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June 27, 2005June 27, 2005

Tonight is the last class before the final Tonight is the last class before the final exam exam

Final exam – please let me know your Final exam – please let me know your choice of Option A (original format) or choice of Option A (original format) or Option B (essays)Option B (essays)

Team leader interview/exercise – due July Team leader interview/exercise – due July 1111thth

Extra credit – due on July 11Extra credit – due on July 11thth in class in class Tonight we’ll cover some key points from Tonight we’ll cover some key points from

the last of the chapters…the last of the chapters…

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Chapter 14 Conflict & Chapter 14 Conflict & NegotiationNegotiation

Functional conflictFunctional conflict = supports the goals of = supports the goals of the group and improves its performance the group and improves its performance

DysfunctionalDysfunctional = hinders group = hinders group performance performance

Task conflictTask conflict = occur over content and = occur over content and goals of the group goals of the group

Process conflictProcess conflict = how work gets done = how work gets done Relationship conflictRelationship conflict = interpersonal = interpersonal

relationships (DYSFUNCTIONAL)relationships (DYSFUNCTIONAL)

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Conflict-ManagementConflict-Management

One effective approach is to create a One effective approach is to create a “super- ordinate” goal or a goal that “super- ordinate” goal or a goal that cannot be attained w/out the cannot be attained w/out the cooperation of each of the cooperation of each of the conflicting parties. conflicting parties.

Ex) focus on the competition – Ex) focus on the competition –

““We will beat company X”We will beat company X”

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Conflict and Unit Conflict and Unit PerformancePerformance

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Distributive versus Distributive versus Integrative BargainingIntegrative Bargaining

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NegotiationNegotiationSuccessful/effective Successful/effective

managers are often very managers are often very astute negotiators….astute negotiators….

Step 1: Prepare and Step 1: Prepare and plan plan (determine your (determine your

“BATNA”)“BATNA”) Step 2: Define ground Step 2: Define ground

rulesrules Step 3: Clarification and Step 3: Clarification and

justificationjustification Step 4: Bargaining & Step 4: Bargaining &

problem solvingproblem solving Step 5: Closure and Step 5: Closure and

implementationimplementation

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ExerciseExercise

I know it’s just a class, you know it’s I know it’s just a class, you know it’s just a class but try your best to just a class but try your best to negotiate a good dealnegotiate a good deal

Please work towards a Please work towards a final $$ final $$ sales pricesales price – thanks! – thanks!

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Chapter 15 & 16Chapter 15 & 16

Chapter 15 is not on the final exam Chapter 15 is not on the final exam but is important as you think about but is important as you think about designing organizations – I designing organizations – I encourage you to read itencourage you to read it

Chapter 16 opens our eyes to the Chapter 16 opens our eyes to the future of management in the US and future of management in the US and the worldthe world

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Chapter 16Chapter 16

Technology – The InternetTechnology – The Internet E-commerce, E-business, E-organizationE-commerce, E-business, E-organization How works “get done”How works “get done” Decision making – action oriented – Decision making – action oriented –

make mistakes, learn and move forwardmake mistakes, learn and move forward Communication – when? How much? By Communication – when? How much? By

whom? In what context? Why?whom? In what context? Why? Politics/networking/leadership/Politics/networking/leadership/

relationshipsrelationships

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Chapter 16Chapter 16

Work space design – size, arrangement, Work space design – size, arrangement, privacy, Feng Shui, “cognitive ergonomics”privacy, Feng Shui, “cognitive ergonomics”

Work re-design options:Work re-design options: Job Rotation – Cross training – flexibility & Job Rotation – Cross training – flexibility &

skillsskills Job Enlargement – horizontal expansion of jobsJob Enlargement – horizontal expansion of jobs Job Enrichment – vertical expansion of jobs – Job Enrichment – vertical expansion of jobs –

allow workers to plan, execute, evaluate allow workers to plan, execute, evaluate his/her workhis/her work

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Work Schedule OptionsWork Schedule Options Flextime – ex) Office open from 6am-Flextime – ex) Office open from 6am-

6pm with “core” hours of 10am-2pm 6pm with “core” hours of 10am-2pm when everyone can be assumed to be when everyone can be assumed to be ‘in’‘in’

Job sharing – ex) you work Mon-Wed and Job sharing – ex) you work Mon-Wed and I work from Wed-Friday (we overlap or I work from Wed-Friday (we overlap or alternate Wednesdays)alternate Wednesdays)

