Business Exam Review PDF

Business exam review Management learning: Past --> Present. Classical management approaches: The classical management approaches assume that individuals are rational in thinking and doing. There are 3 major approaches that make up the classical approach to management: - Scientific Managemen...

Business exam review Management learning: Past --> Present. Classical management approaches: The classical management approaches assume that individuals are rational in thinking and doing. There are 3 major approaches that make up the classical approach to management: - Scientific Management - Administrative principles - bureaucratic organization Scientific Management: Headed up by Frederick Taylor, the father of scientific management. Observed that individuals performed tasks their own ways instead of following uniform rules Loss of efficiency and underperformance Maximum prosperity for the employer and the employee. Goals of scientific management: Improve productivity Developpement of increased productivity Develop a science for every job Select workers with the right abilities for the job Train workers to do the job with proper incentives to follow the science of the job. Time study: An analysis of the motion and tasks needed in a job - Most efficient methods of performance - length of time to completion Motion study: Reducing a task to its basic motions Cutting redundancy Increasing the size of a computer screen rather than taking glasses on and off Grabbing a plate, grabbing a knife, grabbing bread, opening the fridge to grab supplies, closing fridge door, making the sandwich, eating, clean plates and utensils. Laundry – collect dirty clothes, bring them to laundry room, separate colored from white. Put in detergent, put clothes in machine, turn on machine, let cycle run till finish, take out and put in dryer, put a dryer sheet in, wait till machine finishes cycle, take out and fold, put back in drawer. Administrative principles: Henri Fayol French coal mining engineer 14 principles that he believed should be taught to all managers Improving all quality of management Belief --> management could be taught to anyone. Fayol's Key Principles: Scalar chain There should be a clear and unbroken line of communication from top to bottom Unity of command Each Indvidual should receive orders from only one boss Unity of direction One person in charge of all activities with the same performance objective Bureaucratic organization Max weber German sociologist/economist Believed that organizations did not reach full potential Perceived problem It is not what you know, it is who you know People held positions of authority because of social status not actual capabilities Defining characteristics of a bureaucracy Clear division of labor – who is in charge? Clear hierarchy of authority – who do I report to? Formal rules and procedures – what must be done and how? Impersonality – objective decision, not based on emotions, neutral position Careers based on merit – earning your spot on the team. Homework 46-52 Make a note on behavioral management approaches. Follet Hawthrone studies Maslow Theory X & Y Argyris Follet – Viewed organizations as communities in which managers and workers should labor in harmony without one party dominating the other, with the freedom to talk over and truly reconcile conflicts and differences. Hawthrone studies – The researchers concluded that unforeseen phycological factors somehow interfered with their illumination experiments Maslow – A satisfied need is not a motivator of behavior. Theory X & Y – X (assumes people dislike work, lack ambition, act irresponsibly, and prefer to be led). Y (assumes people are willing to work, like responsibility, and are self-directive and creative. Argyris – believes that managers who treat people positively and as responsible adults will achieve the highest productivity Business notes Step 1 – the environment supplies raw materials, money, and people. Step 2 – the people of the organization use the resources to create useful products Step 3 –the consumers in the environment utilize the products and services. Then provide feedback to the organization who alters the resources and products to meet the consumer's needs. Performance evaluation is required to pinpoint strengths and weaknesses (SWOT) The quality and quantity of work [performance related to recourse use Performance Effectiveness – a measure of actual accomplishments or goal attainment. Performance Efficiency – a measure of the cost related to the accomplishments Essential managerial skills A skill is the ability to transfer knowledge into action There are three main categories of skills that ae important in today's changing business environment: Human/interpretation skills Technical skills Conceptual/analytical skills The workplace today Terms to know: Intellectual capital: the collective shared knowledge of an entire workplace. Knowledge worker: an individual who possesses specific knowledge that is critical to employes. Workforce diversity: Embracing various cultures< races< religions< ages and sexual orientation. Discrimination: denying individual entry to an organization or benefits within an organization. Glass ceiling an invisible limit restriction on individuals from opportunities. MANAGERS IN THE WORKPLACE: An individual who supports and is responsible for the daily work completed by others. The nature of work done changes with the changing workplace. Many levels of managers are necessary throughout an organization to ensure that work is being done effectively. Expectation is to: Communicate ideas.  