exam 2 Flashcards
(174 cards)
1
Q
Unity of command?
A
Means that each employee should report to only one boss with a clean line of command.
2
Q
unity of direction?
A
Goal oriented, means that all activities focus on the same objectives- winning the game.
3
Q
Chain of Command?
A
Or scalar principle, is the clear, hierarchical line of authority from the organization’s top to its bottom. It forms the hierarchy shown in organization charts.
4
Q
Span of Management?
A
span of control; is the number of employees who report directly to the same manager. There is no optimal number of employees to manage. Lower-level managers have a wider span of control than do higher level managers.
5
Q
Flat organization?
A
Few levels of management, and these levels have wide spans of control
6
Q
Tall organization?
A
Have many levels of management with narrow spans of control.
7
Q
Division of labor?
A
Occurs when jobs are organized by specialty. Differentiation is about organizing work groups into departments, and integration is about coordinating departmental activities that you need to balance the two.
8
Q
Coordination?
A
shortcut:
* work together to achieve stratefic and operational obj’s
* use system based analysis and conceptual skills
* coordination and cooperation go together
Is about departments and individuals in an organization working together to accomplish strategic and operational objectives for its environment. Requires system-based analysis and conceptual skills. Every aspect of the organizing function involves coordination and coordination also requires cooperation.
9
Q
Responsiblity?
A
Is one’s obligation to achieve objectives by performing required activities. An apology helps maintain trust and relationships, which are harmed if not done. You have to trust others with responsibility to get the job done.
10
Q
National Standards for Sport Coaches (NSSC) includes these 7 areas of responsibility?
A
- Set vision, goals, and standards for sport program.
2.engage in and support ethical practices.
3.Build relationships.
- Develop a safe sport environment.
- Create a positive and inclusive sport environment
- Conduct practices and prepare for competition
7.strive for continuous improvement
11
Q
Authority?
A
Is the right to make decisions, issue orders, and use resources. Authority is central to firms and crucial for people to fulfill their work roles, as authority guides behavior.
12
Q
Accountability?
A
- measures managers responsibilites have been met
- managers accountable
Means that you are evaluated on how well you meet your responsibilities. Managers are accountable for everything that happens in their departments.
13
Q
Delegation?
A
Delegation has to do with assigning responsibility and authority for accomplishing objectives. True delegation occurs when you assign something new to an employee. When you simply tell an employee to do a task, it is not really delegating.
14
Q
Flexibility?
A
Has to do with understanding that there can be exceptions to the rule. Going by the book does not always produce the best results.
15
Q
Authority?
A
Is the approved way of getting work done through specified relationships between employees and between departments.
16
Q
Informal Authority?
A
Often gets the job done and gets it done quicker.
17
Q
Levels of Authority?
A
Everyone needs to know their scope of formal authority to complete any given tasks. The levels of authority are informing authority, recommending authority, reporting authority, and full authority. [informing authority, the person simply presents an alternative][recommending authority, the person presents alternatives and suggests one][reporting authority, the person can take action in his own area of expertise and regularly informs the boss][full authority, the person takes action in her area of expertise and usually does not have to inform the boss]
18
Q
Scope of Authority?
A
People’s formal scope of authority narrows the farther down their job is in the organizational chart. Responsibility and authority flow down the organization, whereas accountability flows up the organization.
19
Q
Lines authority?
A
- makes decisions and issues orders down the chain of command.
- develops the obj’s and the staff follows them
- ex’s: operations, marketing, finical activites, SHS coach= line manager
Is the responsibility to make decisions and issue orders down the chain of command. Operations and marketing are usually line departments, and also finical activities. Line managers are primarily responsible for achieving the organization’s objectives, and their staff or team follows the directives that the line manager develops to achieve those objectives. SHS coach are line managers
20
Q
Staff Authority?
A
- advise and assist other personel
- exs: HR, public relations, and MIS
- possible to order line personel
Is the responsibility to advise and assist other personnel. Human Resources, public relations, and management information systems are almost always staff departments. The staff’s primary role is to advise and assist, but situations occur in which they can give orders to line personnel
21
Q
Functional authority?
general staff manager and general staff work for who? often called?
specialist staff?
A
is the right of staff personnel to issue orders to line personnel in established areas of responsibility. Staff managers may have dual staff and line authority. General staff work for only one manager. Often called “assistant to” they help the manager in any way needed. Specialist staff help anyone to the organization who needs it within their scope of authority.