Telecommuting/virtual offices – ex) work Telecommuting/virtual offices – ex) work from home/road or share office space in from home/road or share office space in various locations – as long as work can various locations – as long as work can be done this waybe done this way

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Chapter 17 – HRChapter 17 – HR

There are 3 key processes of HRThere are 3 key processes of HR

1)1) Recruit and selectRecruit and select

2)2) Evaluate performanceEvaluate performance

3)3) Train and developTrain and develop

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SelectionSelection

Start with a Start with a job analysisjob analysis when when possiblepossible

Tasks: frequencies, importance, Tasks: frequencies, importance, criticality, needed day 1?criticality, needed day 1?

Competencies: Knowledge, skills, Competencies: Knowledge, skills, abilities and “other” qualitiesabilities and “other” qualities

A job analysis ≠ a job descriptionA job analysis ≠ a job description

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SelectionSelection

InterviewsInterviews AssessmentsAssessments Personality testsPersonality tests Match the Match the

candidate with the candidate with the jobjob

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Performance EvaluationsPerformance Evaluations

Purpose – this is REALLY important in Purpose – this is REALLY important in organizations! Discover what yours organizations! Discover what yours are and how they are used in your are and how they are used in your organization when you are hired – it organization when you are hired – it will help avoid problems later! will help avoid problems later!

What to evaluate? Traits? Behaviors?What to evaluate? Traits? Behaviors? Who should evaluate? Boss? Self? 360 Who should evaluate? Boss? Self? 360

degree?degree? How should we evaluate? What tool?How should we evaluate? What tool?

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Performance EvaluationsPerformance Evaluations

Train the ratersTrain the raters Emphasize behaviors rather than traitsEmphasize behaviors rather than traits Avoid chapter 5 “perception” biasesAvoid chapter 5 “perception” biases Document performance – legal writingDocument performance – legal writing Use multiple sourcesUse multiple sources Provide the ratees with due processProvide the ratees with due process Provide feedbackProvide feedback

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Training & DevelopmentTraining & Development

Can your employees read? Don’t Can your employees read? Don’t laugh…laugh…

Technical skillsTechnical skills Interpersonal skills?Interpersonal skills? Who is being trained? Why? How do Who is being trained? Why? How do

you know? Look at the JOB ANALYSISyou know? Look at the JOB ANALYSIS How to train? Formal? Informal? On How to train? Formal? Informal? On

the job? Off-site? Not everyone learns the job? Off-site? Not everyone learns the same waythe same way

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HRHR

Should we just hire lawyers instead Should we just hire lawyers instead of HR managers?of HR managers?

What is the future of HR?What is the future of HR? Strategic HR (joining the ranks of Strategic HR (joining the ranks of

highest level of management in highest level of management in terms of prestige, pay, and power)terms of prestige, pay, and power)

What’s new? Hot? Interesting?What’s new? Hot? Interesting?

Hot Trends In Hot Trends In Selection, Selection,

Retention and Retention and Other Fun Other Fun

InformationInformation**Not On Final Exam****Not On Final Exam**

Just Sit Back and Relax and Just Sit Back and Relax and Listen Listen

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Selection & BrandingSelection & Branding

Microsoft = “The Deal” and Microsoft = “The Deal” and BrandingBranding (e.g., Hamill, Suckow, Sablynski, 2003)(e.g., Hamill, Suckow, Sablynski, 2003)

Dell ComputerDell Computer Cardinal HealthCardinal Health IBMIBM PepsiCoPepsiCo

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Branding-FitBranding-Fit

Organizational AttractivenessOrganizational Attractiveness Person-Organization FitPerson-Organization Fit Realistic Job Previews (RJPs)Realistic Job Previews (RJPs) Once qualifications are assured, Once qualifications are assured,

check fitcheck fit

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Puzzle Interview Puzzle Interview QuestionsQuestions

Popularized by MicrosoftPopularized by Microsoft Poundstone’s book – “How would Poundstone’s book – “How would

you move Mt. Fuji?”you move Mt. Fuji?” Websites dedicated to these types of Websites dedicated to these types of

questionsquestions ““How many gas stations are there in How many gas stations are there in

California?”California?” ““Why are manhole covers round”Why are manhole covers round”

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Puzzle Interview Puzzle Interview QuestionsQuestions

Anyone ever have to answer these Anyone ever have to answer these types of questions in an interview?types of questions in an interview?

