...HRM 4495 CH 7 Team decision making- pitfalls and solutions 1. Decision making is an integrated sequence of activities -gathering, interpreting and exchanging information -creating and identifying alternative courses of action -choosing among alternatives by integrating differing perspectives -opinion of team members -implementing a choice and monitoring the consequence 2. Individual decision making biases -Framing bias E.G. A spread disease in US, two plans were suggested Plan A: if adopted, 200 people will be saved Plan B: if adopted, 1/3 probability that all people will be saved, but 2/3 probability that no one will be saved. Many people chose plan A, then another 2 plan is suggested Plan C: if adopted, 400 people will die Plan D: if adopted, 1/3 probability that no one will die, and 2/3 probability all people will die. When the identical problem with the same differently, more people will chose the risky plan D. options worded *This inconsistency is a preference reversal and reveals the framing effect. Almost any decision can be reframed as a gain or a loss relative to sth. Decision makers’ reference points for defining gain and loss are often arbitrary. -Overconfidence In the team, overconfidence leads people less to focus on their teammates’ strength, as opposed to their weaknesses and neglect the strength and weakness of members of competitor teams. -Confirmation bias It is a tendency for people to...
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...reinforcement, punishment, and extinction, and distinguish between continuous and intermittent schedules of reinforcement. Then give a practical example of one." In Positive Reinforcement a particular behavior is strengthened by the consequence of experiencing a positive condition. For example: My dog will get a treat when he sits on my command. Positive Reinforcement means that the subject is likely to repeat the behavior, or response, because stimulus (e.g. reward) is received directly after response. Negative reinforcement encourages employees to perform better so they can have an unpleasant condition removed from their work environment. Example, Constantly being reminded to be more productive, often seen as nagging or badgering by employees, is a negative reinforcement technique. It may be used intentionally or unintentionally, but it creates a negative condition in which the employees are subjected to an unpleasant situation. When they reach the productivity level desired, the nagging stops, which reinforces the desired behavior. While this type of negative reinforcement may get your employees to improve, it does not encourage them to strive beyond the minimum levels required to make the negative situation stop. A schedule of reinforcement is a rule that establishes the probability that a specific occurrence of a behavior will produce reinforcement. Two schedules of reinforcement—continuous reinforcement and extinction—provide the boundaries for all other possible schedules...
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...reasons for planning is it provide direction, reduce uncertainty, minimise waste and set standard rules. Provide direction to managers and non-managers. When employees know where the organisation or work unit is going and what they must contribute, they can coordinate their activities and cooperate with each other to achieve the goals of the organization. Reduce uncertainty by forcing managers to look ahead, anticipate and consider the impact of change, and develop appropriate responses. Minimises waste and redundancy by planning work activities early and when means and ends are made clear through planning, inefficiencies can be eliminated. Set standards in controlling by developing goals and plans. Actual performances are compared with goals through controlling and correct actions are taken. Planning and performance resulted in positive relationship which produce high profits for the company. The combination of planning and implementing results in better yields. Sometimes environmental factors such as government rules constrain the outcome and reduce the impact of planning. Without planning, there would not be anything to organize or control, it involves 2 main elements: Goals and Plan. Goals are the outcome of individual or group organizations. Often referred as objectives. It provides direction and evaluation performance criteria to measure work achievements. Plans are the rules on how goals are to be attained and how resources are to be allocated. There are 4 different...
