Management exam 1

largest role as a manager

people management
- you must obtain, utilize, and retain a team of people who are satisfied with their jobs

Human resource liaison

responsible for supporting leaders, guiding line managers regarding personnel challenges, counseling employees, mediating, being the voice of the employees/organization

4 categories of HR work/personnel managers

- planning for staffing
- recruiting new talent
- selecting appropriate candidates
- developing and training new employees

Manpower/HR/Staffing planning

- estimating the optimal level of staffing required for a task, project, or goal.
- how many people, what skillsets are needed, when and how long are they needed for

after determining that you have a staffing need, acquire staff and make sure they are ready to work.

Staffing process

approval- define role and skillset, acquire approval and funding for the position.

recruiting- advertise vacancy and acquire applications

selection - screen candidates (skillset and resume fit) present an offer to candidate

orientation- placing the right person in the right position/ familiarizing them with the new work environment

training and development- initial training for a new role, continuous for growth and development

remuneration - monetary compensation related to work performance, skillset, etc

performance evaluations - prepare at regular intervals throughout employees tenure to keep employee informed and maintain documentation regarding performance, behaviors, etc

promotion and transfer- promotion to a higher role or tranfer to a different department

Staffing challanges

HR plan- most consistent process in an organization

- manpower should be utilized to its optimal capacity
\-- make sure employees are in the right position
--easier to move highly skilled worker to a higher position than it is to move an unqualified person lower.

Absenteeism - (staying out of work for no reason)
\-- reasons: bullying/harassment, burnout and illness, depression, no engagement, etc

Lack of qualified employees- more unfilled positions
\-- attracting and maintaining the skillsets needed is a growing challenge

-controlling process for acquire/releasing manpower is a time consuming process
- training and development of employees to keep up with the pace of change in todays evolving environment

- identifying and developing leaders to rise in an organization
- designing and maintaining an HR program that is competitive in compensation, flexible work schedule, philanthropy, etc.

recruiting staff

look internally first. Internal recruiting is good for employee growth and morale
- it is less costly and requires less time and effort
challenge: locating the right employee
- not every qualified employee applies for an open role/position

external recruiting

- employment at the organizational level
- you post the open position on the organization bulletin board or sign outside of the organization viewable to external applicants

- advertisements - reach a large amount of people with a wide variety of skillsets

- employment exchanges - government run - they collect education, experience, and other info on candidates.

- employment agencies - agencies recruit people to help other organizations meet their manpower needs
\--- temporary, permanent, or temp time

educational institutions - campus recruitment - disadvantages: limited work experience

- recommendations - better candidates come from recommendations

- labor contractors - companies provide qualified people as contractors to fill vacant positions
- good to quickly fill a position with the necessary skillset
- not a permanent fix

selecting the right employee

the price of a bad hire is almost 30% of the first year salary for the bad employee
to choose the right candidate: clearly define the job and its responsibilities, skillset
- strategize on how you can recuit the right employee
- develop a checklist for hiring
- consider internal applicants
- carefully review applications and credentials
- condict prescreening interviews- rule out bad candidates early
- conduct interviews
- check backgrounds and references

Choosing the right one

don't jump to hire the employees most like you of the team.

- is the candidate
- competent (right skills?)
- capable (able to complete tasks, grow, take on responsibility)
- compatible (get along with people)
- committed- long term?
- character - are their values similar, trustworthy, reliable?

culture - do they fit into the mission, vision, values, will they follow policies and procedures?

compensation - is the compensation package satisfactory for the candidate? good package \= motivation

onboarding new employees

once you hire people, you must retain them

step 1- ensuring a thourough onboarding process
- includes orientation and placement which is critical to the new employees absorption into the culture, responsibilities, and expectations

if done right, onboarding activities increase job satisfaction. commitment, and breed high performance

when does orientation start

with the first contact, even before the first day of work. ex: a team member reaches out to welcome them to the tea,

keep tabs on the orientation process

first 30 days - new team member assimilates. employee is attending trainings, meeting people, etc

60 days- familiarizing with industry competitors, best practices, developing relationships, continuing training, learning about other departments, looking at system efficiencies

