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Management Exam #3

Terms in this set (312)

extrinsic award
the payoff, such as money, a person receives from others for performing a particular task
intrinisic rewards
satisfaction a person receives from performing a particular task itself
Motivating Employees
figure 12.2
Malow's Hierarchy of Needs
physiological, safety, love/belonging, esteem, self-actualization
Maslow's Hierarchy of Needs: physiological need
-the most basic human physical need
-need for food, clothing, shelter, comfort, self-preservation
-workplace example: these are covered by wages
Maslow's Hierarchy of Needs: safety need
-need for physical safety, emotional security, avoidance of violence
-workplace examples: health insurance, job security, work safety rules, pension plans that satisfy need
Maslow's Hierarchy of Needs: love need
-need for love, friendships, affection
-workplace example: office parties, company softball tournament, management retreats
Maslow's Hierarchy of Needs: esteem need
-need for self respect, status, reputation, recognition, self-confidence
-workplace examples: bonuses, promotions, awards
Maslow's Hierarchy of Needs: self-actualization need
-the highest level of need
-need for self-fulfillment: increasing competence, using abilities to the fullest
-workplace example: sabbatical leave to further personal growth
mcClelland's acquired needs theory
three needs are major motives determining peoples behavior in the workplace
1. achievement: desire to achieve excellence in challenging tasks
2. affiliation: desire for friendly and warm relationships
3. power: desire to influence or control others
deci and ryan's self-determination theory
-assumes that people are driven to try to grow and attain fulfillment, with their behavior and well-being influenced by three innate needs: competence, autonomy, and relatedness
-focuses primarily on intrinsic motivation and rewards
The Three Innate Needs
1. Competence - people need to feel qualified, knowledgeable, and capable of completing a goal or task and to learn different skills
2. Autonomy- people need to feel they have the freedom and the discretion to determine what they want to do and how they want to do it
3. Relatedness- people need to feel a sense of belonging, of attachment to others
Herzberg's Two-Factor Theory
proposed that work satisfaction and dissatisfaction arise from two different factors - work satisfaction from so-called motivating factors and work dissatisfaction from so-called hygiene factors
hygiene factors
associated with job dissatisfaction which affect the job context in which people work
motivating factors
associated with job satisfaction which affects the job content or the rewards of work performance
comparison of the content theories
look at notes
equity theory
- A model of motivation that explains how people strive for fairness and justice in social exchanges or give and take relationships
- Based on cognitive dissonance from chapter 11, the psychological discomfort people experience between their cognitive attitude and incompatible behavior
-chart in notes
some ways employees try to reduce inequity
They will reduce their inputs: They will do less work, take long breaks, call in "sick" on Mondays, leave early on Fridays, and so on.

They will try to change the outputs or rewards they receive: They will lobby the boss for a raise, or they will pilfer company equipment.

They will distort the inequity: They will exaggerate how hard they work so they can complain they're not paid what they're worth.

They will change the object of comparison: They may compare themselves with another person instead of the original one.

They will leave the situation: They will quit, transfer, or shift to another reference group.
Elements of Justice Theory
distributive, procedural, interactional
Distributive Justice
"How fairly are rewards being given out?"
procedural justice
"How fair is the process for handing out rewards?"
interactional justice
"How fairly am I being treated when rewards are given out?"
5 practical lessons from equity and justice theories
1. Employee perceptions are what count
2. Employee want a voice in decisions that affect them
3. Employees should be given an appeals process
4. Leader behavior matters
5. A climate for justice makes a difference
expectancy theory
o Suggests that people are motivated by two things:
