mgmt 2 Flashcards
1
Q
What is the primary goal of job design?
A
To create jobs that are effective, efficient, and provide meaningful work for employees while being reasonable for successful performance.
2
Q
What is job design?
A
Creating jobs in an organization that can be done effectively and efficiently while providing meaningful work for the employee.
3
Q
Who created the Job Characteristics Model?
A
Researchers Hackman and Oldham created it to better explain how job design can impact employee satisfaction and job performance.
4
Q
What are the components of the Job Characteristics Model?
A
Skill Variety, Task Identity, Task Significance, Feedback, and Contingency Factors.
5
Q
What is Skill Variety?
A
The extent to which a job requires a worker to use a wide range of different skills and abilities.
6
Q
What is Task Identity?
A
The extent to which the job requires the worker to perform all the tasks needed to fully complete the task.
7
Q
What are Contingency Factors in the Job Characteristics Model?
A
Pre-conditions for the model to be predictive, such as Knowledge & Skill, Desire for Growth, and Context Satisfaction.
8
Q
What is Task Significance?
A
The extent to which the job affects the lives of other people.
9
Q
What is Autonomy?
A
The extent to which the employee is allowed to make choices about scheduling and how best to perform tasks.
10
Q
What is Feedback?
A
The extent to which the employee receives clear and direct information on how well they are performing the task.
11
Q
What is Organizational Structure?
A
Describes the grouping together of jobs into work groups, the delegation of authority and responsibility within an organization, and the formal reporting relationships of employees to supervisors.
12
Q
What are the most common organizational structures?
A
Functional structure, Divisional Structure, Matrix Structure.
13
Q
What is Functional Structure?
A
Groups jobs that require similar skills and experience together into a single work reporting to the leader of the organization.
14
Q
What is Divisional Structure?
A
Groups jobs together with people of diverse skills and experience who collectively focus on either providing specific products, observing specific groups of customers, or serving specific geographical areas.
15
Q
What is Matrix Structure?
A
Groups jobs together simultaneously by function and by division.
16
Q
What does Delegation of Authority mean in incorporated businesses?
A
Ultimate authority for decisions rests with the shareholders of the business.
17
Q
What is a Centralized Organizational Structure?
A
Most decisions are made, or approved, by the senior executives at the top.
18
Q
What is a Decentralized Organizational Structure?
A
Many decisions are delegated to lower levels of management, with those managers accountable for the consequences of their decisions.
19
Q
What is Span of Control?
A
Refers to the number of direct reports assigned to a manager. The more direct reports, the broader the span of control; the less direct reports, the narrower the span of control.
20
Q
What are Levels of Hierarchy?
A
Refers to the number of managerial levels between the top and the bottom of the organization. The fewer levels, the flatter the organization; the more levels, the taller the organization.
21
Q
How can Organizational Structure help with coordination and integration?
A
By selecting a structure that will group the jobs together of those employees who need to routinely work together to accomplish their tasks.
22
Q
What are five common approaches to integrating and coordinating workflow?
A
organizational structure, Liaisons, Task Forces, Cross Functional Teams, Integrating Roles.
23
Q
What are Liaisons?
A
Individuals appointed with the responsibility to coordinate the activities of their group with the activities of one or more other groups.
24
Q
What are Task Forces?
A
Task Forces are made up of members of multiple groups who are assembled to address a specific need for coordination.
25
What are Cross Functional Teams?
Cross Functional Teams are made up of members of multiple groups who are assembled with ongoing responsibility for managing a key activity of the organization.
26
What are Integrating Roles?
Integrating Roles are individuals that, in addition to their other responsibilities, are charged with being a coordinator of activities with other groups.
27
What is Organization Culture?
Organization Culture is the set of norms, beliefs, values, and attitudes that are shared by a group of individuals within an organization.
28
Who suggested the framework for understanding organizational culture?
Edgar Schein.
29
What are the Dimensions of Culture?
Dimensions of Culture include Content (what is deemed important), Consensus (how widely norms are shared), and Intensity of feelings (how people feel about the importance of the norm).
30
What are the Levels of Organization Culture?