22
Q
Centralized authority?
A
Important decisions are made by top managers
23
Q
Decentralized authority?
A
Important decisions are made by middle and first level managers. Decentralization pushes authority and accountability further down the line.
24
Q
Micromanagement? functions/departmets examples that are decentralized and centralized
A
Term used to describe managers who closely watch their employees to make sure they follow standard procedures and rules, and they do not let employees make decisions without their approval. With the exception of very small companies, which tend to be centralized, most organizations lie somewhere between the two extremes. Production and sales are often decentralized whereas finance and labor relations are centralized to provide uniformity and control.
25
Organization chart?
* management hierachy
* boxes= positions
* lines= formal communication
lays out the organization’s management hierarchy and departments and their working relationships. Boxes represent positions in the organization and the lines indicate the reporting relationship and lines of formal communication.
26
4 major aspects of organizations?
1. chain of command/scalar principle
2. departmentalization
3. levels of management hiearchy
4. type and division of work
**Level of management hierarchy, chain of command, division and type of work, departmentalization [l**evel of management hierarchy, top-down hierarchy structure by the levels of management][ division and type of work, can be divided by product or functional area, academic area, etc.][departmentalization business of the firm is divided into work units(departments)]
27
Departmentalization?
* groups related activites into work units
* functional departmentalization is internal operations
* external/outpput departmentalization/ product/services/territory/georgaphical deparmentalization and based on activites that are outside the organization
Is the grouping of related activities into work units. Departments have either an internal focus or an external one. Departmentalization around internal operation or functions and the resources needed to accomplish the unit’s work is called functional departmentalization. External or output departmentalization is based on activities that focus on factors outside the organization; this also called product or service, customer and geographic or territory departmentalization.
28
Functional Departmentalization?
Organize departments around essential input activities, such as financing, making and selling the products. Event tickets, and game day operations.
29
Matrix departmentalization?
Combine functional and product structures to focus on projects.
30
Divisional departmentalization creates what? what is the challenge? based on?
Divisional departmentalization structure creates coordinated companies [subsidiaries/business units) within a parent company with their own departmentalization which may be different. This structure is common for large , complex global businesses using product diversification. One of the challenges is coordinating corporate strategy and subsidiaries strategies. Are based on semiautonomous strategic business units and focus on portfolio management.
31
Job design?
is the process of combining the tasks that each employee is responsible for completing. How jobs are designed affects job satisfaction and productivity.
32
Job simplification?
* specializes jobs; may eliminate, combine or/and change sequence of tasks
Make jobs more specialized and efficient by working smart not harder. Eliminate, combine task to save time, and change sequence of task.
33
Automation?
Is primarily focused on having machines do repetitive tasks better and faster
34
Job expansion?
* less specialized to make workers more productive
* job rotation- cross train for different jobs
* job enlargement- job design
* job enrichment- motivators such as flexible work hours and work at home
Makes jobs less specialized to empower workers and to make them more productive. Jobs can be expanded through job rotation, job enlargement, job enrichment
[job rotation is people perform different jobs for asset period of time. With cross training, related to job rotation, staff members learn to perform different jobs/ positions, so they can fill in when someone is on break, out sick or injured, or on vacation][job enlargement, job design adds more tasks to provide variety][ job enrichment builds motivators into a job to make it more interesting and challenging][ flexible work arrangements such as remote work (telecommuting) from anywhere which became required and popular for some during the pandemic, flextime (individualizing starting and finishing times), compressed workweeks, job sharing (employees splitting one job),
35
Work teams?
* form of job enrichment
* allow team to redesign members' job
* types are integrated and self managed teams
Trend is to design jobs for work teams, or rather, to allow teams to redesign member’s jobs. Empower teams to cross train and to determine which members perform which roles. Moving to work teams is a form of job enrichment. 2 common types are integrated teams and self-managed teams.
36
Integrated Work Teams?
* manager is a team meber and allows team to break up her assigned tasks but has the final say
With traditional work groups, the manager assigns tasks and supervises the work. With integrated work teams, the manager is usually also a team member sharing leadership Teams are assigned a number of tasks by the manager and the team itself then assigns specific tasks to members and oversees the work with the managers having the final say on decision.
37
Self managed teams?
* Every one is their own manager
operate without a designated manager, every one on the team functions as both manager and worker.
38
Job characteristics model?