1. How much they want something
2. How likely they think they are to get it
o Three elements of the expectancy theory
1. Expectancy: belief that a particular level of effort will lead to a particular level of performance
2. Instrumentality: expectation that successful performance of a task will lead to a desired outcome
3. Valence: the value a worker assigns to an outcome
-chart in notes
Using Expectancy Theory to Motivate Employees
1. What rewards do your employees value?
2. What are the job objectives and the performance level you desire?
3. Are the rewards linked to performance?
4. Do employees believe you will deliver the right rewards for the right performance?
goal setting theory
suggests that employees can be motivated by goals that are specific and challenging but achievable
four motivational mechanisms of goal-setting theory
1. directs your attention
2. regulates the effort expended
3. increases your persistence
4. fosters use of strategic and action plans
stretch goals
goals some companies adopt that are beyond what they are actually expected to achieve
learning goal orientation
sees goals as a way of developing competence through the acquisition of new goals
performance goal orientation
sees them as a way of demonstrating and validating a competence we already have by seeking approval of others
Practical considerations of goal-setting theory
1. goals should be specific
2. certain conditions are necessary for goal setting to work
3. goals should be linked to action plans
4. performance feedback and participation in deciding how to achieve goals are necessary but not sufficient for goal setting to work
Job Characteristics Model - 5 job characteristics
1. skill variety
2. task identity
3. task significance
4. autonomy
5. feedback
Reinforcement Theory
-Suggests that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated
-pioneered by BF skinner (operant conditioning) and edward thorndike (law of effect)
- use of reinforcement theory to change human behavior is called behavioral modification
positive reinforcement
the use of positive consequences to strengthen a particular behavior
negative reinforcement
strengthens a behavior by withdrawing something negative
extinction
weakening of behavior by ignoring it or making sure it is not reinforced
punishment
weakening behavior by presenting something negative or withdrawing something positive
using positive reinforcement to motivate employees
-Reward only desirable behavior
-Give rewards as soon as possible
-Be clear about what behavior is desired
-Have different rewards and recognize individual differences
using punishment to motivate employees
-punishment only undesirable behavior
-give reprimands or disciplinary actions as soon as possible
-be clear about what behavior is desirable
-administer punishment in private
-combine punishment and positive reinforcement
compensation
monetary rewards
nonmonetary incentives
-Work-life balance
-Ability to expand skills
-Positive work environment
-Finding meaning in work
Popular Incentive Compensation Plans
-pay for performance (piece rate, sales commission)
-bonuses
-profit-sharing
-gainsharing
-stock options
-pay for knowledge
work-life benefits
benefit programs or incentives designed to help all employees balance work and life at home
- may include flex time, vacation, and sabaticals
expanding skills
May include shadowing other employees, tuition reimbursement, and training
well-being
The combined impact of five elements-positive emotions, engagement, relationships, meaning, and achievement (PERMA)
Nonmonetary Ways of Motivating Employees
-worklife benefits
-expanding skills
-wellbeing
content perspectives
theories that emphasize the needs that motivate people
(aka need-based perspectives)
gainsharing
the distribution of savings or "gains" to groups of employees who reduced costs and increased measurable productivity
job design
the division of an organization's work among its employees and the application of motivational theories to jobs to increase satisfaction and performance
job enlargment
consists of increasing the number of tasks in a job to increase variety and motivation
job enrichment
consists of building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement
meaningfulness
The sense of "belonging to and serving something that you believe is bigger than the self"
process perspectives
concerned with the thought processes by which people decide how to act
profit sharing
the distribution to employees of a percentage of the company's profits
scientific managment
the process of reducing the number of tasks a worker performs.
stock options
certain employees are given the right to buy stock at a future date for a discounted price
voice
Employees' upward expression of challenging but constructive opinions, concerns, or ideas on work-related issues to their managers
group
· defined as (1) two or more freely interacting individuals who (2) share norms, (3) share goals, and (4) have a common identity
team
· small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable
Tuckman's Model
forming, storming, norming, performing, adjourning
tuckmans model: stage 1
forming
-process of getting oriented and getting aquainted
-"Why are we here"
-where do I fit in here"
-in this stage, leaders focus on giving people time to get acquainted and socialize
tuckmans model: stage 2
storming
-characterized by the emergence of individual personalities and roles and conflicts within the group
-what is my role here
-why are we fighting over whos in charge and who does what
-in this stage, leaders should encourage members to suggest ideas, voice disagreements, and work through conflicts about tasks and goals
tuckmans model: stage 3
norming
-conflicts are resolved, close relationships develop, and unity and harmony emerge
-what do others expect me to do
-can we agree on goals and work as a team
-group cohesiveness is the principal by product of "norming"
-in this stage, leaders should emphasize unity and help identify team goals and values
tuckmans model: stage 4
performing
-members should concentrate on solving problems and completing the assigned tasks
-how can i best perform my role
-can we do the job properly
-in this stage, leaders should allow members the empowerment they need to work on tasks
tuckmans model: step 5
adjourning
- members prepare for disbandment
-what is next
can we help team members transition out
-leaders can help ease the transition by rituals celebrating "the end" and "new beginnings"
8 most essential considerations in building a group into an effective team
1. collaboration
2. trust
3. performance
4. motivation
5. composition
6. roles
7. norms
8. effective team processes
conflict
process in which one party perceives that its interests are being opposed or negatively affected by another party
functional conflict
benefits the main purposes of the organization and serves its interests
dysfunctional conflict
Hinders the organization's performance or threatens its interest
relationship between intensity conflict and performance outcomes
personality conflict
-interpersonal opposition based on personal dislike, disagreement, or differing styles
-personality clashes, competition for scarce resources, time pressure, communication failures
intergroup conflicts
Inconsistent goals or reward systems, ambiguous jurisdictions, status differences
