BADM 310 Part 2

October 7 th

Communication

Sharing info between two or more individuals to reach common understanding

Transmission

Message—Encoding—Medium—Decoding by Receiver—Receiver(now sender)—Message

Feedback

Message—Encoding-- Medium—Decoding by sender (now receiver)—Sender—Message

Perception

Subjective process thru which people SELECT, ORGANIZE, and INTERPRET sensory input to give meaning and order

Actively interpret sensory input and treat it as reality Influence encoding and decoding

Characteristics of Perceiver

Personalities Values Attitudes Moods

Perceptual Biases

Stereotypes o Simplified and inaccurate beliefs about the characteristics of groups of people

Selective perception o Attention to some stimuli and ignore others

Perceptual Seto Perceptions shaped by expectations of perceiver

Confirmation Biaso See what you expect to see

Medium

Information Richness Time required Paper trail for later referencing

Information richness

Amount of info that a communication medium carries Extent to which medium allows sender and receiver to have common understanding

o Face to Face Nonverbal and verbal cues Management by wandering around – Walks around and informally asks

about issues and concernso Spoken communication electronically transmitted

Tone, emphasis, quick feedback No visual nonverbal cues

o Personally addressed written communicationo Impersonal written communication

Choosing Medium

High Info Richnesso Lacks paper trailo Higher cost/timeo Important, Sensitive, Complex

Jargon

Specialized language that members develop to facilitate communication Barrier to effective communication Power move

Filtering

Withhold part of message

Info Distortion

Change meaning of message as it passes thru senders and receivers

Active Li

Avoid interrupting Empathetic Don’t over-talk No distracting action or gestures Paraphrase Head nods and appropriate facial expressions

Linguistic style Person’s characteristic way of speaking

October 5 th

Organizational Politics

How you use your influence to get what you want, achieve goals within the org

Managing and Resolving onflict

Overcoming resistance Conflict – One party resists another

Power and Leadership

Power – Basis by which the leader influenced otherso Currency of politics

Influence – Spending your currency

Sources of Positional Power

Formal Authority – Position in org hierarchy (legitimate, coercive, reward) Relevance – Closely aligned with or controlling activities crucial to performance Centrality – Occupying central positions in important networks

Sources of Personal Power

Expertise – Task or org relevant competencies Track Record – Demonstrated accomplishments Referent – Others find appealing that they identify with

o Committed, idealistic, beautiful, famous Effort – Perception of commitment and expertise

Approaches to Negotiation

Distributive

-Fixed pie they need to divide

Integrative

-Not a fixed pie where both can get what they want

Superordinate goals

Goals that both parties agree to regardless of the source of their conflict

September 30th

Organizational Conflict

Goals, interests, value, perceptions, or styles of people that are incompatible Conflict isn’t necessarily bad Moderate Conflict

Relationship Conflict

About the people Gets personal Dysfunctional Based on personal styles Becomes about winning over resolution

Task Conflict

About the decisions the group makes Moderate levels can be functional

Process Conflict

How the group works Occasional process conflict is functional Improves how the group gets the work done

Sources of Organizational Conflict

Incompatible goals and time horizons Difference in perceptions (fundamental)

o Complexity and ambiguity of org life disagree about how to interpret problems Overlapping horizon Task interdependencies

o One member fails to finish task which another member depends on Incompatible evaluation or reward systems Scarce resources

o Allocation Status inconsistencies

o Individuals and groups have higher org status leading to conflict with low status

October 12th

HRM

- Recruitment and selection- Training and development- Performance appraisal and feedback- Pay and Benefits- Labor relations