How would you go about answering How would you go about answering these?these?

What do they measure? How do you What do they measure? How do you know?know?

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RetentionRetention

Job Embeddedness – On and Off-the-Job Job Embeddedness – On and Off-the-Job Factors are keyFactors are key

Most studies focus on job satisfaction Most studies focus on job satisfaction and assume a gradual “withdrawal” as and assume a gradual “withdrawal” as dissatisfaction gets worsedissatisfaction gets worse

Mitchell, Holtom, Lee, Sablynski, Erez Mitchell, Holtom, Lee, Sablynski, Erez (2001) found JE is better predictor of (2001) found JE is better predictor of turnover --- later (2004) to include turnover --- later (2004) to include performance, citizenship, absenteeismperformance, citizenship, absenteeism

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RetentionRetention

Bottom line – use selection as FIRST Bottom line – use selection as FIRST tool in keeping good employeestool in keeping good employees

On and off-the-job Fit, Links, and On and off-the-job Fit, Links, and Sacrifice – all matter!Sacrifice – all matter!

Engage them – get employees Engage them – get employees involved with work activities and off-involved with work activities and off-the-job events, lifethe-job events, life

Understand “shocks” happen and Understand “shocks” happen and cannot be avoided but can be cannot be avoided but can be prepared forprepared for

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Organizational Problem Organizational Problem SolvingSolving

We learned a manager has many roles and We learned a manager has many roles and responsibilities – prioritize in each responsibilities – prioritize in each organization you are in – find out what organization you are in – find out what matters – move towards excellencematters – move towards excellence

Performance is a function of:Performance is a function of:

ABILITYABILITY

MOTIVATIONMOTIVATION

OPPORTUNITYOPPORTUNITY Know how Know how youyou are evaluated! are evaluated!

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Tips -ToolboxTips -Toolbox Fairness matters – to Fairness matters – to

most people most people allall the time the time Transparency in processTransparency in process Rewards matter! Focus Rewards matter! Focus

on the POSITIVEon the POSITIVE Use RJPs and branding Use RJPs and branding

efforts to select and efforts to select and retainretain

Expect “shocks”Expect “shocks” Perceptions – think how Perceptions – think how

others see the worldothers see the world Use structured Use structured

interviews – you’ll be interviews – you’ll be glad you didglad you did

Consider tools to help Consider tools to help with leadership with leadership behavior (e.g., LPI)behavior (e.g., LPI)

Informal groups are Informal groups are critical in orgscritical in orgs

Needs theories and Needs theories and expectancy theory can expectancy theory can drive motivationdrive motivation

Ask questions dailyAsk questions daily When given feedback When given feedback

– act or explain what – act or explain what happenedhappened

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Tips -ToolboxTips -Toolbox Performance Performance

appraisals can drive appraisals can drive actual performanceactual performance

Harvard Business Harvard Business Review – “No A**hole Review – “No A**hole Rule”Rule”

Conflict is normal and Conflict is normal and can be helpful – train can be helpful – train employees on conflict employees on conflict resolution and focus resolution and focus on functional conflicton functional conflict

BATNA – don’t leave BATNA – don’t leave home without ithome without it

Environment matters Environment matters – keep an eye on the – keep an eye on the “little things”“little things”

Attitudes are moving Attitudes are moving targetstargets

Match people with Match people with tasks and “jobs”tasks and “jobs”

Create logical, clear Create logical, clear career paths when career paths when possiblepossible

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Tips - ToolboxTips - Toolbox Depending on the org Depending on the org

type, design jobs type, design jobs around people when around people when possiblepossible

Abilities differ – it’s Abilities differ – it’s normal!normal!

Leadership can only Leadership can only happen when there happen when there are followers – who are followers – who are they? What do are they? What do they want?they want?

Brainstorm often and Brainstorm often and keep a record of ideaskeep a record of ideas

Train for future needs Train for future needs before they become before they become needsneeds

Organizational culture Organizational culture is what YOU make itis what YOU make it

Focus on achieving Focus on achieving “expert power” in “expert power” in your organizationyour organization

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GOOD LUCK ON THE GOOD LUCK ON THE EXAMEXAM

Have a great July 4Have a great July 4thth weekend weekend See you on July 11See you on July 11thth at 6pm at 6pm Please let me know your preference Please let me know your preference

for the final exam “Original” or for the final exam “Original” or “Essay only”“Essay only”