Managment at Kirkwod Community College

Answers/ Notes for essay Questions for Final

2010-12-11T22:13:00.000-08:00

Trait approach: (recording personality characteristics) | This assessment approach takes into account the fact that there are basic personality traits (e. g. intelligence or achievement motivation) which have a demonstrable causal link with professional success. Integrity tests are an example of a selection process designed according to this approach.

Leadership Behavioral Styles: *Autocratic, *Benevolent, *Democratic, and * Participative.

Authentic Leadership:

A sense of being inter connected and connected with the greater whole. A global citizen with a soul.
A need and unshakeable commitment to live in alignment with personal values irrespective of group circumstances.This leads to higher levels of ethics and integrity.
An individual willingness to live outside one's comfort zone pushing the parameters of personal growth. A commitment to live greatness as opposed to settling for mediocrity.
Living from the space of "I Care." Recognising my decisions and actions co create the world I live in and determine the future I and we will face.
A greater sense of responsibility individually and for the greater common good.
The ability to think integrally and solve problems of great complexity.
The ability to live from a space of stillness versus chaos.
The ability to flow and surrender to the process of life versus the need to control everything / forcing things to happen.
Accepting and having a sincere interest in difference. Utilising what is learnt.
A willingness to experience great humility in the face of compassion and take responsibility for our part in conflict.
The recognition and ability to live with paradox and ambiguity and feel ok.
The ability to utilise the whole of ourselves to heal, forgive, retain and be in relationship with others.
And finally a commitment to truth (meaning pure consciousness).

Maslow's Hierarchy of Needs:
*Maslow's Need Hiearchy:
- A conception of human needs; organizing needs into a hiearchy of five major types. Each need, needs to be met before you can move upwards.

Physiological- 1st step
Safety- 2nd step
Social- 3rd Step
Ego- 4th step
Self- actualization- 5th step

*Maslow's Need Hiearchy:
1. Physiological (food, water, sex, and shelter).
2. Safety or security (protection against threat and deprivation).
3. Social (friendship, affection, belonging, and love).
4. Ego (independence, achievement, freedom, status, recognition, and self esteem).
5. Self-actualization (realizing one’s full potential, becoming everything one is capable of being).

Conflicts:
*Conflict Styles:
-Avoidance:
A reaction to conflict that involves ignoring the problem by doing nothing at all, or deemphasizing the disagreement.
-Accomodation:
A style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about one’s own interests.
-Compromise:
A style of dealing with conflict involving moderate attention to both parties’ concerns.
-Competing:
A style of dealing with conflict involving strong focus on one’s own goals and little or no concern for the other person’s goals.
-Collaboration:
A style of dealing with conflict emphasizing both cooperation and assertiveness to maximize both parties’ satisfaction.

Diversity in the Workforce:

Understanding Cultural Issues:
*Ethnocentrism
-The tendency to judge others by the standards of one’s group or culture, which are seen as superior.
*Culture shock
-The disorientation and stress associated with being in a foreign environment.
*Power distance.
-The extent to which a society accepts the fact that power in organizations is distributed unequally.
*Individualism/collectivism
-The extent to which people act on their own or as a part of a group.
*Uncertainty avoidance
-The extent to which people in a society feel threatened by uncertain and ambiguous situations.
*Masculinity/femininity
-The extent to which a society values quantity of life over quality of life.

ADA of 1990:

(1) some 43,000,000 Americans have one or more physical or mental disabilities, and this number is increasing as the population as a whole is growing older;
(2) historically, society has tended to isolate and segregate individuals with disabilities, and, despite some improvements, such forms of discrimination against individuals with disabilities continue to be a serious and pervasive social problem;
(3) discrimination against individuals with disabilities persists in such critical areas as employment, housing, public accommodations, education, transportation, communication, recreation, institutionalization, health services, voting, and access to public services;
(4) unlike individuals who have experienced discrimination on the basis of race, color, sex, national origin, religion, or age, individuals who have experienced discrimination on the basis of disability have often had no legal recourse to redress such discrimination;
(5) individuals with disabilities continually encounter various forms of discrimination, including outright intentional exclusion, the discriminatory effects of architectural, transportation, and communication barriers, overprotective rules and policies, failure to make modifications to existing facilities and practices, exclusionary qualification standards and criteria, segregation, and relegation to lesser services, programs, activities, benefits, jobs, or other opportunities;
(6) census data, national polls, and other studies have documented that people with disabilities, as a group, occupy an inferior status in our society, and are severely disadvantaged socially, vocationally, economically, and educationally;
(7) individuals with disabilities are a discrete and insular minority who have been faced with restrictions and limitations, subjected to a history of purposeful unequal treatment, and relegated to a position of political powerlessness in our society, based on characteristics that are beyond the control of such individuals and resulting from stereotypic assumptions not truly indicative of the individual ability of such individuals to participate in, and contribute to, society;
(8) the Nation's proper goals regarding individuals with disabilities are to assure equality of opportunity, full participation, independent living, and economic self-sufficiency for such individuals; and
(9) the continuing existence of unfair and unnecessary discrimination and prejudice denies people with disabilities the opportunity to compete on an equal basis and to pursue those opportunities for which our free society is justifiably famous, and costs the United States billions of dollars in unnecessary expenses resulting from dependency and nonproductivity.

(b) Purpose

It is the purpose of this chapter
(1) to provide a clear and comprehensive national mandate for the elimination of discrimination against individuals with disabilities;
(2) to provide clear, strong, consistent, enforceable standards addressing discrimination against individuals with disabilities;
(3) to ensure that the Federal Government plays a central role in enforcing the standards established in this chapter on behalf of individuals with disabilities; and
(4) to invoke the sweep of congressional authority, including the power to enforce the fourteenth amendment and to regulate commerce, in order to address the major areas of discrimination faced day-to-day by people with disabilities.

Sec. 12102. Definitions

As used in this chapter:

(1) Auxiliary aids and services
The term "auxiliary aids and services" includes

(A) qualified interpreters or other effective methods of making aurally delivered materials available to individuals with hearing impairments;
(B) qualified readers, taped texts, or other effective methods of making visually delivered materials available to individuals with visual impairments;
(C) acquisition or modification of equipment or devices; and
(D) other similar services and actions.

