Management 3 example #18094

homogeneity. This type of org. has little cultural integration: it employs few women, minorites or groups that differ form the majority.

acceptance of minority group members into the informal network. The pluralistic organization has some acceptance of minority group members into the informal network, much less discrimination, and less prejudice. However, resentment of majority group members, coupled with the greater number of women and minorities, creates more conflict.

some acceptance of minority groups into informal system w/ much less discrimination, and less prejudice.

are marked by absence of prejudice and discrimination. The pluralistic organization fails to address the cultural aspects of integration. In multicultural organizations, diversity not only exists, but is valued. The multicultural organization is marked by an absence of prejudice and discrimination and by low levels of intergroup conflict.

developing the skills needed to manage a diversified workforce effectively

Skill building aims to train employees and managers to deal effectively with one another and with customers in a diverse environment. Most of the skills taught are interpersonal, such as active listening, coaching, and giving feedback.

exhibits a small power distance. Countries like Australia, Great Britain, and the United States are individualistic

Foreign Corrupt practices Act of 1977 ... prohibits U.S. employees from bribing foreign officials. Small business gifts or payments to lower-level officials are permissible if the dollar amount of the payments would not influence the outcome of the negotiations.

They motivate people to care about an important mission The best leaders, say Kouzes and Posner, inspire a shared vision. They appeal to people's values and motivate them to care about an important mission.

unique If a vision conveys an ideal, it communicates a standard of excellence and a clear choice of positive values. If the vision is also unique, it communicates and inspires pride in being different from other organizations.

supervisory

reward

expert

leaders are born, not made. The trait approach is the oldest leadership perspective; it focuses on individual leaders and attempts to determine the personal characteristics (traits) that great leaders share. The trait approach assumes the existence of a leadership personality and assumes that leaders are born, not made

Ability

group maintenance

correct historical discriminations against minorities To correct the past exclusion of women and minorities, companies introduced affirmative action—special efforts to recruit and hire qualified members of groups that have been discriminated against in the past. The intent is not to prefer these group members to the exclusion of others, but to correct for the long history of discriminatory practices and exclusion.

A manager denies a pay raise to a subordinate for refusing to go out on a date Sexual harassment falls into two different categories. The first, quid pro quo harassment, occurs when "submission to or rejection of sexual conduct is used as a basis for employment decisions."

Cerebral Palsy The ADA, defines a disability as a physical or mental impairment that substantially limits one or more major life activities. Examples of such physical or mental impairments include those resulting from orthopedic, visual, speech, and hearing impairments; cerebral palsy; epilepsy; multiple sclerosis; HIV infections; cancer; heart disease; diabetes; mental retardation; psychological illness; specific learning disabilities; drug addiction; and alcoholism.

Have greater flexibility than companies with a homogenous workforce B/C successfully managing diversity requires a corporate culture that tolerates many different styles and approaches.

Become more committed

Enhanced perspective on a differentiated market ALSO ADV: ability to attract and retain motivated employees, better perspective on a differentiated market, ability to leverage creativity and innovation in problem solving, and enhancement of organizational flexibility.

Increased misunderstanding and mistrust One of the most common negative effects of diversity, communication problems include misunderstandings, inaccuracies, inefficiencies, and slowness

communication problems includes misunderstandings, inaccuracies, inefficiencies, and slowness. Speed is lost when not all group members are fluent in the same language or when additional time is required to explain things.

People want leaders who help them achieve their goals

thinking independently

Influence

unaffected by strong emotion or prejudice Transactional leadership is dispassionate; it does not excite, transform, empower, or inspire people to focus on the interests of the group or organization.

having positive self regard

Charismatic

Lateral

Motivation All behavior, except involuntary reflexes like eye blinks (which have little to do with management), is motivated. A highly motivated person will work hard to achieve performance goals.

Increase profit levels by 20% over the previous year Well-crafted goals are meaningful, acceptable to employees, challenging but attainable, specific and quantifiable, among other characteristics.

Extinction

acknowledging good-faith errors Treat failure to act as a failure but don't punish unsuccessful, good-faith efforts. If you're a leader, talk about your failures with your people, and show how you learned from them. Give people second chances and maybe third chances. Encourage people to try new things, and don't punish them if what they try doesn't work out.

Expectancies can vary among individuals, even in the same situation

Instrumentalities must be high For motivation to be high, expectancy, instrumentalities, and total valence of all outcomes must all be high.

Physiological

affiliation The most important needs for managers, according to McClelland, are the needs for achievement, affiliation, and power. The need for affiliation reflects a strong desire to be liked by other people.

intrinsic rewards An intrinsic reward is a reward the person derives directly from performing the job itself. An interesting project, an intriguing subject that is fun to study, a completed sale, and the discovery of the perfect solution to a difficult problem all can give people the feeling that they have done something well. This is the essence of the motivation that comes from intrinsic rewards.

Herzberg's two-factor theory Herzberg's theory highlights the important distinction between extrinsic rewards (from hygiene factors) and intrinsic rewards (from motivators). It reminds managers not to count solely on extrinsic rewards to motivate workers but to focus on intrinsic rewards as well.

Process of sharing power with employees that enhances their confidence in their ability to perform jobs

People who feel inequitably treated are motivated to do something to restore equity

using a fair process in decision making and helping others know that the process was as fair as possible

Psychological contract Psychological contract refers to a set of perceptions of what employees owe their employers, and what their employers owe them

less injuries

-Higher turnover and absenteeism. -Less good citizenship (going the "extra mile" and helping others at work) among employees. -More grievances and lawsuits. -Strikes. -Stealing, sabotage, and vandalism. -Poorer mental and physical health (which can mean higher job stress, higher insurance costs, and more lawsuits). -More injuries. -Poor customer service. -Lower productivity and profits.