**Addresses 5 core job dimensions, critical psychological states, and employee’s growth needs to improve the quality of working life for employees and productivity for the organization.**
5 Core dimensions, critical psychological states, and personal and work outcomes, employee growth-need strength. [5 core dimensions: skill variety, task identity, task significance, autonomy, and feedback][3 critical psychological states: experienced meaningful work, experienced responsibility for work, knowledge of the results of work] [4 improvements in work outcomes: high internal work motivation, high-quality work performance, high satisfaction with the work, low absentee and turnover) [employee growth need strength: a person’s growth need strength determines the interest in improving the 5 core dimensions.]
39
Setting priorities?
Is an important aspect of organizing anything- a department, a job, yourself.
40
how to measure Productivity? how does the manager prioritize?
* measures if impt/prioritzed tasks are completed
* managers figure out the priority by asking Q's
* do i get involved? will it affect deparment's fincances? quick action needed?
Comes from effectively setting priorities and getting the important task completed. List the tasks you need to do and then rate each one by importance. The manager ask these questions to figure out the priority of the to do list. 1. Do I need to be personally involved? 2. If the task is my responsibility or will it affect the performance or finances of my department? 3. Is quick action needed (for a deadline?)
41
Assigning Priorities?
* delegate correctly tasks
* have details and rank by H.M.L priority, deadline
Assign each task a priority. Delegate priority, high priority, medium priority, low priority.
How to prioritize your to do list?
List the tasks to be performed in enough detail so you know what you have to do later. 2. Ansert the prioritizing questions with Y or N. note the deadline and the time needed to complete the task. You may also want to note a deadline for starting the task as well as it completion date. Assign a priority (D,H,M, or L) to the task. Determine which task you should work on now.
42
Delegating?
* assign responsibility for a task with the resources required to accomplish obj'
* sport manager accountable for employee success or failure
Assign others the responsibility for accomplishing a task and give the authority to meet the objective with the resources to complete the task. You can delegate responsibility and authority, but as a sport manager, you are held accountable for the actions of your employees or players. Delegation is giving other tasks that are not part of their regular jobs. When more tasks are accomplished productivity arises.
43
What stops managers from delegating?
Main managers believe that they can perform a task more efficiently than others, and they fear one of two things: 1. That the other person can perform a task more efficiently than others and that the person will fail to accomplish the task, thereby making things worse.
44
Four step model?
* delegation model
* explain reason to delegate team member
* set obj's, defin responsibilites, level of authority and deadline
* make plan
* control checkpoints
Helps ensure that the job you need to get done is done right. Delegation model. 1. Explain the need for delegating and the reasons for selecting the team member. 2. Set objectives that define responsibilities, the level of authority, and the deadline 3. Develop a plan that will meet objective 4. Establish control checkpoints and coaches as needed.
45
**5 different forces of change? **
Environmental forces, economic forces, social forces, demographic forces, technological forces. [Environmental forces is the environment that is becoming increasingly global, and competitive, and organizations need to align their internal and external environments][Economic forces are when the economy and jobs are growing, there is more money to spend on sport programs from youth through the pros and more money to spend on sport apparel, equipment, and tickets][Social Forces is a sociology of sports is an academic discipline that has evolved significantly and cause popularity of sports to increase or decrease, social factors include: internal and external motivation, competition and reputation,excitement,accountability, social support, networking, income and employment, gender, and race] [Demographic Forces that whites are decreasing while latinos are increasing so add more diversity to teams][Technological Forces are sport apparel and equipment companies such as Nike and Under Armour that continues to improve their products to improve athletic performance]
46
**
4 variables of change? **
*Strategy, structure, technology and people* and refers to what oorganizations must adapt to, adjust, shift, or re create to stay current, to keep, or grow market share, or to remain viable as they are bombarded with changes that they must address in the marketplace. [strategy depends on whether it is corporate, business level, or functional marketing, and structure depends on the same factors] [technology is how firms achieve their objective goals. Tech increases productivity and thus helps the firm to gain a competitive advantage]Technology examples are: machnines, system processes, information processes, moneyball, and automation][machines are the equipment suppliers such as fitbits and applewatches][system process is the technology used to transform inputs into outputs][information process describes the way the firm uses big data, and an example is using MIS][People are the most valuable resources of change, a change in culture is also considere a people change]
47
**Management Information systems (MIS)?**
Under the category of information process, is also called information systems, and are formal systems for collecting, processing, and disseminating information that aids managers in decision making. This can create for an organization to better coordinate, and have higher productivity.
