based on principles of logic, order, and legitimate authority
Q: Behavioral\/Human Resource Management Approaches
Answer:
Organizations as Communities, Maslow’s Hierarchy of Needs, Personality and Organizations,
Theory X, Theory Y, Hawthorne Studies
Q: Organizations as Communities
Answer:
Companies in which have a focus on a healthy social well-being
Q: Maslow’s Hierarchy of Needs
Answer:
A need a person feels compelled to satisfy. physiological, safety, love\/belonging, esteem, selfactualization
Q: Theory X
Answer:
Assumes workers dislike work, lack ambition, are irresponsible etc.
Q: Theory Y
Answer:
Assumes workers like work, strive with ambition, etc.
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<\/a><\/figure>\n\n\n\nWorkforce Diversity
describes the composition of a workforce in terms of gender, age, race, ethnicity, religion, sexual orientation, and able-bodiedness.<\/p>\n\n\n\n
Prejudice Discrimination Organization Productivity Performance effectiveness Accountability Functions of Management Bureaucracy Need Hierarchy of human needs Deficit principle Progression principle Theory X Theory Y Total quality management Continuous improvement Ethics Ethical behavior Four views of ethical behavior Moral rights view Individualism view Utilitarian view Justice view Cultural relativism moral absolutism ethical imperialism Ethical dilemma Stakeholders The many Stakeholders of organizations Stakeholder power Corporate social responsibility the 3 P’s of organizational performance General environment Sample elements in the general environment of organizations Offshoring Reshoring Global Management Global sourcing Licensing agreement Franchising Political risk Political risk-analysis Culture Culture shock Ethnocentrism Tight culture Loose culture First-mover advantage Social entrepreneurship Small business Franchise Startup Succession problem Succession plan Data mining Big data Analytics Systematic thinking Intuitive thinking Multidimensional thinking Strategic opportunism Certain environments Risk environments Planning The importance of planning Objectives and goals Stretch goals Strategic plan Vision Tactical plan Functional plans Policy Procedures Contingency planning Benchmarking Best practices Sustainable competitive advantage Corporate strategy Functional strategy Business strategy Strategic analysis Strategy formulation Strategy implementation Core values Organizational culture Core competencies
the stage for diversity is set by _<\/em> -the display of negative, irrational opinions and attitudes toward people who are different from us.<\/p>\n\n\n\n
prejudice becomes active _<\/em> when minorities are unfairly treated and denied the full benefits of organizational membership.<\/p>\n\n\n\n
a collection of people working together to achieve a common purpose. It enables its members to perform tasks far beyond and single individual.<\/p>\n\n\n\n
measures the quantity and quality of outputs relative to the cost of inputs.<\/p>\n\n\n\n
an output measure of task or goal accomplishment. This productivity helps the company meet customer demands for timely delivery of high-quality products.<\/p>\n\n\n\n
the requirement of one person to answer to a higher authority for performance in their area of responsibility.<\/p>\n\n\n\n
planning, organizing, leading, controlling<\/p>\n\n\n\n
an intentionally rational, and very efficient form of organization founded on principles of logic, order, and legitimate authority.<\/p>\n\n\n\n
a physiological or psychological tension a person feels compelled to satisfy. These tensions that influence workers’ attitudes and behaviors.<\/p>\n\n\n\n
contains lower-order and higher-order needs.
The lower-order needs are physiological needs, safety needs, and social needs.