Levels of Organization Culture include Artifacts (observable things), Values (espoused norms), and Assumptions (underlying thoughts that determine perceptions and behavior).
31
What's the first step in changing an organization's culture?
to identify the "Target Organization
Culture"
32
Boston Consulting Group (BCG) suggests there are 7 "Dimensions of Culture:"
o Structured vs Flexible: How specifically are processes and acceptable behaviors defined? How closely are they followed in practice?
o Controlling vs Delegating: Is power concentrated at the top or diffused?
o Cautious vs Risk Permitting: How much does the organization support risk?
o Thinking vs Doing: what degree do people spend developing ideas vs executing
them?
o Diplomatic vs Direct: how transparent are interactions between workers and
managers?
o Individualistic vs Collaborative: what extent are employees concerned with their
own performance vs shared goals?
o Internal vs External: what extent are processes oriented toward the outside vs
internal environment?
33
Next step: BCG suggests there are 7 critical levers that influence employee behavior
Leadership
People and Development
Performance Management
Informal Interactions
Organization Design
Resources and Tools
Values
34
Which model explains how job design impacts employee satisfaction and performance?
The Job Characteristics Model by Hackman and Oldham.
35
With who(m) does the ultimate authority for decision making for incorporated business reside?
Shareholders
36
What is Strategic Human Resource Management?
It involves identifying current and future talent requirements to support the organization's goals and strategy, and implementing plans to recruit, train, develop, support, and retain talent.
37
How does talent contribute to an organization's competitive advantage?
Talent acts as a strategic resource, helping the organization develop distinctive competencies critical for building competitive advantage.
38
What is succession planning?
The process of identifying potential candidates for future key positions and evaluating employees' readiness for added responsibilities.
39
What are the five functional activities of Human Resource Management?
Recruitment and Selection
Training and Development
Performance Appraisal and Feedback
Compensation and Benefits
Employee Relations
40
What is the primary goal of compensation and benefits programs?
To attract, retain, and motivate employees to perform to their fullest potential while aligning with the organization's goals.
41
What is the difference between job rotation and mentorship programs in training and development?
Job Rotation: Expands employee experience by rotating through various jobs at the same level.
Mentorship Programs: Pair employees with senior members for guidance, insights, and professional development.
42
What are some common types of compensation structures?
Hourly wage
Salary
Overtime/Holiday pay
Piecework
Commission pay
43
What is Quid Pro Quo sexual harassment?
It occurs when consent to sexual acts affects job outcomes, such as getting or keeping a job.
44
Name two key federal laws related to compensation and benefits.
Equal Pay Act of 1963 - Requires equal pay for equal work between men and women.
Family and Medical Leave Act of 1993 - Grants up to 12 weeks of unpaid leave for family or medical reasons.
45
What is OSHA responsible for?
Establishing and administering mandatory safety and health standards in workplaces.
46
three topics of Human Resources Management?
Human Resources Management Functional Activities
Human Resources Related Legal Compliance
Strategic Human Resources Management
47
Employee development is
Preparing employees to take on additional responsibilities for future roles or expanded responsibilities in their current role.
48
Performance Appraisal & Feedback is a process of
Employee evaluation and communication with the goal of providing timely and beneficial information to the employee on the value of the employee's contributions and opportunities for improvement.
49
Succession Planning includes the process of
Identifying likely candidates for future openings in key positions
50
Training and Development
teaching employees the skills necessary to perform
effectively in their current job; preparing employees to take on additional
responsibilities for future roles or expanded responsibilities in their current role
51
Recruitment & selection is the process for
Identifying, pursuing, and hiring qualified candidates to fill current and future available positions within the organization.
52
Employee Relations
are the various programs, services, activities, and communications enacted by the organization to foster a positive relationship between the organization and its employees
53
Development is achieved through
Job rotations - expand the experience of the employee with other jobs at the same level as their current job
Sponsoring formal education programs - includes tuition reimbursement.
