University:
Adelphi University
Course:
MGT 262 | The Art, Science and Practice of Management
Academic year:

2024
Views:

183

Pages:

30
Author:

Steer P

- Focus on customers, sustainebility (environental + social opportunities) - sustainabalty is more than just economic - Chapter 3 - omnipotent view of management: " omnipotent"= all pouerful | managers being directly responsible for an organizars suecess or failure - Symbolic wew of management: managers have little to no effect (yow'll get nowhere up this view if ur a managers - makes no sense to bash your own position. External Envionment * Stakeholders Internal Environmens: organizational Culture - Differs from company to company/ vey important / influence tie way organizat ional members act | strong cultures have greater influere on employees than weaker cultures / but... strong cultures may have difficulty responding to changing conditions in the external environment like stakeholders) Outrome Orientation: Degree to which managers focus on results or outcomes rather than on how there outcomes r achieved - Give employees discretion to make day-to-day decisions! - Let employees know they have the freedom to te innovative - Workplace Spirituality: pravding meaningful work| x erognizing that emplayees love a mind, spirit, and a desire to connect w/ employees + their * has nothing to do w/ religion work cognitive: Beliefs, opinions, knoutedge, or information @ Affective: EMotional or feeling part 3 Benavioral: Intention to behave in a ceran way Cognitive Dissonance Theary - Theres no consistency bu attitudes + behavior Ex.) I want to lose weight but I keep eating the cookies - Our desire to reduce the confusion in our minds (dissonance) depends on 3 foctors: importane of the factor How important is losing weight to me? @ Infivence; DO I ally think I con change? (willpouer, motivation...) Reunids: Will I feel better/enjoy this change? Big 5 Model :Personality Dimensions - Encompass the most significant variations in human personality: O Extraverson / @ Agreeableness/@Conscientousness/@Emotional stability| @ Openness to experience - One isn't better than the other. As a manager, u need to learn to work wl all these types of pol Self-Monitoring: Personality trait that measures the ability to adjust behavior to extenal situational factors Ex. youre a competely different persn at home than ur at work Positive Psychological Capital (relates to emotional intelligence) : rope, Ethicacy, Resilience, and Optimism (HERO) - High El relates positively to job performance at all levels - EI more par academic intelligence charactenzes high performance Holland created 6 personality job-fit characteristics MB TI: Psychological research to try to better understand ppl - Bai need to ily know dot this Percepton: Absolutely real! A process by which we give meaning to aur environment, by organizing and interpreting iet sensory impress - ians. Everyone has their oun perceptions based on their senses! ue all have different experientes, persomalities...) Factors that affect our perception OPereiver @ Target 3 Content - The better along u get u/ ppl wI different perceptions, the more successful yuill be - Perceptions is more abt objects - Atabution they is more abt ppl Attribution Theory - whether ve perceivel judge the attibution of the tehavior to be internal or externel to the individual depends on 3 factors: • Distinctiveness 2 Consensus @Consistency - Inkernally caused behavis under the indivduals control Cuter On moused rohoux due toutsido fahrs @ Distinctiveness: Tues this person tehave this way in other Situations? O Consensus: Do other pol behave the same way in similar situations @Consistency: Does a person behave this way corsistently over time? Biases - Any decision we molee will be affected by biases -The main bras that we atmibute to a perception, uhether internal or external, is the fundamental attribution theory: tendersy to underestimate the influence of external factors and to overestimate the infivene of internal/ personal factors • We should try to avoid this bias • The bias we have abt someone could be the but... we shouldn' rush to it - Self-serving bias : the tendency of individues to attribute their successes to internal factas while blaming personal failues on external factors - Fundamental attribution theory is how u perceive others and the self - serving bias is how u perceive yourself - Assumed Similarity: Everyone I meet is like me - Halo Effect : A general impression of an individual based on a single characteristic Ex) on this persin is pretty so theyre smar social Learning - Motor reproduction process : about leorring from your models actions - If a want someone to stop a certain behavior u can: • Ignore it @Punsh them U CAN NEVER SOLVE A LONG-TERM PROBLEM W/ PUNISHMEN bc when the punishment goes away, then the behavier will start back Up again (orus were just talking abt small work benavior, not like felonies) Chapter 12 Managing Human Resources HEM: significant source of competitue advantage - The way organizations treat their people can significantly impact performance! - important strategic tool ! - Should treat employees as partners! - Mentoring, commitment, empowering, motivating... All championed by HR - The Patient Protection + Affordable Case Act in 2010 is as major HIRM LaL • Health Care Legislation that puts in place comprehensive health insurance reforms - COBRA (Consolidater omnibus Reconciliation Ast) Of 1985 is another magur HRM law that reguires continued health coverage follouing termination (paid by employee) External factors that Affect HR - Labor unions: represent