Exam 3

Question 1

Observational Approach

Answer 1

identify the roles that manager are typically assigned;

Fayol’s 5 management functions and Mintzberg’s managerial roles

Question 2

Fayol’s 5 management functions

Answer 2

1) planning
2) organizaing
3) commanding
4) coordinating
5) controlling

Question 3

Empirical approach

Answer 3

relies on a descriptive questionnaire

Question 4

Integrated Competency Model

Answer 4

based on interviews of over 2,000 managers in 12 organizations; focuses on managerial competencies; 21 competencies that are grouped into 6 categories

Question 5

Integrated Competency Model 6 categories

Answer 5

HR management, leadership, goal and action management, directing subordinates, focuses on others, specialized knowledge

Question 6

4 approaches to understanding the job of managing

Answer 6

1) Characteristics
2) Observational
3) Empirical
4) Integrated Competency Model

Question 7

3 desired linkages to making management development strategic

Answer 7

1) the link between the business environment and business strategy
2) the link between business strategy and the organization’s management development strategy
3) the link between the management development strategy and management development activities

Question 8

Characteristics of effective MD

Answer 8

1) Opportunism
2) Individualism
3) Long-term perspective
4) Encouragement of self-motivation
5) Online approach

Question 9

What is organizational development?

Answer 9

It’s a process used to both enhance the effectiveness of an organization and the well-being of its members through planned interventions

Question 10

Planned Interventions

Answer 10

Sets of structured activities in which selected organizational units engage with a task or sequence of tasks where the task goals are related directly or indirectly to organizational improvement

Question 11

3 Steps to the Change Process Theory (Lewin’s)

Answer 11

1) Unfreezing- getting people to accept the change
2) Moving- where the change happens
3) Refreezing- making the changes permanent

Question 12

4 concepts of Implementation Theory

Answer 12

1) Human Process Based Intervention Theory (team building and survey feedback)
2) Techno-Structural Intervention Theory (job enrichment, job enlargement, alternate work schedules)
3) Sociotechnical System Designs (Total Quality Management)
4) Organizational Transformation (culture change, strategic change, continuous learning)

Question 13

New vs. Old Employment Relationship

Answer 13

a. New- employees bear all responsibility for advancing career
b. Old- people could work for a company for the entire career and would get raises and promotions as long as they did their jobs; entitlement mentality

Question 14

Career

Answer 14

pattern of work-related experiences that span the a course of a person’s life

Question 15

Career Planning

Answer 15

deliberate process of:
a. Becoming aware of self, opportunities, constraints, choices, and consequences

b. Identifying career-related goals
c. Programming work, education, and related developmental experiences to provide the direction, timing, and sequence of steps to attain specific career goal

Question 16

Career Management

Answer 16

an ongoing process of preparing, implementing, and monitoring career plans undertaken by the individual alone or in concert with the organization’s career systems.

Question 17

Table 12-3 Career Management Activities (8)

Answer 17

1) Career Exploration- gathering information about one’s self and environment
2) Awareness of self and environment- understanding of both opportunities and constraints present in the environment
3) Goal setting
4) Strategy development- developing the action plan for accomplishing the goal(s) identified in the goal setting activity
5) Strategy implementation- carrying out the strategy
6) Progress toward the goal- extent to which the individual is nearing the career goal
7) Feedback from work and non-work sources
8) Career appraisal

Question 18

Multiple Career Concept Model

Answer 18

1) Linear-progression of movement up an organizational hierarchy to positions of greater responsibility and authority
2) Expert-devotion to an occupation; motivated by desire for competence and stability
3) Spiral-A lifelong progression of periodic (seven to ten years) moves across related occupations, disciplines, or specialties
4) Transitory-A progression of frequent (three to five years) moves across different or unrelated jobs or fields

Question 19

Table 12-2 4-stage Model of Career Development

Answer 19

1) Occupational and Organizational Choice: Preparation for Work; age range: 0-25
2) Early Career: Establishment and Achievement; age range: 25-40
3) Mid career; age range: 40-55
4) Late Career; age range: 55-retirement

Question 20

Table 12-4 Organizational Career Development Tools

Answer 20

1) Employee self-assessment tools
2) Individual counseling or career discussions
3) Internal labor-market information
4) Job matching systems
5) Organizational potential assessment processes
6) Development programs

Question 21

Career plateau

Answer 21

the point in a career where the likelihood of additional hierarchical promotion is very low