Solve problems. Delegate work. Make decisions. Be skilled. LEVELS OF MANAGERS: Top manager – responsible for guiding the organization as a whole and overseeing all activities (CEO/President) Middle managers- responsible for overseeing large departments withing an organization (Plant Manager) First line manager – assigned to a specific complex project within the organization that requires deadlines to be met (supervisor) Non-managerial workers – responsible for a small work group of employees. MANAGERIAL PERFORMANCE Evaluated based on task completion and quality of work. Accountability is key-managerial ownership of responsibility. Overall quality of work life-identifying satisfaction with pay, safety, and quality of life outside of work. Questions to answer: 1 – What do you think are critical issues facing managers today? Lazy employees: people are not held up to expectations a much, so they feel like it is okay to not work as hard. 2 – Determine which manager's skills would apply the most to each; remember, those categories are human skills. Conceptual skills and technical skills:  Vice president of finance at a fortune 500 company. Technical, Human Skills Coding for a video game producer. Conceptual, Technical Skills General manager at a local McDonalds franchise. Human, Conceptual Skills Information and managerial decisions An easy decision that I have had to make in the past year would be not to play hockey, when I was younger it was fun and all but now that I have gotten older it has become a drag. So, I retired last season. A difficult decision that I have had to make in the past would be to not play football in the early grades of high school. My parents would not let me play. I went about making them because I wanted to. In the end, it is all up to me if I want to make these decisions. What makes info useful collecting and see g vs giving meaning Useful information usually fits 5 criteria Timley High quality Complete Relevant Understandable Problem solving - The ability of an individual or group of individuals to find and act to resolve a problem Develop alternatives and selecting the best course of action is the proves of making a docusoap Problems that occur unexpectedly, having the potential to create chaos and disorder, are known as crises and need to be resolved as quickly as possible. Types of managerial decisions Programmed/structured. - Using solutions from an experience to solve a relativity routine problem Info is readily available Problems familiar and routine Decisions are usually developed in advance Non-programmed/instructed Unexpected decisions that need to be made Often require creative solutions Info is not always clear cut and requires additional time and research Requires specified detailed and unique solutions. Crisis management When action needs to be taken immediately (lock down situation) (car accident) (fire). Types of environments Certain – complete information is available alternatives and consequences are clear Risk – information related to problems and course of actions is limited some probability of potential outcomes is present Uncertain – difficult to develop a plan of action due to lack of information. Problem solving styles Problem avoiders – ignore signals and signs that there may be an opportunity or potential problem at hand Problem solvers – make decisions and attempt to solve problems Problem seekers – always looking for answers trying to find problems to solve. How do managers think? Systemailitcally – using rational thought process Intuitively – using a flexible and spontaneous method Multi-dimensional – ability to look at many problems at once The Decision-making process Steps in the decision-making process - 1. Identify the decision that needs to be made based on a problem that has occurred. Identify the source of the problem that has occurred the need for a decision. 2. Generate alternatives for solving problems and evaluate each 3. Select the alternative tha5t best fits the situation. Providing the greatest positive result 4. Implement you decision 5. Evaluate effectiveness of decision Factors to consider in the decision-making process - 1. Cost – Benefit analysis (Do the benefits of selecting a particular course of action out wight the costs of implementation) 2. Example – Renting a limo for prom Evaluation criteria for alternatives - Benefits – opportunities Costs - Recourse available Timeliness – speed of implementations Acceptability – overall among individuals Ethical soundness – as related to stakeholders Types of decisions - Classical - made based on having and using complete informational decision making. Optimizing – selecting the alternatives that has the absolute best solution for the problem Behavioral – selecting an alternative that appears to provide the best solution based on incomplete info. Satisfying – selecting the first alternative that presents a solution which would satisfy the problem. Erros in decision making - Framing error – problems are evaluated based on a developed perception. Judging a book by its cover Escalating commitment error – continue to implement an alternative despite the results proving to be inefficient. Lack of participation error – Failure to involve individuals in a decision whose support is needed to implement the decision. UNIT 2 The planning process – Setting objectives and determining how to accomplish them. 1. Define objectives 2. Determine your current position 3. Anticipate future events and develop alternatives for scenarios 4. Analize alternatives 5. Implement and evaluate your plan Benefits of planning 1. Improves flexibility and focus – Focus on customer needs and wants – adapt to changing circumstances (economy). 