Quiz
Midterm 2 Study
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1Define Performance Management: The ongoing assessment and improvement of [blank_start]key business processes[blank_end] in order to drive superior results
- Akey business processes
2Goal of Performance Management: To improve [blank_start]faster[blank_end] and [blank_start]better[blank_end] than competition
- Afaster
- Bbetter
3How does Performance Management work?
Focuses on [blank_start]capabilities[blank_end] / [blank_start]processes[blank_end]- Acapabilities
- Bprocesses
4Which of the following is part of the core elements of Performance Management?
- AProcess Management
- BBusiness Improvement
- CBusiness Assessment/Measurement
- DProcess Improvement
5DMAI'C is the Key element Acronym for which core element of Performance Management
- AProcess Management
- BBusiness Assessment/Measurement
- CBusiness Improvement
- DProcess Improvement
6Process Management: Key Elements
[blank_start]Define[blank_end] – Use flow charts to identify customers, suppliers, and those who perform key steps in the process (SIPOC Model)
[blank_start]Measure[blank_end] – Create outcome measures and predictive measures that allow complete understanding of process performance
[blank_start]Analyze[blank_end] – Use the measures and process maps to understand the performance of the process vs. goals and benchmarks
[blank_start]Improve[blank_end]/[blank_start]Innovate[blank_end] – Make improvement a routine activity using basic/advanced tools & methods
[blank_start]Control[blank_end] – Make sure the process and improvements continue to provide consistent, predictable performance- ADefine
- BMeasure
- CAnalyze
- DImprove
- EInnovate
- FControl
7Process Mapping:
Used to describe the [blank_start]process[blank_end] visually
Clarifies the [blank_start]steps[blank_end]/[blank_start]sequence[blank_end] in the process
Clarifies [blank_start]who[blank_end] performs each step
Identifies [blank_start]how[blank_end] the work flows through the organization
Identifies where the [blank_start]key linkages[blank_end] are with other parts of the organization
Helps to identify areas for [blank_start]improvement[blank_end]- Aprocess
- Bsteps
- Csequence
- Dwho
- Ehow
- Fkey linkages
- Gimprovement
8Comprehensive evaluation of business performance and business process management against a core set of fundamental business excellence criteria
- ABusiness Assessment
- BProcess Management
- CBusiness Improvement
- DProcess Improvement
9Business Excellence Criteria Categories:
- Key Role of [blank_start]Leadership[blank_end]
- [blank_start]Customer[blank_end] Focus
- Process Management/High Performance [blank_start]Environment[blank_end]
- [blank_start]Fact-Based[blank_end] Management & Evaluation
- [blank_start]Improvement[blank_end] & Innovation
- Continuous Assessment & [blank_start]Renewal[blank_end]- ALeadership
- BCustomer
- CEnvironment
- DFact-Based
- EImprovement
- FRenewal
10Create and communicate a clear vision and direction for the business and fully align the organization in support.
Build capabilities for future success while delivering current results by effectively balancing long term and short term priorities- AKey Role of Leadership
- BCustomer Focus
- CProcess Management/High Performance Environment
- DFact-Based Management & Evaluation
- EImprovement & Innovation
- FContinuous Assessment & Renewal
11Design, develop and deliver products and services based on an accurate understanding of, and a commitment to, creating true value for the customer that is superior to competitive options
- ACustomer Focus
- BKey Role of Leadership
- CProcess Management/High Performance Environment
- DFact-Based Management & Evaluation
- EImprovement & Innovation
- FContinuous Assessment & Renewal
12Use a process-based view of work that integrates multiple functions working in collaboration to create a high performance environment
- AProcess Management/
High Performance Environment - BKey Role of Leadership
- CCustomer Focus
- DFact-Based Management & Evaluation
- EImprovement & Innovation
- FContinuous Assessment & Renewal
- AProcess Management/
13Use a system of balanced measures that are aligned with the business goals and strategy. Include outcome and driver metrics that are both leading and lagging indicators of performance. Benchmark against standards of excellence as well as competitors.
- AFact-Based Management & Evaluation
- BKey Role of Leadership
- CCustomer Focus
- DProcess Management/High Performance Environment
- EImprovement & Innovation
- FContinuous Assessment & Renewal
14Use proven improvement methodologies to address strategic needs and performance gaps. Use highly competent improvement experts who rely on a common language and toolset and who are skilled in collaboration and project leadership. Seek to find new, innovative ways to create value for customers and the organization.
- AImprovement & Innovation
- BKey Role of Leadership
- CCustomer Focus
- DProcess Management/High Performance Environment
- EFact-Based Management & Evaluation
- FContinuous Assessment & Renewal
15Use comprehensive criteria to routinely assess the business and validate findings through an independent review.
