MGT 130 Midterm

Human Relations

Also known as organizational behavior. It is a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s strategic advantage.

Manager

An organizational member who integrates and coordinates the work of others.

through other people

how managers get things done

What managers do

• Get things done through other people
• "Jack of all trades"
• Make decisions, allocate resources, and direct the activities of others to reach organizational goals

jack of all trades

Managers do everything and have to be prepared to do everything

Types of managers

Sales, Account, Project, Operations, Sports, Assistant,
General, Public Relations

soccer manager

Selects the team of players for matches, plans the strategy for the game, instructs the players on the field, motivates players before, during, and after the game; delegates duties to the team coaches and medical staff, scouts young talent and encourage their development, buys and sell players in the transfer market and faces the media in pre- and post-game interviews. An example is Sir Alex Ferguson Scottish Footballer Managed Manchester United from 1986-2013. He won more trophies than any other manager

Organization

A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a goal or set goals. Examples include Apple and General Electric

“Jack of All Trades” Example

Luxury Hotel Management- The manager Max had to deal with effects of a natural disaster and faced uncertainty. It was beautiful outside, and he felt confident that the shelter was ready and prepared, wind was strong, all team members volunteered to stay to help customers and deal with after effects of the storm. They shared stories and took charge

\-everyone comes to you for answers, he shows to lead by example, feel that you know they are there, it takes a special person to oversee the operation and deal with the aftermath

Technical skills

the ability to apply specialized knowledge or expertise

Human skills

the ability to work with, understand, and motivate other people, both individually and in groups

Conceptual skills

the mental ability to analyze and diagnose complex situations

management skills

identify administrative problems at a higher level, look at the bigger picture, manage the relationships between your department and others, help make the best strategic decisions for the organization as a whole. These are things your employees should not focus on.

types of management skills

technical, human, and conceptual

technical skills example

An example is if you know what JavaScript is when you’re managing computer programmers. It goes a long way for employees. They respect you more and feel more appreciated. You’d be surprised to know how many managers don’t know exactly what their employees are doing. It’s important to take some time and learn the technical skills of the employees.

management cycle functions

planning, organizing, controlling, leading

Planning

Defining goals, establishing strategies to achieve goals, and developing plans to integrate and coordinate activities. Going to be "haute-couture" or cost-efficient? What kind of company are we going to be? A sustainable company?

Organizing

determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.

Controlling

monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations

Leading

motivating subordinates, directing others, selecting the most effective communication channels, and resolving conflicts

gut feelings

This can sometimes be referred to as commonsense intuition. When someone thinks it’s obvious to do something a certain way. Phrases used include

• “I’ve been around people my whole life. I know what works and what doesn’t.”

• “I feel like this is the right thing to do so I will do it”.

But if that were true wouldn’t everyone be a fantastic manager?

organizational behavior model levels

individual, group, and structural

False

the best manger for a group of engineers is the one who is the best engineer in the group.

True

Intelligence is one of the best predictors of job performance

True

Men who express emotion during a negative performance evaluation are discriminated against

False

The most effective work groups are those with no conflict

True

Attractive job candidates and employees tend to be treated much better than less attractive job candidates and employees

Depends

To get employees to do a better job, pay them more money

money

Many are 100% convinced that more of this will make us more satisfied.

richer

The ultimate goal to be this all the time can drive one to use shortcuts.

satiation point

after which more money does not necessarily lead to more happiness. That figure is $110,000 in North America. Researchers found that life satisfaction tempered off around this value. This happens because other things become more important (e.g., work-life balance, good benefits, fulfilling job).

is it all obvious?

Everyone has different values, perspectives, backgrounds, opinions, goals, beliefs, and ethics. What can happen when our gut feelings are wrong?

Unicorn

a term used to describe private companies valued at over $1 billion

gut instinct

Demonstrated by CEO Masayoshi Son and how he made business decisions in the company WeWork. It was a real estate company that bought properties and rents them out to tech startups or independent freelancers. It would usually change the layout of the property so that it had many shared workspaces and common areas. It framed itself as a tech company that would bring communities together, make the world a better place, and create the “We Generation”.  It was considered a ”Unicorn”

level of responsibility for managers

Difference between managers of WeWork Adam Neumann and Masayoshi Son

evidence-based management

a process that involves framing a specific question and finding the best available evidence. Includes data, interviews, surveys, etc. It is the best way to assure accuracy and practicality. It's not just relying on instinct.

job satisfaction

an attitude that we have towards our job that has cognitive, affective, and behavioral components.

attitudes

evaluative statements; either favorable or unfavorable; about objects, people, or events.

components of an attitude

They are closely related and include three components: affective, behavioral, and cognitive. It is most effective to address each component with its mirror component.

