Management Test

the process of determining, through observation and study, the relevant information relating to the nature of a specific job. Need to do this to select the right people.

identify tasks, duties, response, and performance expectations

knowledge, skills, abilities, and other characteristics a person needs to bee successful on a job

Part 1 of a Job Analysis - contains basic information about each employee including (skills, qualifications, salary and job history, company data, capacity of individual, special preferences) Want to have the right people in the right position in the right time
Question: Where are we now?

Part 2 of a Job Anaylsis - Question: Where do we want to go? Attempts to determine future HR needs

Part 3 of a Job Analysis - Final Phase, Transitional activities, current trend(downsizing)

prohibits wage discrimination on the basis of sex - all else equal - women must make the same as men

eliminate employment discrimination related to race, color, religion, sex, or national origin in organizations that conduct intersate commerce.

the right of all people to work and to advance on the bases of merit, abilit, and potential.

protects people between 40 and 70 - no mandatory retirement at age 65

prohibits discrimination in hiring of individuals with disabilities by federal agencies and federal contractors.

gives indiviuals with disabilities sharply increased access to services and jobs. - protects people with disabilities - organizations must accomodate people with disabilities as long as it doesnt make a hardship

permits women, minorities, persons with disabilities, and persons who are religious minorities to have a jury trial and sue for punitive damages of up to 300K if they can prove they are victims of intentional hiring or workplace discrimination

Enables qualified employees to take prolonged unpaid leave for family and health related reasons without fear of losing their jobs

providing preferential treatment for one group(minority) over another group(majority) rather than merely providing equal opportunity.

provide a sample of behavior that is used to draw inferences about the future behavior or performance of an individual

measure a person's capacity or potential ability to learn - IQ test

measure the job related knowledge possessed by a job applicant

measure how well the applicant can do a sample of work to be performed

designed to determine how a person's interests compare with the interests of successful people in a specific job

measure a person's strength, dexterity, and coordination - must be necessary for the job

attempt to measure personality characteristics

lie detector - record physical changes in the body as the test subject answers a series of questions

extent to which a test predicts a specific criterion

consistency or reproducibility of the results of a test

most valid type of interview - conducted using a prederemined outline

a variation of the structured interview - the interviewer prepares the major questions in advance but has the flexibility to use such techniques as probing to help assess the applicant's strengths and weaknesses

a variation of the structured interview - uses projective techniques to put the prospective employee in action situations that might be encountered on the job

a variation of the structured interview - what did you do in your past that shows how you would do it in the future - or show that you might have learned from mistakes

interviews conducted without a predetermined checklist of questions - least Valid

3 interviewing techniques

5 suggestions for conducting effective interviews

the degree of attraction among group memebers or how tightly knit a group is

factors that affect the cohesiveness of informal work groups (7)

4 phases of team development

a phase of team development - 1. occurs when the team members first come together

a phase of team development - 2. involves a period of disagreement and intense discussion as members attempt to impose their individual viewpoints on the rest of the group

a phase of team development - 3. the team develops the informal rules that enable it to regulate the behavior of the team members

a phase of team development - 4. the team becomes an effective and high performing team only if it has gone through the 3 pervious stages

People can keep job and work at 20-30% capacity - a hightly motivated person can work at 80-90% capacity - the importance of motivation

based on the assumption that individuals are motivated to satisfy a number of needs and that money can directly or indirectly satisfy only some of these needs

hierarchy of needs from top to bottom are (5)

