Management Exam 3

Types of Diversity

surface-level and deep-level

What are aspects of surface level diversity?

age, race, gender, ethnicity, sexual orientation, etc.

What are aspects of deep-level diversity?

Values, personality, work preferences, etc.

Equity

strive to provide access to same opportunities for all workers, recognizing that some people are afforded privileges and advantages while others are confronted with barriers

Inclusion

creates an environment in which all people feel valued, welcomed, and included

Disparate Impact

Occurs when employment practices have a discriminatory effect on a legally protected group of people

Disparate Treatment

Intentional and represents employment practices intended to have a discriminatory effect on a legally protected group of people

Social Categorization

Process through which people make sense of others by constructing social categories, or groups sharing similar characteristics

Social categorization can lead to…

ingroups and outgroups

What is the most important aspect of power?

That it is a function of dependence (a person can only have power over you if they control something you desire or need)

What is the differentiating factor between power and leadership?

Power doesn’t require goal compatibility, but leadership does require some.

Coercive Power

fear of negative results from failing to comply or acting in a way that would anger the power-holder

Reward Power

People obey because it brings benefits, so giving rewards that people want gives power

Legitimate Power

Hierarchical/structural position. Includes acceptance of authority of a position by members of the group

Expert Power

power as a result of a person’s expertise, special skills, or knowledge

Referent Power

Admiration-based identification with someone who has desirable traits or resources, stemming from a desire to be like them

Functional Conflict

Supports the goals of the group and improves its performance

Dysfunctional (Destructive) Conflict

Conflicts that hinder group performance

Example of dysfunctional conflict

Refusal to communicate effectively and collaborate with team members

Strategies for Downsizing

investment in core competencies, communication with employees, participation of employees, assistance (severance, benefits, job search assistance)

Work Specialization

Division of labor into separate activities (increasing efficiency and productivity through specialization and repetition of work)

Departmentalization

Grouping jobs together so common tasks can be coordinated by… function, type of product or service, geography, process, type of customer

Span of Control

How many individuals can a manager efficiently direct and effectively manage.

Formalization

Degree to which jobs within the organization are standardized

High Formalization

Minimum amount of judgement over what you do (accountants, banks, McDonalds)

Low Formalization

Employees have more freedom to exercise judgement in their work (creative jobs)

Simple Structure

Manger is the owner

Matrix Structure

Dual reporting relationships (individuals report to their function and product departmentalization)

Benefits of Simple Structure

simple, fast, flexible, inexpensive to maintain, clear accountability

Challenges of Simple Structure

difficult to maintain in larger organizations, risky, depends on one person

Benefit of Matrix Structure

Specialization

Challenges of Matrix Structure

may have different goals and feedback, can create conflict

How do employees learn culture?

Stories, rituals, symbols, language

Stories

anchor the present in past and legitimizing current practices

Rituals

repetitive sequences of activities that express and reinforce the key values of organization – what goals are most important and/or which people are important versus which are expendable

Symbols

physical objects, artifacts that symbolize values, beliefs, assumptions inherent in organization’s culture

Difference between organizational culture and job satisfaction

Job satisfaction is evaluative, organizational culture is descriptive

A company has a strong culture when…

Core values are intensely held and widely shared

Developing positive cultures through…

ethics, sustainability, innovation and culture

Culture creation occurs in three ways…

Founders hire employees who think and feel the way they do, employees are indoctrinated and socialized into founders’ way of thinking, founders’ own behavior encourages employees to identify with them and internalize their beliefs, values, and assumptions

Goal of Initial Selection

use for preliminary “rough cuts” to decide whether an applicant meets basic qualifications (application forms, background checks)

Goal of Substantive Selection

determine the most qualified applicants from among those who meet basic qualifications (written tests, performance tests, interviews)

Goal of Contingent Selection

make final check before making offer to applicants (drug tests, medical exams)

Structured Interview

Everyone is asked the same questions listed on a protocol – answers are compared to a rubric developed ahead of time (may lose opportunity for follow-up questions)

Semi-structured Interview

Everyone is asked the same questions listed on protocol and compared to a rubric, but also some flexibility for person-specific questions

Unstructured Interview

little or no preplanned questions – criteria undetermined ahead of time

Closed-ended Interview Questions

Appropriate for dealing with fixed aspects of job (licensing, degree, etc)

Open-ended Interview Questions

Determining candidates abilities and motivation

Hypothetical/Situational Interview Questions

What would you do in a certain situation

Past Behavioral Interview Questions

Asks about specific example of something they did

Probing Interview Questions

Not planned, seeking clarification or more details

In an interview you are asked… Do you have an RN license? What type of question is this?