-we verus them
multicultural conflicts
frequent opportunities for clashes between cultures in the global economy
Ways to Build Cross-Cultural Relationships
1 Be a good listener
2. Be sensitive to others' needs tied with ...
3. Be cooperative, not overly competitive
4. Advocate inclusive (participative) leadership
5. Compromise rather than dominate
6. Build rapport through conversations
7. Be compassionate and understanding
8. Avoid conflict by emphasizing harmony
9. Nurture others (develop and mentor)
how to stimulate constructive conflict
1. spur competition among employees
2. change the organization's culture and procedures
3. bring in outsiders for new perspectives
4. use programmed conflict
avoiding
ignoring or supressing conflict
"maybe the problem will go away"
obliging
allows the desires of the other party to prevail
"lets do it your way"
dominating
ordering an outcome, using formal authority and power to resolve a conflict
"you have to do it my way"
compromising
both parties give up something to gain something
"lets split the difference"
integrating
manager strives to confront the issue and cooperatively identify the problem and seek a solution
"lets reach a win win situation that benefits both of us"
collaboration
the act of sharing information and coordinating efforts to achieve a collective outcome
cross-functional teams
designed to include members from different areas within an organization, such as finance, operations, and sales
devils advocacy
the process of assigning someone to play the role of critic
dialectic method
process of having two people or groups play opposing roles in a debate in order to better understand a proposal
team charter
outlines how a team will manage teamwork activities
team composition
reflects the collection of jobs, personalities, values, knowledge, experience, and skills of team members
team member interdependence
reveals the extent to which team members rely on common task-related team inputs, such as resources, information, goals, and rewards, and the amount of interpersonal interactions needed to complete the work
task oriented role
consists of behavior that concentrates on getting the team's tasks done
team voice
reflects the extent to which team members feel free to "engage in expression of constructive opinions, concerns, or ideas about work related issues"
virtual teams
work together over time and distance via electronic media to combine effort and achieve common goals
team processes
are "members" interdependent acts that convert inputs to outcomes through cognitive, verbal, and behavioral activities directed toward organizing taskwork to achieve collective goals
team reflexibility
a process in which team members collectively reflect on the teams objectives, strategies, and processes and adapt accordingly
punctuated equilibrium
they establish periods of stable functioning until an event causes a dramatic change in norms, roles, and or objects.
roles
socially determined expectations of how individuals should behave in a specific position
initiator
suggests new goals or ideas
information seeker/giver
clarifies key issues
opinion seeker/giver
clarifies pertinent values
elaborator
promotes greater understanding through examples or exploration of implications
coordinator
pulls together ideas and suggestions
orienter
keeps group headed toward its stated goals
evaluator
tests group's accomplishments with various criteria such as logic and practicality
energizer
prods the group into action or decision
procedural technician
performs routine tasks needed to keep progress moving (handing out materials, rearranging seats)
recorder
performs a "group memory" function by documenting discussion and outcomes
encourager
fosters group solidarity by accepting and praising various points of view
harmonizer
mediates conflict through reconciliation or humor
compromiser
helps resolve conflict by meeting others halfway
standard setter
evaluates the quality of group processes
gatekeeper
encourages all group members to participate
commentator
records and comments on group processes/dynamics
follower
serves as a passive audience
self-managed teams
defined as groups of workers who are given administrative oversight for their task domains
programmed conflict
designed to elicit different opinions without inciting people's personal feelings
norms
general guidelines or rules of behavior that most group or team members follow
group cohesiveness
a "we feeling" binding group members together
informal group
group formed by people whose overriding purpose is getting together for friendship or a common interest
maintenance role
consists of behavior that fosters constructive relationships among team members
aka relationship-oriented goal
leadership
the ability to influence employees to voluntarily pursue organizational goals
formal group
group assigned by organizations or its managers to accomplish specific goals
leadership coaching
enhancing a persons abilities to lead
managerial leadership
the process of influencing others to understand and agree about what needs to be done and the process of facilitating individual and collective efforts to accomplish shared objectives
being a manager means
o planning, controlling, directing and controlling
o executing plans and delivering goods and services