The higher-order needs are esteem needs, and self-actualization needs.<\/p>\n\n\n\n
a satisfied need that does not motivate behavior<\/p>\n\n\n\n
the five needs that exist in a hierarchy of “prepotency” that states a need is activated only when the next-lower-level need is satisfied.<\/p>\n\n\n\n
assumes the belief that employees generally dislike work, have little ambition, are irresponsible and resistant to change, and prefer to be led rather than to lead.<\/p>\n\n\n\n
assumes the belief that employees arewilling to work hard, accept responsibility, are capable of self-control and self-direction, and are imaginative and creative.<\/p>\n\n\n\n
incorporates principles in organizations’ strategic objectives. applied to all aspects of operations with a focus on meeting customers’ needs by doing things right the first time.<\/p>\n\n\n\n
always looking for new ways to improve on current practices. The key takeaway is that it is critical to never be satisfied; something always can and should be improved – whether it is machines, people, processes, or relationships.<\/p>\n\n\n\n
the moral code of principles that sets standards of good or bad, right and wrong. An individual’s moral code can be influenced by family, friends, local culture, religion, educational institutions, and individual experiences.<\/p>\n\n\n\n
the encouragement of “good” and “right” in the context of the governing moral code.<\/p>\n\n\n\n
moral rights view, individualism view, justice view, utilitarian view<\/p>\n\n\n\n
the view that respects and protects the fundamental rights of people.<\/p>\n\n\n\n
the view that society will be best off if everyone maximizes their own utility or happiness.<\/p>\n\n\n\n
the view that considers ethical behavior to be that which delivers the greatest good to the greatest number of people.<\/p>\n\n\n\n
the view that behavior is ethical when people are treated equally according to the rules.<\/p>\n\n\n\n
the belief that there is no one right way to behave and that ethics are determined by cultural context.<\/p>\n\n\n\n
the belief that if a behavior or practice is not ethical in one’s home environment, it is not acceptable anywhere else.<\/p>\n\n\n\n
an attempt to impose one’s ethical standards on others.<\/p>\n\n\n\n
requires a choice that, although offering the potential for personal or organizational benefit, or both, may be unethical.<\/p>\n\n\n\n
the persons, groups, and other organizations directly affected by the behavior of the organization and that hold a stake in its performance.<\/p>\n\n\n\n
employees, educational institutions, suppliers, legal institutions, customers, financial institutions, stockholders, public-interest groups, labor unions, future generations, competitors, and federal, state, and local governments.<\/p>\n\n\n\n
the capacity of a stakeholder to affect the operations of an organization.<\/p>\n\n\n\n
the obligation of an organization to act in ways that serve the interests of multiple stakeholders, including society at large.<\/p>\n\n\n\n
profit, people, and planet.<\/p>\n\n\n\n
made up of all external conditions that can play a part in managerial decision making. You might think of it as a broad set of dynamic forces that surround and influence an organization.<\/p>\n\n\n\n
economic environment, sociocultural environment, natural environment, technological environment, legal-political environment.<\/p>\n\n\n\n
the outsourcing of jobs to foreign locations.<\/p>\n\n\n\n
the movement of jobs from foreign locations back to domestic ones.<\/p>\n\n\n\n
management in organizations with interests in more that one country.<\/p>\n\n\n\n
purchasing materials, manufacturing components, or locating business services around the world.<\/p>\n\n\n\n
where foreign firms pay a fee for rights to make or sell another company’s products in a specifies region.<\/p>\n\n\n\n
a form of licensing where a firm buys the rights to use another’s name and operating methods.<\/p>\n\n\n\n
the potential loss in value of an investment in or managerial control over assets because of instability and political changes in the host country.<\/p>\n\n\n\n
the forecast of the probability of disruptive events that can threaten the security of foreign investments.<\/p>\n\n\n\n
the shared set of beliefs, values, and patterns of behavior common to a group of people.<\/p>\n\n\n\n
the confusion and discomfort a person experiences when in an unfamiliar culture.<\/p>\n\n\n\n
a tendency to view one’s culture as superior to that of others.<\/p>\n\n\n\n
has rigid social norms expects members to conform with them.
Korea, Japan, Malaysia.<\/p>\n\n\n\n
has relaxed social norms and allows conformity by members to vary a good deal.