48
Sports Information System (SIS)? ****
is the overreaching term for all information systems used in sports to handle data from different sources and generate information
49
**Automation? **
Computers and other machines have enabled organizations to replace people with robots whether it is the speed at making athletic equipment and its quality. Yet it also created new jobs.
50
Artificial Intelligence?
Is the use of any device that perceives its environment and takes actions to achieve its goals, such as self driving car continuing to adjust to road conditions to get you safely to your destination.
51
**Forms of change? **
*Incremental change, discontinuous change, and radical change *
52
***Incremental change? ***
Is continual improvement of an existing product within the current technological cycle
53
**Discontinuous change/ creative destruction? **
Is a significant breakthrough in technology that leads to a new product, often a replacement product, creating a new technology cycle. This process requires competitors to make radical changes or go out of business.
54
**Innovators’ dilemma**
Calls firms to keep up with technology innovations or else fail
55
**Radical change**
Is a fast shift in the firm’s strategies orientation to adapt to an environmental change, such as a crisis like Covid-19, closing business globally, and natural disasters.
56
Stages in Processing resistance
Denial 2. Resistance 3. Exploration 4. Commitment
57
Why people resist change?
Uncertainty creates fear, inconvenience is off putting, their self interest is threatened, they fear loss, they don’t want to lose control of their jobs.
58
How to Overcome resistance?
Create a trust climate, develop a change plan, state why change is needed and how it affects people, create a win-win situation, involve people and provide support, and follow through
59
How can You overcome Your resistance to Change?
Cue. Routine, and reward
60
3 components of Resistance itself?
Intensity, source and focus.
61
intensity of resistance?
varies based on our willingness to change’ low- thrive on it, medium- gradual acceptance, strong-resist it forever
62
source of resistance?
Facts to prove our point. Beliefs are subjective opinions. Values are beliefs about everything
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# 3
**Focus of resistance? **
From three points of view? Ourselves such as what is in it for me, others and how the changes will affect others that are important to me, work environment by asking you will decide to be control of the situation and we resit changes that take away from our feelings of control.
64
Organizational Control?
Is the set of values, beliefs, and standards for acceptable behavior that its members share. Think of organization’s personality
65
**Components of Culture?**
Are behavior, values, and beliefs, and assumptions.
66
**Values and beliefs of culture?**
Values represent the way we think we ought to behave and identify what we think it takes to be successful. Beliefs can be expressed as if-then statements. (If I do X, then Y will happen). Values and beliefs are operating principles that guide descion making and behavior in an organization, they influence ethical and unethical behavior. We observe values and beliefs only indirectly, through the behaviors and decisions they drive. Values and beliefs often do not match. They can say but not do.
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**Assumptions of culture? **
Deeply grained values and belieds whose truth we never question.
68
**
Strong Cultures vs Weak Cultures? **
Strong culture is where people share the unconsciously share assumptions, and consciously know the organization’s values and beliefs while a weak culture does not share the same underlying assumptions.
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**How to change a culture effectively? **
A change in cculture is apeople change. To be effective , changes in culture have to occur in all 3 components (people’s behavior, values and beliefs, and assumptions)
70
Types of innovation?
Product innovation (new things) and process innovation (new way of doing things)
71
**Innovative structures? **
Organizations need formal structures to coordinate internal activities but rigid bureaucracy makes it difficult and slow to implement innovations. So called tall organizations have superfluous layers of management, which slows decision making and makes them less bale to move quickly on oppurtinites. Organizations are developing innovative cultures by using flat organizational structures. Recall that flat organizational structures limit their bureaucracies, divide labor along generalist lines (not by specialities), and routinely use cross functional teams to get the work done, solve problems, and identify oppurtnities. Flexibility is the name of the game. Systems are informal and authority is decentralized. Jobs are designed to be richer in content and responsibility and work teams are used to make continuous improvements.
72
**
State the core values of TQM? **
High performing organizations believe that innovation and quality go hand in hand. The core values of TQM involves a companywide focus on 1. Delivering customer value 2. Continuously improving the system and its processes. TQM cultures emphasize trust, open communication, a willingness to to confront and solve problems, oppenes to change, internal cooperation against external competition and adaptability to the environment.
