BADM 310 Part 2

October 7th
Communication

Sharing info between two or more individuals to reach common understanding

Transmission

MessageEncodingMediumDecoding by ReceiverReceiver(now sender)

Message

Feedback

MessageEncoding-- MediumDecoding by sender (now receiver)Sender

Message

Perception

Subjective process thru which people SELECT, ORGANIZE, and INTERPRET sensory
input to give meaning and order
Actively interpret sensory input and treat it as reality
Influence encoding and decoding

Characteristics of Perceiver

Personalities
Values
Attitudes
Moods

Perceptual Biases

Stereotypes
o Simplified and inaccurate beliefs about the characteristics of groups of people
Selective perception
o Attention to some stimuli and ignore others
Perceptual Set
o Perceptions shaped by expectations of perceiver
Confirmation Bias
o See what you expect to see

Medium

Information Richness
Time required

Paper trail for later referencing

Information richness

Amount of info that a communication medium carries

Extent to which medium allows sender and receiver to have common understanding
o Face to Face
Nonverbal and verbal cues
Management by wandering around Walks around and informally asks
about issues and concerns
o Spoken communication electronically transmitted
Tone, emphasis, quick feedback
No visual nonverbal cues
o Personally addressed written communication
o Impersonal written communication

Choosing Medium

High Info Richness

o Lacks paper trail
o Higher cost/time
o Important, Sensitive, Complex

Jargon

Specialized language that members develop to facilitate communication

Barrier to effective communication
Power move

Filtering

Withhold part of message

Info Distortion

Change meaning of message as it passes thru senders and receivers

Active Li

Avoid interrupting
Empathetic
Dont over-talk
No distracting action or gestures
Paraphrase

Head nods and appropriate facial expressions

Linguistic style
Persons characteristic way of speaking

October 5th
Organizational Politics

How you use your influence to get what you want, achieve goals within the org

Managing and Resolving onflict

Overcoming resistance
Conflict One party resists another

Power and Leadership

Power Basis by which the leader influenced others

o Currency of politics
Influence Spending your currency

Sources of Positional Power

Formal Authority Position in org hierarchy (legitimate, coercive, reward)

Relevance Closely aligned with or controlling activities crucial to performance
Centrality Occupying central positions in important networks

Sources of Personal Power

Expertise Task or org relevant competencies

Track Record Demonstrated accomplishments
Referent Others find appealing that they identify with
o Committed, idealistic, beautiful, famous
Effort Perception of commitment and expertise

Approaches to Negotiation
Distributive
-Fixed pie they need to divide

Integrative
-Not a fixed pie where both can get what they want

Superordinate goals
Goals that both parties agree to regardless of the source of their conflict

September 30th
Organizational Conflict

Goals, interests, value, perceptions, or styles of people that are incompatible

Conflict isnt necessarily bad
Moderate Conflict

Relationship Conflict

About the people

Gets personal
Dysfunctional
Based on personal styles
Becomes about winning over resolution

Task Conflict

About the decisions the group makes

Moderate levels can be functional

Process Conflict

How the group works

Occasional process conflict is functional
Improves how the group gets the work done

Sources of Organizational Conflict

Incompatible goals and time horizons

Difference in perceptions (fundamental)
o Complexity and ambiguity of org life disagree about how to interpret problems
Overlapping horizon
Task interdependencies
o One member fails to finish task which another member depends on
Incompatible evaluation or reward systems
Scarce resources

o Allocation
Status inconsistencies
o Individuals and groups have higher org status leading to conflict with low status

October 12th
HRM
-

Recruitment and selection

Training and development
Performance appraisal and feedback
Pay and Benefits
Labor relations