Develop clear strategies to sustain and
enhance business results in the future. Align plans, policies and practices to support these strategies.- AContinuous Assessment & Renewal
- BKey Role of Leadership
- CCustomer Focus
- DProcess Management/High Performance Environment
- EFact-Based Management & Evaluation
- FImprovement & Innovation
16
Business Assessment Process: These are key components Of the Value Chain:
- [blank_start]Leadership[blank_end]
- [blank_start]Product[blank_end] Development
- [blank_start]Demand[blank_end] Generation
- [blank_start]Supply[blank_end] Chain
- [blank_start]Organization[blank_end] & People
- [blank_start]Compliance[blank_end]- ALeadership
- BProduct
- CDemand
- DSupply
- EOrganization
- FCompliance
17The Well-Dressed Measure!
- Clear [blank_start]description[blank_end] of the outcome being measured with link to strategic objective
- All axes and data are clearly [blank_start]labeled[blank_end]
- Provides [blank_start]comparisons[blank_end] to: prior periods, goals, and benchmarks (including competitors, if available)
- Identifies the [blank_start]owner[blank_end] of the measure (person responsible for preparing/updating)
- Indicates the [blank_start]date[blank_end] of the last update
- Indicates any current improvement [blank_start]initiatives[blank_end] specifically directed at improving this result and projected timing and impact
- Clearly states the current [blank_start]performance[blank_end] status and provides comments on the results shown in this measure- Adescription
- Blabeled
- Ccomparisons
- Downer
- Edate
- Finitiatives
- Gperformance
18Learning Objectives – Corporate Entrepreneurship
- Be able to identify and select accurate [blank_start]descriptions[blank_end] and/or [blank_start]definitions[blank_end] of Corporate Entrepreneurship:
- Be able to identify, and distinguish between, [blank_start]traditional[blank_end] management practices and Corporate Entrepreneurship management practices
- Be able to apply [blank_start]key elements[blank_end] of Corporate Entrepreneurship Management to a business case- Adescriptions
- Bdefinitions
- Ctraditional
- Dkey elements
19Define: Corporate Entrepreneurship
- AThe intention to engage in the creation of new products or processes and/or enter in to new markets
- BThe desire to engage in the creation of new products or processes and/or enter in to new markets
- CThe intention to engage in the creation of new products or processes
- DThe intention to engage in the creation of new products or processes and/or enter in to current markets
20The Intention to Act Entrepreneurially
Entrepreneurial [blank_start]intentions[blank_end]: Motivational factors that influence individuals to pursue entrepreneurial outcomes
Entrepreneurial [blank_start]self-efficacy[blank_end]: Conviction that one can successfully pursue entrepreneurial outcomes
Perceived [blank_start]desirability[blank_end]: Degree to which a potential entrepreneurial outcome is evaluated as favorable or unfavorable- Aintentions
- Bself-efficacy
- Cdesirability
21
Entrepreneurial Thinking ~ An individuals’ mental processes of overcoming ignorance to:
- Decide whether a signal represents an [blank_start]opportunity[blank_end]
- Decide whether that [blank_start]opportunity[blank_end] is applicable to the individual specifically
- Process [blank_start]feedback[blank_end] from action steps taken- Aopportunity
- Bopportunity
- Cfeedback
22Corporate Entrepreneurial Activities
- [blank_start]Self Renewal[blank_end]: Transformation of organization through renewal of foundational ideas
- [blank_start]New Business Venturing[blank_end]: Creation of a new business within an existing organization
- [blank_start]Innovation[blank_end]: Developing new products, services, and processes
- [blank_start]Proactive-ness[blank_end]: Initiative, risk-taking, competitive aggressiveness, and boldness- ASelf Renewal
- BNew Business Venturing
- CInnovation
- DProactive-ness
23Corporate sponsored new ventures perform better than those started independently
- ARichtig
- BFalsch
24Why is corporate entrepreneurship challenging:
- Difficulty maintaining [blank_start]long[blank_end] term commitment
- Lack of freedom to make [blank_start]autonomous[blank_end] decisions
- [blank_start]Constrained[blank_end] environment
- Adverse consequences of [blank_start]failure[blank_end]- Along
- Bshort
- Cautonomous
- Dindependent
- EConstrained
- Ffree-form
- Gfailure
- Hsuccess
25Process for Establishing Corporate Entrepreneurship in the Organization (Nine Steps):
- ACommitment/Culture
- BPlan & Organize
- CEnd Goal Focus
- DTechnology
- ECustomer Focus
- FPerformance Management
- GResource Management
- HSupport Structure
- IRewards
- JEvaluation System
26Seek individuals who can do things [blank_start]differently[blank_end] and [blank_start]better[blank_end]
- Adifferently
- Bbetter
27“[blank_start]Time to Think[blank_end]” model
- 3M encourages their employees to spend [blank_start]15[blank_end]% of their working time on their own projects.
- Employees US 3M resources
- Employees are allowed to build teams
- Employees follow their [blank_start]own[blank_end] insights in pursuit of problem-solving with [blank_start]limited[blank_end] managerial direction- ATime to Think
- BTime to Plan
- CTime to Organize
- DTime to be Creative
- E15
- F10
- G20
- H25
- Iown
- Jteams'
- Klimited
- Lexcess
28Define [blank_start]Globalization[blank_end]:
The shift toward a more integrated and interdependent world economy- AGlobalization
29What Factors Drive Globalization?