73
**Describe the relationship between culture and innovation? **
Having an innovative organization is based on its culture. Thus, management must cultivate a strong innovative structure that encourages creativity which leads innovation in products and processes through its behavior (taking risks to try new things), values and beliefs ( focusing on cntinous improtvments), and assumptions (unquestionably knowing the importance of innovation ) developed through a learning organization.
74
**Learning organization? **
Organizations can learn, adapt, and change as its envioiment changes to continuously increase customer value. Trust is a crucial part. Knowledge is a dominant source of competitive advantage because it leads to creativity and innovation. It demands strong leadership, team based structures, and a adaptive culture.
75
**3 related concepts under diversity? additional iffy one? **
Diversity, equity, and inclusion, some include respect [ diversity- different group identities, equity- just, fair, impartial and gives everyone respect inclusion- practice of ensuring that all employees feel they belong and are valued]
76
**What the difference between equity and equality? **
Equality- means everyone treated exactly the same, and equity means that everyone is provided with what they need to succeed.
77
**Define the 4 barriers to diversity, equity, and inclusion?**
Bias happens when we act in favor of or against an individual or group. Prejudice is a bias or a preconceived unfair feeling or dislike, opinion, idea, or belief simply based on that person’s membership to a particular group. A stereotype is a generalized belief and expectations about the qualities of a particular group of people, which leads to a set of idea about what type of person the individual resembles. Discrimination is based on prejudice and stereotyping that result in illegal inequality and exclusion of members of a diversity group in the workplace.
78
**6 groups that have legal protection against discrimination? **
The diversity groups include race and ethnicity, gender, sexual orientation, age, distribution, and religion.
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** How does race and ethnicity differ? **
Race is a social construct based on a biological charaterstic. Ethnicity is a categorixzstion based on social and cultural commonalities including nationality, cultural background, ancestry, practices, customs, and beliefs.
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Microagressions?
Negative attitudes in which are commonplace daily verbal, behavioral, and environmental indignities that communicate hostile, derogatory, or negative racial slights.
82
Difference between sex and gender?
Sex distinguishes biological male or female. Gender does include sex, but it also includes behavioral charatersitcs, pronouns, clothes, and other things associated with genders, which are often learned through social interactions.
83
Sexism?
Is prejudice or discrimination based on one’s sex or gender. Sexims has been linked to stereotypes.
84
The types of stereotyping?
Language stereotyping, job stereotypes, leadership stereotypes
85
Glass ceiling?
People of color and women outnumber white men in the workplace about ratio of 2:1 but are still underrepresent at all levels of management
86
Concrete and bamboo ceilings?
Concrete ceiling means that women of color would face more discrimination than white woman while bamboo ceiling refers to an Asian women needing to work 100 times harder than white males to advance.
87
Invisible walls?
Keeps women from becoming CEOs
88
Sexual harassment?
Actions such as touching private body areas or making vulgar comments are called hostile work environment
Quid pro quo sexual harassment?
Require sex for getting, keeping, or advance on the job are considered
89
Disability?
As a mental and physical impairment that substantially limits one or more major life activities.
90
**What are the kinds of diversity groups you can find in the work place? **
Race, gender, LGBT, diabilites,age, religion, sport
91
Organizational development (OD)?
Is the ongoing planned change process that organizations use to improve performance
92
OD interventions?
Are specific actions taken to implement specific changes. This includes some form of training and development. Most tain to improve diversity, equity, and inclusion.
9 organizational development interventions:
1.training and development
2. Sensitivity training,
3..team building,
4.process consultation
5. Force-field analysi
6. Survey feedback
7. Large group intervention
8. Work design
9. Direct feedback.
93
Force-Field Analysis?
Involves assessing current performance and then identifying the forces hinderin chanfe and those driving it.
94
Survey feedback?
Uses a questionnaire to gather data that is used as the basis for change
95
Grid OD?
A six phase program with a standardized format, procedures, and fixed goals, designed to improve management and organizational effectiveness. 6 phases include 1. Training 2. Team development 3. Intergroup development 4. Organizational group setting 5. Goal attainment 6. Stabilization
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Sensitivity training?
Train sessions have no agenda but learn others styles and qualities helps people get along better.
97
Team building?
Helps work group to improve structural and team dynamcs and thus performance. Team building more widely used by new or existing groups to pinpoint ways to improve effectiveness.
98
6 stages of team building program?
