MGMT exam

Acronym: OCEAN (personality inventories) rewrite these when time x (edit: missing a slide)

Measures what the job applicant “will do” (working style)

Five-factor model personality (Big 5 theory)

. Openness- curious, intellectual, creative, open to new ideas

Conscientiousness- organised, systematic, punctual, achievement oriented, dependable (Most ‘valid’ aspect for future job performance)

Extraversion- outgoing, talkative, punctual, achievement oriented, dependable

Agreeableness- tolerant, sensitive, trusting, kind and warm

Neuroticism/ emotional stability- being anxious, irritable, temperamental, moody

Acronym: STAR

.

S: Explain the situation

T: Task

A: Action

R: Result

S,T: your role.

A: the competency, what they’re looking for. Behaviour you took in the situation.

R: Result. Gives employers what they need/look for

Control definition:

The systematic process of regulating organisational activities to make them consistent with organisational plans, standards, and goals

Control purpose/requirements etc:

• Requires information on standards and actual performance (ie, number of research publications, hours of teaching. Quantifiable.)

• Regulates quality of product (eg research outlets, teaching techniques)

• Encourages wanted, discourages unwanted behaviours of individuals (eg, student centred teaching practice, research benefiting nz)

Control diagram

Levels of management vs approaches to control

Top management: Organisation-wide perspective, long time frame.

Middle management: Departmental perspective, medium time frame

Lower management: Unit/individual perspective, short time frame

example: branches in a bank

Role of control

Help managers avoid problems.

Six roles.

Adapt to change and uncertainty. monitor and react to significant changes

Detect irregularities and errors

Reduce costs, increase productivity, add value. increase outputs

Detect possible opportunities.

Deal with complex situations. Enhance coordination in large orgs.

Decentralise authority and facilitate teamwork. Encourage lower-level decision making

The four step model:

Establish, measure, compare, correct.

Establish strategic standards.

-Impossible to control all of org’s activities

-Employees often resent being over controlled.

-Managers must make choices based on org. goals and objectives from planning

Inputs vs outputs

Seems outputs tend to be quantitative (countable), inputs qualitative (ie referring to a quality staff have)? Inputs also things such as resources.

Measuring performance

-Depends on objectives and measurement mode

Consider:

-How to measure performance

-How often to do so (related to standard)

Qualitative or quantitative?

Quantitative: units produced, profit, quality of output

Qualitative: management by wandering around

How often?

Depends on situation. Ie high risk/importance thing would need to be checked often.

Compare performance to standards.

-Compare planned vs actual

-Compared through personal observation or summarised reports

-Management by exception: Managers informed of situations only if exceptional/ deviate from standard significantly

Corrective action?

If standards met or exceeded, no. Recognition/ rewards for employees

If not met, assess why and take corrective action. Check standards and performance to see if still realistic.

Control is a…. process

Control is a dynamic process.

Standards to be checked periodically for relevance

Is cost of meeting standards worth resources?

Key to successful control.

Strategic, results oriented (still flexible though)

Timely, accurate, objective

Realistic, positive, understandable, encourage self control.

Flexible

Barriers to control success:

Control Take home messages

What is the ‘environment’ topic covering?

-Environmental uncertainty

-Task environment

-General environment

External environment:

All factors outside org that have potential to affect org.

Managers need to: monitor and respond to environment. Proactive = before, reactive = fate an event etc. External environment tends to have biggest impact

Why care?

Uncertainty= managers have insufficient info about environmental factors to be able to predict organisation needs and changes. need info to inform decisions.

high uncertainty = adapt to and influence environment

The external environment comp[onents:

General = direct effect on org.

Task environment = indirect

Task and general environment components

Task: customers, competitors, suppliers, labour market.think: involves the tasks of the org and smaller scope (?) uhhh edit this what did i mean

General: Technology, natural, socio-cultural. economic, legal/political, international

General environment: Technology

Tech: can transform but can render some goods and services obsolete.

General environment: Natural:

Orgs newquay (need??) to be aware of the value and scarcity of earths resources. consider environmental impact.

Influence (on this): consumer concerns, media pressure, govt regulation, actions of competitors

General environment: vSocio-cultural.

Demographic characteristics: distribution of pop. density, age, education level (etc). Think: traits that differ in demographic.

Norms, customs, values. Who is available to work? Where and how do they want to? Customer’s needs and wants?

Negative migration: people leaving NZ

Population aging, no. of Ppl aged over 65 increasing. new normal, not a passing anomaly

General environment: Economic.

Economic conditions/health in region org operates. EG, purchasing power, unemployment rate, interest rate, inflation, mortgage rates.

General environment: Legal/political.