Strategic HRM
-

Consistent with the orgs architecture strategy and goals

Build competitive advantage
o Contrast with HRM as personnel where the focus is on administering policies
Line Manager
o Directly involved in production and sales of products and services
Staff Manager
o Support the line
o Finance, Marketing, R&D
Recruitment
o Activities that managers engage in to acquire talent
Driven by org strategy and goals
Overall needs of org
Individual job analysis
Forecast current and future staffing needs
o Internal Recruiting
Hire existing employees
Capabilities and Fit, Culture of org, Evidence of career path and
morale
Expensive on the job learning & dont know about new job
performance
o External Recruiting
People not worked at firm before
Accesses large applicant pool, New skills and expertise, Fresh
ideas
Expensive search & technical capabilities and fit unknown

Selection
o Background info
o References
o Paper and Pencil test
o Physical ability tests
o Performance tests
o Interviews
Reliability
o Degree to which the tool measures the same thing each time
Validity
o Degree to which the test measures what it is supposed to measure

Realistic Job Preview

-

Honest assessment of the advantage and disadvantages of a job and org

Training
-

Perform well in current job

o Classroom instruction
o On-the-job training

Development
-

Enable members to take on new responsibilities

o Formal Education
o Varied work experiences

Action Learning
-

Training designed to link conceptual learning with actual job tasks

Performance Appraisal
-

Evaluate job performance and org contributions

Performance Feedback
-

Managers share performance appraisal and develop future plans

Illusory Superiority Bias

-

Lake Wobegon Effect everyone is above average

Performance evaluation

Objective

Measurable results

Subjective
-

Perspective
Evaluate behavior over traits
Job-related behaviors
Avoid overall judgments or citing outlying incidents

Forced Ranking
-

Manager is required to categorize employees in a standardized way

October 14th

Feedback us problem solving not criticizing

Set time for agreed changes
Confidence in ability to approve
Focus on behavior/outcome

Diversity
-

Experienced and continue to experience unfair treatment

Women in the work place
o US workforce 47% female
o Median Earning are 80% of mens
o Hold only 15% of corporate officer positions
o Evidence shows that female managers outperform male managers

Distributive Justice
-

Fair distribution of pay, promotions, and org resources based on individual contributions
over personal characteristics
Focuses on outcomes

Procedural Justice
- Moral principle calling fair procedures in determination of distribution of outcomes to org
members
- Focuses on process
- Carefully appraise subordinate performance

Overt Discrimination
-

Knowingly and willingly denying diverse individuals access to poos and positive
outcomes
Unethical and illegal

Reasons diversity is difficult to manage

-

Perceptions
Social Processes
o Homophily attraction to similar others
Schema
o Abstract knowledge structure stored in memory. Helps organize and interpret info
Stereotypes
o Simplistic and often inaccurate beliefs about the typical char. of groups of people

October 21th
-

Ethics
o Inner guiding moral principles
Dilemma
o When deciding what to do a behavior goes against your morals
Ethics and the Law
o Laws arise from ethical beliefs
o Not sufficient in covering all situations
o Neither are fixed principles
Stakeholders
o Want different things
Leads to ethical dilemmas
o Customers
Most critical
Want reliability and value
o Managers
Use financial capital and human resources to increase performance
Expect rewards = performance
Juggle interests of multiple stakeholders
o Utilitarian
Produce greatest good for greatest number of people
o Justice
Distribute benefits and harm among people in a fair, equitable, and
impartial manner
o Practical

A manager has no hesitation about the decision and communicating to

people outside the company because it is acceptable by society

Moral Rights
o Maintain and protect the fundamental rights and privileges of people

Trust
o Willingness of one person or group to have confidence in another person
Reputation
o Esteem or high repute that is gained when behaved ethically
Business Ethics
o Occupational
Standards that govern how members of a profession should conduct
themselves when performing work-related activities
o Organizational
Guiding practices and beliefs thru which a company and managers view
their responsibility
Top managers determine company ethics
o Societal
o Individual
Personal values influenced by family, peers, etc.
Top Management Behaviors
o Goals and appraisals
o Audits and protections
o Org culture
o Disciplinary Actions
o Training Programs
o Code of Ethics and Policies
Social Responsibilty
o Defensive
o Proactive
o Accommodative
Behave legally and ethically
Balance stakeholder interests