Climate (trust) building and goals 2. Structure and team dynamics evaluation (how work is done and how people get along) 3. Problems identification (areas like to improve) 4. Problem solving- priotize and develop a solution, work from top pritority to bottom protiority) 5. Training: team building often includes some form of training that addresses the problems facing the group 6. Closure- summary of what accomplished.
99
**
Process consultation? **
Focuses on how the team interacts as they get the job done. Team process are about how the team communicates, allocates work, resolves conflict and handles leadership, and how leadership solves problems and makes decisions.
100
Steps of managing human resources?
1.Human resource planning 2.Attracting Employees 3. Developing Employees 4. Retaining Employees
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Characteristics that goes under the Human resource planning?
Strategic human resources planning,job analysis
102
Characteristics that goes under the Attracting Employees?
Recruiting, selecting
103
Characteristics that goes under the Developing Employees?
Orientation, training and development, performance appraisal
104
Characteristics that goes under the Retaining Employees?
Compensation, health and safety, labor relations, termination and outplacement
105
Human Resources Management (also known as staffing)?
consists of planning, attracting, developing, and retaining employees
106
Title VII of the Civil Rights Act of 1964?
prohibits employment discrimination based on race, color, religion, sex, and national origin.
107
Equal Employment Oppurnity EEO?
Prohibits discrimination in the public and privat e organizations
108
Preemployment inquiries?
No one can legally ask discriminatory questions so be sure to ask a job related question and ask all candidates the same general question
109
Bona fide occupational qualification? (BFOQ)
Allows organizations to be based on their hiring decisions on otherwise discriminatory attributes that are reasonably necessary to the normal operation of a particular organization.
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Strategic human resources planning?
Is the process of staffing the organization to meet its objectives. The job of the HR department is to provide people with the right skills at the right time to meet their goals. In other word Strategic HR planning determines the number of people and the skills needed, but it does not speciy how each job should be performed.
111
General Managers (GMs)?
Professional sport teams need to be involved ijn strategic HR management. The GMs help to decide when a team releases an aging player, when a player is no longer worth a long-term contract, and which free agents are worth large amounts of cap money. General Managers in football are involved in everything having to do with the football team, including the field, video, trainer,s doctors, players, coaches, travel and logistics
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Job design?
is the process of developing and combining the tasks and activites that make up a particular job
113
job analysis?
Is the process of determining what the position entails and the qualifications needed to staff the position. Thus, job analysis is the basis for job description and job specifications.
114
Job description?
Identifies the tasks and responsibilities of a position. It should list the skills needed to perform the tasks. Identidies what the employee does all day
115
Job specifications?
Identify the qualifications needed to staff a position to ensure that the candidate matches the job requirements. The process of planning and job analysis is an important first HR activity because it is your basis for the other 3 HR processes: attracting, developing, and retaining employees.
116
Realistic job preview?
Provides the candidate with an accurate, objective understanding of the job. The RJP can lead to job satisfaction which tends to improve performance.
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With jobs analyzed, what does the HR and line managers do in regards to the hiring process?
the HR department typically recruits promising applicants, and line managers select candidates to fill positions
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recruiting?
Is the process od attracting qualified candidates to apply for job openings.
119
Internal recruiting?
Involves filling job openings with current employees or personal referrals. Internal mobility is promotions from within the organization. Employee referrals is based on networking
120
External recruiting?
walk ins educational and others instutitutions, agencies [temporaray agencies provide part or full time help for limited periods. [public agencies are government employment services in the US that provide job candidates to employers at no, or very low direct cost] [private employment agencies charge a fee for their services. Agencies are good for recruiting people with experience.[ executive agencies are also called “headhunters”][ they specialize in recrutining managers or those with high level technical skills who are hard to recruit because they usually have a job] Advertizing/internet.
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Selection process?
Is the process of choosing the most qualified applicant recruited for a job
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Application form?
Online applications is stored usually in the company’s electronics human resources information systems (HRIS) in a standard format to make it easier to compare candidates. The HRIS software scans applications forms to compare the qualifications with the job specialties.
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Screening Interview?
HR department staff often conduct screening interviews to save manager’s time- those condiates who are promising will continue in the selection process to hiring line manager.
124
Testing?
Tests can predict job success when they meet EEO guidelines for validity amd relainooty. Illegal tests can cause lawsuits. Tests on achievements, personality, and interests and physical exams are appropriate. Also for illegal drug use.
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Assessment centers?