(2) Disability
The term "disability" means, with respect to an individual

(A) a physical or mental impairment that substantially limits one or more of the major life activities of such individual;
(B) a record of such an impairment; or
(C) being regarded as having such impairment.

(3) State
The term "State" means each of the several States, the District of Columbia, the Commonwealth of Puerto Rico, Guam, American Samoa, the Virgin Islands, the Trust Territory of the Pacific Islands, and the Commonwealth of the Northern Mariana Islands.

SUBCHAPTER I - EMPLOYMENT
Sec. 12111. Definitions

As used in this subchapter:

(1) Commission
The term "Commission" means the Equal Employment Opportunity Commission established by section 2000e-4 of this title.
(2) Covered entity
The term "covered entity" means an employer, employment agency, labor organization, or joint labor-management committee.
(3) Direct threat
The term "direct threat" means a significant risk to the health or safety of others that cannot be eliminated by reasonable accommodation.
(4) Employee
The term "employee" means an individual employed by an employer. With respect to employment in a foreign country, such term includes an individual who is a citizen of the United States.
(5) Employer

(A) In general
The term "employer" means a person engaged in an industry affecting commerce who has 15 or more employees for each working day in each of 20 or more calendar weeks in the current or preceding calendar year, and any agent of such person, except that, for two years following the effective date of this subchapter, an employer means a person engaged in an industry affecting commerce who has 25 or more employees for each working day in each of 20 or more calendar weeks in the current or preceding year, and any agent of such person.
(B) Exceptions
The term "employer" does not include

(i) the United States, a corporation wholly owned by the government of the United States, or an Indian tribe; or
(ii) a bona fide private membership club (other than a labor organization) that is exempt from taxation under section 501(c) of title 26.

(6) Illegal use of drugs

(A) In general
The term "illegal use of drugs" means the use of drugs, the possession or distribution of which is unlawful under the Controlled Substances Act [21 U.S.C. 801 et seq.]. Such term does not include the use of a drug taken under supervision by a licensed health care professional, or other uses authorized by the Controlled Substances Act or other provisions of Federal law.
(B) Drugs
The term "drug" means a controlled substance, as defined in schedules I through V of section 202 of the Controlled Substances Act [21 U.S.C. 812].

(7) Person, etc.
The terms "person", "labor organization", "employment agency", "commerce", and "industry affecting commerce", shall have the same meaning given such terms in section 2000e of this title.
(8) Qualified individual with a disability
The term "qualified individual with a disability" means an individual with a disability who, with or without reasonable accommodation, can perform the essential functions of the employment position that such individual holds or desires. For the purposes of this subchapter, consideration shall be given to the employer's judgment as to what functions of a job are essential, and if an employer has prepared a written description before advertising or interviewing applicants for the job, this description shall be considered evidence of the essential functions of the job.
(9) Reasonable accommodation
The term "reasonable accommodation" may include

(A) making existing facilities used by employees readily accessible to and usable by individuals with disabilities; and
(B) job restructuring, part-time or modified work schedules, reassignment to a vacant position, acquisition or modification of equipment or devices, appropriate adjustment or modifications of examinations, training materials or policies, the provision of qualified readers or interpreters, and other similar accommodations for individuals with disabilities.

(10) Undue hardship

(A) In general
The term "undue hardship" means an action requiring significant difficulty or expense, when considered in light of the factors set forth in subparagraph (B).
(B) Factors to be considered
In determining whether an accommodation would impose an undue hardship on a covered entity, factors to be considered include

(i) the nature and cost of the accommodation needed under this chapter;
(ii) the overall financial resources of the facility or facilities involved in the provision of the reasonable accommodation; the number of persons employed at such facility; the effect on expenses and resources, or the impact otherwise of such accommodation upon the operation of the facility;
(iii) the overall financial resources of the covered entity; the overall size of the business of a covered entity with respect to the number of its employees; the number, type, and location of its facilities; and
(iv) the type of operation or operations of the covered entity, including the composition, structure, and functions of the workforce of such entity; the geographic separateness, administrative, or fiscal relationship of the facility or facilities in question to the covered entity.

Sec. 12112. Discrimination

(a) General rule
No covered entity shall discriminate against a qualified individual with a disability because of the disability of such individual in regard to job application procedures, the hiring, advancement, or discharge of employees, employee compensation, job training, and other terms, conditions, and privileges of employment.
(b) Construction
As used in subsection (a) of this section, the term "discriminate" includes

(1) limiting, segregating, or classifying a job applicant or employee in a way that adversely affects the opportunities or status of such applicant or employee because of the disability of such applicant or employee;
(2) participating in a contractual or other arrangement or relationship that has the effect of subjecting a covered entity's qualified applicant or employee with a disability to the discrimination prohibited by this subchapter (such relationship includes a relationship with an employment or referral agency, labor union, an organization providing fringe benefits to an employee of the covered entity, or an organization providing training and apprenticeship programs);
(3) utilizing standards, criteria, or methods of administration

(A) that have the effect of discrimination on the basis of disability;
(B) that perpetuates the discrimination of others who are subject to common administrative control;

(4) excluding or otherwise denying equal jobs or benefits to a qualified individual because of the known disability of an individual with whom the qualified individual is known to have a relationship or association;
(5)

(A) not making reasonable accommodations to the known physical or mental limitations of an otherwise qualified individual with a disability who is an applicant or employee, unless such covered entity can demonstrate that the accommodation would impose an undue hardship on the operation of the business of such covered entity; or
(B) denying employment opportunities to a job applicant or employee who is an otherwise qualified individual with a disability, if such denial is based on the need of such covered entity to make reasonable accommodation to the physical or mental impairments of the employee or applicant;

(6) using qualification standards, employment tests or other selection criteria that screen out or tend to screen out an individual with a disability or a class of individuals with disabilities unless the standard, test or other selection criteria, as used by the covered entity, is shown to be job-related for the position in question and is consistent with business necessity; and
(7) failing to select and administer tests concerning employment in the most effective manner to ensure that, when such test is administered to a job applicant or employee who has a disability that impairs sensory, manual, or speaking skills, such test results accurately reflect the skills, aptitude, or whatever other factor of such applicant or employee that such test purports to measure, rather than reflecting the impaired sensory, manual, or speaking skills of such employee or applicant (except where such skills are the factors that the test purports to measure).