Mentorship programs - employees meet regularly with senior members to discuss issues, challenges, and gain insights
54
Commission Pay
employee is paid a percentage of the proceeds from making a
sale
54
Piece work
pays an employee a fixed amount for completing a given work/task
55
Equal Employment Opportunity
designed to deter employees from discriminating against protected classes of workers in their hiring and treatment of these employees
ex: sexual harassment, quid pro quo sexual harassment, hostile work environment sexual harassment
56
What is employee engagement?
is the state of mind employees have toward their job and employer, combined with the level of positive and productive behavior they exhibit on behalf of their employer.
57
Which three elements define a highly engaged employee?
Positive outlook toward their job and organization.
Proactive and appreciative mindset.
Supportive and extra effort in tasks.
58
What is discretionary effort?
is the extra effort employees put into their work, such as volunteering for additional tasks, mentoring others, and offering innovative solutions that go beyond job requirements.
59
Name one finding from the 2018 Gallup Poll on employee engagement.
Only 34% of employees were actively engaged in their work
60
What are the three observable behaviors identified by Aon Hewitt to measure employee engagement?
Say: Employees speak positively about the organization.
Stay: Employees want to remain part of the organization.
Strive: Employees show effort and motivation for success.
61
Positive & Productive Actions
the employees' actual behavior should be consistent with
their positive mindset and include discretionary, self-initiated, extra effort in support of
their organization
61
Employee Enagement is
The state of mind the employee has towards their job and their employer, combined with the level of positive and productive behavior exhibited by the employee on behalf of the employer
62
According to AON Hewitt, organizations with high levels of Employee Engagement (72% or above) have _____% higher total shareholder return than the average company?
50%
63
Leaders
committed to making their organizations great places to work and make it clear they value their employees. They reinforce this by equating employee's success to the organization's future success. (earn the trust of their employees)
64
Managers
form good relationships with their subordinates and provide them with well-designed jobs. Also provide authority, autonomy, resources, training, and support to accomplish those jobs well
65
Steps for a typical approach to improve employee engagement:
Step 1: Define and communicate what employee engagement means for the
organization and why it's important to increase the levels. (identify benefits
employees/the company can expect from this initiative)
Step 2: Measure the current level of engagement. Based on the results, identify
and prioritize the initiatives that are most likely to improve employee engagement levels. Set goals for each initiative and overall employee engagement levels
Step 3: Develop the action plan for improving each identified priority based on proven approaches for effecting the known key drivers of employee engagement. Monitor progress and make any necessary corrections. Confirm improvements implemented are resulting in achieving the target goals established in Step 2.
Step 4: Reward and recognize those involved in the improvement initiative and communicate to the organization the progress that was made to improve employee engagement levels
66
What is the purpose of performance management?
it delivers superior results through ongoing measurement, assessment, evaluation, and improvement of the organization.
67
What are the key principles of performance management?
Role of Leadership - Clear vision and support capabilities.
Customer Focus - Deliver superior value.
High-Performance Environment - Collaboration for outstanding results.
Fact-Based Management - Use balanced metrics and business assessments.
Relentless Improvement - Continual betterment using proven tools.
Innovation and Renewal - Adopt and create best practices.
68
What is a process in BPM?
A series of steps or actions taken to convert inputs into outputs.
69
What distinguishes effective processes from efficient processes?
Effective: Deliver desired customer behaviors.
Efficient: Effective and provide an adequate return on investment.
70
What are the four perspectives of the Balanced Scorecard?
Financial, Customer, Internal Processes, Organizational Capacity.
71
What components define a "well-dressed" measure?
Title, Goal, Min, Results, Competitor, Benchmark, Axes, Performance Status, Owner, Updated Date, Projects/Impact/Manager.
72
Name the seven categories in the Baldrige Framework.
Leadership, Strategy, Customers, Measurement/Analysis, Knowledge Management, Workforce, Operations, Results.
73
What are the seven primary causes of waste in Lean?
Overproduction, Correction, Inventory, Motion, Conveyance, Overprocessing, Waiting.
73
What does DMAIC stand for in Six Sigma?
Define, Measure, Analyze, Improve, Control.
74
Fact-Based Management
principle focuses on using balanced measurements and objective assessments
75
swimlane Process Map
A process map highlighting department responsibilities and decision points
76
Balanced Scorecard
method evaluates both financial and non-financial objectives using four perspectives
77
The Performance Management Principle "High - Performance Environment" specifically includes use of ...