workers + protect their interests through collective bainina process stars of members of protected groups (ike females ironties) • Managers must know wint they cant cannot do legally (and Morally) - Demographic treads: fire generations all working side by side up significant Changes in racine / ethnic/ values) composition • Digital skills vs. soft skills (?) Idenhfying + selecting Competent Employes - HR Planning: ensuring organ. have the right t of skilled pel, who are th rignt fit, in the right places, at the right time - Companies that don't carefully suutinie pl. risk poor liability, lowe performance... Recruitment + Decruitment - Through proper plaming of (HR capacity) , organiz. avoid sudden ppl Shortages and/or surpluses - Identifying + Selecting Competent Employees - Job analysis, descripton, and specification Recruiting sources - SHOULD have a Linkedin or Indeed - That's where u get job offers + recruitment - Selection - The burden of proof tuat any selection device or process used to differen iate applicants is validly related to job performance is on the organizator or organizations managers. Whatever is involved in the selecton press, the burden of proof uns valid to the ; ob performne is on the organization NoT the applicant. • Impolant be of laws. If u feel there urs favoritsm on an intervew selecton proces, then u can fire a complaint about that.. U dant have to prove your side but the organ, has to prove prey were fair. - Realistic Job Preview (RJP) : A preview of a; ab that provides both + and - info abt the job + the company. • Applicants uno receive only inflated info. experience more frustratio the job than thee who r given more realishic expectations - Selection Tools: Must be valilly related to job performane / U need to knau what u can+ can't ask! - orientation+ Socialization -Socialization: introducing the new emplayee into the ethics + culture of the company. (lite the bathroom code + (undroom 101) • Investiture vs. Divestitue : Encouraging + discouraging behavias that shape the employe - Training Methods - Trauning + Derelamentr different! Training is shaung hoco to do a task. Development is better. Its how a move up in a company. Someone that can take on more responsibility. → leadership → manager Employee Performanke Management - Skill based pay: A pay system that rewards emplyees more for the job skills they can demonstrate or have acguired (hased on knowlake) senionity and less contingent on performance. - Vanable Ray: A pay system in Which an individunls compensation is contingent on performance only (MBO) Performance Approssal Methods - Dont forget! Ppl see how u act wl other ppl + their performance will be affected by that. - Graphic Rating Scale: Excellent, Good, Satisfactory, Poor (numerical • Provides guantatative data • Electronic Performance Monitoring - MBO: Employees r evalvated on how well they accompish specific guals - 360 ° Appraisal: Utilizes feedback from superusors, employees, and co- norkers / input is reguested from ppl u work ul to see how ur. (like teacher evaluations) Decruitment Options (Rightsizing) - The only 2 decruitment options u want to be involved in : Attition : Not filling openings created by voluntary resignations or normal retirements @ Early retrements: providing incentives to oker more seria employees for retiring before their normal retrement date Conterpocary Issues in Managing HR (Tips for Managing Dounsizing) - Our generation illy cares abt this (Ex. lork-life balance) -Rightsizing: the planned elimination of jobs in an orgaraz. (can result in severance pay) - Sexual Harrassment unwanted action or actiny of a sexual nature... (common in todays world) - Wakpiace Bullying: Negative belaurors repeatedly that results in physical mental harm. - Compensation, Benefits, Bonuses... (for all of this stoff t and & u go to AR, they will know the ansuers) - Managing Work - Life Balance : important for our generation - for the hia wite down ALL 3 P'S for the definiten of sex discrimination harrassment ! Chapter 13 Creating and Managing Teams - Working wi ppl either formally or informally. Working in trans can be fun or difficult for some ppl Grap: 2 or more interacting, interdependent individuals uno come tooether to achieve specitic quals - Fomal groups: As a manager, u ask pel to fum in a group - Informal graps; Nobody is ackng them to get together but they do, usually Socially - 4 Stages of Development forming : Irtroductions, purpose of the team, Ossign role s @Storming: Conflict, debate, u win feel some anxiety, stress, tense » It would be abnorme to feel this. Dont get turned off by this Niming: Pelatenships i chesteress form Ppl take on oles, groups take on norms ! © Perfuming: functional, waks on tasks +- The Key if the tocks r done ONLY FOR TEMPORARY 6 Adjourning: Wrapping up activites | Time to disband/ leawe - Group tacks (Assigning + getting the task completed) is the most important part of group development! - Reasons Why Some Ppl Migit Like Groups + Others Dont - External conditons: culture, strategy, but most importantly... Haw did certain members on the team get selected? Why arent other ppt on this team? Did they have the opportunity like other ppl? + very importand Managers might select ppl to protect their oun interests • Also reward system: What is the satisfaction of completing this task - Grop Member Resaures : what can each member bring/ what i their personal traits How motuated r they? R they intowerts or extroverts? Do they want to dominate?| Can they work individually? | Defratist :

Cognitive Dissonance Theory

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