2. Improves action orientation – Avoiding complacency (following, going with the flow) - helps to set priorities and use recourses to maximum advantage 3. Improves co-ordination and control – work among group increases – combined accomplishments foster greater performance. Types of plans Long Range  Cover a span of 3 or more years Set by top management Necessary for proper direction or organization Short range Small steps that help achieve long term objectives Workers perform better under brief times, less pressure Strategic vs tactical Strategic plans (where we are going) Focus is on the long-term direction of the organization Allocation of recourses Communicate vision – purpose of the organization and hopes for future Tactical plans (how are we going to get there) Used to aid in implementation of strategic plans Partial or whole Football (special teams or plays) Functional plans communicate how various operations contribute to the overall strategy. (See page 118 for the 6 different functional plans.) WHAT DO YOU HAVE TO PLAN FOR?? Buy an expensive car 1. work more shifts – Don't buy petty things/save up. - invest so the money grows, Buy the car Go to University of Windsor 1. Get a grade average of %75 or more for my course. Study harder. Do all the homework. Maintain my current grades or get better. Operational Plans – identify short term needs for various situations Policies – Overview or broad guidelines for decisions and actions Procedures/rules - specific actions that must be taken in outlined situations Budgets – Communicates financial and resources allocation plans. Zero bases budgeting is a tactic where you plan bases on all recourses starting as new, with no carry over Planning Tools Forecasting Making perditions for future events Contingency planning Identify alternative courses of action in the event more than one potion needs to be considered Scenario Planning Anticipating many future scenarios and developing a plan for dealing with each for preparation Benchmarking The use of both internal and external factors for comparison in determining future improvement Homework Explain how planning relates to the other 3 functions of management (organizing, leading, and controlling) What does it mean to be complacent? How does this apply to business What type of contingency planning will you have to do for the next few years? Is there any real value to long term planning in today's rapidly changing environment? Unit 2 – Planning, strategy, and strategic management Mission – Values and objectives Stakeholders – Banks Shareholders, investors, employees. Values – beliefs that are held by individuals and groups that guide behavior Organization Sandwich's secondary – learning Starbucks – when you walk in you see the menu, the food and everything that makes you want to buy it. McDonalds – The kiosk is the first thing you see, with food in it. Also, the bathroom is right to the right of you, and if you need to use to you will but after that you will feel like you need to buy something. CORE CULTURES. All the employees work together to ensure the job is done. Detroit Tigers – The stadium is huge. With the smell of food everywhere, inclining you to buy the food. CORE CUTURE. The stadium values the people, so they have customer services everywhere. Strategic management Competitive advantage – developing the ability to outperform rivals Costs and quality Knowledge and speed Barriers to entry Financial resources Sustainable competitive advantage - developing the ability to outperform rivals for an extended period – long term Too difficult or costly for others to manage Think about these companies Identify a competitive advantage that each of these following companies/organizations has over its rivals: Walmart – cheaper than other stores Nike – Sponsors some of the best sports players Apple – Makes some of the best quality phones for everyday use Tom's shoes – offers a unique style of shoe IKEA – sells home appliances but also sells food Kraft foods – extremely easy to make their foods Google – has good security for browsing/will find whatever you are looking for fast Strategy and strategic intent – A strategy is comprehensives plan that outlines long term direction for an organization Aims to achieve sustainable competitive advantages Guides use of resources Globalization and technology are making it more difficult for companies to develop long term strategy Levels of Strategy Corporate What business are we in? Focus is on market selection Business How do we compete in each business unit/product line? Focus is on a single business unit that functions within a larger unit Functional How do we support our business strategies? Focus is on use of resources Strategic management process The process of devising and