A "Process based view" of the organization
78
The acronym "SIPOC" is short for..
Supplier, Inputs, Process, Outputs, Customers
79
The three key elements of "Performance Management" are..
BPM, Business Measurement, Assessment, and Evaluation, Business Improvement Methods & Tools
79
Performance Management
is the delivery of superior results through ongoing measurement, assessment, evaluation, and improvement of the organization
80
Role of Leadership
develop and communicate a clear direction for the
organization and support that vision by investing in the capabilities necessary to
fulfill it
81
Customer Focus
create superior value for customers based on an understanding
and commitment to economically delivering customer requirements better than
competitors
82
High-Performance Environment
use a process-based view of the organization
that integrates multiple activities and functions working collaboratively to create
outstanding results
83
Fact-Based Management
use a collection of balanced measurements and
objective, comprehensive business assessments that're routinely reviewed and evaluated to understand how well the organization performs against standards of excellence. Use this data to identify performance gaps and improvement opportunities
84
Relentless improvement
embrace a commitment to continually do better using proven methodologies and tools coordinated by experts trained in managing and delivering successful improvements initiatives
85
Innovation and Renewal
continually seek creative ideas for transforming and renewing the organization by not only adopting today's best practices, but also by authoring tomorrow's best practice
86
Process Mapping
are visual depictions of the multiple steps involved in the conversion of inputs into outputs (ex: SIPOC chart, swimlane chart, or lean value map)
87
Lean Map
hows the time required to complete each process step and the time lapse between steps. This helps identify areas of "waste" in the process.
88
Lagging measures
provide data on the organization's performance after the processes are
completed. (ex: Measures on Effectiveness/Efficiency)
89
Leading measures
can allow the organization to take corrective actions to improve
effectiveness and efficiency before the processes are finished and before defective and/or
unnecessarily costly output is created.
90
Business Assessment
developed by the National Institute of Standards and Technology (NIST), an agency of the commerce Department of the United States government. The Baldrige framework has 7 categories: leadership, strategy, customers, measurement, analysis, & knowledge management, workforce, operations, results
91
Business Evaluation
the process of collecting and analyzing external and internal business data, assessing overall business performance, and identifying and prioritizing opportunities for improvement.
92
three major things that successful organizations do differently:
Role of Leadership - Leadership plays a proactive role in overseeing the
prioritization, selection, and routine monitoring of improvement projects.
Role of Business Improvement Experts - Highly trained and experienced
improvement experts are used to manage key improvement projects. Managing an improvement project, like managing most activities, requires knowledge, skill and experience.
Use of Proven Improvement Methods and Tools - These "experts" use proven improvement methodologies and tools that save a lot of time in organizing a project and executing the steps necessary to complete it successfully.
93
Two frequently used effective methods/tools are:
DMAIC/Six Sigma
Lean Methodology
94
DMAIC/Six Sigma
refers to the number of standard deviations (6) from a mean.
The upper and lower limits that are set for measuring outputs of a process are determined by defining the range of output quality (effectiveness) that fully meets customer requirements. If the output of the process falls within this acceptable range, it is considered to fully meet the standard. A process that consistently achieves six sigma performance would be considered an excellent, well-controlled process with minimal levels of variation. DMAIC stands for define, manage, analyze, improve, and control. Used for managing improvement projects and is well documented to deliver successful improvement results.
95
Lean Methodology
primary focus on eliminating waste in processes. Waste is defined as any activity that is not creating value for the customer or the converter in a process.
96
Seven primary causes of waste are:
Overproduction (producing more products than are demanded),
§ Correction (having to rework a defective output of a process)
§ Inventory (the need to store output until it is required)
§ Motion (the need for excessive movement of materials and/or people,
§ Conveyance (requires a component of the process to be transported)
§ Overprocessing (performing steps that don't create value for the customer)
§ Waiting (not having parts or people available when required to perform the next step in the process)
97
What traits must managers exhibit to also be effective leaders according to Sarah Canady?