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...direction, or control.” On the other hand, leadership is described by the dictionary as: “An act or instance of leading; guidance; direction.” According to Dr. John P. Kotter, both management and leadership skills are essential in order to be able to drive success in organizations, and one cannot function without the other. What he claimed summarizes the differences between the two, as Kotter saw it. Some of these areas can indeed be described as being “opposites” where others show more of a difference in emphasis between the two. Managers: - Seeks order and consistency - During planning and budgeting – establishes agendas, sets timetables and allocates resources. - With relation to staffing – provides structure, job placements and defines rules and processes. - Focuses on control and the solving of issues by taking actions to correct issues, creating solutions and defining incentives to reward good work. Leaders: - Seeks change and movement - Establishes a direction – looks at the big picture, clarifies the situation, creates a vision and determines strategies. - With relation to people – aligns people, communicates goals, builds teams, and looks for commitment. - Focuses on motivating and inspiring people through empowerment, looking at how to satisfy unmet needs, and energizing people. It can be seen that Kotter likewise puts a stress on control for managers, however not for leaders. Rather, leaders are seen to provide inspiration and generate energy and enthusiasm, while...
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...Final Exam Case Analysis MGMT 7135: Seminar in Leadership and Team Building Table of Contents Performance Management Model..……………………………………………………3 Communications.………………………………………………………………………..12 Leadership...………………………………...…………………………………………..13 Conflict.…………………………………………………………………………………..16 Perception……………………………………………………………...………………..17 Team Performance……………………………………………………………………..18 As Regional Director for Happy Face Frozen Foods (HFFF), I hold a great responsibility to meet sales projection levels at each of my sales districts. Hitting goal is not just a numbers game- it’s a task of managing people within the culture of the organization. My ultimate goal for District IV and district manager Tony’s performance deficiency is to diagnosis issues and problem areas. Multiple management/leadership models and concepts are needed in order to shift this district to become profitable and successful. PERFORMANCE MODEL Skills, Abilities, Traits Tony appears to have a lack of effort, despite being young, aggressive, talkative, appears to be intelligent, and was a top sales representative. I questioned his work ethic capabilities, but the Myer Briggs Type Indicator says we are polar personality opposites as he is an ISTJ and I am an ENFP. In general, his type explains why his apparent lack of effort is actually his “introverted” and “sensing” personality; Tony self-reflects, works alone, thinks before acting, keeps energy inside, is hard to read, and verbalizes...
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...Personality Theorists Assignment | Personal Growth Lab | Submitted by :Neeraja Padman (11PGDMHR32) | ALFRED ADLER – INDIVIDUAL PSYCHOLOGY Although his writings revealed great insight into the depth and complexities of human personality, Adler evolved a basically simple and parsimonious theory. To Adler, people are born with weak, inferior bodies—a condition that leads to feelings of inferiority and a consequent dependence on other people. Therefore, a feeling of unity with others (social interest) is inherent in people and the ultimate standard for psychological health. More specifically, the main tenets of Adlerian theory can be stated in outline form. The following is adapted from a list that represents the final statement of individual psychology (Adler, 1964). Alfred Adler postulates a single "drive" or motivating force behind all our behavior and experience. By the time his theory had gelled into its most mature form, he called that motivating force the striving for perfection. It is the desire we all have to fulfill our potentials, to come closer and closer to our ideal. It is, as many of you will already see, very similar to the more popular idea of self-actualization. "Perfection" and "ideal" are troublesome words, though. On the one hand, they are very positive goals. Shouldn't we all be striving for the ideal? And yet, in psychology, they are often given a rather negative connotation. Perfection and ideals are, practically by definition, things...
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...BA323 exam Chapter 1 Review Questions 1. How would you define “organization development”? Answer: Organization development is a series of planned behavioral science intervention activities with the purpose of increasing the effectiveness of the system and developing the potential of all individual members. OD efforts are planned, systematic approaches to change that are carried out in collaboration with organization members to help find improved ways of working together toward individual and organizational goals. 2. How does OD differ from a single-change technique such as management training? Answer: OD represents a systems approach that is concerned with the interrelationship of various divisions, departments, groups, and individuals as interdependent subsystems of the total organization. A single technique such as management training is aimed at changing individual behavior, whereas OD is focused on the larger goal of developing an organization-wide improvement in managerial style. OD uses many different techniques and no single technique represents the OD discipline. 3. Identify and demonstrate the uses of the psychological contract. Answer: Psychological contract involves the expectations on the part of individuals and organizations to which they belong or in which they take part (i.e., work). Each side must understand that such a “contract” exists and that unless these expectations are met, there will be conflict. 4. Explain the difference between pivotal...