(c) Covered entities in foreign countries

(1) In general
It shall not be unlawful under this section for a covered entity to take any action that constitute discrimination under this section with respect to an employee in a workplace in a foreign country if compliance with this section would cause such covered entity to violate the law of the foreign country in which such workplace is located.
(2) Control of corporation

(A) Presumption
If an employer controls a corporation whose place of incorporation is a foreign country, any practice that constitutes discrimination under this section and is engaged in by such corporation shall be presumed to be engaged in by such employer.
(B) Exception

This section shall not apply with respect to the foreign operations of an employer that is a foreign person not controlled by an American employer.

(C) Determination

For purposes of this paragraph, the determination of whether an employer controls a corporation shall be based on
(i) the interrelation of operations;
(ii) the common management;
(iii) the centralized control of labor relations; and
(iv) the common ownership or financial control of the employer and the corporation.

(d) Medical examinations and inquiries

(1) In general
The prohibition against discrimination as referred to in subsection (a) of this section shall include medical examinations and inquiries.
(2) Preemployment

(A) Prohibited examination or inquiry

Except as provided in paragraph (3), a covered entity shall not conduct a medical examination or make inquiries of a job applicant as to whether such applicant is an individual with a disability or as to the nature or severity of such disability.

(B) Acceptable inquiry

A covered entity may make preemployment inquiries into the ability of an applicant to perform job-related functions.

(3) Employment entrance examination
A covered entity may require a medical examination after an offer of employment has been made to a job applicant and prior to the commencement of the employment duties of such applicant, and may condition an offer of employment on the results of such examination, if

(A) all entering employees are subjected to such an examination regardless of disability;
(B) information obtained regarding the medical condition or history of the applicant is collected and maintained on separate forms and in separate medical files and is treated as a confidential medical record, except that

(i) supervisors and managers may be informed regarding necessary restrictions on the work or duties of the employee and necessary accommodations;
(ii) first aid and safety personnel may be informed, when appropriate, if the disability might require emergency treatment; and
(iii) government officials investigating compliance with this chapter shall be provided relevant information on request; and

(C) the results of such examination are used only in accordance with this subchapter.

(4) Examination and inquiry

(A) Prohibited examinations and inquiries
A covered entity shall not require a medical examination and shall not make inquiries of an employee as to whether such employee is an individual with a disability or as to the nature or severity of the disability, unless such examination or inquiry is shown to be job-related and consistent with business necessity.
(B) Acceptable examinations and inquiries
A covered entity may conduct voluntary medical examinations, including voluntary medical histories, which are part of an employee health program available to employees at that work site. A covered entity may make inquiries into the ability of an employee to perform job-related functions.
(C) Requirement
Information obtained under subparagraph (B) regarding the medical condition or history of any employee are subject to the requirements of subparagraphs (B) and (C) of paragraph (3).

Level 5 Hierarchy:

Life-cycle analysis (LCA):
-A process of analyzing all inputs and outputs, though the entire “cradle-to-grave” life of a product, to determine total environmental impact

Possible Essay Questions and their Answers:

2010-12-02T10:50:00.003-08:00

What is the trait approach?

List the four types of pertinent leadership behaviors and describe each thoroughly.

List traits and skills of effective leader?

Thoroughly describe authentic leadership and give an example of how or when it is used?

Describe what the model of Maslow’s Hierarchy of Needs looks like. Name each level. Provide at least two examples for each level. What is the highest level and how often do individuals achieve this level?

List the types of conflicts. Describe each one thoroughly. Provide an example of each type of conflict in a business setting.

In order to obtain the best candidate for a job opening in a global business market, how would you go about recruiting the best candidates? Where would you find them? What do you have to offer the prospective candidate to make them what to come work for your company?

For the Americans with Disabilities Act of 1990, what does reasonable accommodations include but are not limited to?

According to the Level 5 Hierarchy there are five levels. Name them, list their meanings, and give a professional example of each level.

Define life-cycle analysis. What environmental aspects are part of this cycle?

Chapter 18: Creating and Managing Change

2010-12-01T16:17:00.000-08:00

*Becoming World Class:
-Being world class requires applying the best and latest knowledge and ideas and having the ability to operate at the highest standards of any place anywhere.
-World-class companies create high-value products and earn superior profits over the long run.
-The result is an organization capable of competing successfully on a global basis.

*Organization development (OD):
-The system wide application of behavioral science knowledge to develop, improve, and reinforce the strategies, structures, and processes that lead to organizational
effectiveness.

*Resistance to Change:

*Motivating people to Change:

*Force-field analysis:
An approach to implementing the unfreezing/ moving/refreezing model by identifying the forces that prevent people from changing and those that will drive people toward change.

*Specific Approaches to Enlist Cooperation:

*Methods for Managing Resistance to Change:

*Leading Change:

*Sources of Complacency:

*Vast Opportunity:

*Adding Value, Personally:

*Learning Cycle: Explore, Discover, Act:

*Level 5 Hierarchy:

Chapter 17: Managing Technology and Innovation

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*Technology:
-The systematic application of scientific knowledge to a new product, process, or service.

*Innovation:
-A change in method or technology; a positive, useful departure from previous ways of doing things.

*The Technology Life Cycle:

*Technology Dissemination Pattern and Adopter Categories:

*Advantages and Disadvantages of Technology Leadership:

*Dynamic Forces of Technologies competitive impact:

*Measuring Current Technologies:
-Emerging technologies: are still under development and thus are unproved.
-Pacing technologies: have yet to prove their full value but have the potential to alter the rules of competition by providing significant advantage.
-Key technologies: have proved effective, but they also provide a strategic advantage because not everyone uses them.
-Base technologies: are those that are commonplace in the industry; everyone must have them to be able to operate.

*Assessing External Technological Trends:
-Benchmarking:
the process of comparing the organization’s practices and technologies with those of other companies.
-Scanning:
focuses on what can be done and what is being developed
places greater emphasis on identifying and monitoring the sources of new technologies for an industry.

*Framing Decisions about technological innovation:

*Sourcing and Acquiring New Technologies:
-Make-or-buy decision:
The question an organization asks itself about whether to acquire new technology from an outside source or develop it itself.

*Technology Acquisition Options:

*Compensation Practices in Traditional and Advanced Manufacturing Firms:

Chapter 16: Managerial Control

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*Control:
-Any process that directs the activities of individuals toward the achievement of organizational goals.