90 days - team member should be fully assimilated - focus on employee performance

performance management

includes activities such as goal setting, continuously reviewing employee progress, feedback and coaching, developing employees, rewarding achievements

main objectives:
-provide resources for employees to excel at work
- assist in identifying knowledge gaps and filling them
- encourage, empower, motivate, reward
- encourage upward and downward communication
- assist with removing barriers to effective and high level performance
- promote personal growth

performance management pros

sees better performance so that employees understand roles and appreciate knowing where they stand

- employee retention, loyalty, productivity
- communication barriers removes
- responsibility and accountability clear for both involved

performance management for managers

reduces time and saves conflict
- communication becomes easier, ensures employee consistency and efficiency because they get feedbacl

performance management for employees

recieve clear expectations of performance
- career paths become an outline to success
- promotes job satisfaction

performance management plan

if not designed well, reduces employee satisfaction, productivity, and attribution

- you must
1. set clear goals and objectives
2. track employee progress
3. monitor employees development plan to determine if training or expertise is needed
4. conduct feedback check-in
5. continue tracking employee progress to completion of actions
6. gather colleagues feedback
7. conduct self assessment
8. develop formal review document and conduct meetings
9. review gaps and plan to close them
10. manager and employee sign off

the most important resource

people

human capital

the economic or productive potential of employee knowledge, expertice, and actions

knowledge workers

their work is interpreting or generating information

- thwy do not do manual labor

social capital or "good will"

the ecnomomic or productive potential of strong, trusting and cooperatire relations.

- goodwill is very important and valuable to companies
- has both social and economic value (is on the balance sheet)

Functions of HR

Attracting the best and qualified employees - recuiting and selection

developing qualified employees - training and performance appraisal

keeping qualified employees - compensation and employee seperation (firing )

employee turnover

very very costly

employee attributes

- emotional/social intelligence
- empathy
- passion
- critical thinking
- honesty/ethics
- cognitive ability/intelligence
- commitment
- resilience
- adaptability
-reliability
- comfort with ambiguity
-sense of humor

Bonafide Occupational Qualification (BFOQ)

a qualification that is absolutely necessary for the job; it is an allowed and approved reason for discrimination.
- reasonably necessary for the normal operatio of the job

ex; you must be able to lift 50 lbs

federal employment laws

Employers may not discriminate in employment decisions based on sex, age, religion, color, national origin, race, disability

Native Historian Jack Forbes

"While living persons are not responsible for what their ancestors did, they are responsible for the society they live in."

disparate-treatment discrimination

intentional discrimination that occurs when people are purposely not given the same hiring, promotion or membership opportunities
•Because of their race, color, sex, age, ethnic group, national origin, gender identity or religious beliefs

Adverse impact

•Unintentional discrimination that occurs when members of a particular race, sex, or ethnic group are unintentionally harmed or disadvantaged

•Because they are hired, promoted, or trained at substantially lower rates than others

•Four fifths (80 percent) rule: Used to determine if there has been a case of adverse impact. Is the decision ratio for protected group (race, sex, age, ethnic) less than 80% of non protected group?

Diversity and his experience

He accomplishes more with diverse teams

ken burns

Being american means reckoning i\=with out violent history
- you must recognize the actions of past people

Quid pro quo sexual harrasment

"This for that" - employment outcomes or keeping ones job depends on an individual submitting to sexual harassment

Hostile work environment

unwelcomed and demeaning sexually related behavior creates an intimidating and offensive work environment

affirmative action problem

We are looking at the problem backwards: it is BECAUSE you are different from me that I am attracted to you, find you interesting, learn from you, make a stronger team with you, etc.

guidelines for preventing sexual harassment

Obviously... do NOT request or suggest sexual favors

•Never make suggestive jokes of a sexual nature, body image, demeaning remarks, slurs or obscene gestures

•Don't display pictures that are sexual or scantily clad

•Don't laugh at other's sexually harassing words, jokes, or behaviors

•Report any sexual harassment that you are subjected to or witness (it won't magically just go away)

•Don't do uninvited touching, kissing, patting, or even hugging, particularly if they wince, frown or pull away (be mindful of cultural differences)

Be mindful of cultural differences

His experience: in brazil, you great people with a kiss on the cheek

in Malaysia- he accidentally hugged 2 women which is not allowed

What should a manager do about sexual harrassment

You may have to address this yourself!

Respond immediately

Write a clear sexual harassment policy

Establish clear reporting procedures

Taiwan story

Could't find a manager for taiwan because everytime they tried, the manager of general Asia ("henry") did not like the employee.