Frederick Herzberg - 1st factor - aspects that are better than others ( make us feel good)-achievement, recognition, responsibility, advancement, and job characteristics Second factors - negative (work environment) - interpersonal relations

giving an employee more of a similar type of operation to perform

the practice of periodically roatiting job assignments within the organization

upgrading the job by adding motivator factors

developed by Victor Vroom - employee beliefs about the relationship among effort, performance, and outcomes as a reslut of performance and the value of employees place on the outcomes determine their level of motivation

employees belief that his or her effort will lead to the desired level of performance

emplyees belief that attaining the desired level of performance will lead to the desired rewards

employees belief about the value of rewards

B.F. Skinner - if reward or punish it motivates 4 types: positivie, avoidance, extinction, punishment

providing a positive consequence as a relut of desirable behavior

giving a person the opportunity to avoid a negative consequence by exhibiting a desirable behavior ( aka negative reinfrcement)

employees recieve positive reinforcement that encourages negative action - cut throat environment - providing no positive consequences or removing perviously provided positive consequences as a result of undesirable behavior

providing a negative consequence as a result of undesireable behavior

belief that satisfied employees = good performance
research rejects this popular view
satisfaction and motvation are not identical
recruiting satisfied employees is successful

Why practice Management Control???? Alert managers to potential critical problems
Five actions for managers:

methods, sometimes called steering controls, attempt to prevent a problem from occurring - process or means to output is just as important as the output

also called screening controls, focus on things that happen as inputs are being transformed into outputs

methods are designed to detect existing problems after they occur but before they reach crisis proportions- most controals are like this

statement of expected results or requirements expressed in financial or numerical terms

most widely used type of control - dangers are inflixibility, inefficiencies, "padded"(buy things you don't need to get higher budget for next year)

answer to budgetary control issues - requires each manager to justify an entire budget request in detail, ingorder items

method requires the manager to keep a written record of incidents, as they occur, involving job behaviors that illustrate both stisfactory and unsatisfactory performance of the employee being rated.

a ranking method where you simply rank employees

a ranking method where you compare each person to every other person in a group

a ranking method - bell curve

a ranking method where everyone rates everyone - potential for sabatoge

a potential error in performance appraisials - grouping of ratings at the positive end of the scale instead of spreading them throught the scale

a potential error in performance appraisials - occcurs when performance appraisal statistics indicate that most employees are evaluated similaly as doing average or above average work

a potential error in performance appraisials occurs when perfornace evaluations are based on work performed most recently, generally work performed one to two months before evaluation

a potential error in performance appraisials - a positive or negative characteristic and generalize

a potential error in performance appraisials - 3 other things that can cause errorss

relative term that means different things to different people

4 most important areas for quality

pioneered in Japan, schedules materials to arrive and leave as they are needed

integrating different cultures and backgrounds

reasons for creating diverse workforce (4)

the ability to produce more of a good than another producer with the same quantity of inputs

producers should produce goods they are most efficient at producing and purchase from others the goods they are less efficient at producing

goods and services that are sold abroad

goods and services purchased abroad

difference between the value of the good a country exports and the value of the goods it imports

export more than import (China)

import more than export(U.S.) although we are the largest importer and exporter

government imposed taxes charged on goods imported into a country

restrictions on the quantity of a good that can enter a country

a total ban on the import of a good from a particular country

a region within which trade restictions are reduced or eliminated

Lewins Three Step Model for Change

Six reasons for resisting change

an organization that is committed to creating, aquiring, and transforming knowledge

Three broad areas that are expected to affect management in the 21st century

increases productivity, decreases costs, ability to hire best talent regardless of location, quickly solve problems with dynamic teams, more easily leverage both static and dynamic staff, improves the work environment, better balance of personal and professional lives, provides competitive advantage

leaders must move to a trust method, new forms of communication and collaboration required, management must enable learning culture, staff re-education may be required, it can be difficult to monitor employee behavior

a set of moral principles or values that govern behavior

occurs when an individual takes a backward looking or relective perspective to determine whether the ethical situation at hand is related to a similar case and or the rules governing it

occurs when an individual takes a forward looking perspective and compares the perceieved choice alternatives and their consequences on key judging criteria

Three distict schools of thought for social responsibility

makes it illegal for companies to monopolize trade

makes it illegal to charge different prices to different wholesale customers

bans unfair or deceptive acts or practices indluding false advertising

refers to the ownership of ideas, such as inventions, books, movies, and computer programs

the obligation that individuals or businesses have to help solve social problems