implementing strategies to accomplish long term goals The process is separated into three sections: Strategic Analysis Strategy formulation Strategy implementation Industry attractiveness and strategy (Cp 5) Analysis of rivals and industries There are three types of competitive environments that organizations can exist within: Monopoly  The only organization in the market Bell Canada when internet access was first established Oligopoly A few competitors Common among gas companies, airline industries Hypercompetition Many direct competitors Common among fast food restaurants, clothing stores Direct competition – refers to rivalry with organizations that produce the same or substitute products/services as you. Walmart vs Real Canadian superstore Indirect competition – refers to rivalry with organizations that offer different, unrelated products/services to you. “Do I want to buy a new hoodie or a new book?” Porter’s 5 forces Provides a framework for competition and industry analysis Outlines five factors that affect competition in an industry: Industry competition New entrants Substitute products Bargaining power of suppliers Bargaining power of customers Attractive industries exist in environments where: There is minimal competition Few threats from new entrants or substitutes Low supplier and customer bargaining power Unattractive industries exist environments where: Competition is high  New entrants and substitutes are readily available Suppliers and customers are influential in bargaining Strategy formulation Grand or master strategy Growth strategy Expanding an organization current operation Mergers – joining with another organization Acquisitions – acquiring another organization Stability strategy Maintain current operations without major if any changes Renewal strategy Attempts to solve existing problems and improve weaknesses that are negatively affecting performance Restructuring – changing or reducing the scale of operations Divestiture – selling parts of an organization to re-focus on core business ideas Bankruptcy – status of being unable to pay existing debts Liquidation – selling off all remaining assets for cash Combination strategy Pursuing multiple strategies at once Growth and diversification Concentration Expanding in the same business area Diversification Growth through expansion, acquisition, or investment Restructuring strategies Restructuring Turnaround Downsizing Divestiture Global strategy Mutli-domestic strategy E business strategies Using the internet in a Stategic manner to gain competitive advantage B2B- business to business Links organizations with suppliers and management companies B2C – Business to customer Advertising, selling, product design CHAPTER 6 Change (Orgs) - Staff Prices Products Layout Sales Personal Outfit Personality Preferences Age Top-down change senior level management directs change Often not successful Bottom-up change change ideas come from various levels of the organization Uncreased buy in to change Integrated change Adopting a balance of both top down and bottom-up ideas to enforce change Incremental vs. Transformational change Relative changes are those that are detail with as they are occurring or after the fact Incremental change Use of continuous improvement methods to move a company forward Alignment with opportunities and emerging problems focus on products, processes, technology working systems Transformational change Complete redirection of a company Led from top management Focus on changes in mission, structure, strategy Most common targets of change Tasks People Structure Technology Culture 3 phases of a planned change Unfreezing – preparation for change Change – change is implemented Refreezing – creating a new stability Change strategies Forced coarsen – use of authority, reward, and punishment to induce change Rational persuasion – use of knowledge, data, and rational arguments to gain a mentality of “we will be better off than before  Shared power – Encourages collaboration to gain natural support for change Resistance to change Natural occurrence Defense to protect something that is threatened New schedule to include weekend shifts Fear of the unknown Disrupted habits Lack of purpose Lots of control Poor timing Work overload Dealing with resistance to change Check the benefits (what is in it for me, for our group, for the company) Check the compatibility (maintain existing values) Check the simplicity (easy to implement and understand) Check with try-ability (small steps to adjust) Change formula Dissatisfaction x Vision X first action to take > Resistance HOMEWORK QUESTION Create a short speech to convince your classmates to try something new. Pick something that you are passionate and committed to, to make this easier for you to convince others to try. Describe a time when you were the change agent, how well did it work? What would you do differently next time? Describe a time when you resisted change. Why did you resist it/ how could the change have been better made? UNIT 3 Its faster to do things myself then explain how to do them to others Some things are just too important to not do yourself Organizing as a management function Organizing is the process of assigning tasks and resources and arranging individuals The organizational structure of any company involves: The systems of tasks to be completed Reporting