Test 1

Question 1

Major Trends: Ethical challenges:

Answer 1

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

Question 2

Major Trends: Lack of employee engagement:

Answer 2

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.”)

Question 3

Major Trands: Rapid technology changes:

Answer 3

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.

Question 4

Flattening world

Answer 4

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.

Question 5

Triple Bottom Line Concept:

Answer 5

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

Question 6

“greenwashing”

Answer 6

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

Question 7

Demographic changes

Answer 7

Aging workforce and millennials

Question 8

Outsourcing/Shamrock Companies

Answer 8

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.”

Question 9

Diversity The Business Case (Benefits)

Answer 9

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

Question 10

Deep-Level & Surface-Level

Answer 10

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

Question 11

Gender Diversity Challenges (4)

Answer 11

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

Question 12

ADEA

Answer 12

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

Question 13

ADA

Answer 13

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

Question 14

Handling Illegal Interview Questions

Answer 14

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

Question 15

Hofstede’s 4 Cultural Dimensions

Answer 15

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

Question 16

Protected classes

Answer 16

(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)

Question 17

*5-Stage Model - teams

Answer 17

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)”

Question 18

TASK ROLES

Answer 18

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

Question 19

Social roles

Answer 19

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

Question 20

Boundary-spanning roles

Answer 20

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

Question 21

Michael’s Management Tips (p. 16)

Answer 21

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

Question 22

12 questions:

Answer 22

Do I know what is expected of me at work?

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

Question 23

Key points 12 questions:

Answer 23

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

Question 24

Mountain sickness

Answer 24

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

Question 25

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

Answer 25

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

Question 26

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

Answer 26

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

Question 27

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

Answer 27

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

Question 28

SKILLS KNOWLEDGE TALENTS

Answer 28

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

Question 29

Talents aren't

Answer 29

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

Question 30

Colvin 8 Steps

Answer 30

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.

Question 31

Colvin – Why Dream Teams Fail (3 key points)

Answer 31

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

Question 32

Parloff – The War Over Unconscious Bias (key points)

Answer 32

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?

Question 33

Role of Compensation

Answer 33

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

Question 34

Determining Who the Right People Are

Answer 34

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

Question 35

2 Questions to Decide if Wrong Person

Answer 35

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?

Question 36

Consequences of Failing to Unload

Answer 36

“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

Question 37

3 Rigorous Practices - Jim Collins

Answer 37

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”

Question 38

4 steps to employee opinion surveys:

Answer 38

``` 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 ```

Question 39

*Characteristics of High-Performance Teams | COMMON MASS

Answer 39

COMMON - purpose, goals, MUTUAL ACCOUNTABILITY COMPLEMENTARY SKILLS SIZE

Question 40

OPTIMAL GROUP SIZE

Answer 40

4-10

Question 41

Overcoming Resistance to Change (3 I’s)

Answer 41

Involvement Information Incentives

Question 42

Person-Job Fit Model

Answer 42

Person Organization - Motivation. Interests | Person Job - Skills, demands.

Question 43

EVP (Employee Value Proposition) (4 categories)

Answer 43

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

Question 44

Lessons from SAS & Wegmans

Answer 44

``` - 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” ```