated employees very well
both privately held
had a lot of on the job training (especially for Wegmans; 65 hours per year for both part-time and full-time)
great at retaining customers
Low turnover rates
Creative and innovative 
“Employees first, customers second”

ORG B 321 (5 decks)

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