*Out of Control Company:

*The Control Process:

*Characteristics of Control:

*The Control Cycle:
1. Setting performance standards.
2. Measuring performance.
3. Comparing performance against the standards and determining deviations.
4. Taking action to correct problems and reinforce successes.

*Budgeting Controls:
-The process of investigating what is being done and comparing the results with the corresponding budget data to verify accomplishments or remedy differences
also called budgetary controlling.

*Sales Expense Budget:

*Budget Types:

*Financial Controls:
-Balance Sheet:
A report that shows the financial picture of a company at a given time and itemizes assets, liabilities, and stockholders’ equity.

*Profit and Loss Statement:
-An itemized financial statement of the income and expenses of a company’s operations.

*Financial Controls:
-Assets: The values of the various items the corporation owns.
-Liabilities: The amounts a corporation owes to various creditors.
-Stockholders’ equity: The amount accruing to the corporation’s owners.

*Designing Effective Control Systems:
1. Establish valid performance standards.
2. Provide adequate information to employees.
3. Ensure acceptability to employees.
4. Maintain open communication.
5. Use multiple approaches.
*Market Control:

*Management Control in an Empowered Setting:

Chapter 15: Communicating

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*Interpersonal Communication:
-Communication:
The transmission of information and meaning from one party to another through the use of shared symbols.
-The sender initiates the process by conveying information to the receiver —the person for whom the message is intended.
-The sender has a meaning he or she wishes to communicate and encodes the meaning into symbols (the words chosen for the message).
-Then the sender transmits, or sends, the message through some channel, such as a verbal or written medium.
-The receiver decodes the message (e.g., reads it) and attempts to interpret the sender’s meaning.
-The receiver may provide feedback to the sender by encoding a message in response to the sender’s message.*Noise:
-interference in the system
-blocks perfect understanding.
*Examples of Noise:
-ringing telephones.
-thoughts about other things.
-simple fatigue or stress.

*A model of One- Way Communication:

*Behavior:

Oral and Written Channels of Communication:
*Oral Communication:
-Includes face-to-face discussion, telephone conversations, and formal presentations and speeches.
*Written Communication:
-Includes e-mail, memos, letters, reports, computer files, and other written documents.

*Electronic Media:
Web 2.0:
-A set of Internet-based applications that encourage user-provided content and collaboration.
-Social networking, podcasts, RSS, and wikis.

*Virtual Office:
-A mobile office in which people can work anywhere, as long as they have the tools to communicate with customers and colleagues.

*Presentation:

*Effective Listening:
-Find an area of interest
-Judge content, not delivery
-Hold your fire
-Listen for ideas
-Be flexible
-Resist distraction
-Exercise your mind
-Keep your mind open
-Capitalize on thought speed
-Work at listening

*Downward Communication:

Chapter 14: Teamwork

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*The New Team Enviroment:
-A small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.

*Types of Teams:
-Work Teams:
Teams that make or do things like manufacture, assemble, sell, or provide service.
-Project and Development Teams:
Teams that work on long term projects but disband once the work is completed.
-Parallel Teams:
Teams that operate separately from the regular work structure, and exist temporarily.
-Management Teams:
Teams that coordinate and provide direction to the subunits under their jurisdiction and integrate work among subunits.
-Transitional Teams:
Work groups composed of multinational members whose activities span multiple countries.
-Virtual Teams:
Teams that are physically dispersed and communicate electronically more than face-to-face.

*The Autonomy Continuum:

*Group Activities:
-Forming:
Group members attempt to lay the ground rules for what types of behavior are acceptable.
-Storming:
Hostilities and conflict arise, and people jockey for positions of power and status.
-Norming:
Group members agree on their shared goals, and norms and closer relationships develop.
-Performing:
The group channels its energies into performing its tasks.

*Stepping up to Team Leadership:

*Cohesiveness:
-The degree to which a group is attractive to its members, members are motivated to remain in the group, and members influence one another.

*Cohesiveness, Performance Norms, and Group Performance:

*Conflict Styles:
-Avoidance:
A reaction to conflict that involves ignoring the problem by doing nothing at all, or deemphasizing the disagreement.
-Accomodation:
A style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about one’s own interests.
-Compromise:
A style of dealing with conflict involving moderate attention to both parties’ concerns.
-Competing:
A style of dealing with conflict involving strong focus on one’s own goals and little or no concern for the other person’s goals.
-Collaboration:
A style of dealing with conflict emphasizing both cooperation and assertiveness to maximize both parties’ satisfaction.

Chapter 13: Motivating for Performance

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*Motivation:
-Forces that energize, direct, and sustain a person's efforts.

*Manager's must motivate people to:
-Join the organization.
-Remain in the organization.
-Come to work regularly.

Setting Goals:
*Goal- setting theory:
-A motivation theory stating that people have conscious goals that energize them and direct their thoughts and behaviors toward a particular end.

*The greatest Management Principles in the world:

*The Consequences for Behavior:
Positive reinforcement or negative reinforcement. (Some behavior is likely to continue)
Punishment or extinction. (Some behavior is less likely to be repeated)

*Performance Related Beliefs:
-A theory proposing that people will behave based on their precieved likelihood that their effort will lead to a certain outcome and on how highly they value that outcome.

*Performance to Outcome Link:
-Instrumentality:
The perceived likelihood that performance will be followed by a particular outcome.
-Valence:
The value an outcome holds for the person contemplating it.
Basic Concepts of Expectancy theory:

*Maslow's Need Hiearchy:
- A conception of human needs; organizing needs into a hiearchy of five major types. Each need, needs to be met before you can move upwards.

Physiological- 1st step
Safety- 2nd step
Social- 3rd Step
Ego- 4th step
Self- actualization- 5th step

*Maslow's Need Hiearchy:
1. Physiological (food, water, sex, and shelter).
2. Safety or security (protection against threat and deprivation).
3. Social (friendship, affection, belonging, and love).
4. Ego (independence, achievement, freedom, status, recognition, and self esteem).
5. Self-actualization (realizing one’s full potential, becoming everything one is capable of being).

*Alderfer's ERG Theory:
-A human needs theory postulating that people have three basic sets of needs that can operate simultaneously.

