Management 371 Leadership and Managerial Skills Exam 3 Study Guide PDF

**Management 371 -- Leadership and Managerial Skills Exam 3 Study Guide** Module 7/Chapter 9:\ (You should read *Section 9.1* as it gives context but nothing from this section will be on the exam.) *Section 9.2* Define ethics and values. **Ethics - A set of principles that define right and wrong...

**Management 371 -- Leadership and Managerial Skills Exam 3 Study Guide** Module 7/Chapter 9:\ (You should read *Section 9.1* as it gives context but nothing from this section will be on the exam.) *Section 9.2* Define ethics and values. **Ethics - A set of principles that define right and wrong** **Values- Principles or standards that a person finds desirable** Describe how your ethics are developed both personally and as a leader including: - - - - - - - \- "Everyone does it" \- "If it isn't illegal, than it's ethical" \- "Tit for tat" \- "A king's pass" *Section 9.3\ *Explain the models you can use for ethical decision making in leadership including: **Philosopher**'**s Approach and the four associated standards.** - 1. 2. 3. 4. ** Josephson Institute of Ethics Model** - 1. 2. 3. 4. 5. 6. *Section 9.4\ *Define social responsibility **Social Responsibility-** Manager's or leader's duty to take actions that will benefit the interest of society as well as of the organization. List and give examples of the levels of social responsibility in business which include the economic, legal, ethical, and philanthropic aspects. 1. 2. 3. 4. **Creating Shared value (CSV)-** is the premise that companies and the community are tied closely together, and if one benefits, they both benefit. For example, if companies donate money to schools, it actually benefits both the community and the company in that a better educated workforce can be profitable for the company in the long run. Module 8/Chapter 10:\ (You should read *Sections 10.1 and 10.2* as it gives context but nothing from these sections will be on the exam.) *Section 10.3\ *Define, explain and give examples of: - - - ***[Internal Diversity -]*** Elements a person is born with: Examples: - race \- Ethnicity \- Age \- Sexual Orientation \- Gender identity \- Physical abilities \- Mental Abilities ***[External Diversity-]*** Elements a person isn't born with, but may change or develop over time Examples: - level of education \- Marital status \- Personal interests \- Job Title \- Religious beliefs \- socioeconomic status \- life experiences - - - Know the advantages of and strategies for diversity and inclusion. **Advantages for diversity and inclusion** - - - - - - **Strategies for diversity and inclusion** - - - - - - - - - *Section 10.4* Explain the various types of laws leaders should be concerned about as they relate to employees including: - - \- The foundational law of the EEOC - Coverage: 15 or more workers \- Prohibits discrimination on the basis of sex, race, color, religion, or national origin. \- Exception is when there is a bona fide occupational qualification (bfoq) - - Coverage: employers of 20 or more workers Requirements: prohibits discrimination on the basis of age for employees 40 years and older. Although it covers all aspects of the employment relationship, it is often cited in discriminatory layoff cases - Prohibits discrimination against those with disabilities. Define as: \- Physical or mental condition that limits a major life activity \- History of disability \- Physical or mental impairment that is transitory (short-term) \- As long as the employee is qualified, organization must make "reasonable accommodation" - Coverage: Employers with 2 or more employees Requirements: Equal Pay for Equal Work \- Exceptions: differences in pay due to merit, seniority, quantity or quality of production, or any factor other than sex. - - - FMLA (Family and Medical Leave Act)- This law requires companies to give twelve weeks of unpaid leave of childbirth, adoption, caregiving of sick family members, or sick family members, or for an employee unable to work because of a serious health condition. - - - - Illegal to fire, demote, harass, or retaliate against people because they issue a discrimination charge Sanders v. Thomas - *Section 10.5\ *Define and understand the Employment-at-will principle and its exceptions **Employment-at-will principle-** the right of an employer to fire an employee or an employee to leave an organization at any time without any specific cause. The EAW principle gives both the employee and the employer freedom to terminate the relationship at any time. Three main exceptions: 1. 2. 3. **Union-** an organization of employees formed to bargain with an employer and it is within the employee\'s legal right to join a union. **Collective bargaining-** is the process of negotiating an agreement between management and employees. This process ultimately defines the contract terms for employees, such as procedures and policies. **Grievance process-** a formal process by which employees can submit a complaint regarding something that is not administered correctly in the contract. The grievance process will first involve discussions with direct supervisors, next discussions with the union representative, and then the filing of a formal, written grievance complaint. Management is then required to provide a written response to the grievance, and depending on the collective bargaining agreement, a formalized process is stated on how the appeals process would work should the grievance not be solved by the management response. *Section 10.6\ *Define stress and the types of stress that can impact you and your employees' work performance including: - - - - - 1. 2. 3. 4. Module 9/Chapter 11:\ (You should read *Section 11.1* as it gives context but nothing from this section will be on the exam.) Know the 15 types of performance issues that occur in the workplace and the internal and external influences on performance. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. **[Internal factors:]** 1. 2. 3. 4. 5. 6. 7. **[External factors:]** 1. 2. 3. 4. 5. Understand how to develop a process for handling employee performance issues including:\ o The definition of discipline and associated guidelines **Discipline-** the process that corrects undesirable behavior Guidelines on the creation of rules and organizational policies: 1. 2. 3. 4. 5. o The performance issue model 1. 2. 3. 4. 5. *Section 11.3* From this section you only need to know the definition of a performance evaluation system, the section about the performance appraisal interview styles and ways to give feedback (follows Table 11.3 and a video), and the best practices in performance appraisals. **Performance evaluation system -** a systematic way to examine how well an employee is performing in their job **[Performance Appraisal Process ]** Steps: 1. 2. 3. 4.