June 27, 2005

1. June 27, 2005 • Tonight is the last class before the final exam  • Final exam – please let me know your choice of Option A (original format) or Option B (essays) • Team leader interview/exercise – due July 11th • Extra credit – due on July 11th in class • Tonight we’ll cover some key points from the last of the chapters…

2. Chapter 14 Conflict & Negotiation • Functional conflict = supports the goals of the group and improves its performance • Dysfunctional = hinders group performance • Task conflict = occur over content and goals of the group • Process conflict = how work gets done • Relationship conflict = interpersonal relationships (DYSFUNCTIONAL)

3. Conflict-Management • One effective approach is to create a “super- ordinate” goal or a goal that cannot be attained w/out the cooperation of each of the conflicting parties. • Ex) focus on the competition – “We will beat company X”

4. Conflict and Unit Performance

5. Distributive versus Integrative Bargaining

6. Negotiation Successful/effective managers are often very astute negotiators…. • Step 1: Prepare and plan (determine your “BATNA”) • Step 2: Define ground rules • Step 3: Clarification and justification • Step 4: Bargaining & problem solving • Step 5: Closure and implementation

7. Exercise • I know it’s just a class, you know it’s just a class but try your best to negotiate a good deal • Please work towards a final $$ sales price – thanks!

8. Chapter 15 & 16 • Chapter 15 is not on the final exam but is important as you think about designing organizations – I encourage you to read it • Chapter 16 opens our eyes to the future of management in the US and the world

9. Chapter 16 • Technology – The Internet • E-commerce, E-business, E-organization • How works “get done” • Decision making – action oriented – make mistakes, learn and move forward • Communication – when? How much? By whom? In what context? Why? • Politics/networking/leadership/relationships

10. Chapter 16 • Work space design – size, arrangement, privacy, Feng Shui, “cognitive ergonomics” • Work re-design options: • Job Rotation – Cross training – flexibility & skills • Job Enlargement – horizontal expansion of jobs • Job Enrichment – vertical expansion of jobs – allow workers to plan, execute, evaluate his/her work

11. Work Schedule Options • Flextime – ex) Office open from 6am-6pm with “core” hours of 10am-2pm when everyone can be assumed to be ‘in’ • Job sharing – ex) you work Mon-Wed and I work from Wed-Friday (we overlap or alternate Wednesdays) • Telecommuting/virtual offices – ex) work from home/road or share office space in various locations – as long as work can be done this way

12. Chapter 17 – HR There are 3 key processes of HR • Recruit and select • Evaluate performance • Train and develop

13. Selection • Start with a job analysis when possible • Tasks: frequencies, importance, criticality, needed day 1? • Competencies: Knowledge, skills, abilities and “other” qualities • A job analysis ≠ a job description

14. Selection • Interviews • Assessments • Personality tests • Match the candidate with the job

15. Performance Evaluations • Purpose – this is REALLY important in organizations! Discover what yours are and how they are used in your organization when you are hired – it will help avoid problems later!  • What to evaluate? Traits? Behaviors? • Who should evaluate? Boss? Self? 360 degree? • How should we evaluate? What tool?

16. Performance Evaluations • Train the raters • Emphasize behaviors rather than traits • Avoid chapter 5 “perception” biases • Document performance – legal writing • Use multiple sources • Provide the ratees with due process • Provide feedback

17. Training & Development • Can your employees read? Don’t laugh… • Technical skills • Interpersonal skills? • Who is being trained? Why? How do you know? Look at the JOB ANALYSIS • How to train? Formal? Informal? On the job? Off-site? Not everyone learns the same way

18. HR • Should we just hire lawyers instead of HR managers? • What is the future of HR? • Strategic HR (joining the ranks of highest level of management in terms of prestige, pay, and power) • What’s new? Hot? Interesting?

19. Hot Trends In Selection, Retention and Other Fun Information **Not On Final Exam** Just Sit Back and Relax and Listen 

20. Selection & Branding • Microsoft = “The Deal” and Branding • (e.g., Hamill, Suckow, Sablynski, 2003) • Dell Computer • Cardinal Health • IBM • PepsiCo

21. Branding-Fit • Organizational Attractiveness • Person-Organization Fit • Realistic Job Previews (RJPs) • Once qualifications are assured, check fit

22. Puzzle Interview Questions • Popularized by Microsoft • Poundstone’s book – “How would you move Mt. Fuji?” • Websites dedicated to these types of questions • “How many gas stations are there in California?” • “Why are manhole covers round”

23. Puzzle Interview Questions • Anyone ever have to answer these types of questions in an interview? • How would you go about answering these? • What do they measure? How do you know?

24. Retention • Job Embeddedness – On and Off-the-Job Factors are key • Most studies focus on job satisfaction and assume a gradual “withdrawal” as dissatisfaction gets worse • Mitchell, Holtom, Lee, Sablynski, Erez (2001) found JE is better predictor of turnover --- later (2004) to include performance, citizenship, absenteeism

25. Retention • Bottom line – use selection as FIRST tool in keeping good employees • On and off-the-job Fit, Links, and Sacrifice – all matter! • Engage them – get employees involved with work activities and off-the-job events, life • Understand “shocks” happen and cannot be avoided but can be prepared for

26. Organizational Problem Solving • We learned a manager has many roles and responsibilities – prioritize in each organization you are in – find out what matters – move towards excellence • Performance is a function of: ABILITY MOTIVATION OPPORTUNITY • Know how you are evaluated! 

27. Fairness matters – to most people all the time Transparency in process Rewards matter! Focus on the POSITIVE Use RJPs and branding efforts to select and retain Expect “shocks” Perceptions – think how others see the world Use structured interviews – you’ll be glad you did Consider tools to help with leadership behavior (e.g., LPI) Informal groups are critical in orgs Needs theories and expectancy theory can drive motivation Ask questions daily When given feedback – act or explain what happened Tips -Toolbox

28. Performance appraisals can drive actual performance Harvard Business Review – “No A**hole Rule” Conflict is normal and can be helpful – train employees on conflict resolution and focus on functional conflict BATNA – don’t leave home without it Environment matters – keep an eye on the “little things” Attitudes are moving targets Match people with tasks and “jobs” Create logical, clear career paths when possible Tips -Toolbox

29. Depending on the org type, design jobs around people when possible Abilities differ – it’s normal! Leadership can only happen when there are followers – who are they? What do they want? Brainstorm often and keep a record of ideas Train for future needs before they become needs Organizational culture is what YOU make it Focus on achieving “expert power” in your organization Tips - Toolbox

30. GOOD LUCK ON THE EXAM • Have a great July 4th weekend • See you on July 11th at 6pm • Please let me know your preference for the final exam “Original” or “Essay only”