cognitive component of an attitude

Equals Evaluation. Let’s say you believe you did not get the promotion you deserve. An example of this component is “My supervisor gave a promotion to a coworker who deserved it less than me. My supervisor is unfair. This component can be addressed with an argument which may say “Maybe your boss had a reason in making his/her decision”

affective component of an attitude

Equals Feeling. Let’s say you believe you did not get the promotion you deserve. An example of this component is “I dislike my supervisor!” This component can be addressed with an argument which may say “Let’s go out for a short break to reduce that anger”

behavioral component of an attitude

Equals Action. Let’s say you believe you did not get the promotion you deserve. An example of this component is “I’m looking for other work; I’ve complained about my supervisor to anyone who would listen. This component can be addressed with an argument which may say “If you left, wouldn’t it hurt your family?”

relationship between attitudes and behavior

•Early research: attitudes → behavior

•Leon Festinger (1960s): behavior → attitudes

consistency

what people seek between their attitudes and their behavior

cognitive dissonance

any incompatibility an individual might perceive between two or more attitudes or between behavior and attitudes. For people will change their attitude or change their behavior. An example includes Ellen Degeneres who seemed to be a nice person but it came out that she treated employees poorly. This caused employees to experience this tend to say  “I don’t love my job completely…but I show up everyday” and rationalize this behavior to themselves by saying ”My boss has a very difficult job” or “I need the money”

Moral Dissonance

when you do something that you are aware is unethical. the issue is that a lot of people who commit deviant acts then rationalize it to themselves. An example is when the Boston Globe broke the news report of abuse in the Catholic Church in 2002.

• One of the journalists confronted one of the attorneys defending the Church.

• Attorney’s response: “I was just doing my job” – even though the attorney knew that illegal activity was going on

This reduced as a response

relationship between attitudes and behavior

If you see that a good, well-suited employee is starting to get an unfavorable attitude, try to help your employee feel __consistent__ as best you can in a constructive way.

• Try to find components of the job they do like.

• Explain why management thinks they are a good fit for the job.

• Remind them why they picked this job in the first place.

Try to change their attitudes and think long-term

job attitudes

1. job involvement
2. organizational commitment
3. perceived organizational support
4. employee engagement

They share similarities and overlap in some regard, but hold distinct characteristics. While these are related there is some distinction in the causes, effects, and consequences. If you want to increase one then focus on what makes it unique. But how do I know if my employees have favorable ones?

job involvement

Degree of psychological identification with the job where perceived performance is important to self-worth. An employee thinks he or she is a valuable member of society. Employees with high in this strongly care about and identify with the type of work they do. It is a core component of who they are.

how to increase job involvement

•Give employees some degree of autonomy

•Allow them to make independent decisions when appropriate and possible

•Involve them in decisions whenever it is appropriate and possible

•Give feedback on their input

• Either positive or negative, but civilly

•Meticulously develop their perceptions of confidence and self-worth by providing feedback on autonomous decisions.

results of job involvement

an increase in organizational citizenship behaviors and task performance

organizational citizenship behaviors

behaviors that help others that don’t benefit yourself

organizational commitment

Identifying with a particular organization and its goals and wishing to maintain membership in the organization. It’s focused on the actual organization. For instance, a basketball player is famous for playing for a team for numerous years, they would be high in this. An example is that basketball player Dirk Nowitzki has played for the Dallas Mavericks for 21 years.

how to increase organizational commitment

-In-group social activities
-Teamwork
-Groups give us a sense of social identity: a sense of belonging to the world
-Binds an employee to the organization and its members
-Especially important for higher-tenured employees
-Org. commitment is highest for newest employees, but plateaus over time, so in-group bonding becomes more important the longer the employee has stayed.
-"Honeymoon-Hangover" effect

results of organizational commitment

lower withdrawal (even if they are dissatisfied, because they have a sense of loyalty), lower absenteeism & turnover, task performance

perceived organizational support

The degree to which individuals believe the organization and its members value their contribution and care about their well-being. Focuses on how the company helps and is committed to the individual. Examples include Hofstra’s Student Services and Starbucks providing free college to its employees. They communicate that they care and support their employees/students. It is important because you are likely to support a company that supports you.

how to increase perceived organizational support

\-Offer some employee resources

\-Can't all be Starbucks, but maybe an HR staff counselor

-Distribute rewards fairly and transparently

\-Especially true in countries where work is seen as an exchange (e.g., United States) rather than a duty or moral obligation (e.g., South Korea)

results of perceived organizational support

lower tardiness, better customer service, task performance & OCBs

low perceived organization support

An example of this is the Wells Fargo Scandal where Employees were illegally opening 7-8 savings and checking accounts on behalf of Wells Fargo clients without their consent or knowledge. The employees were pressured to meet specific goals and deadlines, needed to hit their goals no matter what Teams were being held accountable to unrealistic standards. The manager does not care how they cover their goal as long as they cover assets. The idea was that if these goals are not met, they are seen as not performing well at their job. After the scandal was published worldwide, CEO John Stumpf resigned.