*McClelland's Needs:
-Need for Achievement:
Characterized by a strong orientation toward accomplishment and an obsession with success and goal attainment.
-Need for Affiliation:
Reflects a strong desire to be liked by other people.
-Need for Power:
A desire to influence or control other people.

*Herzberg's Two- factor theory:
-Hygiene Factor's:
Characteristics of the workplace, such as company policies, working conditions, pay, and supervision, that can make people dissatisfied.
-Motivator's:
Factors that make a job more motivating, such as additional job responsibilities, opportunities for personal growth and recognition, and feelings of achievement.

*The Hackman and Oldham Model of Job Design:

*Achieving Fairness:
-Equity Theory:
A theory stating that people assess how fairly they have been treated according to two key factors: outcomes and inputs.

Chapter 12: Leadership

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*A Leader:
-One who influences others to attain goals.
-The greater the number of followers, the greater the influence.

*Vision:
-A mental image of a possible and desirable future state of the organization.

*Sources of Power:

*Traditional Approaches to Leadership:
-(Trait approach): A leadership perspective that attempts to determine the personal characteristics that great leaders share.

*Leader's Behavioral Approach:
-A leadership perspective that attempts to identify what good leaders do,that is, what behaviors they exhibit.

*Questions for Task performance and group leadership:

*Situational Approach to Leadership:
-Leadership perspective proposing that universally important traits and behaviors do not exist, and that effective leadership behavior varies from situation to situation.

*Vroom model:
-A situational model that focuses on the participative dimension of leadership.

*Fiedler's contingency model of leadership effectiveness:
-A situational approach to leadership postulating that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation.

*Fiedler's analysis of situations:

*Hersey and Blanchard's situational Theory:
-A life-cycle theory of leadership postulating that a manager should consider an employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important.

*Path Goal Theory:
-A theory that concerns how leaders influence subordinates’ perceptions of their work goals and the paths they follow toward attainment of those goals.

*The Path- Goal Framework:

*Charismatic Leader:
-A person who is dominant, self-confident, convinced of the moral righteousness of his beliefs, and able to arouse a sense of excitement and adventure in followers.

Chapter 13: Managing a Diverse Workforce:

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*Managing a Diverse Workforce:
-Managing a culturally diverse workforce by recognizing the characteristics common to specific groups of employees while dealing with such employees as individuals and supporting, nurturing, and utilizing their differences to the organization’s advantage.

*Components of a Diverse Workforce:

*U.S. Diversity programs:

*Gender Issues:
-Glass Ceiling:
An invisible barrier making it difficult for women and minorities to move beyond a certain level in the corporate hierarchy.
-Sexual Harrasment:
Conduct of a sexual nature that has negative consequences for employment.

Quid Quo Pro Harassment: Submission to or rejection of sexual conduct is used as a basis for employment decisions.

Happens when unwelcome sexual conduct has an effect of unreasonably interfering with the job performance or creating an intimidating or hostile, working environment.

*Sexual Harassment Policy:

*Older Employees:

*Competitive Advantage through diversity:

*Challenges of Diversity:

*Diversity Assumptions and Their Implications for Management:

*Multicultural Organizations:
-An organization that values cultural diversity and seeks to utilize and encourage it.

*Guidelines for Diversity Training:

*Retaining Employees:
-Mentors: Higher-level managers who help ensure that high-potential people are introduced to top management and socialized into the norms and values of the organization.

Chapter 10: Human Resource Management

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*Human Resource Management (HRM):
-Formal systems for the management of people within an organization.

*Human Capital:
-The knowledge, skills, and abilities of employees that have economic value.

* HR Planning Process:

*Job Analysis:
-A tool for determining what is done on a given job and what should be done on that job.

*Selection:

Top middle: Interviews. Middle far left: Background checks. Direct Middle: Personality tests.

*Pre- employment Selection Tools:

*Reliability:
-The consistency of test scores over time and across alternative measurements.
*Vaidity:
-The degree to which a selection test predicts or correlates with job performance.
-Criteria, and content.

*Terination:

*Training:
-Teaching lower-level employees how to perform their present jobs.
*Development:
-Helping managers and professional employees learn the broad skills needed for their present and future jobs.

*Training Methods:

*Performance Appraisal (PA):
-Assessment of an employee’s job performance.

*Feedback:
1.Summarize the employee’s performance, and be specific.
2.Explain why the employee’s work is important to the organization.
3.Thank the employee for doing the job.
4.Raise any relevant issues, such as areas for improvement.
5.Express confidence in the employee’s future good performance.

*Factors affecting Wages:

*Labor Relations:
-The system of relations between workers and management

Chapter 9:

2010-10-18T11:49:00.000-07:00

Organizational Agility:

The Responsive Organization:
*Mechanist Organization:
-A form of organization that seeks to maximize internal efficiency.
*Organic Structure:
-An organizational form that emphasizes flexibility.

Advice Network Reveals Knowledge Flow:

*Strategic Alliance:
-A formal relationship created among independent organizations with the purpose of joint pursuit of mutual goals.

*Learning Organization:
-An organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights.

*High Involvement Organization:
-A type of organization in which top management ensures that there is consensus about the direction in which the business is heading.

The Strategy Triangle:

Customer Relationship Management (CRM):
-A multifaceted process focusing on creating two-way exchanges with customers to foster intimate knowledge of their needs, wants, and buying patterns.

Value Chain (CRM):
-The sequence of activities that flow from raw materials to the delivery of a good or service, with additional value created at each step.

Generic Value Chain:

*Total Quality Management (TQM):
-An integrative approach to management that supports the attainment of customer satisfaction through a wide variety of tools and techniques that result in high-quality goods and services.

*Computer Intergrated Manufacturing (CIM):
-The use of computer-aided design and computer-aided manufacturing to sequence and optimize a number of production processes.

*Flexible Factories:
-Manufacturing plants that have short production runs, are organized around products, and use decentralized scheduling.

*Organizing for Speed: Time based Competition (TBC):
-Strategies aimed at reducing the total time needed to deliver a good or service.

*Time Based Competition:
Just in Time (JIT):
-A system that calls for subassemblies and components to be manufactured in very small lots and delivered to the next stage of the production process just as they are needed.