o managing resources
o being conscientious
o putting customers first, responding to and acting for customers
o mistakes can happen when managers do not appreciate people are the key resource, underlead by treating people like other resources, or fail to be held accountable
being a leader means
o being visionary
o being inspiring, setting the tone, and articulating the vision
o managing people
o being inspirational (charismatic)
o acting decisively
o putting people first, responding to and acting for followers
o mistakes can happen when leaders choose the wrong goal, direction, or inspiration; overlead; or fail to implement the vision
legitimate power
results from managers' formal positions within the organization
reward power
results from managers' authority to reward their subordinates
coercive power
results from managers' authority to punish their subordinates
expert power
results from one's specialized information or expertise
referent power
Derived from one's personal attraction (strong, visionary leadership)
soft tactics
rational persuasion, inspirational appeals, consultation, ingratiation, personal appeals
rational persuasion
convince with reason, logic, or facts
inspirational appeals
building enthusiasm by appealing to others' emotions, ideals, or values
consultation
others participating in planning, decision making, and changes
ingratiation
getting people in a good mood before the ask
personal appeals
leveraging friendship and loyalty when requesting
hard tactics
Exchange tactics
Coalition tactics
Pressure tactics
Legitimating tactics
exchange tactics
making explicit or implied promises and trading favors
coalition tactics
getting others to support efforts to persuade someone
pressure tactics
demanding compliance or using intimidation or threats
legitimating tactics
requests based on authority, rules, policies, or implied support of superiors
research has shown the following:
· rational persuasion, consultation, collaboration, and inspirational appeals are most effective
· be authentic to your values and beliefs
· consult rather than legitimate
· "glad handing/ingratiation" are not a good long term strategy
· Show subtle flattery and agreement
· Learn how to influence
Integrated Model of Leadership
see chart in notes
trait approaches to leadership
attempt to identify distinctive characteristics that account for the effectiveness of leaders
"dark side" traits
Narcissism, Machiavellians, Psychopathy
narcissism
have a self-centered perspective, feelings of superiority, and a drive for personal power or glory
Machiavellianism
displays a cynical view of human nature and condones opportunistic and unethical ways of manipulating people, putting results over principles
psychopathy
characterized by lack of concern for others, impulsive behavior, and a dearth of remorse when the psychopath's actions harm others
do women and men display similar leadership traits
· Men displayed more task leadership and women more relationship leadership
· Women used more democratic or participative style then men, and men use a more autocratic and directive style
· Female leadership was associated with more cohesion, cooperative learning, and participative communication among team members
· Peers, managers, direct reports, and trained observers rated women executives as more effective than men. Men rated themselves as more effective than women evaluated themselves
· One study found that almost no differences between men and women in their levels of hard or soft skills
4 basic skills of leaders
cognitive abilities, interpersonal skills, business skills, conceptual skills
cognitive abilities
identify problems and their causes in rapidly changing situations
- leaders must sometimes devise effective solutions in short time spans with limited information
interpersonal skills
to influence and persuade others
-leaders need to work well with diverse people
business skills
to maximize the use of organizational assets
-leaders increasingly need business skills as they advance. three valuable skills that most people can develop are mindfulness, curiosity, and optimism
conceptual skills
to draft an organizations mission, vision, strategies, and implementation plans
- conceptual skills matter most for individuals in the top ranks of an organization. entrepreneurs may ave their strategic skills tested on a regular basis
4 conclusions of trait theory
· We cannot ignore the implications of leadership traits
· The traits suggest the qualities you should cultivate and avoid if you want to assume a leadership role in the future
· Organizations may want to include personality and trait assessments in their selection and evaluation process
· Cross-cultural competency is an increasingly valued task oriented trait. A global mindset is your belief in your ability to influence dissimilar others in a global context
task oriented leadership behaviors
These ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission.
two types: initiating structure leadership and transactional leadership
initiating-structure leadership
organizes and defines what employees should be doing to maximize output
transactional leadership
clarifies employees' roles and task requirements and provides rewards and punishments contingent on performance.