- Diminishing [blank_start]Distance[blank_end] and [blank_start]Communication[blank_end] Challenges
- Evolving [blank_start]Political[blank_end] Economies
- Recognition of the [blank_start]Mutual[blank_end] Benefits
- Declining Barriers to [blank_start]Trade[blank_end]
- The Development of the [blank_start]Multi-National Enterprise[blank_end] (MNE)
- Development and Support of [blank_start]Global[blank_end] Institutions- ADistance
- BCommunication
- CPolitical
- DMutual
- ETrade
- FMulti-National Enterprise
- GGlobal
30Reasons for Globalization: Overcome Distance and Communication
- Distance and Communication Challenges
Markets were historically closed because of the slowness of [blank_start]travel[blank_end] and [blank_start]communications[blank_end] over long distances.
- [blank_start]Cultural[blank_end] Advancement
Language barriers and cultural practices made managing overseas businesses difficult
- [blank_start]Technological[blank_end] Advancement
Improvement in transportation technology and fast, secure communications have greatly reduced the barriers of physical and cultural distances.- Atravel
- Bcommunications
- CCultural
- DTechnological
31Define: [blank_start]Political Economy[blank_end]
Refers to the interdependent nature of the economic, political, and legal systems within a country.
Positive changes in the [blank_start]Political Economies[blank_end] of many countries have resulted in more mutual receptivity to trade relations with other countries- APolitical Economy
- BPolitical Economies
32Define: [blank_start]Free-Trade[blank_end] Doctrine
The idea that if each country specializes in the production of the goods and services that it can produce most efficiently, this will make the best use of global resources and will result in lower prices- AFree-Trade
33Define: [blank_start]Reduction of Tariffs[blank_end]
- [blank_start]Tariffs[blank_end] are a tax that government imposes on imported or, occasionally, exported goods.
- Intended to protect domestic industry and jobs from [blank_start]foreign[blank_end] competition- AReduction of Tariffs
- BTariffs
- Cforeign
34GATT = [blank_start]General[blank_end] [blank_start]Agreement[blank_end] on [blank_start]Tariffs[blank_end] and [blank_start]Trade[blank_end]
*First signed in April 1947- AGeneral
- BAgreement
- CTariffs
- DTrade
35The Lowering of Trade Barriers:
- [blank_start]Opened[blank_end] enormous opportunities for managers to expand the market for their goods and services.
- Allowed managers to buy and sell goods and services [blank_start]globally[blank_end].
- Increased intensity of [blank_start]global[blank_end] competition such that managers now have a more dynamic and exciting job of managing.- AOpened
- BClosed
- Cglobally
- Dlocally
- Eglobal
- Flocal
36Define: [blank_start]Multinational enterprise[blank_end]
Any business that has productive activities in two or more countries- AMultinational enterprise
37Define: [blank_start]Global institutions[blank_end]
help manage, regulate, and police the global marketplace promote the establishment of multinational treaties to govern the global business system- AGlobal institutions
38Examples of Global Institutions
- AGeneral Agreement on Tariffs and Trade (GATT)
- BWorld Trade Organization (WTO)
- CInternational Monetary Fund (IMF)
- DWorld Bank
- EUnited Nations (UN)
- FG20
- GCenter for Global Institutions
- HCouncil of Transportation
- IGlobal Security Department
39Define: [blank_start]Globalization Process[blank_end]
The set of specific and general forces that work together to integrate and connect economic, political, and social systems [blank_start]across[blank_end] countries, cultures, or geographical regions so that nations become increasingly interdependent and similar.- AGlobalization Process
- Bacross
40Define: [blank_start]Barriers to Entry[blank_end]
Factors that make it difficult and costly for the organization to enter a particular task environment or industry- ABarriers to Entry
41Barriers to Entry
- [blank_start]Economies of scale[blank_end]: Cost advantages associated with large operations
- [blank_start]Brand loyalty[blank_end]: Customers’ preference for the products of organizations currently existing in the task environment.
- [blank_start]Government regulations[blank_end] that impede entry- AEconomies of scale
- BBrand loyalty
- CGovernment regulations
- DGeneral Agreement on Tariff and Trade
- EGlobalization
- FFree-Trade
- GDistance and Communication
42Define The [blank_start]Globalization of Production[blank_end]:
Firms source goods and services from locations around the globe to capitalize on national differences in the cost and quality of factors of production like land, labor, energy, and capital
Companies can:
- lower their overall cost structure
- improve the quality or functionality of their product offering- AGlobalization of Production
43Define [blank_start]Global Outsourcing[blank_end]:
The purchase or production of inputs or final products from overseas suppliers to lower costs and improve product quality or design.- AGlobal Outsourcing
44Define [blank_start]Global Environment[blank_end]:
Set of forces and conditions in the world outside the organization’s boundaries that affect the way it operates and shapes its behavior- AGlobal Environment
45Forces in the Global Environment:
- Middle Circle: [blank_start]Task[blank_end] Environment
- Outer Circle: [blank_start]General[blank_end] Environment- ATask
- BGeneral
46Forces in the General Environment:
- [blank_start]Sociocultural Forces[blank_end]: Pressures emanating from the social structure of a country or society or from the national culture
- [blank_start]Political and Legal Forces[blank_end]: Outcomes of changes in laws and regulations, such as deregulation of industries, privatization of organizations, and increased emphasis on environmental protection.