relationships among employees Communication links throughout the organization Organizational charts – depict the arrangement of positions in an organization Formal vs informal organizational structure Formal: Division of work Supervision relationships Communication channels Major subunits Levels of management Informal The unofficial relationships that exist within an organization Shows who talks and interacts with who on a regular basis Often essential for success – social network analysis Job design Arranging work tasks for individuals and groups: Building jobs that result in satisfaction and high performance Job design provides alternative methods if creating and assigning tasks Job simplification – assigning a task that is clearly defined and highly specialized with limited scope (task variety) and depth (planning & control) Job rotation – assigning a task that has increased scope (variety) by moving workers between different jobs. Moderate specialization required. Job simplification (cashier, barista) Job rotation (maintenance, landscaping,) Job enlargement – assigning a task that has increased scope (variety) by combining two or more tasks into one job. Rather than assigning them to separate individual. Low specialization. Job enrichment – assigning a task that involves planning and evaluating in order it increase job depth Enriched jobs are those that are high in the following core areas: Skill variety Task identity Task simplification Authority Feedback from job Alternative work schedules How many alternative work schedules/options can you identify? 9-5 4-10 5-7 7-4 Flexible working hours (Retail, can work with management to make a flexible schedule. Employees have some choice in daily work hours Compressed work week (some mechanic jobs, they work full time in 5 weekdays then have the weekend off. More time off, longer workdays) Completing full time work in less than five days Job sharing ( Divide one job among multiple individuals Telecommuting (online jobs, working from home, less social interaction.) Working from home via internet Part-time work (retail, gets more free time, less money to be made,) Working less than 40 hours (about 3 days) per week Contract/seasonal work (retail seasonal, get job experience, make work connections, are fired at the end of the contract which is usually 6 months.) Done for a brief period when demand is higher STRUCTURES Functional structures – assigning people with similar skills to perform similar tasks. Divisional structures – groups of individuals base on: Product type/line Process/methods Geographical area Customer base Matrix structures A combination of functional and divisional approaches Gain advantages and minimize disadvantages You can achieve more together than you can separately Constructive collaboration Especially helpful in areas such as banking, manufacturing, multi – national orgs Pros and Cons Functional – clear career paths, in depth training, | limited career growth, lack of communication, lack of problem solving. Divisional – more flexibility, improved coordination | reduce economies of scale and increase costs through the duplication of resources. Matrix – Improved decision making, better customer service | Susceptible to power struggles, team meetings can take lots of time There was already a Starbucks in LaSalle so their small kiosk at Zehrs did not have a lot of sales. Plus, most people who shop at a grocery store do not want to spend money on Starbucks coffee. It would not affect the business because the business does not have to drop their prices. It is just that the government is not taxing 1.13 anymore so it stays the exact price, and business does not lose any money. Business perspective: more sales, increase in price, more quantity of items Customer perspective: buys more items, resells items, hoards items Attractive a quality workforce The first responsibility of HRM Right people = organizations knowing what they are looking for Various methods of employee recruitment are used to attract potential employs Human resource planning Analyzing the needs of an organization for staffing purposes Assessing existing workforce Determining what additions need to be made and what, if any, replacements are needed Job analysis What is done in a job and why Job description Detail of duties and responsibilities of the job holder Job specification A list of the qualifications required for the job holder Recruiting Techniques Recruitment is crucial to attract and select employees that are a good fit for the organization Qualified workers are necessary for an organization objectives and mission to be carried out effectively and efficiently Internal recruitment Those who are current employees of the organization External recruitment  Those who currently are un-employed or work elsewhere Traditional Vs realistic job previews Traditional job previews – Focus more on selling the position and organization to a candidate Realistic job previews – focus more on providing candidates with all information about a job and the organization Selection techniques Selection process Choosing from a pool or applicants the person best suited for the job The selection process usually involves six steps: - Formal Application - Interview - Testing - Reference checks - Physical Exam - Analysis and decision Testing terms Reliability – Consistent information