relationship-oriented leadership
primarily concerned with the leader's interactions with his or her people
-four types: consideration, empowering leadership, ethical leadership, servant leadership
consideration
leader behavior that is concerned with group members' needs and desires and that is directed at creating mutual respect or trust
empowering leadership
represents the extent to which a leader creates perceptions of psychological empowerment in others
psycological empowerment
-employees beleif that they have control over their work
-increasing employees meaningfulness, self-determination, competence, and progress
ethical leadership
-represents normatively appropriate behavior that focuses on being a moral role model
-includes communicating ethical values to others, rewarding ethical behavior and treating follower with care and concern
servant leadership
focuses on providing increased service to others—meeting the goals of both followers and the organization—rather than to oneself.
10 Characteristics of a Servant Leader
1. listening
2. empathy
3. healing
4. awareness
5. persuasion
6. conceptualization
7. foresight
8. stewardship
9. commitment to the growth of people
10. building community
situational approaches to leadership
Belief that effective leadership behavior depends on the situation at hand
(Also called the contingency approach)
-two approaches: the contingency leadership style and the path-goal leadership style
contingency leadership model
-the contingency leadership model developed by fieldler
-determining if a leaders style is (1) task oriented or (2) relationship oriented and if that style is effective for the situation at hand
-uses the least preferred coworker (LPC) scale, in which workers rank the coworker they least enjoyed working with and rank him or her: friendly/unfriendly, tense/relaxed, efficient/inefficient
-the higher the score, the more relationship oriented; the lower the score, the more task oritented
leader-member relations
reflects the extent to which the leader has the support, loyalty, and trust of the work group
task structure
the extent to which tasks are routine and easily understood
position power
refers to how much power a leader has to make work assignments and reward and punish
the path-goal leadership model
-delivered by house
-the effective leader increases employee motivation by clarifying the paths, or behavior, that will help them achieve goals, and provide them with support
-two contingency factors, or variables - employee characteristics and environmental factors - cause some leadership behaviors to be more effective than others
the uses of transformational leadership
· employees are encouraged to pursue organizational goals over self interest
· leaders are influenced by individual characteristics and organizational culture
· whereas transactional leaders try to get people to do ordinary things, transformational leaders encourage their people to do exceptional things
4 key behaviors of transformational leaders
1. inspirational motivation
2. idealized influence
3. individualized consideration
4. intellectual stimulation
inspirational motivation
"let me share a vision that transcends us all"
idealized influence
"we are here to do the right thing"
individualized consideration
"you have the opportunity here to grow and excel"
intellectual stimulation
"let me describe the great challenges we can conquer together"
implications of transformational leadership for managers
· it can improve result for both individuals and groups
· you can prepare and practice being transformational
· it should be used for ethical reasons
the ethical things top managers do to be effective transformational leaders
employee a code of ethics, choose the right people, make performance expectations reflect employee treatment, emphasize the value of diversity, reward high moral conduct
Employee code of ethics
The company should create and enforce a clearly stated code of ethics
choose the right people
Recruit, select, and promote people who display ethical behavior
Make performance expectations reflect employee treatment
develop performance expectations around treatment of employees; these expectations can be assessed in the performance appraisal process
emphasize the value of diversity
Train employees to value diversity
reward high moral conduct
identify, reward, and publicly praise employees who exemplify high moral conduct
leadership-member exchange (LMX) model of leadership
-emphasizes that leaders have different sorts of relationship with different subordinates
in group exchange vs. out group exchange
in group exchange - trust and respect
out group exchange - lack of trust and respect
Leading with humility
humility is relatively stable trait grounded in the belief that "something greater than the self exists"
5 key qualities of humble leaders
- high self-awareness
-openness to feedback
-appreciation of others
-low self-focus
-appreciation of the greater good
what followers want
followers seek and admire leaders who create feelings of: significance, community, and excitement
significance
the work followers do is meaningful and important
community
followers trust and respect others to work in pursuit of organizational goals
excitement
people feel energetic and engaged at work
charisma
a form of interpersonal attraction that inspires acceptance and support
charismatic leadership
which was assumed to be an individual inspirational and motivational characteristic of particular leaders
full-range leadership
suggests that leadership behavior varies along a full range of leadership styles, from passive leadership at one extreme, through transactional leadership, to transformational leadership at the other extreme
personalized power
power directed at helping oneself as a way of enhancing their own selfish ends may give the word power a bad name
power
the ability to marshal human, informational, and other resources to get something done
socialized power
power directed at helping others
communication
-the transfer of information and understanding from one person to another
-you are an efficient communicator when you transmit your message accurately in the least time
Communication Process
look at charts in notes
formal communication channels
-follow the chain of command
-recognized as official
-several types: vertical, downward, upward, horizontal, external
Vertical Communication
