New User Special Price Expires in

Let's log you in.

Sign in with Facebook


Don't have a StudySoup account? Create one here!


Create a StudySoup account

Be part of our community, it's free to join!

Sign up with Facebook


Create your account
By creating an account you agree to StudySoup's terms and conditions and privacy policy

Already have a StudySoup account? Login here

MGT 361

by: Kimberly Scott

MGT 361 MGT 361

Kimberly Scott

GPA 3.8

Preview These Notes for FREE

Get a free preview of these Notes, just enter your email below.

Unlock Preview
Unlock Preview

Preview these materials now for free

Why put in your email? Get access to more of this material and other relevant free materials for your school

View Preview

About this Document

These notes cover the last week of class. Chapters 3 and 4.
Management 361
Mr. Pendel
Class Notes
25 ?




Popular in Management 361

Popular in Business, management

This 4 page Class Notes was uploaded by Kimberly Scott on Tuesday February 2, 2016. The Class Notes belongs to MGT 361 at a university taught by Mr. Pendel in Spring 2016. Since its upload, it has received 12 views.

Popular in Business, management


Reviews for MGT 361


Report this Material


What is Karma?


Karma is the currency of StudySoup.

You can buy or earn more Karma at anytime and redeem it for class notes, study guides, flashcards, and more!

Date Created: 02/02/16
1/28 Chapter 3 notes Society and the law:  Society’s definition of “fair treatment” is in constant flux.  Definition varies in different cultures  Laws/government offer guidelines  Complying with laws is not enough Concerns of the labor force: “Fairness creates the feeling of trust that’s needed to hold a good workplace together.” Employees express their concerns:  When they choose an employer  When they decide to stay or leave  Through surveys and grievance systems Conditions to be met for employees to perceive formal procedures as fair: Pg. 79 Job as HR: Keep company out of harms way so no one sues. Ex: woman brings gun to work because she’s afraid her husband will shoot her. Need to handle it so others still feel comfortable going to HR. Each situation has different circumstances. Reactions to unjust treatment  Quit  Stay  Seek revenge  Talk to others in the organization  Complain to external authorities  Tell your friends about how unjustly you are treated Legal means to ensure fair treatment:  Federal laws o Title VII of the civil rights Act of 1964  Do discrimination o Age discrimination in Employment Act of 2967 o Americans with disabilities Act 1990  Because you are in a wheelchair, you can't automatically be disqualified from a job if you have all qualifications for that job.  Outside of workforce too: curbs, handicapped seating, etc.  Ex: accounting department is on second floor – wheel chaired people unable to get there so they were unable to be a part of the accounting dept. o State laws  State and federal don’t have to be equal  Sometimes state laws are more restricted than federal.  May apply to businesses with fewer employees than those covered by federal laws.  May offer greater protection to employees o Executive orders  President is only person who can make these  Specifying rules and conditions for doing business w/ the government o Administrative agencies  Agencies promote rules, guidelines, and standards to enforce the law.  EEOC  OSHA  NLRB o Legal precedents  Employment at will: pg. 89  Not a law- it’s a doctrine  An employer’s right to terminate employees for any reason.  Either party can sever the relationship at will  Limits to employment at will:  Civil rights act  Age discrimination act  Americans with disabilities act  Labor relations act Equal Pay Act: Regardless of who you are, if you have the same job, you should be making the same amount of money. Major federal employment laws and regulations: Exhibit 3.3 Trends in discrimination charges: dropped in 2005 because there were a lot of people getting laid off and they filed discrimination charges. Settling disputes:  Options for resolving outside of court: o Company grievance procedures o Mediation and arbitration o On-line dispute resolution Diversity and inclusion initiatives for ensuring fair treatment:  Diversity management initiatives  Creating a culture of inclusion Economic benefits of diversity 2 kinds of harassment: 1. Quid pro quo: “if you want this job, you have to…” 2. Hostile work environment Harassment:  Conduct that creates a hostile, intimidating or offensive work environment  Unreasonably interferes with an individuals work  Adversely affects and individual’s employment opportunities Chapter 4 Notes Reacting to and anticipating a change: Degree of change:  Radical change o Major adjustments in the ways the firm does business  Incremental change o Evolves over time from many small routine changes Timing of change:  Reactive change o Forced radical or incremental action  Anticipatory change o Action taken in anticipation of upcoming events or early in the cycle of a new trend The elements of HR planning 1. Scanning and assessing the external and internal organizational environments 2. Specifying the objectives to be achieved by HR activities along with measures to be used to assess the achievement of those objectives 3. Developing specific plans for HR policies and practices, along with timetables for implementing those plans. Most important part: Review, revise and refocus your efforts. Scanning and assessing environments  External environment elements: o Globalization o Political landscape o Labor markets o Unionization o Legal institutions *HR objectives must be tied to strategic business goals Business objectives focus attention on: Employees needed for growth or decline of the firm Competencies and behavior for higher performance Higher levels of productivity Metrics: Measure the effectiveness of anything you’re doing Talent management plans:  Succession planning o Ensures positions can be filled when vacancies occur  Talent pool o List of employees with high potential for advancement  Replacement charts o List of key jobs, incumbents and names from employee talent pool. Reasons for resistance to change: fear, misunderstandings, and cynicism. Forms of resistance: criticism, malicious compliance, sabotage, and silence.


Buy Material

Are you sure you want to buy this material for

25 Karma

Buy Material

BOOM! Enjoy Your Free Notes!

We've added these Notes to your profile, click here to view them now.


You're already Subscribed!

Looks like you've already subscribed to StudySoup, you won't need to purchase another subscription to get this material. To access this material simply click 'View Full Document'

Why people love StudySoup

Bentley McCaw University of Florida

"I was shooting for a perfect 4.0 GPA this semester. Having StudySoup as a study aid was critical to helping me achieve my goal...and I nailed it!"

Janice Dongeun University of Washington

"I used the money I made selling my notes & study guides to pay for spring break in Olympia, Washington...which was Sweet!"

Jim McGreen Ohio University

"Knowing I can count on the Elite Notetaker in my class allows me to focus on what the professor is saying instead of just scribbling notes the whole time and falling behind."


"Their 'Elite Notetakers' are making over $1,200/month in sales by creating high quality content that helps their classmates in a time of need."

Become an Elite Notetaker and start selling your notes online!

Refund Policy


All subscriptions to StudySoup are paid in full at the time of subscribing. To change your credit card information or to cancel your subscription, go to "Edit Settings". All credit card information will be available there. If you should decide to cancel your subscription, it will continue to be valid until the next payment period, as all payments for the current period were made in advance. For special circumstances, please email


StudySoup has more than 1 million course-specific study resources to help students study smarter. If you’re having trouble finding what you’re looking for, our customer support team can help you find what you need! Feel free to contact them here:

Recurring Subscriptions: If you have canceled your recurring subscription on the day of renewal and have not downloaded any documents, you may request a refund by submitting an email to

Satisfaction Guarantee: If you’re not satisfied with your subscription, you can contact us for further help. Contact must be made within 3 business days of your subscription purchase and your refund request will be subject for review.

Please Note: Refunds can never be provided more than 30 days after the initial purchase date regardless of your activity on the site.