Strategic HRM

- Consistent with the org’s architecture strategy and goals- Build competitive advantage

o Contrast with HRM as personnel where the focus is on administering policies- Line Manager

o Directly involved in production and sales of products and services- Staff Manager

o Support the line o Finance, Marketing, R&D

- Recruitmento Activities that managers engage in to acquire talent

Driven by org strategy and goals Overall needs of org Individual job analysis Forecast current and future staffing needs

o Internal Recruiting Hire existing employees

Capabilities and Fit, Culture of org, Evidence of career path and morale

Expensive on the job learning & don’t know about new job performance

o External Recruiting People not worked at firm before

Accesses large applicant pool, New skills and expertise, Fresh ideas

Expensive search & technical capabilities and fit unknown

- Selectiono Background info o References

o Paper and Pencil testo Physical ability testso Performance testso Interviews

- Reliability o Degree to which the tool measures the same thing each time

- Validity o Degree to which the test measures what it is supposed to measure

Realistic Job Preview

- Honest assessment of the advantage and disadvantages of a job and org

Training

- Perform well in current jobo Classroom instruction o On-the-job training

Development

- Enable members to take on new responsibilitieso Formal Education o Varied work experiences

Action Learning

- Training designed to link conceptual learning with actual job tasks

Performance Appraisal

- Evaluate job performance and org contributions

Performance Feedback

- Managers share performance appraisal and develop future plans

Illusory Superiority Bias

- Lake Wobegon Effect – everyone is above average- Performance evaluation

Objective

- Measurable results

Subjective

- Perspective - Evaluate behavior over traits- Job-related behaviors- Avoid overall judgments or citing outlying incidents

Forced Ranking

- Manager is required to categorize employees in a standardized way

October 14 th

Feedback us problem solving not criticizing Set time for agreed changes Confidence in ability to approve Focus on behavior/outcome

Diversity

- Experienced and continue to experience unfair treatment - Women in the work place

o US workforce 47% female o Median Earning are 80% of men’so Hold only 15% of corporate officer positions o Evidence shows that female managers outperform male managers

Distributive Justice

- Fair distribution of pay, promotions, and org resources based on individual contributions over personal characteristics

- Focuses on outcomes

Procedural Justice

- Moral principle calling fair procedures in determination of distribution of outcomes to org members

- Focuses on process

- Carefully appraise subordinate performance

Overt Discrimination

- Knowingly and willingly denying diverse individuals access to poos and positive outcomes

- Unethical and illegal

Reasons diversity is difficult to manage

- Perceptions- Social Processes

o Homophily – attraction to similar others- Schema

o Abstract knowledge structure stored in memory. Helps organize and interpret info - Stereotypes

o Simplistic and often inaccurate beliefs about the typical char. of groups of people -

October 21 th

- Ethicso Inner guiding moral principles

- Dilemmao When deciding what to do a behavior goes against your morals

- Ethics and the Lawo Laws arise from ethical beliefs o Not sufficient in covering all situationso Neither are fixed principles

- Stakeholderso Want different things

Leads to ethical dilemmaso Customers

Most critical Want reliability and value

o Managers Use financial capital and human resources to increase performance Expect rewards = performance Juggle interests of multiple stakeholders

o Utilitarian Produce greatest good for greatest number of people

o Justice Distribute benefits and harm among people in a fair, equitable, and

impartial mannero Practical

A manager has no hesitation about the decision and communicating to people outside the company because it is acceptable by society

- Moral Rightso Maintain and protect the fundamental rights and privileges of people

- Trusto Willingness of one person or group to have confidence in another person

- Reputationo Esteem or high repute that is gained when behaved ethically

- Business Ethicso Occupational

Standards that govern how members of a profession should conduct themselves when performing work-related activities

o Organizational Guiding practices and beliefs thru which a company and managers view

their responsibility Top managers determine company ethics

o Societal o Individual

Personal values influenced by family, peers, etc. - Top Management Behaviors

o Goals and appraisals o Audits and protectionso Org culture o Disciplinary Actionso Training Programso Code of Ethics and Policies

- Social Responsibilty o Defensive o Proactiveo Accommodative

Behave legally and ethically Balance stakeholder interests