up and down the chain of command
downward communication
from top to bottom
upward communication
from bottom to top
horizontal communication
flows within and between units
external communication
outside the organization
informal communication channels
-develop outside the formal structure and do not follow the chain of command
-two types: grapevine, face to face
grapevine communication
the unofficial system of the informal organization
face-to-face communication
employees value authentic human time with the boss
sender barrier
no message gets sent
encoding barrier
message is not expressed correctly
medium barrier
communication channel is blocked
decoding barrier
recipient does not understand the message
reciever barrier
no message is received
feedback barrier
the recipient does not respond enough
personal barriers: attributes that hinder communication
· Variable skills in communicating effectively
· Variations in the way we process and interpret information
· Variations in trustworthiness and credibility
· Oversized egos, our pride, self esteem, arrogance
· Faulty listening skills; (mindlessness)
· Tendency to judge others messages
· Generational differences
cross cultural barriers
-Culture comprises the ideas, values, practices, and material objects that allow a group of people, even an entire society, to carry out their collective lives in relative order and harmony.
-Culture naturally affects the way we communicate.
-Language barriers often exist.
-Nonverbal signs and symbols have different meanings.
social media
-web-based technologies that allow users to create, share, and participate in dialogue in virtual communities and networks
-these technologies allow business managers to reach and interact with customers in new ways
social media as a recruiting tool
-about 82% of companies today use social media for recruiting
-linkedin is the top, followed by facebook and twitter
social media and employee productivity
o When used approximately, social media can make communication by and among employees more productive
o Reduced turnover, higher performance, increased job satisfaction, and greater creativity and collaboration are common finding in research on the effects of social media
o Employees who work remotely are particular beneficiaries of social medias communications capabilities
benefits of social media
connect in real time over distance, collaborate within and outside organization, expand boundaries
crowdsourcing
-using the internet and social media to enlist a group outside the organization for help solving a problem
ex. raise funds, organize competitions, for recruitment
sales and brand recognition
-Can increase product and service awareness
-Generate customer inquiry
-Reach customers on a global scale
-Foster promotion of local businesses
-Foster customers' conversations about brands
social media and reputation
· one of the biggest dangers managers face is negative comments about the organization posted by disgruntled customers or even employees
· some tips for defusing or limiting this harm
o create and enforce a social media policy for employees
o appoint experienced managers to monitor your social media presence; respond quickly and appropriately to negative posts
o acknowledge that there is a problem
o take the conversation offline if necessary
cyberloafing
-A primary concern for employers in their adoption of social media is employees accessing the Internet at work for personal use.
-some studies put the cost of cyberloafing at $85 billion per year in the US
-software tools can reduce cyberloafing, limiting access or length of time used, or both
phubbing
phone snubbing or ignoring those present in order to pay attention to a mobile phone
FOMO: fear of missing out
being out of touch with something happening on the social network
cyberthreats
- a system of safeguards should be put in place for protecting information technology against disasters, system failures, and unauthorized access that result in damage or loss
-in 2017 the cost per cybercrime victim shot up $142, with the total cost of those crimes accounting to $139 billion
protect against cyber threats
dont use passwords that can be easily guessed, dont use the same password for multiple sites, dont reveal sensitive information on social networking sites, be careful about free and illegal downloads, be mindful of liability issues, keep antivirus software updated
tips for email handling
turn off all noncritical notifications and unsubscribe from newletters, set aside one or two 15 min time periods to review, treat all email as confidential, be brief and professional, and proofread, remember not every topic belongs on email
9 elements of an effective social media policy
1) Applies the same standards across all posts and platforms
2) Identifies sites employees may use at work
3) Informs employees of terms and conditions of the platforms that they will be using
4) Identifies who may speak for the company and for what purpose
5) Clarifies the distinction between personal and work-related posts
6) Requires professional behavior online
7) Upholds confidentiality
8) Discourages anonymous posts
9) Specifies the consequences of violations
defensive communication
either aggressive, attacking, angry communication or passive, withdrawing communication
look at chart in notes
nondefensive communication
communication that is assertive, direct, and powerful
look at chart in notes
empathy
the ability to recognize and understand another person's feelings and thoughts - fosters open communication
requires 2 key actions:
mindfulness and incorporating out understanding of another persons feelings and thoughts into our communications
mindfulness
placing our attention on the feelings and emotions being displayed both verbally and nonverbally by others
active listening
-actively decoding and interpreting verbal messages
-typically retain only 20 to 50 percent of what we hear
active listening style
"i am fully invested"
involved listening style
"i am partially invested"
passive listening style
"it is not my responsibility to listen"
detached listening style
"i am uninterested"
tips for effective listening
1. show respect
2. listen from the first sentence
3. be mindful
4. keep quiet
5. ask questions
6. paraphrase and summarize
7. remember what was said
8. involve your body
being an effective writer
· start with your purpose: why are you emailing or writing to them?