multiple times Viability – Scores represent links with future job demands and work situations Assessment centers – Evaluate how candidates work in simulated situations Work sampling – Evaluation candidates while they perform actual work tasks American eagle: - What are your strengths / Reliability, Efficiency - What are your weaknesses / Nothing - Where do you see yourself in 3-years from now / still at this job - Why should we hire you over the other candidates / I believe that I am the better candidate for this position. My Reliability and efficiency make me an ultimate employee for this position - Why did you apply for this Job / I applied because I have shopped here before and when I was here everyone was genuinely nice to me. I feel like I will fit in with everyone else. Orientation and socialization Orientation is a set of activities that allows new employees to - Learn about their job - Meet potential co workers - Learn about the organization as a whole Socialization allows new employees to adapt to their new working environments Training the development Training allows individuals to develop and acquire necessary skills to perform specific tasks Training usually occurs upon hire of a new employee however; it is a continuous process throughout the duration of any career On the job training Occurs at work while carrying out regular responsibilities Job rotation is often used to Trian an individual in several different areas Coaching – guiding less experienced worker and offering performance tips Mentoring – is a form of coaching that involves a new employee being assigned to an experienced employee for the purpose of training Modelling – is also used to demonstrate expected performance standards Off the job training Completed on an off-site location Purpose is to improve knowledge and skills of management Performance management The processes used to evaluate results and plan organizational performance Performance appraisals – are used to evaluate an individual employee's ability to perform their assigned duties Appraisal methods Graphic rating scales – a checklist of characteristics used to evaluate performances Behavioral anchored rating scales – Specific descriptions of actual expected behaviors at various levels of performance Legal implications of HRM Discrimination – denying an individual an opportunity for employment based on criteria that are not relevant to the job description Employment Equity – having the right to be employed and receive advancement regardless of race, gender, age, sexual orientation, culture, etc. Prohibited grounds for discrimination in Canada Race Religion Physical or mental disability Age if between 18 and 64/65 Marital status Addiction Sexual orientation Political belief Criminal convictions Pardoned convictions Current legal issues in HRM Sexual harassment – if you work the same but different gender then you should be promoted the same. Comparable worth – if you both get hired at the same time then you should move up at the same time if you work identically. Workplace privacy – individual right to privacy in the workplace Why is human resource management critical to a company's success? How do internal recruitment and external recruitment compare in terms of advs and disadvantages? When negotiating terms of a pay package, why is it important to ask for fringe benefits Why might retirement be difficult for some people? Many Canadians work outside of Canada at some point in their career. Why do you believe this happens? Provide an example of a career where an individual may find opportunities outside of Canada or find that their work may take them outside of the country. Emily has worked for indigo as a store a manger for five years, explain why the company may provide training to Emily at this point in her employment. UNIT 4 Vision – is a clear sense of the future Visionary leadership – brings to the situation a clear sense of the future and am understanding of how to get there Leaders use their power exceptionally well. And frequently successful leadership is associated with vision. Having an unobstructed vision, communicating with the visions, and getting people motivated and inspired to pursue the vision in their daily work. Leadership styles Autocratic style – acts in a unilateral, command and control – fashion. Human relations style – Emphasizes people over tasks. Laissez-faire style – Displays a “do the best you can and don't bother me” attitude. Democratic style – emphasizes both tasks and people. Communication – involves sending and receiving information For the communication process to function properly there must be: A sender A channel A receiver Effective vs. Efficient communication Effective communication – The message sent is received and understood completely  Efficient communication – The message sent is done at a nominal cost (time, repetition of message, printing). Messages can be effective but not efficient. Ex. Providing one on one first aid training for 25 people. More efficient would be a more efficient class for all 25 people to attend together. Space design – effective use of space to encourage effective and efficient communications. Placement of furniture, walls, offices Channel selection – selecting an appropriate pathway for the message being sent. Impersonal, one-way, quick messages