"john" - new hired manager was accused of sexual harrasment
- henry falsely accused him to get him fixed
- Pargas didn't go to HR because HR has no knowledge of Taiwanese culture or LAW
- was also afraid of the rumor mill

- Henry was audited and they found that he was having an affair in Taiwan and spend a lot of company money. He was charging the company for these getaways.

Video - what would happen in the US? sexual harrasment video

A man was accused of sexual harrassment by Abby
- in the video, the manager states that he will talk to Abby in private and get both sdies before making a decision

- focus on fixing the problem and moving on
- will talk to both separately and then talk to HR

Minimum Wage

The federal minimum wage provisions are contained in the Fair Labor Standards Act (FLSA).

The federal minimum wage is $7.25 per hour effective July 24, 2009.

Most states also have minimum wage laws (or none...if none the Federal law prevails). Georgia's, for example, is lower but only for very few types of jobs

cities and companies can also have their own minimum wage
Seattle and San fran and LA $15 Walmart and Amazon -$10

today: the government has submitted a bill that includes a $15 federal minimum wage

Raising the minum wage

The Washington Post--BusinessCBO report finds $15 minimum wage would cost jobs but lower poverty levels

The existing federal minimum wage, $7.25 an hour, has not been changed since 2009 and remains below historic levels when adjusted for inflation.

Trade offs of raising it to $15

would cost 1.4 million jobs by 2025

would lift 900,000 people out of poverty

would raise income for 17 million people — about one in ten workers.

another 10 million who have wages just above that amount could see increases as wel

Germany and the minimum wage

Consider this: Germany is the world's 4th largest economy"

How Germany's economy shrank 10% but the jobless rate barely moved."

"Yet despite the loss of output, Germany's unemployment rate rose to just 4.2%, from 3.8% during the pandemic."

Compare that to us: "it's a far cry from America's 11% jobless rate. Like Germany, the US economy recorded its worst drop on record between April and June, falling by 9.5%"

Minimum wage and firing

raising minimum age does not hinder hiring and hiring immigrants does not lower pay for native born

Minimum wage and teenage jobs

oponents say that companies will lay off many people to pay for higher wages - not true/not supported by cities or states with high minumum wage

- teenage jobs will NOT disappear
\-- the vast majority of people making minumum wage are not teenagers more than 70% are older

only 20% of those making below minimum wage are teenagers

CEO Kip Tinder

Kip Tindell feels he has a moral obligation to pay his workers more. "If you're lucky enough to be an employer, you have a moral obligation to create a great work environment," he said.

His theory is "one equals three": "one great person can easily do the business productivity of three good people," which allows Tindell to pay workers "50% to 100% above industry average."

10% turnover rate - 65% below the industry average of 75%, and he credits the company's exemplary treatment of workers for that particular success.

WHat is the correlation of CEO pay and results

the CEOs job is to maximize sharholder value

but CEO PAY AND SHAREHOLDER VALUE IS INVERSELY RELATED
- ceos who are paid more fail to bring company more money and do not improve the company more than any others

Maternal and paternal leave

only 2 countries in the world do not have paid maternal leave : the US ad papa new guinea

"American women are resigning in numbers that far outpace me, in part for reasons of motherhood"

Recruiting

Job analysis, internal recruiting, external recruiting

job analysis

collecting information on the important aspects of a job
- provides job descriptions and specification

internal recuiting

qualified applicants from people who work IN the company

- already know the business functions, give employees a path for improvement and promotion - helps morale

Cons: takes resources from other things
- prior relationships
- must replace empty slot

external recruiting

qualified job applicants from outside of the companu

- provide fresh perspective, new idea, diversity

cons: more costly and less reliableness

Selection techniques and procedures

Applcation forms and resumes, employment references, background checks, selection tests, interviews

application forms and resumes

organizations collect applicant information and store it in a human resource IS

employment references

previous employers or coworkers who can provide jobs related information about job candidates

background checks

verify the truthfulness and accuracy of the information that applicants provide about themselves

Selection tests

- aptitude (specific ability) tests such as the wonderlic
- writing tests
- cognitive ability tests
- biodata
- work samples
- assessment centers

Wonderlick test story

Has to hire a head of the UK department. Finally found a candidate and that candidate had to meet instantly. Jetlagged and tired, he was the perfect candidate but HR made him take the Wonderlick test. He failed
- pargas said so what and hired him anyways
- WOnderlick used to be a company standard till the CEO failed it

- HR does not have the authority to make decisions, they are just the supporting vote

structured interviews

removes bias - all applicants are asked about the same set of standardized questions

unstructured interviews

interviewers are free to as the applicant anything they want
- can branch off to other unstructed questions to get to know the applicant

a combination of 2 is ideal

Questions to not ask in an interview

1.Children: have them, plan them, pregnant?

