MGMT 3001: Exam 3 Study Guide

Layoffs

Temporary or permanent removal from a position, often due to poor economic conditions or to save costs.

Downsizing

Permanent dismissal

Firing

Permanent dismissal 'for cause'.

Unstructured Interviews

Gather information about job candidates without the use of a fixed set of questions or a systematic scoring procedure.

Structured Interview

Involves asking each applicant the same questions and comparing their responses to a standardized set of answers.

Social Security Act of 1935

Established the U.S. retirement system.

Fair Labor Standards Act of 1938 (FLSA)

Established minimum living standards for workers engaged in interstate commerce, including provision of a federal minimum wage and a maximum workweek before overtime must be paid, along with banning child labor.

Occupational Safety and Health Act (OSH Act) of 1970

Body of law that requires organizations to provide employees with nonhazardous work conditions.

Equal Employment Opportunity Commission (EEOC)

Enforces antidiscrimination and other employment-related laws.

Human Resource Management (HRM)

Process of planning for, attracting, developing, and retaining an effective workplace.

'Ban the Box'

Movement to remove questions about applicants' criminal records from early stages of the hiring process.

Workplace Discrimination

Occurs when employment decisions about people are made for reasons not relevant to the job.

Organizational development (OD)

Set of techniques for implementing planned change to make people and organizations more effective.

Ten Reasons Employees resist change

(1)Individuals' predisposition toward change (2)Surprise and fear of the unknown (3)Climate of mistrust (4) Fear of failure (5) Loss of status or job security (6)Peer pressure (7) Disruption of cultural traditions or group relationships (8) Personality conflicts (9)Lack of tact or poor timing (10) Non-reinforcing reward systems.

1. more segmentation

2. products need to get to market faster,

3. disruptive innovation lessons companies chances of survival

4. Offshore suppliers

5. Need for Knowledge

Five trends shaping the future of business

People, Organizational arrangements, Methods, Social factors.

The four Target elements of change

Describe what the following element of change refers to:

People

Knowledge, ability, attitude, motivation, and behavior.

Describe what the following element of change refers to:

Organizational arrangements

Policies, procedures, roles, structure, rewards, physical setting.

Describe what the following element of change refers to:

Methods

Processes, workflow, job design, technology

Describe what the following element of change refers to:

Social factors

Organizational culture, group processes, interpersonal interactions, communication, leadership.

Attitude

Learned predisposition toward a given subject.

Affective, Cognitive, and Behavioral.

What are the three components of attitudes?

Extroversion, Agreeableness, Conscientiousness, Emotional stability, and Openness to experience.

The Big Five personality dimensions

Extroversion

How outgoing, talkative, sociable, and assertive someone is

Agreeableness

How trusting, good-natured, cooperative, and soft-hearted someone is.

Conscientiousness

How dependable, responsible, achievement-oriented, and persistent someone is.

Emotional Stability

How relaxed, secure, and unworried someone is.

Openness to experience

How intellectual, imaginative, curious, and broad-minded someone is.

Values

Abstract ideals that guide one's thinking and behavior across all situations.

Behavior

Actions and judgments.

Physiological signs, Psychological signs, Behavioral signs.

What are the three symptoms of negative stress?

They tend to focus on their weaknesses and have primarily negative thoughts when faced with failure. They can be more dependent and impressionable.

Describe the common tendencies of people with low self-esteem

Gender Roles, Age, Racial/Ethnicity, Disability, and Explicit Bias.

Common Stereotypes Managers should be aware of

Piece rate, Sales commission, Bonuses, Profit sharing.

Popular incentive compensation plans

Describe the following popular incentive compensation plan:

Piece rate

Employees are paid according to how much output they produce.

Describe the following popular incentive compensation plan:

Sales commission

Sales reps are paid a percentage of earnings the company made from their sales. More sales they make, more they are paid.

Describe the following popular incentive compensation plan:

Bonuses

Cash awards given to employees who achieve specific performance objectives.

Describe the following popular incentive compensation plan:

Profit sharing

Distribution to employees of a percentage of the company's profits

Join your organization, stay, show up for work, be engaged, and do extra work

Managers need to motivate their employees to...

Distributive justice

Reflects the perceived fairness of the resources and rewards being distributed or allocated among employees.

Procedural justice

Perceived fairness of the process and procedures used to make allocation decisions.

Interactional justice

How organizational representatives treat employees in the process of implementing procedures and making decisions.

Learning and performance

What are the two types of Goal orientations?

Learning goal orientation

Sees goals as a way of developing competence though the acquisition of new skills.

Performance goal orientation

Views goals as a way of demonstrating and validating a competence we already have by seeking the approval of others

Extrinsic and Intrinsic.

What are the two types of rewards?

Extrinsic rewards

Payoff, such as money, a person receives from others for performing a particular task.

Intrinsic rewards

Satisfaction, such as a feeling of accomplishment, a person receives from performing the task itself.

Personal power and Institutional power.

What are the two types of power?

Personal Power

negative, need to dominate others and involves manipulating people for one's own gratification

Institutional power

positive, characteristics of top managers and leaders, that desires solving problems that further organizational goals