National/local govt. Regulations, political activities control org behaviour. eg. health & safety legislation, employment law, etc, minimum wage amount etc

Pressure groups work in legal political environment to try and influence org behaviour. ie, climate protestors

General environment: International

Includes events in other countries, new opportunities for domestic companies abroad.

International events create threats to businesses but also opportunity.

Same business can have different results in different countries and global regions

Orgs need to think internationally. Different challenges and opportunities in diff. parts of the world.

Task environment. (Definition)

The sectors that have a direct working relationship with the organisation

Task environment. Customers.

People/ other orgs in the environment that goods or services from the org. Determine org’s success. Use of internet makes customers powerful, eg ratings, reviews etc. Threats and opportunities.

Task environment. Competitors.

Others in same industry or w/ same type of business, providing to same set of customers. Diff industries = diff competitive issues. Sometimes competitors cooperate to achieve common goals. Pitching to same customer group/market. Want biggest market share.

Task environment. Suppliers.

Provide resources. Supply chain = network of businesses/individuals connected through flow of products and services. Supply chain partners can influence: help or hinder orgs. Supply chain issues.

Task environment. Labour market.

People in environment who can be hired to work for org.

Many diff. forces can influence it, eg: unions, employee associations, skill shortages (tech change, aging workforce, skilled workers moving offshore) AI and work routine changes.

External environment trends.

Environment take home messages

Team dynamics Learning goals:

-Recognise what makes effective teams

-Explain team processes, how they impact work team effectiveness

What is a team?

-Unit of two or more people; interact + coordinate work to accomplish common goals

-Mutually accountable

-Complimentary skills

(Process of people actively working together to accomplish common goals)

Model of team effectiveness

blue notes: did you learn something from that team? (outputs)

red: open systems model. if not working, can start again (until it does)

Team diversity.

Different values personalities experiences etc can create challenges

Complexity can also = idea, perspective, experience variety, adding value to problem solving and performance

Solving problems w/ initial process can take time (edit: what? i think i meant the first steps of the process)

Stages of team development

What can go wrong?

• Personality conflict

• Differences in work styles

• Task ambiguity (what is task? how to get there?’

Conflict: types and impacts

• Two types, with relation to disagreements on:

  -Tasks: What are tasks, expectations, goals, etc. How to divide them up?

-Relationships: Emotional issues from feelings of distrust, personality clashes, different working styles etc.

Functional conflict:

• The best teams have this

• More creative/ innovative; compliments skills

• Often task conflict.

• Moderately intense.

• Constructive; encourages work efforts, cooperation, creativity

• Can prevent groupthink; provides room/voice to suggest/ put opinions forward.

Dysfunctional conflict:

• Bad communication

• Emotional issues

• Relationship conflict

• Could be low intensity (not enough discussion/communication) or high intensity (can’t stand or work with people)

• Destructive/hurts task performance x

v

(NB for exam:)

What can go wrong in teams?

• Personality conflict

• Differences in work styles

• Task ambiguity

• Social loafing

Social loafing:

• “Reduction in individual effort when working on a collective task compared to when working either alone or coactively.”

• As group size increases, new members’ significant impact decreases

• “Free rider” (Free loader) effect

Cohesiveness

• Extent: members in team attracted to it and motivated to remain part of team

• Cohesive team = committed to activities, go to meetings, happy when team succeeds.

• Beneficial with positive performance norms (norming phase) (shared expectations; often unwritten.) Leads to a team being/having: stable, cooperative, better morale (MYSTERY WORD?

How to increase team cohesion?

• Shared goals

• Interaction among team members (engage w one another)

• Team success.

Cohesiveness = better morale & productivity

Teams (?) take home messages

Human resource management

Goals:

Explain HRM, recruitment, selection

Evaluate benefits and drawbacks of diff selection methods (validity, reliability)

What is human resource management?

“Ensuring the org has right no. of people, with required knowledge, skills, abilities and competencies, at an affordable cost, who are motivated and committed to achieving the strategic aims of the org” (have the right people)

Activities and goals: iimage

Activities and goals: developing people

Goal: development Activities: training, performance management

Activities and goals: Identifying HR needs

Goals: HR needs

Activities: training, performance management

Activities and goals: Maintaining an effective workforce

Goal: Maintaining workforce

Activities: Wages, conditions, industrial relations, Health and Safety, career development, change management

HRM process

(steps one and two = who are we looking for?)

Job analysis:

• To identify what work is done and competencies (knowledge, skills, abilities) needed to be successful in the role

• Approaches: task (job) oriented, worker-oriented

• Results in a job description and a Person specification

Recruitment:

Want applicants to know role exists.

• Activities to develop a pool of qualified candidates A

• Internal vs external recruitment

• Should be a mutual process. (edit: what?)