- [blank_start]Economic Forces[blank_end]: Interest rates, inflation, unemployment, economic growth, and other factors that affect the general health and well-being of a nation or the regional economy of an organization.
- [blank_start]Technological Forces[blank_end]: Outcomes of changes in the technology that managers use to design, produce, or distribute goods and services
- [blank_start]Demographic Forces[blank_end]: Outcomes of change in, or changing attitudes toward, the characteristics of a population, such as age, gender, ethnic origin, race, sexual orientation, and social class- ASociocultural Forces
- BPolitical and Legal Forces
- CForeign Culture Forces
- DEconomic Forces
- ETechnological Forces
- FDemographic Forces
47Forces in the Task Environment:
- [blank_start]Competitors[blank_end]: Rivalry between competitors is potentially the most threatening force that managers deal with
- [blank_start]Distributors[blank_end]: Powerful distributors can limit access to markets through its control of customers in those markets.
- [blank_start]Suppliers[blank_end]: Access to raw materials, component parts, and labor (employees) can be critical in foreign markets
- [blank_start]Customers[blank_end]: Identifying an organization’s main customers and producing the goods and services they want is crucial to organizational and managerial success- ACompetitors
- BDistributors
- CWarehousers
- DSuppliers
- ECustomers
48Define [blank_start]Values[blank_end]:
- Ideas about what a society believes to be good, right, desirable and beautiful.
- Provide the basic underpinnings for notions of individual freedom, democracy, truth, justice, honesty, loyalty, love, sex, marriage, etc.- AValues
49Define [blank_start]Norms[blank_end]: Unwritten, informal codes of conduct that prescribe how people should act in particular situations and are considered important by most members of a group or organization
- Folkways, mores- ANorms
50Hofstede’s Dimensions of National Culture
- Individualism vs. [blank_start]Collectivism[blank_end]
- Low power distance vs. [blank_start]High power distance[blank_end]
- Achievement Orientation vs. [blank_start]Nurturing Orientation[blank_end]
- Low Uncertainty Avoidance vs. [blank_start]High Uncertainty Avoidance[blank_end]
- Short-Term Orientation vs. [blank_start]Long-Term Orientation[blank_end]- ACollectivism
- BHigh power distance
- CNurturing Orientation
- DHigh Uncertainty Avoidance
- ELong-Term Orientation
51Hofstede’s Dimensions of National Culture
- [blank_start]Individualism[blank_end] vs. Collectivism
- [blank_start]Low power distanc[blank_end]e vs. High power distance
- [blank_start]Achievement Orientation[blank_end] vs. Nurturing Orientation
- [blank_start]Low Uncertainty Avoidance[blank_end] vs. High Uncertainty Avoidance
- [blank_start]Short-Term Orientation[blank_end] vs. Long-Term Orientation- AIndividualism
- BLow power distanc
- CAchievement Orientation
- DLow Uncertainty Avoidance
- EShort-Term Orientation
52Define [blank_start]Collectivism[blank_end]: A worldview that values subordination of the individual to the goals of the group and adherence to the principle that people should be judged by their contribution to the group
- ACollectivism
53Define [blank_start]Individualism[blank_end]: A worldview that values individual freedom and self-expression and adherence to the principle that people should be judged by their individual achievements rather their social background
- AIndividualism
54Define [blank_start]Power Distance[blank_end]: Degree to which societies accept the idea that inequalities in the power and well-being of their citizens are due to differences in individuals’ physical and intellectual capabilities and heritage
- APower Distance
55Define [blank_start]Nurturing[blank_end]: A worldview that values the quality of life, warm personal friendships, and services and care for the weak.
- ANurturing
56Define [blank_start]Achievement[blank_end]: A worldview that values assertiveness, performance, success, and competition
- AAchievement
57Define [blank_start]Uncertainty Avoidance[blank_end]:The degree to which societies are willing to tolerate Uncertainty and risk.
- AUncertainty Avoidance
58Define [blank_start]High Uncertainty Avoidance[blank_end]: Societies are more rigid and expect high conformity in their citizens’ beliefs and norms of behavior.
- AHigh Uncertainty Avoidance
59Define [blank_start]Low Uncertainty Avoidance[blank_end]: Cultures are easygoing, value diversity, and tolerate differences in personal beliefs and actions
- ALow Uncertainty Avoidance
60Define [blank_start]Long Term Orientation[blank_end]: A worldview that values thrift and persistence in achieving goals.