Are places where job applicants undergo a series of tests, interviews, and simulated experiences to determine their potential
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Background and reference checks?
Help to provide an overall picture of the candidate
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Interviewing?
The interview is the most heavily weighted selection criterion and is usually the final hurdle in the selection process. Beneficial for candidates to learn about the organization firsthand while managers can size up the candidates in ways that applications, tests, and references just do not.
128
Structured interviews?
Interviewers use a list of prepared questions to ask all candidates
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unstructured interviews?
Interviewers do not use preplanned questions or a preplanned sequence of topics
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Semi structured interviews?
Interviewers ask questions from a prepared list but also ask unplanned questions, that is interviewers depart from their prepared questions when they believe it is appropriate. HR people generally prefer semi structured interviews because they help prevent discrimination.
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Close ended questions?
Limited responses, often a yes or no answer, and are appropriate for dealing with fixed aspects of the hob. Do you have a license and can you produce it if hired.
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Open end questions?
Allow for an unlimited response and area appropriate for determining abilities and motivation
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Hypothetical questions?
Require candidates to describe what they would do and say in a given situation; these questions help you assess capabilities
135
Probing questions?
Require candidates to clarify aspect of their background or some aspect brought up by the interviewer and they help you by to understand an issue or point
136
How to prepare for the interview?
Formalized procedure. 1. Review the job description and specifications 2. Plan your realistic job preview 3. Plan the type of interview 4. Develop questions for all candidates 5. Develop a form 6. Develop questions for each candidate
[.Review the job description and specifications Thoroughly understand the job for which you are assessing applicants.] [. Plan your realistic job preview. Help applicants understand what the job is and what they are expected to do] [. Plan the type of interview Plan your realistic job preview in a quiet private place] [4. Develop questions for all candidates should be job related and nondiscriminatory][ . Develop a form. Have a list of questions, determine the sequence, start with the easy questions. Move from closed to open ended questions.] [Develop questions for each candidate, personalize so can verify and clarify candidate’s info during the interview]
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Conducting the interview?
Steps. 1. Open the interview 2. Give your realistic job preview 3. Ask your questions 4. Introduce top candidates 5. Close the interview
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What should a sport manager avoid when selecting candidates?
Don’t rush, take time. Don’t stereotype. Don’t look for employees who are copies of you. Don’t judge a candidate based on two favorable or unfavorable characteristics. Look at the total person. Don’t jump prematurely, don’t decide right after looking at the application, resume, or interviewing, be open minded, and make a choice only after finished with all interviews.
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Orientation?
Introduces new employees to the organization, its culture, and their jobs. Also called onboarding.
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Newcomer socialization?
Refers to how new employees acquire the attitudes, knowledge skills, and behaviors required to be productive on the job. 5 elements for effective programs: 1. Explain what the organization does (products and services) and the department functions of which the new person will be part. Often a video explanation 2. Explain the new employee’s job task and responsibilities are 3. Going over the standing plans (policies, procedures, rules) that need to be followed to get the job done.4. a tour of the facility 5. Introducing new employe to coworkers
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Training?
Is about acquiring the skills necessary to perform a job
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Development?
Is ngoing education that improves skills for present and future jobs
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Vestibule training?
Which develops skills in a simulated setting. Vestibule training is used to teach job skills when teaching at the worksite impractical.
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Job instructional training?
Preparation of the trainee 2. Presentation of the task by the trainer 3. Performace of the task by the trainee 4. Follow-up [1. Put trainees at ease as you create interest in the jon an d encourage questions] [2.Performed the task yourself out of slow pace] [3. Have journeys performed the task at a slow pace]. [4. Watch trainees perform the task and correct any errors or faulty work procedures before they become a habit. Be patient and encouraging]
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Training cycle?
Conduct a needs assessment 2. Set objectives 3. Prepare for training 4. Conduct the training 5. Measure and evaluate training results (to determine ehther you achieved objectives)
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Training methods?
We learn more by doing. The trend today is to keep training lessons short with the use of microlearning
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Performance appraisal?
Is the ongoing process of evaluating employer performance. Conducted inly 1x a year. Pas come in 2 types: developmental Pas and Evaluative Pas. Developmental Pas used to improve performance. Evaluative Pas are used to decide pay raises, transfers and promotions and demotions and terminations. The primary purpose for both types Is to help employees to continuously improve their performance
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Performance appraisal process?