Australia, Brazil, Hungary.<\/p>\n\n\n\n
being the first to spot, exploit, and deliver a product or service to a new market or an unrecognized niche.<\/p>\n\n\n\n
a form of ethical entrepreneurship that seeks ways to solve pressing social problems.<\/p>\n\n\n\n
a company that has 500 or fewer employees, is independently owned and operated, and does not dominate its industry.<\/p>\n\n\n\n
where a business owner sells the right to operate the same business in another location.<\/p>\n\n\n\n
a new and temporary organization of venture the entrepreneur is hoping will take shape and prove successful as the business develops and matures.<\/p>\n\n\n\n
the issue of transferring leadership from one generation to the next.<\/p>\n\n\n\n
a formal statement that describes how transition and financial issues will be handled.<\/p>\n\n\n\n
the process of analyzing data to produce useful information for decision makers.<\/p>\n\n\n\n
collected in huge quantities and is difficult to mine without using sophisticated mathematical and analytical techniques.<\/p>\n\n\n\n
the systematic evaluation and analysis of data to make informed decisions.<\/p>\n\n\n\n
an individual’s approach to problems using a rational, step-by-step, analytical process.<\/p>\n\n\n\n
an individual’s approach to problems in a flexible and spontaneous way, involving a quick and broad evaluation of the situation and alternative courses of action.<\/p>\n\n\n\n
An ability to view many problems simultaneously, in relationship to one another and across both long & short time horizons.<\/p>\n\n\n\n
the ability to remain focused on long-term objectives while being flexible enough to resolve short-term problems and opportunities in a timely way.<\/p>\n\n\n\n
an ideal decision-making situation because full and complete factual information is available about alternatives and their outcomes.<\/p>\n\n\n\n
where facts and information on alternatives and their consequences are incomplete.<\/p>\n\n\n\n
sets objectives and determining how to accomplish them.<\/p>\n\n\n\n
it helps with organizing, leading, and controlling.<\/p>\n\n\n\n
specific results or desired outcomes that one intends to achieve.<\/p>\n\n\n\n
performance targets that we have to work extra hard and stretch to reach.<\/p>\n\n\n\n
focused on the organization as a whole or a major component. Longer-term plans that set broad action directions and create a frame of reference for allocating resources for maximum performance impact.<\/p>\n\n\n\n
clarifies the purpose of the organization and expresses what it hopes to be in the future.<\/p>\n\n\n\n
developed and used to implement strategic plans Specify how resources can be used to put strategies into action.<\/p>\n\n\n\n
indicate how different components of the firm will contribute to the overall strategy.<\/p>\n\n\n\n
communicates broad guidelines for making decisions and taking action in specific circumstances.<\/p>\n\n\n\n
describe specific rules for what actions are to be taken in various situations. Usually stated in employee handbooks.<\/p>\n\n\n\n
identifying alternative courses of action that can be implemented if circumstances change.<\/p>\n\n\n\n
the use of external and internal comparisons to better evaluate current performance and identify possible ways to improve for the future.<\/p>\n\n\n\n
things people and organizations do to achieve superior performance.<\/p>\n\n\n\n
competitive advantage that is durable over time and difficult or costly for others to copy or imitate.<\/p>\n\n\n\n
directs the organization as a whole toward sustainable competitive advantage. Set direction and guide resource allocations for an entire company. Identifies how large and complex organizations can compete across multiple industries and markets.<\/p>\n\n\n\n
sets the direction for a single business unit or product line. Decisions include choices about product and service mix, facilities locations, and new technologies.<\/p>\n\n\n\n
guides the use of organizational resources within a specific area such as marketing, manufacturing, finance, or human resources. better advertise products, gain distribution efficiencies, improve employee retention, and enhance customer service.<\/p>\n\n\n\n
the process of assessing the organization, its environment, its competitive positioning, and its current strategies.<\/p>\n\n\n\n
the process of developing a new or revised strategy at the corporate, business, or functional levels.<\/p>\n\n\n\n
the process of using resources to put strategies into action, and then evaluating results so that the implementation can be improved or the strategy changed.<\/p>\n\n\n\n
broad beliefs about what is or is not appropriate behavior.<\/p>\n\n\n\n
the predominant value system of the organization as a whole.<\/p>\n\n\n\n
things the organization does exceptionally well in comparison with competitors. Capabilities that become potential sources of competitive advantage.<\/p>\n\n\n\n