utilize. Pastings, memos/letters/email/text. Personal, two-way, slow messages utilize. Face to face, meetings, conferences, telephone calls. Electronic communication Knowing how and when to use technology Purpose and privacy must be maintained with electronic communication. Interactive management Implementing a variety of communication channels to keep communication open Cross culture communication Presents challenges due to language barriers. Motivation and reinforcement Motivation and rewards Motivation is anything that increases our level of work, direction, and persistence to expend energy at work There are two types of rewards that exist: Intrinsic – rewards that come from within and occur naturally Extrinsic – rewards that come from the external environment Acquired Needs theory – need for power Two factor theory – Satisfier factors – hygiene What role does reinforcement play in motivation? Reinforcement theory focuses on the impact of external environmental consequences on behavior. Law of effect – impact of consequences on future behavior. Operant conditioning: Developed by B.F. skinner Applies law of effect on control behavior by manipulating its consequences. Operant conditioning strategies 1. Positive reinforcement Increases the frequency of a behavior through the presentation of a pleasant consequence. E.g., Praising an employee for a job well done. 2. Negative reinforcement Increases the frequency of a behavior through the removal of an implesent consequence. E.g., Drying your hands after washing them. 3. Punishment Decreases the frequency of a behavior through the presentation of an impleasent consequence. E.g., Reassigning tasks to employees that do/do not deserve them. 4. Extinction Decreases the frequency of a behavior through the removal of a pleasant consequence. E.g., Employees that are on time to work in the morning get a free coffee from Starbucks downstairs. Contingent vs Immediate reinforcement Law of contingent reinforcement Reward delivered only if desired behavior is exhibited Law of immediate reinforcement The more immediate the delivery of a reward, the more reinforcement value has Guild lines for using positive reinforcement: Clearly identify desired work behavior Maintain a diverse inventory of rewards Inform everyone about what must be done to get rewards  Recognize individual differences when allocating rewards Follow the laws of immediate and contingent reinforcements Guild lines for using punishment reinforcement: Tell the person what is being done wrong. Tell the person what is being done right. Match the punishment to the behavior Administer punishment in private Follow laws on immediate and contingent reinforcement What factors affect decision making in teams? Adjourning accomplishment of final goal Reflect on processes followed, successful outcomes and obstacles encountered Leader to encourage continued sharing of ideas for future projects. Norms – behavior that is desired by all team members A basic rule or standard that is expected, being on time to work Performance norms are related to specific expected levels of effort and performance Clear explanations and consistent modeling are essential for building group norms Cohesiveness The degree to which all members in a team work together and are motivated to remain a part of the team. Increasing's cohesiveness can be done in many ways including: Creating small team groups Increasing interactions between team members Isolation from distractions Decision making in teams Individual decisions, although more difficult to make, can be timelier overall Teams often must implement strategies to make decisions due to varying opinions, thoughts, and ideas Lack of response (no discussions on ideas) Authority role (leader makes decisions) Minority rule (2-3 team members dominate)  Majority rule (voting where 51% must vote to accept) Consensus (discussion, with the most favored selected) Unanimity (all team members in agreeance) Conflict and conflict resolution Where do you encounter conflict 1. Home 2. Work 3. School Why do you encounter conflict 1. When having to clean 2. When customer do not get what they want 3. When getting assigned homework in all my classes and having to study for tests all in the same day How do you resolve conflict Conflict Conflict = disagreement Substantive conflict Disagreement about specific tangible issues (goals, rewards, resources) Emotional conflict Arise based on negative feelings (distrust, fear, anger) Functional vs. Dysfunctional Remember Not all conflict is bad, and the absence of conflict is not always good Functional (constructive) Motivates and helps others to work together Dysfunctional (deconstructive) Harmful to performance and goal attainment Causes of conflict Unclear explanation of roles and responsibilities Unclear expectations Unavailable resources Task interdependency Competing objectives Organizational structure Unresolved prior conflicts Conflict management styles Naturally, individuals respond in only one of two manners to situations 1. Co-operatively (satisfying other's needs) 2. Assertively (satisfying personal needs only) When combined many styles of management may emerge Possible Outcomes Lose/lose Conflict is never eliminated, neither party can move forward Win/lose One party is completely satisfied, while the other remains unsatisfied Win/win Both parties are satisfied with the result