· Write simply, concisely, and directly: short and sweet is key
· Know your audience: resist the urge to include everyone, and think before you "reply all"
· Don't show ignorance of the basics: proofread!
· Show respect: use "hello" instead of "hey!"; check spelling of names and titles
being an effective speaker
· Tell them what you are going to say
· Say it
· Tell them what you said
decoding
interpreting and trying to make sense of the message
encoding
translating a message into understandable symbols or language
identity theft
in which thieves hijack your name and identity and use your good credit rating to get cash or buy things
jargon
terminology specific to a particular profession or group
linguistic style
a person's characteristic speaking patterns
media richness
indicates how well a particular medium conveys information and promotes learning
microaggressions
acts of uncurious bias, include a number of seemingly tiny but repeated actions, like interrupting others, mispronouncing or mistaking someones name and avoiding eye contact
noise
any disturbance that interferes with the transmission of a message
paraphrasing
occurs when people restate in their words the crux of what they heard or read
privacy
the right of people not to reveal information about themselves
reciever
the person for whom the message is intended
security
defined as a system of safeguards for protecting information technology against disasters, system failures, and unauthorized access that result in damage or loss
sender
the person wanting to share information - called a message
controlling
defined as monitoring performance, comparing it with goals, and taking corrective action as needed
-what you as a manager do to get things done, with controlling shown in relation to the other three management functions (these are not lockstep - all 4 functions happen concurrently)
look at chart in notes
why is control needed
1. To adapt to change & uncertainty
2. To discover irregularities & errors
3. To reduce costs, increase productivity, or add value
4. To detect opportunities
5. To deal with complexity
6. To decentralize decision making & facilitate teamwork
steps in the control process
1. establish standards
2. measure performance
3. compare performance to standards
4. take corrective action, if necessary
the control process: establish standards
-control or performance standard: the desired performance level for a given goal
-best measured when they can be made quantifiable
the control process: measure performance
-what is the actual outcome we got?
-usually obtained from 5 sources:
1. employee behavior and deliverables
2. peer input or observations
3. customer feedback
4. managerial evaluations
5. output from a production process
the control process: compare performance to standards
-management by exception: a control principle that states that managers should be informed of a situation only if data shows a significant deviation from standards
-control chart
control chart
visual statistical tool used for quality control purpose
the control process: take corrective action if needed
-make no changes
-recognize and reinforce positive reinforcment
-take action to corrective negative performance
feedforward control
focus on preventing future problems
concurrent control
entails performance information in real time
feedback control
amounts to collecting performance information after a project or task is done
strategic control
monitoring performance to ensure that strategic plans are being implemented and taking corrective action as needed
operational control
monitoring performance to ensure that operational plans - day-to-day goals - are being implemented and taking corrective action as needed
tactical control
monitoring performance to ensure that tactical plans - those at the divisional or departmental level - are being implemented and taking corrective action as needed
physical control
buildings, equipment, tangible products
human resource control
monitoring employees; personality, drug and performance tests, performance evaluations and employee surveys
informational control
production schedules, sales reforcasts, competitive analysis, public relations briefings, etc.
financial control
bills being paid on time, $ owed by customers, $ owed to suppliers, cash for payroll, debt repayment schedules, etc.