- ALong Term Orientation
61Define [blank_start]Short Term Orientation[blank_end]: A worldview that values personal stability or happiness and living for the present.
- AShort Term Orientation
62National Cultures Vary by these Dimensions
- Variations in dimensions by country are [blank_start]not necessarily bad or good[blank_end], just reflect differences in cultures
- Understanding the general nature of a culture using these dimensions helps to [blank_start]better appreciate and engage[blank_end] with members of that culture
- Not everyone within a culture necessarily exhibits the same characteristics as suggested by the dimensions. The dimensions apply overall to [blank_start]a society’s proclivity[blank_end] rather than to specific attributes of any [blank_start]one individual[blank_end].- Anot necessarily bad or good
- Bnot necessarily bad
- Cnot necessarily good
- Dbetter appreciate and engage
- Ebetter learn and engage
- Fbetter learn and acknowledge
- Ga society’s proclivity
- Hone individual
- Ione group
- Jone individual
- Kone group
- La society's proclivity
63Why Enter Foreign Markets?
- Access new [blank_start]customers[blank_end]
- Exploit core [blank_start]competencies[blank_end]
- Spread business [blank_start]risk[blank_end]
- Lower [blank_start]costs[blank_end]
- Access [blank_start]resources[blank_end]/capabilities- Acustomers
- Bcompetencies
- Crisk
- Dcosts
- Eresources
64[blank_start]International[blank_end] Business Complexities
- Home-country advantages
- Location-based value chain advantages
- Government policies, tax rates, and economic conditions
- Currency exchange rate risks
- Differences in buyer tastes and preferences for products and services- AInternational
65International Business Complexities
- [blank_start]Home[blank_end]-country advantages
- [blank_start]Location[blank_end]-based [blank_start]value[blank_end] chain advantages
- Government [blank_start]policies[blank_end], tax rates, and [blank_start]economic[blank_end] conditions
- Currency [blank_start]exchange rate[blank_end] risks
- Differences in buyer [blank_start]tastes[blank_end] and [blank_start]preferences[blank_end] for products and services- AHome
- BLocation
- Cvalue
- Dpolicies
- Eeconomic
- Fexchange rate
- Gtastes
- Hpreferences
66Risks Associated with International Business
- APolitical Risks
- BEconomic Risks
- CEnvironmental Risks
- DCultural Risks
- ESocial Risks
- FCompetitive Risks
- GLocal and Global Risks
67Define [blank_start]Political[blank_end] Risks:
Stem from [blank_start]instability[blank_end] or [blank_start]weaknesses[blank_end] in national governments and [blank_start]hostility[blank_end] to foreign business.- APolitical
- Binstability
- Cweaknesses
- Dhostility
68Define [blank_start]Economic[blank_end] Risks:
Stem from the stability of a country’s [blank_start]monetary[blank_end] system, economic and regulatory [blank_start]policies[blank_end], reliability of [blank_start]infrastructure[blank_end], and the lack of [blank_start]property[blank_end] rights protections.- AEconomic
- Bmonetary
- Cpolicies
- Dinfrastructure
- Eproperty
69Positive Factors to Consider before doing business in a country
- ATax Incentives
- BLow tax rates
- CLow-cost loans
- DSite location and development/incentives
- EWorker training
- FEnvironmental regulations
- GSubsidies and loans to domestic competitors
- HImport restrictions
- ITariffs and quotas
- JLocal-content requirements
70Negative Factors to Consider before doing business in a country
- AEnvironmental regulations
- BSubsidies and loans to domestic competitors
- CImport restrictions
- DTariffs and quotas
- ELocal-content requirements
- FRegulatory approvals
- GProfit repatriation limits
- HMinority ownership limits
- ITax incentives
- JLow tax rates
71Managing Diversity
- Be able to identify/select accurate [blank_start]descriptions[blank_end] and/or [blank_start]definitions[blank_end] of diversity
- Be able to identify/select accurate descriptions of the [blank_start]manager’s[blank_end] role in effective diversity management
- Be able to identify/select accurate descriptions of the [blank_start]challenges[blank_end] involved and [blank_start]actions[blank_end] necessary in effectively managing multicultural teams
- Be able to [blank_start]apply[blank_end] the concepts of diversity management and/or [blank_start]managing[blank_end] multicultural teams to a business case- Adescriptions
- Bdefinitions
- Cmanager’s
- Dchallenges
- Eactions
- Fapply
- Gmanaging
72Define [blank_start]Diversity[blank_end]: Dissimilarities/differences among people in age, gender, race, ethnicity, religion, sexual orientation, socioeconomic background, and capabilities/disabilities
- ADiversity
73Define Diversity: Dissimilarities/differences among people in...