Closed-ended

In an interview you are asked…Why do you want to work in HR at our organization? What type of question is this?

Open-ended

In an interview you are asked…What would you do if you saw someone stealing in the store? What type of question is this?

Hypothetical/Situational

In an interview you are asked…Tell me about a time when you had to manage multiple priorities. What type of question is this?

Past-Behavioral

In an interview you are asked…When you say “we” what was your specific role? What type of question is this?

Probing

What does STAR stand for when answering interview questions?

Situation Task Action Result

Evaluate the effectiveness of training through

Reactions, learning, behavior, and results

Reaction Evaluations

How individuals respond to the training process

Learning Evaluations

Gained knowledge, learned new skills, and/or changed attitudes

Behavior Evaluations

Trainee’s changed on-the-job behaviors

Results Evaluation

Improved individual behavioral changes affecting organizational results

what are the two types of stressors?

Challenge and Hindrance

Challenge Stressors

job-related demands or conditions that are manageable and challenging

example of challenge stressors

workload, time pressure, responsibilities

Hindrance Stressors

job demands that are threatening and unmanageable

example of hindrance stressors

Organization politics, role ambiguity, role conflict, job insecurity

Sleep deprivation has substantial impact on memory and cognitive task performance, but also…

task performance, attendance, safety behavior, counterproductive work behaviors

Improve work-life conflict by implementing

time-based strategies, information-based strategies, money-based strategies, direct services, and culture change strategies

Contingent Checks prevent

negligent hiring

True/False: Deep-level diversity refers to differences in easily perceived characteristics, such as gender, race, ethnicity, age, and disability, that do not necessarily reflect the ways people think or feel but that may activate certain stereotypes

False

True/False: Implicit bias is prejudice that may be hidden outside one's conscious awareness

True

An organization that is striving to provide access to the same opportunities for all workers, recognizing that some people are afforded privileges and advantages while others are confronted with barriers and obstacles is focused on ________

1. Diversity

2. Equity

3. Legitimacy

4. Inclusion

Equity

Creating an environment in which all people feel valued, welcome, and included refers to ______

1. Equity

2. Inclusion

3. Common in-group identity

4. Diversity Management

Inclusion

True/False: Disparate impact occurs when employment practices have an unintentional discriminatory effect on a legally protected group of people

True

Power is a function of ______

1. Goal Congruence

2. importance

3. Substiutability

4. Dependence

Dependence

Parker works at a consulting company. Everyone considers him to be excellent at his job, and they depend heavily on his knowledge. Parker often teaches new hires how to be more efficient in their work. He is called on to solve problems, and even the CEO asks him for his opinion because of his experience and skill. Parker’s specialized knowledge depicts his _______

1. reward power

2. coercive power

3. expert power

4. legitimate power

Expert power

True/False: Dysfunctional conflict is important for the sustainability of a business because it leads to challenging of norms and perceptions, leading to improved performance and innovation.

True

An organization creates departmentalization by separating engineering, accounting, manufacturing, HR, and purchasing into departments. The company is departmentalized on the basis of ______

1. Target customer

2. product

3. function

4. geography

Function

Having a high degree of formalization is important when

1. you need consistent results

2. the consistency of result does not matter

3. you need employees to be empowered

4. the empowerment of employees does not matter

You need consistent results

Colin is a new employee at Generac, but after a week he already knows that the founder of the corporation started the business in his garage with only $4,000 and one client. This information was most likely transmitted to Colin by way of ________

1. Rituals at orientation

2. Corporate chants

3. Stories

4. Material Symbols

Stories

True/False: Organizational culture is evaluative whereas job satisfaction is descriptive

False

True/False: The goal of substantive selection is to determine the most qualified applicants from among those who meet basic qualifications.

True

During your interview you are asked a series of questions including “can you give us an overview of your resume?”. What type of interview did you likely have?

1. Structured

2. Semi-structured

3. Work sampling

4. Personality based interview

Semi-structured

Under what conditions would it be best to ask an interview candidate a hypothetical question?

1. when you want to obtain additional information

2. when you want to understand fixed aspects of a job

3. when you want to understand what motivates a candidate

4. when you want to understand what a candidate would do in an area they don’t have experience

When you want to understand what a candidate would do in an area they don’t have experience

True/False: Most people respond to stressors in similar ways.

False

True/False: If an employee is already experiencing stress from one source, the employee's level of stress will not change if the employee experiences another source of stress.

False