Question 22

3 conditions for successful mentoring programs

Answer 22

1) The program should be clearly linked to business strategy and existing HR policies and practices
2) Core components of the program should be designed for effectiveness rather than expediency
3) Voluntary participation and flexible guidelines are critical to success

Question 23

Management Development (MD)

Answer 23

An organization’s conscious effort to provide its managers (and potential managers) with opportunities to learn, grow, and change, in hopes of producing over the long term a cadre of managers with the skills necessary to function effectively in that organization

Question 24

3 main components of Management Development (MD)

Answer 24

1) Management Education
2) Management Training
3) On-the-job Experiences

Question 25

Corporate Universities

Answer 25

formal well-developed training and development department within an organization; usually defined curriculum for the program

Question 26

Characteristics Approach

Answer 26

involves observing the tasks managers perform and grouping them into meaningful categories

Question 27

Integrated Competency Model

Answer 27

Based on interviews of over 2,000 managers in twelve organizations; Twenty-one competencies that are grouped into six categories:

1) human resource management
2) leadership
3) goal and action management
4) directing subordinates
5) focus on others
6) specialized knowledge

Question 28

Globally Competent Manager

Answer 28

recognition that we’re in a global economy and organizations need a network of managers who are specialists in global issues

Question 29

Job enrichment

Answer 29

Involves varying some aspect of the job in order to increase the potential to motivate workers

Question 30

Job enlargement

Answer 30

Attempts to increase satisfaction and performance by consolidating work functions from a “horizontal slice” of the work unit to provide greater variety and a sense of the whole task

Question 31

Strategic Change

Answer 31

any fundamental changes in the organizational purpose or mission requiring system-wide changes

Question 32

Culture Change

Answer 32

involves a complex process of replacing an existing paradigm or way of thinking with another

Question 33

3 dimensions of strategic change

Answer 33

1) size of the change
2) depth of the change
3) persuasiveness of the change

Question 34

Model of Planned Change

Answer 34

Purpose is to improve organizational performance and enhance individual development

Question 35

Force Field Analysis

Answer 35

When need for change overcomes desire for status quo

Question 36

Culture

Answer 36

A set of shared values, beliefs, norms, and artifacts that are used to interpret the environment and as a guide for all kinds of behavior

Question 37

2 types of organizational culture

Answer 37

1) artifacts- Objects and patterns that intentionally or unintentionally communicate information about the organization’s technology, beliefs, values, assumptions, and ways of doing things; help communicate culture
2) Patterns of Behavior- helps to reinforce an organization’s assumptions, beliefs, and ways of doing things through staff meetings, training programs, filing forms, and other normal organizational practices

Question 38

Access Discrimination

Answer 38

occurs when an organization places limits on job availability through such things as restricting advertisement and recruitment, rejecting applicants, or offering a lower starting salary

Question 39

Treatment Discrimination

Answer 39

occurs after a person is hired and takes the form of limiting opportunities

Question 40

2 types of sexual harassment

Answer 40

(violation of Title VII of the Civil Rights Act of 1964)

1) Quid Pro Quo-if an employee’s subjection to or rejection of the sexual conduct is used as a basis for an employment decision (“you do this, I’ll do that”)
2) Hostile Work Environment- a work environment made uncomfortable based on sex; can be created by people other than managers (coworkers); has to be severe and pervasive

Question 41

Mandatory sexual harassment training in California

Answer 41

mandated sexual harassment training for employers with over 50 employees and is required of supervisors and managers (anyone who is supervising other people) for a minimum of 2 hours once every 2 years

Question 42

Glass Ceiling

Answer 42

invisible barrier that women and minorities face that keeps them from advancing

Question 43

Other forms of harassment (EEO laws)

Answer 43

1) American Disabilities Act (ADA)
2) Uniformed Services Employment and Reemployment Rights Act of 1994 (veterans)
3) Age Discrimination in Employment Act
4) Pregnancy Discrimination Act of 1978

Question 44

Affirmative Action (AA)

Answer 44

“Workforce looks like the community”; applies to private sector companies with 50 or more employees and they have a contract with the federal government of $50,000 or more (affects very few employers); requires those employers to recruit and promote racial minorities, women, disabled individuals, and veterans

Question 45

Difference between EEO and AA

Answer 45

AA requires more than just not discriminating; must be making an effort to recruit racial minorities and women