2.Age: Or questions that relate to it, ie. graduation date

3.Disabilities: Physical or mental

4.Physical Characteristics: "Do you wear XXXLarge"?

5.Maiden Name: Code for "are you married?"

6.Citizenship NO, but can you legally work here? is ok

7.Lawsuits

8.Arrest records: No, but convicted of a crime Yes!

9.Smoking: No, but "are you aware of our smoking policy?" is ok*

10.AIDS/HIV

11.Religion

*Some States have no smoker protection laws and there, you may refuse to hire smokers

Work and pay

You are not responsible for any work before you are actually hired and paid

Interview process for managers

1. read/prepare: read the resume, job description and block time out for the interview

2. listen: put candidate at ease
- encourage them to talk
- dont give into your own opinions

3. probe: keep control, ask questions

Performance appraisal

the process of measuring employee performance

objective: outputs, sales

subjective: quality of work

Behavior observation scales (BUS) how well employee follows guidelines

360 feedback

Sharing performance feedback•360-degree feedback: Obtained from subordinates, coworkers, and the employees
- pretty useless in his opinion

Forced ranking

worst idea a good CEO may have come up with

- all employees in a business unit are ranked against eachother

- top 10% are awarded and bottom 10% are fired
- Kills team chemistry, what if bottom 10 are still very good

Annual performance review video by Sam Culbert

"Dishonest and fraudulent & Bad Management" According to UCLA Professor Samuel Culbert, coauthor of Get Rid of the Performance Review!, performance reviews are counter-productive because they are dictated by the calendar, are one-sided and boss-dominated, and are biased by whether the boss "likes" you.

He thinks that thry are dishonest and faudulent and that they are bad management.
- managers create the circumstances for people to be their worst. Your employes wont disclose what is going wrong or results that they have questions about
- they will only talk about successes


- employees want to be seen and recognized

metrics are based on the boss's opinion and employees wont tlak about what they believe would count in the company

instead of performance appraisals

- the best reviews are often
According to Lawrence Bossidy, an appraisal should be:

Half of a page or less

Cover three topics:
What the boss likes about your performance

What you can improve

How you and your boss are going to make sure that improvement happens

as a manager, you must find out how you are betting in the way of improving performance

compensation decisions

piecework - in addition to salary, you pay for each additional unit made

commission: sales people

profit sharing: set aside a certain amount of profit for everyone to share

stock ownership plans (ESOP) - stock in company

stock options- option at a later date to sell stock that company gives you at a certain point in time

Stock options in his experience

AOL and time warner lured him back into by giving him stock options to exercise in 3 years
3 years later they were basically useless

Benefits

Insurance (health, life, disability)

Retirement (pension, 401K, IRA)

Time-off (vacation, personal days, sick leave)

Services (educational reimbursement, product discounts, memberships)

Employee separation

Termination - should'nt be first option

downsizing - planned elimination of jobs in a company (layoffs)

retirement - to reduce staff - early retirement incentive programs
- phased retirement

- employees should be fired only for a good reason
- should always be fired in private

employee turnover

Loss of employees who voluntarily choose to leave the company

functional turnover

Loss of poor-performing employees who voluntarily choose to leave a company

dysfunctional turnover

Loss of high-performing employees who voluntarily choose to leave a company

Australian TV Interview with Ricardo Semler SEMCO aftermath

It is possible to establish a truly democratic workplace
- happyness not perfect, not that much power either
- but it is a much more stable mechanism for poeple

- show up when you want to and for that time you will learn enough

with growth, they had to go backwards a little
- compromised necessary for human nature
-organizational process itself survived

- managers still elected by employees
- the chosen managers stay managers
- less than 1% a year turnover

salary : factors given to employees, shows what companies make,
\-- salary is still chosen but people are evaluated during this process

what wasnt worked: underestimated human nature

new school system - interest and passionate teacher

" buy talent instead of time"!!