1.job analysis 2. Develop standards and measurement methods 3. Informal PA- coaching and discipline 4. Prepare for and conduct the formal PA
The PA method needs to be based on the job description because you can't access performance if you don't know and understand what you are assessing.
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Job performance standards?
You must use objective standards that accurately measure performance so that you can avoid discrimination. Must be defined precisely.
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Measurement methods?
Formal Pas use a standard form developed by HR department that is supposed to measure employer performance objectively. Developmental Pas, critical incidents and management by objectives MBO work well because they are tailored to the individual.
For evaluative Pas, ranking methods work well bc they help you select the best. Combinations usually work better than any one method.
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What is the problem with most PA forms?
Measures if nonperformance related actions such as imitative, creativity, and promotability
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List Performance Apprasial Measurement Methods?
Critical incidents file, ranking, rating scale, behaviorally anchored rating scale (BARS) MBO ( management by objectives) Narrative.
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Critical incidents file?
Managers note an employee positive and negative performance behavior throughout the performance period.
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Rating scale?
Managers simply check off employe’s level of performance. Typical areas evaluated include quantity of work, dependability, judgement, attitude, cooperation, and initiative
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Behaviorally anchored rating scale (BARS)?
This method combines rating and critical incidents. More objective and accurate test
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Ranking?
Managers rank employee performance from best to worst. An offshoot of ranking is the forced distribution method, which resembles grading on a curve. A predetermined percentage of employees are placed in performance categories. 5%= excellent above average 15%
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Management by Objectives (MBO)?
Managers and the employee jointly set objectives for the employee, periodically evaluate the person’s performance and reward according to the results.
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Narrative?
Managers write a statement about the employee’s performance. The system varies. Managers may be allowed to write whatever they want. Or they may br required to answer specific questions about performance. Narrative are often combined with another method.
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Retaining employees?
Compensation 2. Health and safety 3. Labor relationships
An effectively trained, retained workforce does a better job and cost less.
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Compensation?
is the total cost of pay and benefits to employees. Pay level refers to wherher the organization aims at being a high, medium, or low paying organization compared to similar jobs.
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Pay systems?
Organizations can use any or all 3 pay systems: 1. Wages are laid on an hourly basis- hours worked times hourly wages 2. Salary is figured weekly, monthly or annually 3. Incentives are paid for performance, which can motivate you employers to higher levels of performance. Inventive include piece rate ( pay based on production), commissions ( pay based on sales), merit raises ( the more productive worker get paid more) and bonuses.( 2 common bonuses: 1. A specific reward for reaching an objective 2. Profit sharing which employees get a part of the profits. Pay for performance is also commonly used)
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Determining pay?
External approach 2. Internal approach (1. external approach find out what other organizations are paying and set their pay in that) (2. Internal approach involves job evaluation ( determines the worth of each job relative to other jobs in the organization, higher the worth, the more pay)
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Benefits for compensation?
Legally required as part of the compensation package to cover job related injuries, unemployment compensation for when people are laid off or terminated, Medicare for later years, and Social Security for retirement income.
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Health and Safety?
US occupational Safety and Health Act ( OSHA) requires US workplace safety.
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Labor relations?
Are the interactions between management and unionized employees. Labor relations are also called union management relations and industrial relations
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Unions?
are organizations that represent employees in collective bargaining with employers. They are also a source of recruitment.
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National Labor Relations?
This board conducts unionization elections, hears unfair labor practice complaints, and issues injunctions against offending employers.
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Collective Bargaining?
Management negotiate a contract that covers employment conditions, including benefits, hours, and working conditions at the organization. Contracts. Typically stipulate compensation, including benefits, hours, and working conditions
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Strike?
Employees refuse to go to work
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Lockout?
Management refuses to let employees in to work
And to handle grievances by either side, involved parties sometimes agree to use neutral third parties called mediators like federal mediation and conciliation service FMCS.
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Mediators?
are neutral parties who help management and labor settle disagreements. Are concerned with impasses in collective bargaining
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Separating?
Replace termination word1. Voluntarily for other jobs or other reasons such as retirement or health issues 2. Involuntarily ( bc fire or layoff) Involuntary termination can happen 2 way: (1. Fired- broke rules 2. Lay off- downturn economy, problem in organization, or merger, acquisition)
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Exit interview?
Conducted by HR department helps identify problem areas that may be causing turnover.
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Outplacement services?
Helps employees find new jobs