- Aage
- Bgender
- Crace
- Dethnicity
- Ereligion
- Fsexual orientation
- Gsocioeconomic background
- Hcapabilities/disabilities
- Iphysical appearance
- Jfashion style
74Multicultural Society, Diversity and Management
- Managers need to understand the impact of [blank_start]demographic[blank_end] and [blank_start]cultural[blank_end] diversity on business interactions both domestically and globally.
- Managers need to be able to [blank_start]resolve[blank_end] challenges that arise because of the impact of demographic and cultural diversity in business interactions.
- Diversity provides a [blank_start]resource[blank_end] to an organization that managers must understand in order to develop strategy, strengthen organizational culture, and to leverage those resources for the firm’s development.
- A changing society and changing market place provides opportunities to firms.- Ademographic
- Bcultural
- Cresolve
- Dresource
75
Diversity Management Makes Good Business Sense | Diversity of Employees Provides:
- A [blank_start]variety[blank_end] of points of view and approaches to problems and opportunities can improve managerial decision making.
- Diverse employees are more attuned to the needs of diverse [blank_start]customers[blank_end].
- Diversity can increase the [blank_start]retention[blank_end] of valued organizational members.
- Diversity is [blank_start]expected[blank_end]/[blank_start]required[blank_end] by stakeholders- Avariety
- Bcustomers
- Cretention
- Dexpected
- Erequired
76Diversity Management – Key Considerations
- The [blank_start]ethical[blank_end] imperative exists for equal opportunity
- Effectively managing diversity can improve [blank_start]organizational[blank_end] effectiveness
- There is substantial evidence that diverse individuals continue to experience [blank_start]unfair[blank_end] treatment*- Aethical
- Borganizational
- Cunfair
77Examples of Effective Diversity Management | Sodexo, Inc., a food and facilities management company, has a series of organization-wide award-winning diversity initiatives:
- Diversity [blank_start]training[blank_end]
- Programs to encourage managers to [blank_start]mentor[blank_end] and [blank_start]coach[blank_end] employees of background different than their own
- Bases 25% of top manager [blank_start]bonuses[blank_end] on their performance on diversity initiatives, including [blank_start]hiring[blank_end] and [blank_start]training[blank_end] diverse employees- Atraining
- Bmentor
- Ccoach
- Dbonuses
- Ehiring
- Ftraining
78Examples of Effective Diversity Management | Principal Financial Group:
- Flexible work [blank_start]schedules[blank_end]
- [blank_start]Maternity[blank_end] and [blank_start]paternity[blank_end] leave
- Hiring [blank_start]diverse[blank_end] employees
- [blank_start]Mentoring[blank_end] programs, multicultural [blank_start]celebrations[blank_end], and domestic [blank_start]partner[blank_end] benefits
- Support for [blank_start]community[blank_end] engagement by employees- Aschedules
- BMaternity
- Cpaternity
- Ddiverse
- EMentoring
- Fcelebrations
- Gpartner
- Hcommunity
79Managerial Roles in Diversity Management
- Managers either [blank_start]promote[blank_end] the effective management of diversity or [blank_start]derail[blank_end] such efforts; thus they are critical to this process.
- Managers should serve as a [blank_start]role model[blank_end] and institute [blank_start]policies[blank_end] and [blank_start]procedures[blank_end] and provide [blank_start]resources[blank_end] to ensure that diverse members are treated fairly.- Apromote
- Bderail
- Crole model
- Dpolicies
- Eprocedures
- Fresources
80[blank_start]Managerial[blank_end] Roles in Diversity Management
- [blank_start]Managers[blank_end] either promote the effective management of diversity or derail such efforts; thus they are critical to this process.
- [blank_start]Managers[blank_end] should serve as a role model and institute policies and procedures and provide resources to ensure that diverse members are treated fairly.- AManagerial
- BManagers
- CManagers
81Critical Managerial Roles
- Managers can take steps to become [blank_start]sensitive[blank_end] to the ongoing effects of diversity in their organizations, take advantage of all the [blank_start]contributions[blank_end] diverse employees can make, and [blank_start]prevent[blank_end] unfair treatment of diverse employees
- When managers commit to diversity, it [blank_start]legitimizes[blank_end] diversity efforts of others- Asensitive
- Bcontributions
- Cprevent
- Dlegitimizes
82Critical [blank_start]Managerial[blank_end] Roles
- [blank_start]Managers[blank_end] can take steps to become sensitive to the ongoing effects of diversity in their organizations, take advantage of all the contributions diverse employees can make, and prevent unfair treatment of diverse employees
- When [blank_start]managers[blank_end] commit to diversity, it legitimizes diversity efforts of other- AManagerial
- BManagers
- Cmanagers
83Effective management of diversity recognizes:
- Minorities start out at a slight [blank_start]disadvantage[blank_end] due to the ways in which they are perceived by others in the organization
- Research suggests slight differences in [blank_start]treatment[blank_end] can accumulate and result in [blank_start]major[blank_end] disparities over time- Adisadvantage
- Btreatment
- Cmajor
84Define [blank_start]Distributive[blank_end] [blank_start]Justice[blank_end]: A moral principle calling for fair distribution of pay, promotions, and other organizational resources based on meaningful contributions that individuals have made and not personal characteristics over which they have no control.
