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This 5 page Study Guide was uploaded by Cheyenne Telleri on Monday March 30, 2015. The Study Guide belongs to MGT 300 at University of Alabama - Tuscaloosa taught by in Spring2015. Since its upload, it has received 448 views.
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Better than the professor's notes. I could actually understand what the heck was going on. Will be back for help in this class.
-Dr. Juston Mante
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Date Created: 03/30/15
MGT 300 Test Job description Values Big 5 Personality Iob Preview Lewin s Unfreezing Burnout Affirmative Action Herzberg s Two Factor Expectency Self Serving Bias Stereotyping Hostile Work Environment Positive Reinforcement Jim Collins Stages of Decline NEWS Apple added to Dow Jones industrial average Mcdonalds same store sales decreased 4 Ebay SAP video in class Who moved my cheese video in class change happens Net ix want hard workers no specified vacations lenient with schedules Target cutting jobs investing in technology Lumber liquidators decreased 22 Monday increased 6 Tuesday decreased 11 Today on 60 minutes formaldehyde levels high saving 15 cost down 62 this year in stock Google with wireless networks sprint or Tmobile Walmart gender discrimination Chapter 9 0 Human Resource Management 0 Plan Recruit Select Orient Train Develop o AppraisePerformance ob description 0 summarizes what the holder of a job does and why they do it lob specification 0 describes the minimum qualifications a person must have to perform a job successfully Discrimination OOOOO 0 occurs when people are hired or promoted or denied hiring or promotion for reasons not relevant to the job Affirmative action 0 focuses on achieving equality of opportunity within an organization including establishment of minority hiring goals Adverse impact 0 occurs when an organization uses an employment practice or procedure that results in unfavorable outcomes to a protected class Disparate treatment 0 results when employees from protected groups are intentionally treated differently Hostile environment offensive work environment Internal recruiting means making people already employed by the organization aware of job openings External recruiting means attracting job applicants from outside the organization Performance appraisal 0 consists of assessing an employer s performance and providing him with feedback Promotion moving upward Transfer moving sideways Disciplining amp Demotion the threat of moving downward Dismissal moving out of the organization Chapter 10 Reactive change 0 making changes in response to problems or opportunities as they arise Proactive change 0 involves making carefully thoughtout changes in anticipation of possible or expected problems or opportunities 0 also called planned change Forces of change Demographic characteristics Market changes Technological advancement Shareholder amp customer demands Supplier practices Social amp political pressures Reason Employees Resist Change Individual s predisposition toward change Surprise and fear of the unknown Climate of mistrust Fear of failure Loss of status or job security Peer pressure Disruption of cultural traditions or group relationships Personality con icts Lack of tact or poor timing Nonreinforcing reward system LEWINS CHANGE MODEL Unfreezing 0 creating the motivation to change Changing 0 learning new ways of doing things Refreezing 0 making the new ways normal Organization development OD 0 set of techniques for implementing planned change to make people and organizations more effective Chapter 11 Big 5 Personality Dimensions ExtroversionIntroversion 0 how outgoing talkative sociable and assertive a person is Agreeableness 0 how trusting goodnatured cooperative and softhearted one is Conscientiousness 0 how dependable responsible achievementoriented and persistent one is Emotional stability 0 how relaxed secure and unworried one is o How one handles stress Openness to experience 0 how intellectual imaginative curious and broadminded one is Values 0 abstract ideals that guide one s thinking and behavior across all situations Stereotyping o tendency to attribute to an individual the characteristics one believes are typical of the group to which that individual belongs o sexrole age race ethnicity Halo effect 0 forming an impression of an individual based on a single trait Burnout 0 state of emotional mental and even physical exhaustion o consequence of stress being overwhelmed Chapter 12 Why is motivation important join your organization You need to instill in talented prospective workers the desire to come to work for you 2 Stay with your organization Whether you are in good economic times or bad you always want to be able to retain good people 3 Show up for work at your organization In many organizations absenteeism and lateness are tremendous problems 15 4 Be engaged while at your organization Engaged employees produce higher quality work and better customer service 5 Do extra for your organization You hope your employees will perform extra tasks above and beyond the call of duty be organizational good citizensquot Maslow s Heirarchy of Needs Physiological Safety Belongingness Esteem Selfactualization The Three Needs Need for achievement 0 desire to achieve excellence in challenging tasks Need for affiliation o desire for friendly and warm relations with other people Need for power 0 desire to be responsible for or control other people TwoFactor Theory 0 proposed that work satisfaction and dissatisfaction arise from two different factors work satisfaction from socalled motivating factors and work dissatisfaction from socalled hygiene factors 0 Motivation comes from the work satisfaction 0 Demotivation comes from hygiene needs not being met Expectancy Theory Expectancy o belief that a particular level of effort will lead to a particular level of performance Instrumentality o expectation that successful performance of the task will lead to the desired outcome Valence o the value a worker assigns to an outcome Iob simplification the process of reducing the number of tasks a worker performs Iob enlargement consists of increasing the number of tasks in a job to increase variety and motivation Iob enrichment consists of building into a job such motivating factors as responsibility achievement recognition stimulating work and advancement Reinforcement theory 0 attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated whereas behavior with negative consequences tends not to be repeated 0 Incentive Compensation Plans Piece rate 0 employees paid according to how much output they produce Sales commission 0 sales reps are paid a percentage of the earnings the company made from their sales Bonuses 0 cash awards given to employees who achieve specific performance objectives pro t sharing the distribution to employees of a percentage of the company s profits gainsharing the distribution of savings or gains to groups of employees who reduced costs and increased measurable productivity stock options certain employees are given the right to buy stock at a future date for a discounted price pay for knowledge employee pay is tied to the number of job relevant skills or academic degrees they earn
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