MGMT310 - Exam 4 Study Guide
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This 6 page Study Guide was uploaded by Heather O'Connor on Thursday January 22, 2015. The Study Guide belongs to a course at University of Arizona taught by a professor in Fall. Since its upload, it has received 42 views.
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Date Created: 01/22/15
310A Exam Four Study Guide Be sure you know all of the in class activities videos etc As you study think about how to apply the ideas to specific management situations You don t need to know specific business examples unless they were discussed for more than a minute or so in class You don t need to know the exhibits in the book unless they were also in the PowerPoint slides Exam 4 has 40 questions for a total of 125 points Chapter 13 Managing Change 0 Forces of change 0 Planned change occurs when managers develop and install a program that serves to alter organizational activities in a timely and orderly way I greater commitment of time and resources I goals improving the ability of the organization to adapt to changes in its environment amp changing the behavior of individuals and groups in the organization 0 Reactive change occurs when managers simply respond to the pressure for change when it comes to their attention I hurried and less expensive I small day to day problems 0 External versus internal forces of change 0 Some external forces for change I Globalization I The growing diversity of the workforce I The explosion of the Internet I New legislation I Changing customer desires and expectations I Heightened levels of competition 0 Some internal forces for change I Performance gaps I New leadership I A new mission I Employee pressures Change Agent 0 Persons who act as catalysts and assume the responsibility for managing change activities Change process Understanding and implementing the steps will increase chance for success for managers Lewin s Change Model Phase 1 Unfreezing Create High Felt Need for Change Phase 2 Changing Minimize Resistance to Change Change People Tasks and Structure Encourage Ongoing Support Phase 3 Refreezing Reinforce Outcomes Constructive Modification Kotter s Eight Step Model for Change page 491 slide 8 Step 1 Establishing a Sense of Urgency Step 2 Forming a Powerful Guiding Coalition Step 3 Creating a Vision Step 4 Communicating the Vision Step 5 Empowering Others to Act on the Vision Step 6 Planning for and Creating Short Term Wins Step 7 Consolidating Improvements and Producing Still More Change Step 8 Institutionalizing New Approaches Source of individual resistance 0 Self interest Uncertainty Lack of Understanding and Trust Differing Perceptions Lack of Tolerance for Change Rejection of Change Source Habit Self Interest Tactics to overcome resistance to change 0 0 Education amp Communication Explaining the need for and the logic of the change Participation amp Involvement Having members participate in the planning and implementation of change Facilitation amp Support Gradual introduction of the change process and provision of support to people affected by the change Negotiation amp Agreement Negotiating or bargaining to win acceptance or reduce resistance to change Manipulation and Cooptation Covertly steering individuals or groups away from resistance to change Coercion Demanding that members support the change or be threatened wit the loss of rewards and resources Burning platform 0 A dramatic vivid demonstration that the current situation is unacceptable 0 Ex plummeting profits competitive threats irate customers lawsuits Best practices for Managing Change 0 0 consider the combined effects of different kinds of change concentrate on a few processes that really count 0000000000 0 find allies who will help you to counter critics and conservatives to make change easier to accept introduce it in stages do not readily abandon failing projects reorient revise and reinforce find a few key measures to best judge success if it takes complex reasoning to justify change abandon it if you make promises about change keep them never assume that you know what people are thinking ask them use regular progress meetings to highlight achievements always be frank about the possible adverse effects of change monitor employee morale closely and act if it starts to deteriorate err on the side of excess when celebrating success 0 Organizational Development techniques to make something more effective 0 Organization DevelopmentOD An effort planned organization wide and managed from the top to increase organization effectiveness and health through planned interventions in the organization s process using behavioral science knowledge 0 OD process 1 egeww Identify a Need for Change Select a Technique for Change Gather Top Management Support Plan the Change Process Overcome Resistance to Change Evaluate the Change Process 0 Overcoming Resistance 0 O 0 Identify potential sources of worker resistance to a change Involve workers in the design of the change Develop and implement a comprehensive communications plan for educating workers about the change Provide support for workers who will be implementing the change Training Budget Direction etc Offer rewards to workers for successfully implementing a change Reinforce the change by realigning jobs processes systems and organization culture with the change Chapter 14 Looking Ahead Know amp understand concepts definitions of 0 Internships O O 0 Any carefully monitored work or service experience in which an individual has intentional learning goals and re ects actively on what he is learning throughout the experience Hands on training Trying out period to see if you fit before committing long term MOOC Massive Qpen inine Course 0 Information available on the internet taken through a course A way to connect and collaborate while engaging in the learning process Chapter 15 HR Management Human resource planning 0 Human Resource Management managing of human skills and talents to make sure they are used effectively and in alignment with an organization s goals I what do HR Managers do 0 provide guidance and advice 0 provide service create and implement policies advocate for employees I what does the HR Department do 0 planning and alignment plan for the human side of the organization s operations having the right amount of employees to be capable of performing its activities and operations efficiently plan objectives for employees to work towards staffing preparing compensation offers orchestrating cultural change 0 Strategic HR Planning page 557 I managers must forecast future labor supply and demand I access to the knowledge skills and abilities it needs at the times these human capacities are needed I needs are fulfilled through employment contracting and partnerships I takes into account the risk that having an insufficient or unqualified workforce poses to the organization s competitive advantage Job specification 0 Job Analysis providing detailed job descriptions and specifications through written material direct observation interviews and structured questionnaires I job description daily tasks duties expected from the job I job specification KSAs knowledge skills abilities attitudes needed to perform the job 0 Off the job training In a classroom 0 On the job training Shadowing internships Hand on simulation Work sample 0 Bundling Having more than one goal at a time to be more efficient 0 Training Needs Assessment 0 Most important step in developing training which is why premade training programs so often miss the mark 0 Assessment from 3 levels of analysis I Organizational Analysis I Person Analysis I Task Analysis Read FORBESSLON REVIEW to be a better measurer o SWOT Analysis there s a difference if you do it for a team for a company and for yourself Organizational Analysis 2 Selection Methods References Work Sample Tests Assessment Centers Physical Tests Written Tests Drug Tests f Interviews Validity measures what it is supposed to measure 3 KSA a Knowledge Skills Abilities b Special qualifications and personal attributes that you need for a job 4 Training methods a Presentation Mediums b Hands on Techniques c Team building Exercises ex Rope climb bonding 5 360 degree evaluation a Pool feedback from all of the employee s customers 1quot 99962 Top management Internal customer Manager Suppliers Internal customer External customer Employee Subordinates Clients Internal customer l External customer l Other department representatives Internal customer Coworkers or team members Internal customer 6 Evaluation selection methods a Use multiple evaluators to overcome rater biases b Evaluate selectively based on evaluator competence c Train evaluators to improve rater accuracy d Provide employees with due process We re not lazy we re EXHAUSTED Chapter 16 Balancing Work and Life Put the steps in order 0 Dr G s five step model Step 1 Identify Priorities 0 Identify what success means to YOU Step 2 Set Goals Use SMART goals Set personal amp career goals 0 Managers Create exible work options offer benefits career planning workshops Step 3 Assess the present Use SWOT Analysis Assess time use Step 4 Make and take action Plans 0 Personalize success Set boundaries 0 Manage time Seek personal and work life mentors and BE a mentor Step 5 Evaluate the results Ask someone to help create accountability Reinforce yourself for success
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