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...computer technology corporation that has been manufacturing laptops for the last five years. Recently, in the face of sinking market share, Pluto reduced its dependency on laptops by venturing into tablets and smartphones. This is an example of _____. diversification 6. In competition, a substitute is best described as a(n): alternative to a product. . 7. Which of the following is a demographic factor of an organization's macroenvironment? Employees' age 8.Complexity and dynamism in the environment result in: environmental uncertainty. 9. Raw materials, services, equipment, capital, and information are _____ for an organization. inputs 10. Which of the following is a dominant attribute of a hierarchical culture? Rules and regulations 11. Which of the following refers to the immediate environment surrounding a firm, including suppliers, customers, rivals, and new entrants? Competitive environment Safety emissions Drivers lic Regististration Copy of insurance declaration 12. The internal environment includes: culture and climate. 13. According to Michael Porter's competitive environment model, high switching costs increases _____. the power of suppliers 14....
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...INTRODUCTION TO PSYCHOLOGY Definition Psychology is an academic and applied discipline that involves the scientific study of mental functions and behaviors. Psychology has the immediate goal of understanding individuals and groups by both establishing general principles and researching specific cases, and by many accounts it ultimately aims to benefit society. In this field, a professional practitioner or researcher is called a psychologist and can be classified as a social, behavioral, or cognitive scientist. Psychologists attempt to understand the role of mental functions in individual and social behavior, while also exploring the physiological and neurobiological processes that underlie certain cognitive functions and behaviors. Psychologists explore concepts such as perception, cognition, attention, emotion, phenomenology, motivation, brain functioning, personality, behavior, and interpersonal relationships. While psychological knowledge is often applied to the assessment and treatment of mental health problems, it is also directed towards understanding and solving problems in many different spheres of human activity. The majority of psychologists are involved in some kind of therapeutic role, practicing in clinical, counseling, or school settings. Many do scientific research on a wide range of topics related to mental processes and behavior, and typically work in university psychology departments or teach in other academic settings (e.g., medical schools, hospitals)....
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...What I want to know when a couple comes in for treatment: Look for; 1) strengths in the marriage as well as 2) areas that need improvement. Assessment takes three sessions- a conjoint session that lasts an hour and a half, and two individual sessions, one with each spouse, each a half-hour long. Investigate 7 different questions; - Overall, where is each in the marriage? - Martial satisfaction - Divorce potential - Each person’s commitment to the marriage - Their hopes and expectations for the marriage (including potentially getting out of their marriage) - Their hopes, expectations and theory of the therapy - Their big cost/benefit analysis of the marriage. Discrepancies between spouses? - Pattern of emotional abuse? Therapist to confront this. - Marital Therapy Contraindicated? - An ongoing extramarital or disengagement? - Ongoing physical abuse? - Other betrayals? - What is the nature of their marital friendship? - Is there emotional engagement or disengagement? - Lifestyle needs similar or different? - Passion and romance in the marriage? - Sexual satisfaction and intimacy? - Fun? - Spiritual connection? - Loneliness - Parallel lives? - Other salient areas? (eg. Finances) - Positive affect? - The Fondness and Admiration System? - Phsycial affection - We-ness versus me-ness? - Cognitive room (Love Maps)? - How do they talk to each other in a nonconflict context? - What do they see as the strengths...
