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MANT101 > Section C > Flashcards

Section C Flashcards

(52 cards)

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1
Q

The most important resource in a companny is….
Therefor what is also important

A

The people (employees)
HRM is also important because it manages these valuable resources

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2
Q

What are the 3 elements to the Strategic HRM model

A

Find the right people
Develop and effective workforce
Maintain an effective workforce

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3
Q

4 steps for attracting the right people

A
  1. Human resource planning (what the future needs will be)
  2. Job analysis (recruit the right type of people and match them to the appropriate job)
  3. Recruiting (finding people who fit the planning and analysis)
  4. Selecting (get candidates and go through applications, do job interview etc).
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4
Q

3 steps of developing employees

A
  1. Training (induction, on the job learning, task focused)
  2. Development (future focused, broaden skills)
  3. Performance appraisals (usually anually, adressing things to work on)
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5
Q

4 steps to maintaining employees

A
  1. Compensation and benefits (life insurance, health insurance, car etc)
  2. Health and well-being (responsible for wellbeing - te whare tapa wha)
  3. Labour relations
  4. Terminations
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6
Q

Indicators of effective performance management

A
  1. Organisational productivity: increased output, lower errors
  2. Individual performance: reduced turnover, reduced stress, high job satisfaction
  3. Compliance: low levels of conflict, improved health and safety
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7
Q

Leadership =

A

The ability to influence people towards the attainment of organisational goals

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8
Q

What are sources of power to consider in leadership (2 categories)

A

Position power
1. Legitimate power = derived from a persons job/ position
2. Reward power = ability to provide rewards
3. Coercive power = ability to punish others

Personel power
1. Expert power = regarding the person as an expert
2. Referent power = characteristics of respect, admiration etc.

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8
Q

One of the best ways of leadership is through…

A

Empowerment

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9
Q

3 types of leaders

A
  1. Autocratic = authority
  2. Democratic = delegates
  3. Laissez-Faire = relaxed
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10
Q

2 types of behavioural leadership approaches

A

People oriented
- All about the people
Task oriented
- All about getting work done

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11
Q

Blake and Moutons leadership grid

A

Country club management
- People focused

Team management
- Care about people and task

Middle of the road management
- Balance

Impoverished management
- Minimum effort or care for either
Bad area

Authority-compliance management
- High stress, just care about goals
Bad area

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12
Q

2 contingency theories

A
  1. Fiedlers contingency theory
    Best of both worlds - people and task oriented
  2. Hersey and Blanchards situation theory
    3 components: task behaviour, relationship behaviour, follower readiness state
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13
Q

Transactional leaders vs Transformational-Charismatic leaders

A

1 = Task focused, initiates structure, provides rewards, clarrifys roles

2 = people who we think are amazing

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14
Q

4 kinds of followers

A

Alienated
- critical and passive

Effective
- high critical thinking

Passive
- will do anything, passive, not critical

Conformist
- slightly critical

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15
Q

Taylorisim wanted a …. follower
But today we want a ….. follower

A

Passive
Effective

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16
Q

Intristic vs Extrinsic reward

A

Intrinsic =
Come from inside
Internal satisfaction received in the process of performing an action

Extrinsic =
come from outside
Reward given by another person

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17
Q

3 needs theories

A
  1. Maslow Hierarchy of needs theory
  2. ERG theory
  3. Herzbergs Two factor theory
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18
Q

Maslows hierarchy of needs theory

A

BOTTOM OF PYRAMID
1. Psychological needs - basic needs for survival

  1. Safety needs - financial and physical safety
  2. Belongingness needs - social connections
  3. Esteem needs - feeling valued
  4. Self-actualisation needs - realising your full potential and are becoming the best version of yourself
    TOP OF PYRAMID
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19
Q

Maslow was specific in….
And said…

A

The order of the needs
If one of the needs are not met, we immediately fall to that level to try and fix it

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20
Q

ERG Theory of needs

Study These Flashcards
A

Modification of the Maslow hierarchy
1. Existance needs - essential things like food
2. Relatedness needs - social and status
3. Growth needs - intristic motivators

21
Q

Herzbergs two factor theory

Study These Flashcards
A

Even simplier model
1. Motivators - job satisfactioners
2. Hygene factors - job disatisfactioners

22
Q

Cognitive theories + 3 types

Study These Flashcards
A

The isolation of thinking patterns used in determining how to act

Equity
Expectancy
Goal-setting

23
Q

Equity theory

Study These Flashcards
A

Adams

Focuses on individuals perception of how fairly they are treated compared to others
Feeling like there is favouritisim is bad