\-- they made lots of money but were they happy in the process?

this idea hasnt spread far because people are afraid to lose control

- anonymous evaluation from peers still in the system

no 5 year plan
- promise of stability is fraudulent, these days companies barely survive long

what motivates him:

most important factor of management

the ability to create and sustain relationships
- managing yourself

how to manage

lead by example, gain trust, pick the right team, boost morale, inspiration, "fair but firm"

How capitalism was intended

most social problems would be solved by businesses since the money comes from them
business creates value and distributed it to people
businesses are intended for profit
the government should allow us/ make it easier to run ethical businesses

business is where money comes from

taxes are necessary- must be taxed for dependable services and infrastructure
- businesses and their taxes is where the money comes from

Profit vs True Value

profit oriented businesses do not care about employees or their actions
"true value" focus on also making employees happy. caring about the environment, etc.

What good managers do

good critical thinkers, can say "i dont know", help people succeed and highlight attributes, listen to people, provide resources, celebrate the success of others, get out of the way while still being connected

create a culture of accountability, build trust, make decisions based on productivity not politics, remove obstacles and add fuel to the fire of competence

- unlock employee's potential, create a climate for success and communication, have change and awareness to winds of change.

critical thinking

your "beliefs" have nothing to do with reality
- allows you to form hood judgement by analyzing factors

ego

managers must keep their ego in check, manage yourself, the problem is often not about you.

ex: firing an employee that is bad at one thing instead of switching him to a thing he is good at.

Mistakes

are ok, but not repeating them.
ex: kick from a mule

Bad managers

cost businesses billions of dollars a year
- only 66% of north American employees are fully engaged at work.

management is not quantitative or an exact science

What derails managers

no interpersonal relationships, failure to build/lead a team, inability to change or adapt.

most valued manager traits

The ability to motivate and engage others
The ability to communicate
Work experience outside the United States
High energy levels to meet the demands of global travel and a 24/7 world

They are good in all categories:
planning,
organizing,
leading,
controlling as well as guiding

5 most precious resources (STEAM)

Skills- even inborn talents need to be improved

time- nothing is free if you spend time on it

energy (prana) - is what you are doing worth your "Prana"? - life energy- we spend prana on everything

Attention and Discernment - what will your actions and attention feed?

money - (least important) - will amplify your attention and EXISTING behaviors. If you have bad habits, money will make your life considerably worse, if good it will make life better.

SEMCO

Brazilian company, no set work schedule, CEO has no office, changing workstations, company focuses on what they receive from employees and employees focus on the "value" received from company.

- you didnt know which receptionist whas there to greet you- they set their own work schedule
- workers run the system
- entire unit hires and fires and shares profits

- no difference has been seen between employees from US and Brazil - only wont show up if a game is on .

management

the process of efficiently and effectively accomplishing organizational tasks and goals with and through other people.

getting work done through other people efficiently and effectively

organizations

people brought together to carry out a specific purpose

operatives

work directly on jobs - not responsible for overseeing others work.

managers

direct activities of operatives

vertical top down management

defines the level at which an employee is functioning within the organization
ex: top level - \> middle level - \> first line managers - \> operators

biggest challenge: flow of communication
Two way communication is difficult to accomplish specifically when lower level managers try to communicate upwards to the top level

top lever managers

"C - suite" Chief, CEOS
- make decisions about where the organization is going and put in policies that affect ALL members
- sometimes executive vps and division heads
- responsible for ensuring long term success
- internal/external environmental drivers to develop long term strategies

middle managers

department heads, directors
- act as a liaison between 2 levels, push down the info to bottom level and up to top level.
- take the "big picture' plans from above and break them down into operational plans for first line managers

critical role: implementing directions from top and supporting first line managers

- implement subunit strategies, plan and allocate resources, coordinate and link groups, departments, monitor

first line managers

assistant managers, shift managers, supervisor, etc

- direct day to day activities of employees and are typically entry level roles
- closest to employees
- responsible for organizational plan completion

- the only managers who have employees reporting to them that are not managers

IMPORTANCE\-- first to identify internal issues and problems with operations
- must communicate frequently with higher managers

Authority

the power or right to have others perform the tasks and activities you need them to do
- allows the holder to disperse the organizations resources to best achieve organizational goals/strategies