• Applicant reactions are important (ie, how they respond/react in interview)

Realistic job preview (RJP):

• Don’t just sell best aspects of job

• Provide candidates w/ all info about job and org (eg irregular hours, travel etc)

• = higher retention, satisfaction

Selection:

• Determine qualifications of applicants and their potential for performing well

• Applicant qualified? Likely to be good performer?

• Which will be better performers than others ?

• 
  

Validity and reliability (for selection methods)

Validity: Extent to which method measures what it claims to measure.

Is it actually measuring what we intend to measure? Is testing method effective?

Reliability: Extent to which method is fee from error; consistency

Selection methods:

Interview: (Most common)

Serves many functions, ie, seeing applicant’s fit with org

Whanau interviewing:

Bring others to interview to speak on candidates’ behalf. (cultural reasons)

Structured: asking the same questions to all applicants, questions from job analysis

Unstructured: no fixed questions, not very valid. cannot make comparisons between candidates.

Structured often includes behavioural questions: reflections of past experiences

Employment tests

Week 8: Organisational culture learning goals

-What is meant by corporate/organisational culture?

-Ways of building leadership

-Cultural leadership

Culture definition:

Shared knowledge, values, beliefs, behaviours and ways of thinking in societies.

Orgs are social entities, representing a collection of individuals who work for a common purpose— therefore exhibit characteristics of any social entity, incl. culture.

“System of shared beliefs & values that develops within an organisation and guides the behaviour of its members”

“The way we do things around here”

Strong cultures:

-Clear, well-defined principles, values, norms

NORMS: standards of conduct that guide people’s behaviour

-Commit members to do things in best interests of organisation, reinforce these habits. (Can also be negative)

Levels of organisational culture:

-Organisational culture is good for success but is largely unseen.

Levels of org culture:

1: Visible (observable) culture

-Visible artefacts: what one sees & hears when walking around walking around an org. eg office layout, dress code.

2: Invisible (core) culture

-Core values + beliefs that influence behaviour & give rise to visible culture

-eg, innovation, social responsibility etc

Levels of corporate culture: ways to build org. culture

OBSERVEABLE:

-Stories

-Rites & rituals

-Heroes

-Symbols (language and other symbols conveying core values)

Org. Culture: Symbols

Symbol: Object, act, event conveying meaning to others. (Verbal/ non-verbal)

-”A symbol can convey information about how people relate to one another and interact with the environment”

-eg, abbreviations, jargon, dress code, company car allocations, des

Org. Culture: Stories

-Narrative, based on true events, repeated often, shared among employees

-Stories illustrate org’s visions, values

-repeated telling of stories helps employees absorb that vision, those values

-can be good or bad, ie, heroic efforts, key messages, major blunders, crisis handling

Org. Culture: Heroes

Hero: character, attributes of strong culture

-Role model

-Show how to do right thing in org

-Perform out of the ordinary deeds, not unattainable

-Includes founders, role models

Org. Culture: Rites and rituals

-Planned activities, provide examples of org values. They:

-Reinforce values

-Create bonds among people

-Provide opportunity to anoint, celebrate heroes

-Eg monthly/annual. Awards, after work drinks, birthday morning teas

Cultural leadership

A symbolic leader:

-Uses signals & symbols to influence culture

-Articulates a vision employees believe in

-Heeds day to day activities that reinforce the cultural vision

-’Walks the talk’

-Uses language metaphors

Organisational culture take home messages

typical selection process (hrm)

Validity (HRM):

Are we actually measuring what we want to measure?

business model canvas

(Workshop content:) why businesses fail

Diversity goals:

-Describe primary and secondary dimensions of diversity

-Explain main dicersity issues & opportunities confronting people and orgs today

½ kiwis feel discrimination in workplace

workplaces: what do employees offer/employers give

Diversity definition:

All the ways in which people differ

Workplace diversity def:

A workforce made up of people w/ different human qualites or belong to various cultural groups

Dimensions of diversity:

Primary: Core elements through which people shape their self image and world view

Secondary: can be aquired/ changed throughout one’s lifetime

Tend to have less impact

-affect a person’s self-definition and world view

-Impact on how a person is viewed by others

Bias/issue terms and defs

Prejudice: different = deficient

Discrimination: acting on a prejudice

Stereotypes: assumptions about a group

In NZ:

Equal pay act 1972; gender: equal pay for equal work hasn’t worked

Difference in avg. earnings betw men and women in org

In NZ the pay gap is static: women 30.15 men 33.0

Equality or equity:

Should employees receive the same offerings/ resources or should they be given what they need?
Equity: oft costs less than assumed, fair outcomes may require treating people differently,

Diversity take home messages