- ADistributive
- BJustice
85Define Distributive Justice: A moral principle calling for fair [blank_start]distribution[blank_end] of pay, promotions, and other organizational resources based on [blank_start]meaningful[blank_end] contributions that individuals have made and not [blank_start]personal[blank_end] characteristics over which they have no control.
- Adistribution
- Bmeaningful
- Cpersonal
86Define [blank_start]Procedural[blank_end] [blank_start]Justice[blank_end]: A moral principle calling for the use of fair procedures to determine how to distribute outcomes to organizational members.
- AProcedural
- BJustice
87Define Procedural Justice: A moral principle calling for the use of fair [blank_start]procedures[blank_end] to determine how to distribute [blank_start]outcomes[blank_end] to organizational members.
- Aprocedures
- Boutcomes
88Procedural Justice exists when managers:
- carefully [blank_start]appraise[blank_end] a subordinate’s [blank_start]performance[blank_end]
- take into account any [blank_start]environmental[blank_end] obstacles to [blank_start]high[blank_end] performance
- ignore [blank_start]irrelevant[blank_end] personal characteristics- Aappraise
- Bperformance
- Cenvironmental
- Dhigh
- Eirrelevant
89[blank_start]Procedural[blank_end] [blank_start]Justice[blank_end] exists when managers:
- carefully appraise a subordinate’s performance
- take into account any environmental obstacles to high performance
- ignore irrelevant personal characteristics- AProcedural
- BJustice
90Steps in Managing Diversity Effectively:
- [blank_start]Top[blank_end] management commitment and [blank_start]role[blank_end] models
- Strive to increase the [blank_start]accuracy[blank_end] of perceptions
- Increase diversity [blank_start]awareness[blank_end]
- Increase diversity [blank_start]skills[blank_end]
- Encourage [blank_start]flexibility[blank_end]
- Pay close attention to how organizational members are [blank_start]evaluated[blank_end]- ATop
- Brole
- Caccuracy
- Dawareness
- Eskills
- Fflexibility
- Gevaluated
91Steps in Managing [blank_start]Diversity[blank_end] Effectively:
- Top management [blank_start]commitment[blank_end] and role models
- Strive to increase the accuracy of [blank_start]perceptions[blank_end]
- Increase [blank_start]diversity[blank_end] awareness
- Increase [blank_start]diversity[blank_end] skills
- Encourage flexibility
- Pay close [blank_start]attention[blank_end] to how organizational members are evaluated- ADiversity
- Bcommitment
- Cperceptions
- Ddiversity
- Ediversity
- Fattention
92Steps in Managing Diversity Effectively:
- Consider the [blank_start]numbers[blank_end]
- Ensure [blank_start]policies[blank_end] and [blank_start]procedures[blank_end] create a fair environment for diverse employees
- Empower employees to challenge [blank_start]discriminatory[blank_end] behaviors, actions, and remarks
- [blank_start]Reward[blank_end] employees for effectively managing diversity
- Provide [blank_start]training[blank_end] utilizing a multi-pronged, ongoing approach
- Encourage [blank_start]mentoring[blank_end] of diverse employees- Anumbers
- Bpolicies
- Cprocedures
- Ddiscriminatory
- EReward
- Ftraining
- Gmentoring
93Diversity Awareness Programs:
- Provide organization members with accurate [blank_start]information[blank_end] about diversity
- Uncover personal [blank_start]biases[blank_end] and [blank_start]stereotypes[blank_end]
- Assess personal beliefs, attitudes, and values and learning about other [blank_start]points[blank_end] of view
- Develop an atmosphere in which people feel free to [blank_start]share[blank_end] their differing perspectives
- Improve understanding of others who are [blank_start]different[blank_end]- Ainformation
- Bbiases
- Cstereotypes
- Dpoints
- Eshare
- Fdifferent
94The Diversity Imperative
- Commitment to diversity is a [blank_start]moral[blank_end] and [blank_start]ethical[blank_end] imperative
- Diverse organizational members can be a [blank_start]source[blank_end] of competitive [blank_start]advantage[blank_end], helping an organization provide diverse customers with better goods and services
- The variety of [blank_start]points[blank_end] of view and approaches to problems and opportunities that diverse employees provide can improve managerial decision making
- Effective management of diversity increases [blank_start]attraction[blank_end] and [blank_start]retention[blank_end] of [blank_start]talented[blank_end] employees, which [blank_start]decreases[blank_end] the costs of hiring and helps ensure that all employees are highly [blank_start]motivated[blank_end]- Amoral
- Bethical
- Csource
- Dadvantage
- Epoints
- Fattraction
- Gretention
- Htalented
- Idecreases
- Jmotivated
95The Diversity Imperative
- Commitment to diversity is a [blank_start]moral[blank_end] and [blank_start]ethical[blank_end] imperative