Managers must be insightful, visionary, influential, and strategic like leaders, while also being knowledgeable, action-oriented, informed, and tactical like managers.
98
What are the two measures of leadership effectiveness?
The overall performance of the organization under the leader.
The satisfaction of the leader's subordinates, peers, and bosses.
99
What three traits differentiate leaders from others in the Character Traits Leadership Theory?
Physical energy.
Intelligence greater than followers.
Prosocial influence (helping others and society).
99
What are the two categories of behavior in Behavior-Based Leadership Theory?
Task-Oriented Leadership: Focus on tasks and getting things done.
Person-Oriented Leadership: Focus on building relationships and supporting others.
100
What is Empowerment-Oriented Leadership?
This leadership style enables subordinates by providing resources and authority to autonomously develop and execute plans aligned with organizational goals.
101
What are the three contexts in Fiedler's Contingency Leadership Theory?
Leader-Member Relations: Trust and loyalty between leader and followers.
Task Structure: Clarity of work goals and methods.
Position Power: Legitimate, reward, and coercive power the leader holds.
102
What are the critical domains of emotional intelligence according to Daniel Goleman?
Self-awareness, self-regulation, motivation, empathy, and social skills.
103
What is decision-making in management?
The process of choosing from a set of alternative options, often seeking a satisfactory solution rather than a perfect one.
104
What are methods to improve communication skills?
Identify the goals and intent of communication.
Develop clear and concise messages.
Actively listen, paraphrase, and ask questions to ensure understanding.
105
What is a characteristic of transformational leadership?
Makes significant changes with a vision and rationale.
106
What actions do successful leaders take to engage a group?
Networking and relationship-building.
Commitment to the organization's vision and moral compass.
Demonstrating emotional intelligence.
Enabling others to succeed.
107
One way to measure "Leadership Effectiveness" is ...?
The satisfaction of primarily the subordinates who report to the leader
108
The concept of "Creating Value" in a negotiation is...?
Creating an outcome where both parties are better off than they would have been in a win-lose negotiation.
109
Behavior-Based Leadership Theory identified which of the two following PRIMARY categories of behavior
Task-Oriented leadership and Person-Oriented Leadership
110
Understanding the "Source of Power" in negotiations requires you, as a manager, to...?
Understand your BATNA
111
Leadership is defined as the ___________ over others (followers) as evidenced by the follower's motivation, loyalty, and ___________ in support of the leader's vision, goals, and/or direction
Influence ... high performance
112
character Traits Leadership Theory suggests that 3 traits differentiate people in leadership roles from others:
o Physical Energy,
o Intelligence greater than the average of followers led
o Prosocial Influence (the tendency to focus on helping others and society
113
Specific styles of leadership are:
Charismatic Leadership: Servant Leadership: Transformational Leadership: Strategic Leadership Empowerment-Oriented Leadership: Transactional Leadership:
114
Charismatic Leadership:
influences others through an engaging, persuasive, and attractive personality
114
Servant Leadership:
builds support from subordinates by proactively supporting them in performing their roles successful
115
Transformational Leadership:
seeks to make significant change to the organization through espousing the vision, the goals, the plan, and the tasks to move in a new direction, as well as to communicate a persuasive rationale for changes, while seeking to link subordinates' identity and self-interest to achievement of the goals to gain their support
116
Strategic Leadership:
focuses on the vision and the strategies necessary to fulfill that vision for the organization while persuading subordinates to take the initiative to develop and implement the plans necessary to execute the strategies
117
Empowerment-Oriented Leadership:
enables subordinates by providing them with the resources and authority to autonomously develop and execute plans aligned with the goals of the organization
118
Transactional Leadership:
uses rewards and punishments and other forms of authoritative power to encourage desired behaviors from subordinates
119
Contingency Leadership Theory,
Fred E. Fiedler suggested each of these prior theories were likely dependent on not only the characteristics or behaviors of the leader but also the leader's "situation" or "context".