24
Expectancy theory
Vroom Proposes that motivation depends on indiviudals expectations about their ability to perform tasks and receive desired rewards. Effort which leads to...Peformance which leads to...Outcomes
25
Valence =
The value you place on an outcome
26
Goal setting theory
Locke and Latham Motivation by setting speciifc, challenging goals that are accepted by subordinates The goals must be: - Specific - Challenging - not easy - Accepted - Have feedback
27
Law of effect - 4
Positive reinforcement = increase behaviour to get result Negative reinfrocement = increase behaviour to avoid result Punishement = decrease behaviour to avoid result Extinction = stop behaviour
28
Job design =
Application of motivational theories to the structure of work
29
5 types of job design for motivation
Job simplication - reduce tasks the employee must perform Job rotation - systematically moves employees from one job to another - so they can see bigger picture and not just feel like a cog in the wheel Job enlargement - new challenges Job enrichment - recognition, high level motivators Job characteristics model
30
Is money a good motivator? Why/ why not?
No Association between salary and job satisfaction is weak Does not indicate employee engagement A focus on extrinsic rewards can diminish intrinsic motivation Diversity - people work for different values
31
What is a good motivator instead of money?
Intrinsic motivation Stronger predictor of job performance
32
Communication =
The process by which information is exchanged and understood by two or more people, usually with the intent to motivate or influence behaviour in some way
33
Communication process
Message - decides what to sent Encode - select signals to compose message Channel - carrier of communication Decode - translation into meaning Feedback - two way
34
What to minimise in communication
Noise
35
Pyramid of channel richness - in order
1. Face to face 2. Telephone 3. Electronic messages 4. Memos, letters 5. Formal reports
36
3 types of communication channels
1. Formal - in chain of comand 2. Team - in a team 3. Personel - with self
37
3 types of formal communication
Downward = Companny leaders and managers share information to low level employees Upward = Information moving from lower level employees to high level employees Horizontal = the exchange of information across departments at the same level Centralised = communicate through one individual to sole problems or make decisions. Decentralised = team members communicate freely and arrive at a decision together
38
2 types of team communication channel
Centralised network - through one individual De-centralised network - altogether
39
Key points for crisis communication
Maintain focus Be visible Get the aweful truth out But communicate a vision for the future
40
A team =
A unit of two or more people who interact and coordinate their work to acomplish a speciifc goal
41
There is a difference between a ... and a ...
Group and a team
42
5 good and bad team characteristics
Good: Trust Healthy conflict Commitement Accountability Result oriented Bad: = contrast
43
2 types of teams
1. Formal teams: created by the organisation as part of the formal organisation structure a. Vertical team = manager and their employees b. Horizontal team = same level employees with different areas of expertise. 2. Self directed teams a. Provlem solving team = 5-12 employees from the same department to improve work envrionment b. Self managed team = 5-20 multi skilled workers.
44
Points to consider for building the right team:
Size - small is better (5-7) As size increases, so does the number of free riders Diversity - want diversity for creativity, very powerful to have a diverse team Member roles - task focused and people focused roles
45
6 stages of team development
Pre stage: all are individuals, starting to put a team together Forming: ice breaking Storming: conflict stage, getting things on the table Norming: finding a way of working together and mesh Performing: cooperation Adjouring: seperating but hopefully being left with a positive experience
46
6 causes of conflict in teams
Scarce resources Communication fail Power and status difference - no equality Goal differences Lack of trust Boredom
47
Noise
Distractions and forces that tend to distort the message Eg; culture and language barriers between sender and receiver Noise can lead to people misinterpreting a message which can lead to conflict
48
Free riding
Where individuals work less because their colleagues will complete the task for them
49
What is the best structure for a team
Smaller - more discussion, less free riders Odd numbers - better for coming to decisions as there is no chance for an even split in the group
50
What does fielders contingency theory outline
Task oriented leaders do better in favourable or unfavourable situations while relationship oriented leaders excel in moderately favourate situations So rather than expecting leaders to change their style, it proposes placing leaders in situations that match their style for results
51
What theory contrasts Fielders one + details + why
Hersey-Blanchard Situational leadership Suggests that leaders should adapt their style to fit the teams needs in each situation: R1 = unable and insecure or unwilling R2 = unable but confident or willing R3 = able but insecure or unwilling R4 = able and confident and willing

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