- Diverse organizational members can be a [blank_start]source[blank_end] of competitive [blank_start]advantage[blank_end], helping an organization provide diverse customers with better goods and services
- The variety of [blank_start]points[blank_end] of view and approaches to problems and opportunities that diverse employees provide can improve managerial decision making
- Effective management of diversity increases [blank_start]attraction[blank_end] and [blank_start]retention[blank_end] of talented employees, which decreases the [blank_start]costs[blank_end] of hiring and helps ensure that all employees are highly [blank_start]motivated[blank_end]- Amoral
- Bethical
- Csource
- Dadvantage
- Epoints
- Fattraction
- Gretention
- Hcosts
- Imotivated
96Diversity – Managing Multicultural Teams
- Managers will most likely lead teams with members from [blank_start]diverse[blank_end] cultural backgrounds
- Multicultural teams can sometimes be [blank_start]dysfunctional[blank_end]
- Cultural differences can create substantial [blank_start]obstacles[blank_end] to effective teamwork
- These problems may be [blank_start]subtle[blank_end] and [blank_start]difficult[blank_end] to [blank_start]recognize[blank_end] until [blank_start]significant[blank_end] damage has already been done.- Adiverse
- Bdysfunctional
- Cobstacles
- Dsubtle
- Edifficult
- Frecognize
- Gsignificant
97Four Challenges in Managing Multi-cultural Teams
1. [blank_start]Direct[blank_end] versus [blank_start]indirect[blank_end] communication
2. Trouble with [blank_start]accents[blank_end] and fluency
3. Differing attitudes toward [blank_start]hierarchy[blank_end]
4. Conflicting decision-making [blank_start]norms[blank_end].- ADirect
- Bindirect
- Caccents
- Dhierarchy
- Enorms
98Four Challenges in Managing [blank_start]Multi-cultural[blank_end] Teams
1. Direct versus indirect communication
2. Trouble with accents and fluency
3. Differing attitudes toward hierarchy
4. Conflicting decision-making norms.- AMulti-cultural
99Interventions Options
- [blank_start]Adaptation[blank_end]
- [blank_start]Structural[blank_end] Intervention
- [blank_start]Managerial[blank_end] Intervention
- [blank_start]Exit[blank_end]- AAdaptation
- BStructural
- CManagerial
- DExit
100Intervention Options: [blank_start]Adaptation[blank_end]
- Working with or around differences
- When to use: Members are willing to acknowledge cultural differences and figure out how to live with them.- AAdaptation
101Intervention Options: Adaptation
- Working with or around [blank_start]differences[blank_end]
- When to use: Members are [blank_start]willing[blank_end] to acknowledge [blank_start]cultural[blank_end] differences and [blank_start]figure[blank_end] out how to live with them.- Adifferences
- Bwilling
- Cfigure
- Dcultural
102Intervention Options: [blank_start]Structural[blank_end] Intervention
- Reorganizing to reduce friction
- When to use: The team has obvious subgroups, or members cling to negative stereotypes of one another.- AStructural
103Intervention Options: Structural Intervention
- Reorganizing to reduce [blank_start]friction[blank_end]
- When to use: The team has obvious [blank_start]subgroups[blank_end], or members cling to [blank_start]negative[blank_end] stereotypes of one another.- Afriction
- Bsubgroups
- Cnegative
104Intervention Options: [blank_start]Managerial[blank_end] Intervention:
- Making final decisions without team involvement
- When to use: Rarely; for instance, a new team needs guidance in establishing productive norms.- AManagerial
105Intervention Options: Managerial Intervention:
- Making [blank_start]final[blank_end] decisions [blank_start]without[blank_end] team involvement
- When to use: [blank_start]Rarely[blank_end]; for instance, a new team needs [blank_start]guidance[blank_end] in establishing productive [blank_start]norms[blank_end].- Awithout
- Bfinal
- CRarely
- Dguidance
- Enorms
106Intervention Options: [blank_start]Exit[blank_end]
- Voluntary or involuntary removal of a team member
- When to use: Emotions are running high, and too much face has been lost on both sides to salvage the situation.- AExit
107Intervention Options: Exit
- [blank_start]Voluntary[blank_end] or [blank_start]involuntary[blank_end] [blank_start]removal[blank_end] of a team member
- When to use: [blank_start]Emotions[blank_end] are running high, and too much face has been [blank_start]lost[blank_end] on both sides to [blank_start]salvage[blank_end] the situation.- AVoluntary
- Binvoluntary
- Cremoval
- DEmotions
- Elost
- Fsalvage
Informationen
- Beschreibung
- management (Intro) Quiz am Midterm 2 Study, erstellt von Tiffhanie Ramos am 14/03/2017.
- Autor
- Tiffhanie Ramos
- Sprache
- English
- Aufrufe
- 26
- Schlagwörter
- Bewertung
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