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...CHAPTER 1: THE IMPORTANCE OF BUSINESS ETHICS Ethics- Inquiry into the nature and grounds of morality where the term of morality is taken to mean moral judgments, standards and rules of conduct. The American Heritage Dictionary- Ethics- The study of the general nature of morals and of specific moral choices, moral philosophy, and the rules or standards governing the conducts of the members of a profession. Applying Ethics to business: 1.To survive, business must earn a profit 2. Business must balance their desires for profits against the needs and desires of society. Business ethics comprises the principles and standards that guide behavior in the world of business. CHAPTER 2: STAKEHOLDER RELATIONSHIPS, SOCIAL RESPONDSIBILITY, AND CORPERATE GOVERNANCE. In a business context, customers, investors and shareholders, employees, suppliers, government agencies, communities, and many others who have a “stake” or claim in some aspect of a company’s products, operations, markets, industry, and outcomes are known as stakeholders. These groups are influenced by business, but they also have the ability to influence businesses; thus, the relationship between companies and their stakeholders is a two-way street. Stakeholders provide resources that are more or less critical to a firm’s long-term success. These resources may be both tangible and intangible. Primary stakeholders are those whose continued association is absolutely necessary for a firm’s survival; these include...
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...THE Professional Practice S E R I E S James W. Smither Manuel London EDITORS Performance Management Putting Research into Action A Publication of the Society for Industrial and Organizational Psychology Performance Management The Professional Practice Series The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice: 1. Focus on practice, but grounded in science 2. Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice 3. Showcase the application of industrial and organizational psychology to solve problems 4. Document and demonstrate best industrial and organizationalbased practices 5. Stimulate research needed to guide future organizational practice The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial...
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...UNDERSTANDING LEADERSHIP • Prentice defined it as “the accomplishment of a goal through the direction of human assistants” • Understand people’s motivations and enlist employee participation • Understand fellow workers • Relate individual goals to group goals A. Problems and Illusions • Crude forms of leadership rely on monetary rewards and alleviation of fears • Human beings are not machines, have complex responses • Each player must fully understand his part, its relation to group effort and want to carry it out • Find ways to channel wants into effective cooperation B. Relations with People • Two basic lessons – Men are complex and men are different • Enable superiors to know subordinates as human beings • Must be in a position to satisfy them • Understand implications of his own actions • Consistent and clear decisions C. Pitfalls of Perception • Worst difficulties come from misperceiving reality • Successful leader is prepared for such misperceptions • Psychological difficulty of being a subordinate • Understanding leader doesn’t consider them inferior, but maintains a psychological distance • Eliminate phony democracy D. Goals in Development • Balance risks and returns • Executive must watch long term growth of his men • Long run growth vital part of continuing leadership • Development limited only by contributions ...
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...Professional Practice S E R I E S THE James W. Smither Manuel London EDITORS Performance Management Putting Research into Action A Publication of the Society for Industrial and Organizational Psychology Performance Management The Professional Practice Series The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice: 1. Focus on practice, but grounded in science 2. Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice 3. Showcase the application of industrial and organizational psychology to solve problems 4. Document and demonstrate best industrial and organizationalbased practices 5. Stimulate research needed to guide future organizational practice The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial and organizational psychology...
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...AN EXAMINATION OF LEADERSHIP TO DETERMINE A DIRECT CORRELATION BETWEEN LEADERSHIP STYLE AND ETHICAL DECISION MAKING Michael S. Huckaby BBA 4751 Business Ethics Professor Fernando Chavez Leadership is a complex and ever evolving skill-set. Good leaders not only guide behaviors of followers, but lead them and their organization to achieve common objectives. Good leaders have an ability to adapt to any setting so everyone feels empowered to contribute creatively to solving problems. Leaders of various levels of success have been studied throughout history, some good, some bad, but everlasting questions are always at the forefront of studying leadership: What is a good leader? What is the right approach to leadership or style of leadership? Do certain types of leaders produce better results? Are ethical leaders always the best leaders? If a single answer to these questions existed, perhaps society could build the mold of the perfect leader and distribute it throughout the world to solve the greater problems of society. However, this approach is unrealistic, so society is left to explore leadership in an effort to understand what makes a good leader. The primary purpose of this research paper is to critically examine whether a direct correlation exists between leadership style and ethical decision making. To answer this question, the author will examine each leadership style in terms of its definition, its multi-faceted dimensions or characteristics, and the associated...
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