Chapter 8

2010-10-15T12:47:00.000-07:00

Starting for Final:
Chapter 8:

Fundamentals of Organizing:
*Organization chart:
The reporting structure and division of labor in an organization:

Ceo-> Human Resource-> Middle Management-> Little people.

Conventional Organization Chart:

*Authority:
-The legitimate right to make decisions and to tell other people what to do.

*Steps in effective Delegation:

*Functional Organization:
-Departmentalization around specialized activities such as production, marketing, and human resources.

*Advantages of Functional Organizations:
1. Economies of scale can be realized
2. Effective monitoring of the environment
3. Performance standards better maintained
4. Greater opportunity for specialized training and skill development
5. Technical specialists are relatively free of administrative work
6. Decision making and lines of communication are simple and clearly understood.

*Advantages of Divisional Functional Organizations:
1. Information needs are managed more easily
2. People have a full-time commitment to a particular product line
3. Task responsibilities are clear
4. People receive broader training

*Divisional Organization:

*Matrix Organizational Structure:

*The Network Organization:

*Coordination By Standardization:
-Standardization:
Establishing common routines and procedures that apply uniformly to everyone.

-Formalization:
The presence of rules and regulations governing how people in the organization interact.

*Managing high Information Processing Demands:

MISC

2010-10-09T03:39:00.000-07:00

Psychological Conflict: (ex) Difficulty making a decision.

Non programmed decisions: are New complex decisions that have no "proven" answers.

Why mangers ignore problems: Uncertainty in how much time or energy will be spent upon the project.

Contingency Planning: Having a plan for the way things could possibly work in X- number of years. Or a back up plan.

Individual- Level Conflict: (ex) A fight between employees on the first level of management.

Programmed Decisions: Decisions that have been made before, have correct answers, and can be solved using rules, regulations, and policies.

Demographics: (ex) training to rely on entry level workers is a macroenviromental influence.

Economy: (ex) Global stock markets is an economical macroenvironmental force.

Monitor and Control: A step in the planning process that is sometimes ignored.

Strategic Goals: End results that can relate to long term survival, growth, and value of a company.

Offshoring: When a company moves to another location (wages are lower).

NAFTA: Combined economies of the US, Canada, and Mexico.

IPO: Initial Public Stock Offering.

Franchisee: New Chain Owner.

Bootlegging: Pursuing New ideas on company premises.

Business Jargon from Class.

2010-10-09T03:10:00.001-07:00

A little on the edge

Testy, irritable, and/or nervous reactions while working on a task.

Back against the wall

Last opportunity or chance to perform.

Back burner

Not treated as a top priority; not as important as other matters.

Back pedaling

Attempting to correct a mistake or reverse an action that was unsuccessful.

Ballyhooed

Talked about in an exaggerated way.

Bargaining chip

Situation or circumstances that are used to have an advantage in negotiating.

Been there, done that

Prior experience.

Behind the 8 ball

Actions that leave an unfair advantage on last resort in matters.

Being on the front line

Performing tasks that require technical skills.

Below the belt

Unethical or unfair tactics.

Bottom line

The last line in a profit and loss statement; it refers to net profit or lost.

Brightest days

The best of times for a person or organization.

Bring to the Table

Supplying information or facts that can be helpful when decisions have to be made.

Bull market

Situation where the stock market is increasing in value and investors feel it will continue to grow.

CCO

Chief Customer Officer.

Center stage

A very important position.

Champaign taste

Having a desire to purchase premium products and services.

Circle the wagon

Gathering person(s) who provide support and additional resources against opposing actions.

Climbed the ladder

Promoted to higher-level jobs.

Cost of doing business

Expenses necessary before making profit.

Cool under fire

Ability to complete a task under stressful conditions.

Counting on it

Expecting it.

Do the math

Providing specific facts that aid in concluding or summarizing a decision.

E-mail snooped

When someone other than the addressee reads e-mail messages.

Even playing ground/field

Circumstances and/or talents are identical for all participating parties.

Fine tuning

Giving attention to details or precision before final draft.

Free ride

Receiving a favor without incurring any expenses.

From scratch

From the beginning.

Frosting on the cake

Making a good decision even better with additional perfection.

Go for broke

Attempt that is extreme and usually lacks results or final action.

Going down a slippery slope

Actions that are not guaranteed to be successful; speculation.

Going public

A company making stock ownership available to the general public.

Gone off the deep end

Doing something risky, almost crazy–like jumping into the deep end of a swimming pool when you can't swim.

Goofing off

Accounting system for organizations whose purpose is not generating a profit but serving ratepayer, taxpayers, and others according to a duly approved budget.

Gray area

Alternatives that are not clearly determined as positive or negative actions.

Hard and fast rule

Laws and/or restrictions that are not negotiable.

Hard copy

Copy printed on paper.

Head hunter

Person looking for qualified job applicants for a particular job position.

Hearsay

Rumors within the workplace.

Heart

The most important part of something; the central force or idea.

Heart-to-heart talk

Conversation expressing sincere or truthful opinions.

Hi-powered

Top producer or No.1 ranking.

Hot second

Immediately.

Huddle room

Room in a virtual office design used for private meetings or conversations.

If it isn't broken, don't fix it

Don't risk making things worse by changing things that don't need to be changed.

In the black

Company making profit.

In the red

Company losing money.

Jumped headfirst

Began quickly and eagerly without hesitation.

Key player

Important participant.

Kick back and relax

To make a rest.

Know-how

A level of specific expertise.

Let the chips fall as they may

Attempt best move and hope for a great success.

Level playing field

Treating everyone equally.

Loggers

Persons who logged on to the internet.

Measuring stick

Tool used to evaluate or compare something.

Mint condition

In excellent condition or superior results.

Missing the Boat

Failure to understand and/or interpret an action.

More than meets the eye

More than one can see with his or her own eyes; much is happening that is not visible.

Mouse-click away

Ease of doing something by using the computer or Internet.

Muddy the water

Making things even more difficult than they currently are.

Net meeting

Conference call through computer network system.

Out of the office loop

Out of the line of communication that occurs in the workplace.

Out of the loop

Being left out of communication and/or not being included in the decision-making process within an office.

Pass the "smell test"

Circumstances and/or decisions are not illegal or unethical.

Past the smell test

Decision(s) that does not violate rules or policies.

Pave the way

Process of making a task easier.