120
Fiedler identified three main contexts:
Leader-Member (followers) Relations (LMR), Task Structure, Position Power
121
Leader-Member (followers) Relations (LMR)
the extent to which followers like, trust, and are loyal to their leader. (Explanation: the relationship with followers is "poor" when subordinates neither like nor trust their leader, and would not remain loyal to him/her)
122
task Structure
the extent to which the work performed is clear such that subordinates know what needs to be accomplished and how to accomplish it. (Explanation: when Task Structure is "low", goals are usually vague, and subordinates are unsure of what they should be doing or how to do it.)
122
Position Power
the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization. (Explanation: the power is "weak" when the leader does not have any of these forms of influence over subordinates)
123
· Process of Communication
involves a "sender" who has an intent and a message they deliver through one of the methods of communication, and a "receiver" who's the recipient of the message and forms an interpretation of its meaning and its intent.
124
Types of communication include:
o organizational communications - communications directed to a broad audience).
o interpersonal communications - are message exchanges between two or several people.
125
Methods of Communication -
can be conveyed in verbal form (speech, discussion, statement, casual conversation, etc.) or written form (email, text message, letter, posted announcement via social media, podcast, etc.) Communications also occurs in non-verbal forms through postures, gestures, facial expressions, attire, eye contact (or not), or other ways.
126
Several actions successful leaders take to engage a group of people:
Networking and Relationship Building, Unwavering Commitment to a Moral Compass and the Vision/Mission of the Organization, Demonstrating Emotional Intelligence, Enabling Others to Succeed
127
Networking and Relationship Building -
People are more inclined to support those they know and have some sort of relationship with
128
Unwavering Commitment to a Moral Compass and the Vision/Mission of the Organization -
As they get to know the person, they are more likely to be supportive of him/her if they trust the person and know that that person is trying to accomplish something worthwhile
129
Demonstrating Emotional Intelligence -
Their willingness to act in a supportive manner is more likely to increase if they feel that person truly cares about them, empathizes with their challenges, recognizes their efforts, and works to make it possible for them to be successful
130
Enabling Others to Succeed -
constituents become motivated, maybe even inspired, to do what they can to support the leader in his/her work.
131
Reasons for conflict in the workplace:
o Personal Dislike: Long-standing personal dislike between individuals can result in inappropriate workplace behaviors.
o Personal Issues: Personal struggles like anxiety, health or family issues, and financial problems may impact interactions with others.
o Negative Organizational Culture: Negative impacts from management actions (layoffs, corruption, poor performance) can create a hostile environment.
o Leadership Style: A manager's leadership style may provoke tension and disruptive behavior among employees.
o External Influences: Heated discussions on political, religious, or sports topics can lead to personal and sometimes physical conflicts.
o Lack of Management Intervention: Inaction by management on existing conflicts can encourage more issues.
o Business-Related Disagreements: Conflicts over genuine business-related opinions can be beneficial if managed effectively.
132
Effective conflict management strategies for managers:
Assess Urgency: Determine if immediate action is needed, especially if policies, safety, or legality are involved.
Consider Non-Intervention: If safe and appropriate, allow parties to resolve the issue independently; debrief afterward if unresolved.
Calm and Neutral Setting: If intervention is required, meet in a neutral space, allow cooling-off time, and assess if outside help is needed.
Involving Other Parties: For personal conflicts, suggest a break and possibly include others in future discussions.
Focus on Professionalism: Encourage focus on business matters; emphasize respect and cooperation despite personal differences.
Address Behavior, Not Character: If disciplining, focus on actions, not personal traits. Set clear consequences and create a correction plan.
Involve HR When Needed: Refer to HR for issues beyond managerial scope, like mental health or substance use concerns.
Seek Consensus: For work-related disagreements, listen impartially, validate perspectives, and work to build consensus on the best solution.
133
Understanding the source of power in negotiations -
comes from understanding your BATNA or Best Alternative to a Negotiated Agreement.
134
The distinction between positions and interests -
Positions are the stated requirements of a party to a negotiation. Interests go beyond those statements to the underlying goals that could be achieved from the two parties reaching an agreement.
135
The tension between creating value and claiming value -
Negotiations are often approached as win-lose outcomes with the better negotiator getting the better outcome. This perspective to negotiating is about "claiming value" or optimizing the outcome in favor of oneself at the expense of the other party.