employee engagement

The degree of passion and enthusiasm that you have for the job
-Strong emotional component
-Feel opportunity to grow and learn new skills
-Can have effects in places that you would never expect
-Example: Molson Coors

how to increase employee engagement

-Be a happy/passionate manager
-"Affective contagion" process
-People catch positive affect
-One of the best predictor of happiness

positive results of employee engagement

there is lower turnover, better customer service, and task performance is higher

approaches to job satisfaction measurement

single broad question and summation of job faucets

single broad question

"How satisfied are you with your job?"
1 = very unsatisfied,
5 = very satisfied

summation of job facets

"How satisfied are you with your boss?" "How satisfied are you with your pay?" "How satisfied are you with promotion opportunities?"

incivility at work

Disrespect or rudeness towards others (ex: mocking, bullying, belittling, ignoring)

responses to dissatisfaction

constructive, destructive, active, voice, exit, passive, loyalty, and neglect behaviors

voice

Actively and constructively attempting to improve conditions, including suggesting improvements, discussing problems with superiors, and undertaking some forms of union activity.

promotive voice

suggested something new

prohibitive voice

cautioned against a new project

loyalty

Passively but optimistically waiting for conditions to improve, including getting work done on time, attending meetings, and trusting the organization to do the right thing. Dissatisfaction can be expressed.

exit

Active behavior directed towards leaving the organization, including looking for a new position as well as resigning. Researchers study individual terminations and collective turnover, the total loss to the organization of employee knowledge, skills, abilities, etc.

Neglect

Passively allowing conditions to worsen and includes chronic absenteeism or lateness, reduced effort, and higher error rate. Dissatisfaction is expressed.

strong positive correlation

Job Satisfaction and Job Performance

Moderately Positive Correlation

Job Satisfaction and OCB

Moderately Positive Correlation

Job Satisfaction and Customer Satisfaction

Moderately Negative Correlation

Job Satisfaction and Absenteeism. As job satisfaction goes up absenteeism goes down.

two major forms of workforce diversity

surface level and deep level diversity

surface level diversity

consists of differences that are immediately observable, typically unchangeable, and easy to measure. In other words, independent observers can usually agree on dimensions of surface-level diversity, such as another person's age, gender, race/ethnicity, or mental or physical disabilities.

Discrimination

is to note a difference between things. Not necessarily negative; one employee more introverted than another

Unfair discrimination

assumes stereotypes about groups, and triggers different behaviors depending upon these stereotypes.

stereotype

a widely-held oversimplified image of a group; less likely to look at the individual person.

surface-level diversity components

gender, age race, disability

forms of discrimination

discriminatory policies or practices, sexual harassment, intimidation, mockery and insults, exclusion, incivility

discriminatory policies or practices

actions taken by representatives of the organization that deny equal opportunity to perform or unequal awards for performance. An example is older workers may be targeted because they are highly paid and have lucrative benefits.

sexual harassment

Unwanted sexual advances and other verbal or physical conduct of a sexual nature that create a hostile or offensive work environment. An example is salespeople at one company went on company-paid visits to strip clubs, brought strippers into the office to celebrate promotions, and fostered pervasive sexual rumors.

intimidation

Overt threats or bullying directed at members of specific groups of employees. An example is African-American employees at some companies have found nooses hanging over their work stations.

mockery and insults

Jokes or negative stereotypes; sometimes the result of jokes taken too far. An example is that Arab-Americans have been asked at work whether they were carrying bombs or were members of terrorist organizations.

exclusion

Not being a part of job opportunities, social events, discussions, or informal mentoring: can occur unintentionally

surface-level diversity components

gender, age, race, disability

awareness

Can be a significant factor in reducing discrimination. Simply being cognizant of stereotypes and research findings indicating no significant differences among races in terms of performance/ absenteeism/helping can help decrease instances of discrimination.

glass ceiling

Invisible barrier that keeps women from advancing to the top of the organization

forms of discrimination

discriminatory policies or practices, sexual harassment, intimidation, mockery and insults, exclusion, incivility

glass elevator

Men receive faster promotions even in many female-dominated occupations

age discrimination

Treating people differently because of their age

absenteeism

LESS among older employees Healthier than you might expect

Turnover

Older you are, less likely to quit your job

Productivity

No effect of age; older workers are better citizens.

job satisfaction

Mixed and increases among professionals (e.g., doctors), decreases among nonprofessionals (e.g., freelance acting coach)

physical disabilities

Down syndrome, deafness, blindness, and paralysis