Perks

Short for perquisites; compensation in addition to salary, such as day care or a company car.

Piece of the action

A share in the opportunity.

Pink slip

A notice that you've lost your job.

Pitch in

To help as needed.

Poster child

Best example.

Pros and cons

Arguments for and against something.

Pulling rank or file

Using hierarchy rank or organizational title/position authority level for making a demand to a subordinate.

Quid pro quo

Latin phrase meaning "something given in return for something else."

Quite a stir

Something that causes a feeling of concern.

Rally the troops

Person who gathers allies to achieve a task.

Read between the lines

Interpreting information that is not obvious or requires cognitive interpretations.

Rubber meets the road

Actions must produce high results.

Sea of information

Lots of information, often too much to process.

Served notice

Giving notification and/or warning about a task or action not being completed.

Shrinking violet

Potential and/or opportunities are not being used that originally were viewed beneficial.

Snail mail

Mail or messages that are not delivered electronically.

Smoking gun

An issue or other disclosure that proves a person or organization has done something wrong.

State-of-the-art

The most modern type available.

Step up to the plate

Willingness to complete a task or deadline within a short notice.

Take a back seat

Actions or decisions are not top priority.

Telephone tag

To leave a telephone message when you attempt to return a message left for you.

Thinking out of the box

Nontraditional and/or creative ideas or suggestions.

Throwing money out the window

Decisions that are not beneficial that could have even been avoided.

Time in the trenches

Working with the other employees and experiencing what they contend with as opposed to managing from an office and relying solely on reports about what is happening in the workplace.

Time is money

Time devoted to complete a task/job has monetary value.

TMI (too much information)

Providing unrelated information and excessive information prior to a decision.

To take a break

To slow down and do something besides work.

Toys off the table

Attendees at a meeting are not allowed to place dissenting gadgets on conference tables, i.e. cell phones, back bag/laptop.

Trigger-happy

Term that refers to people reacting too fast to the circumstances facing them in a difficult situation.

Turn a blind eye

Ignore something of importance.

Turn the work off

Stop working.

Up for grabs

Opportunities are available for everyone.

Used as a buffer

An example and/or replacement is used as a filler and task is completed.

Walk out the door

Leave the company; quit your job.

Watching over your shoulder

Looking at everything you do.

We want to look you in the eye

Persons are requesting a meeting in person.

Win-win situation

Negotiations in which all parties are pleased with final decisions.

Working out the kinks

Eliminating any restrictions or stumbling blocks before completing a task.

Working under a deadline

Completing a task that has a specific due date.

Your calling

A person's performance on the job that reflects superior skill levels.

24/7 or working around the clock

Working 24 hours 7 days a week.

Chapter 7:

2010-10-04T15:26:00.000-07:00

*Entrepreneur:

-The pursuit of lucrative opportunities by enterprising individuals.

The entrepreneur:

*The Entrepreneur's idea:

-A great product, a viable market, and good timing are essential ingredients in any recipe for success.

*What it takes personally:

1.Commitment and determination

2.Leadership

3.Opportunity obsession

4.Tolerance of risk, ambiguity, and uncertainty

5.Creativity, self-reliance, and ability to adapt

6.Motivation to excel

Entrepreneurial Strategy Matrix:

Management Challenges:

-You might not enjoy it

-Survival is difficult

-Growth creates new challenges

-It’s hard to delegate

-Misuse of funds

-Poor controls

-Mortality

*Business incubators

-Protected environments for new, small businesses.

Chances of Success:

*Opportunity analysis

-A description of the good or service, an assessment of the opportunity, an assessment of the entrepreneur, specification of activities and resources needed to translate your idea into a viable business, and your source(s) of capital.

Oppourtunity:

Outline of a business plan:

Key Factors:

-The people

-The opportunity

-The competition

-The context

-Risk and reward

*Non-capital Resources:

-Legitimacy

-Networks

-Top-Management Teams

-Advisory Boards

-Partners

*Entrepreneurial orientation

-The tendency of an organization to identify and capitalize successfully on opportunities to launch new ventures by entering new or established markets with new or existing goods or services

Chapter 6:

2010-10-04T11:32:00.000-07:00

*The Global Enviroment:

-Other developing countries and regions represent important areas for economic growth.
-The global economy is dominated by countries in three regions: North America, Western Europe, and Asia.

The Global Economy:

*European Unification:
-Europe is integrating economically to form the biggest market in the world.
-Certain structural issues within Europe need to be corrected for the EU to function effectively.

*U.S. Trading Partners Based on Total Imports and Exports:

*Consequences of a Global Economy:
-Expansion of international trade.
-Foreign direct investment (FDI) is playing an ever-increasing role in the global economy.
-Imports are penetrating deeper into the world’s largest economies.
-Companies are finding their home markets under attack from foreign competitors.

*Things to Consider for Off-shoring:
-What is the competitive advantage of the products they offer?
-Is the business in its early stages?
-Can production savings be achieved locally?
-Can the entire supply chain be improved?

*Organizational Models:

Comparison of Entry Mode:

Managing Across Borders:
*Expatriates
-Parent-company nationals who are sent to work at a foreign subsidiary.

Identifying International Executives:

How to prevent failing on a global assignment:

Chapter 5:

2010-09-27T12:07:00.000-07:00

*Ethics
-The system of rules that governs the ordering of values.

Caux Principles:

*Kyosei
-Living and working together for the common good, allowing cooperation and mutual prosperity to coexist with healthy and fair competition.

*Human dignity
-Concerns the value of each person as an end, not a means to the fulfillment of others’ purposes.

Ethical Systems:
*Egoism
-Ethical system defining acceptable behavior as that which maximizes consequences for the individual.
*Utilitarianism
-An ethical system stating that the greatest good for the greatest number should be the overriding concern of decision makers.

*Relativism
-Philosophy that bases ethical behavior on the opinions and behaviors of relevant other people.
*Virtue ethics
-Classification of people based on their level of moral judgment.

*Kohlberg’s model of cognitive moral development
-Perspective that what is moral comes from what a mature person with “good” moral character would deem right.

The Ethics Enviroment:

*Sarbanes-Oxley Act
-An act passed into law by Congress in 2002 to establish strict accounting and reporting rules in order to make senior managers more accountable and to improve and maintain investor confidence.