structural control
o Bureaucratic: rules, regulations and formal authority driven
o Decentralized: informal and organic structural arrangements; flat organizational structures
cultural control
uses set of norms from values and beliefs to influence work processes and performance
ex. innovations in startups
bureaucratic control
an approach to organizational control that is characterized by use of rules, regulations, and formal authority to guide performance
decentralized control
an approach to organizational control that is characterized by informal and organic structural arrangements
balanced scoreboard
gives top managers a fast but comprehensive view of the organization via four indicators: (1) customer satisfaction, (2) internal processes, (3) innovation and improvement activities, and (4) financial measures
balanced scoreboard 4 perspectives
1. financial - profitability, growth, shareholder values
2. customer - priority is taking care of the customer
3. internal business - innovations, customer service, operational excellence, and good corporate citizenship
4. innovation and learning - learning and growth of employees
strategy map
visual representation of the four perspectives of the balanced scorecard that enables managers to communicate their goals so that everyone in the company can understand how their jobs are linked to the overall objectives of the organization
budget
formal financial projection
incremental budgeting
allocates increased or decreased funds to a department by using the last budget period as a reference point; only incremental changes in the budget request are reviewed
fixed budgets
allocates resources on the basis of a single estimate of costs
variable budgets
allows the allocation of resources to vary in proportion with various levels of activity
balance sheet
summarizes an organization's overall financial worth - assets and liabilities - at a specific point in time
current assets
cash and other assets expected to be exchanged for cash or consumed within a year
fixed assets
property, buildings, equipment etc. > 1 year useful life
liabilities
claims and debts we owe others
income statement
summarizes an organization's financial results - revenues and expenses - over specified period of time
audit
formal verification of an organization's financial and operational systems
external audit
performed by outside experts
internal audit
performed by organization's own professional staff
Deming management (TQM)
1) Quality should be aimed at the needs of the consumer
2) Companies should aim at improving the system, not blaming workers
3) Improved quality leads to increased market share, increased company prospects, and increased employment
4) Quality can be improved on the basis of hard data, using the PDCA cycle
the PDCA cycle: plan do check act
1. plan - desired and important changes. based on observed data. make pilot test, if necessary
2. do - implement the change or make a small- scale task
3. check - observe what happened after the change or during the test
4. act - on lessons learned, after study or results. determine if predictions can be made as a basis for new methods
total quality management (tqm)
a comprehensive approach - led by top management and supported throughout the organization - dedicated to continuous quality improvement, training, and customer satisfaction
-two core principles: people orientation and improvement oritentation
people orientation of TQM
everyone involved in the organization should focus on delivering value to the customer
- delivering customer value is most important
- people will focus on quality if they feel empowered
- TQM requires team work, training, and cross - functional efforts
improvement orientation of TQM
everyone should work on continuously improving work processes
- continuous improvement
continuous improvement
ongoing small, incremental improvements in all parts of an organization - all products, functional areas and work processes
- it is less expensive to do right the first time
- it is better to do small improvements all the time
- accurate standards must be followed to eliminate small variations
- there must be strong commitment from top management
outsourcing
subcontracting of services and operations to an outside vendor to reduce costs or improve productivity
reduced cycle time
increase speed of work processes; reduce steps in the process
statistical process control
periodic random samples to insure quality in standard range
six sigma
<3.4 defects per million products or procedure; reduce errors to the vanishing points
lean six sigma
focuses on problem solving and performance improvement for well defined product
ISO 9000
QC procedures company's install that can be audited by independent quality control experts
ISO 14000
extends ISO 9000 to include environmental performance
the key to successful control systems
1) They are strategic and results oriented
2) They are timely, accurate and objective
3) They are realistic, positive, and understandable and encourage self-control
4) They are flexible
barriers to control success
1) Too much control
2) Too little employee participation
3) Overemphasis on means instead of ends
4) Overemphasis on paperwork
5) Overemphasis on one instead of multiple approaches
productivity
outputs divided by inputs where:
-outputs are the goods and services produced
-inputs are labor, capital, materials, and energy
look at chart in notes
Enterprise Resource Planning (ERP)
software systems, information systems for integrating virtually all aspects of a business, helping managers stay on top of the latest developments
benchmarking
a way to measure something against a standard, the benchmark
best practices
a set of guidelines, ethics, or ideas that represent the most efficient or prudent course of action
control standard
or performance standard or simply standard, is the desired performance level for a given goal
supply chain
the sequence of suppliers that contribute to creating and delivering a product, from raw materials to production to final buyers
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