The Danger signs:
1.Excessive emphasis on short-term revenues over longer-term considerations.
2.Failure to establish a written code of ethics.
3.A desire for simple, “quick fix” solutions to ethical problems.
4.An unwillingness to take an ethical stand that may impose financial costs.

5.Consideration of ethics solely as a legal issue or a public relations tool.
6.Lack of clear procedures for handling ethical problems.
7.Responding to the demands of shareholders at the expense of other constituencies.

A process for Ethical decision making:

Ethical Decsion Making:
*Moral awareness
-Realizing the issue has ethical implications.
*Moral judgment
-Knowing what actions are morally defensible.
*Moral character
-The strength and persistence to act in accordance with your ethics despite the challenges.

The Business Costs of Ethical Failure:

Pyramid of Global Corporate SocialResponsibility and Performance:

*Ecocentric Management

-Goal is the creation of sustainable economic development and improvement of quality of life worldwide for all organizational stakeholders.

*Life-cycle analysis (LCA)
-A process of analyzing all inputs and outputs, though the entire “cradle-to-grave” life of a product, to determine total environmental impact

2010-09-24T11:24:00.000-07:00

Chapter 4:

Planning and Strategic Management:

*Situational analysis
-A process planners use, within time and resource constraints, to gather, interpret, and summarize all information relevant to the planning issue under consideration.

Alternative Goals and Plans:

*Plans
-The actions or means managers intend to use to achieve organizational goals.

*Contingency plans
-sets of actions to be taken when a company’s initial plans have not worked well or if events in the external environment require a sudden change.

Strategic Planning:

1.Where will we be active?
2.How will we get there?
3.How will we win in the marketplace?
4.How fast will we move and in what sequence will we make changes?
5.How will we obtain financial returns

Strategy Map:

Strategic Planning:
*Strategic management
-A process that involves managers from all parts of the organization in the formulation and implementation of strategic goals and strategies.

Strategic Management Process:

Internal Resource Analysis:

Analysis of Internal Strength and Weaknesses:

*Benchmarking
-process of assessing how well one company’s basic functions and skills compare with those of another company or set of companies.
-goal of benchmarking is to thoroughly understand the “best practices” of other firms and to undertake actions to achieve both better performance and lower costs.

SWOT analysis and Strategy Formulation:

*SWOT analysis
-A comparison of strengths, weaknesses, opportunities, and threats that helps executives formulate strategy.

Summary of Corporate Strategies:

Strategy Implementation:
1.Define strategic risks
2.Assess organization capabilities
3.Develop an implementation agenda
4.Create an implementation plan

BCG Matrix:

Chapters 1-3

2010-09-20T11:03:00.000-07:00

Chapter 1:

Global- offices all over the world.
† Means that a company’s talent can come from anywhere
† Internet makes globalization inevitable

Knowledge Management:
-Practices aimed at discovering and harnessing an organization’s intellectual resources
-Knowledge workers

Management
† The process of working with people and resources to accomplish organizational goals.
† Planning process involves management.
† Organizing process involves management.
† Leading process involves management.
† Controlling process involves management.

Top level managers
Middle level managers
Frontline managers

Common Practices of successful executives:
-They ask “What needs to be done?” rather than “What do I want to do?”
-They write an action plan. They don’t just think, they do, based on a sound, ethical plan.
-They take responsibility for decisions.
-They focus on opportunities rather than problems.

Chapter 2:

Materials- metal
Services- Hair cut
Equipment- scissors
Capital- Money, investments
Information- Marketing information and studies

Open systems- Organizations that affect and are affected by their environment.
Microenvironment- Fundamental factors that affect all environments.

Demographic trends:
† Growth of the labor force
† Increasing education and skill levels
† Immigration
† Increased numbers of women in the workforce
† Increasingly diverse workforce

The competitive Enviroment:

Environmental uncertainty
† Lack of information needed to understand or predict the future

Benchmarking
† The process of comparing an organization’s practices and technologies with those of other companies.

Independent Action:

Cooperative Action:

Strategic maneuvering
† An organization’s conscious efforts to change the boundaries of its task environment.

Domain selection
† Entrance to a new market or industry with an existing expertise

Diversification
† Occurs when a firm invests in a different product, business, or geographic area
Mergers
† One or more companies combine with another
Acquisitions
† One firm buys another
Divestiture
† A firm sells one or more businesses
Prospectors
† Continuously change the boundaries or their task environment by seeking new products and markets, diversifying and merging, or acquiring new enterprises
Defenders
† Stay within a stable product domain as a strategic maneuver

Competing Values Model of Culture:

Chapter 3:

Characteristics of Managerial Decisions:

Lack of Structure:
*Programmed decisions
-Decisions encountered and made before, having objectively correct answers, and solvable by using simple rules, policies, or numerical computations.
*Nonprogrammed decisions
-New, novel, complex decisions having no proven answers

Comparisons of Types of Decisions:

*Conflict- tension not always an argument.

The stages of Decision making:

(The Top red should be: Identifying and diagnosing the problem.)

Making the Choice:

*Satisficing
-Choosing an option that is acceptable, although not necessarily the best or perfect
*Optimizing
-Achieving the best possible balance among several goals

Implementing the Decision:
1.Determine how things will look when the decision is fully operational.
2.Chronologically order the steps necessary to achieve a fully operational decision.
3.List the resources and activities required to implement each step.
4.Estimate the time needed for each step.
5.Assign responsibility for each step to specific individuals.

Implementing the Decision continued:

-What problems could this action cause?
-What can we do to prevent the problems?
-What unintended benefits or opportunities could arise?
-How can we make sure they happen?
-How can we be ready to act when the opportunities come?

Barriers to Decision making:

Pros and Cons of using Group decsion making:

Managing Gruop Decsion making:

Constuctive Conflict:

*Cognitive conflict
-Issue-based differences in perspectives or judgments.
*Affective conflict
-Emotional disagreement directed toward other people.

*Devil’s advocate

-A person who has the job of criticizing ideas to ensure that their downsides are fully explored

*Dialectic
-A structured debate comparing two conflicting courses of action.

Brainstorming:

*Brainstorming
-A process in which group members generate as many ideas about a problem as they can; criticism is withheld until all ideas have been proposed.

2010-08-30T12:30:00.001-07:00

This is my blog for principles of managment, a course at Kirkwood Community College.