P&O an der LMU München

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Lerne jetzt mit Karteikarten und Zusammenfassungen für den Kurs P&O an der LMU München.

Beispielhafte Karteikarten für P&O an der LMU München auf StudySmarter:

Give 5 Tips to increase the quality of decisions that are made.

Beispielhafte Karteikarten für P&O an der LMU München auf StudySmarter:

Explain Commitment and consistency, the 2. Principle of Influence. (Cialdini)

Beispielhafte Karteikarten für P&O an der LMU München auf StudySmarter:

Define "Complementarity" further as a (positive) statistical interaction between two activities/practicies a firm may implement.

Beispielhafte Karteikarten für P&O an der LMU München auf StudySmarter:

Explain "Matching" further as a basic mechanism that impacts human performance (AMO)

Beispielhafte Karteikarten für P&O an der LMU München auf StudySmarter:

What are assumptions do you have to make to make a completely rational decision making process possible?

Beispielhafte Karteikarten für P&O an der LMU München auf StudySmarter:

Explain Social proof, the 3. Principle of Influence. (Cialdini)

Beispielhafte Karteikarten für P&O an der LMU München auf StudySmarter:

1. Categorization (1)

Beispielhafte Karteikarten für P&O an der LMU München auf StudySmarter:

Culture as problem solving -Fons Trompenaars

Beispielhafte Karteikarten für P&O an der LMU München auf StudySmarter:

Culture - Geert Hofstede

Beispielhafte Karteikarten für P&O an der LMU München auf StudySmarter:

How can you calculate the TFP (Total Factor Productivity) of a given firm?

Beispielhafte Karteikarten für P&O an der LMU München auf StudySmarter:

Define a strategy. What are the the basic components of one?

Beispielhafte Karteikarten für P&O an der LMU München auf StudySmarter:

Explain Reciprocation, the 1. Principle of Influence. (Cialdini)

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Beispielhafte Karteikarten für P&O an der LMU München auf StudySmarter:

P&O

Give 5 Tips to increase the quality of decisions that are made.
1. Increase your knowledge
2. Use your intuition
3. Weigh the pros and cons
4. Don’t overstress the finality of your decision
5. Make sure the timing is right
6. Avoid decision fatigue
–> problem of modern life
–> too many decisions reduce the quality of individual decision, so don’t do so many –> cutting back on certain decisions (clothes, food e.g.)

P&O

Explain Commitment and consistency, the 2. Principle of Influence. (Cialdini)
The rule says once we have made a choice or taken a stand, we will encounter personal and interpersonal pressures to behave consistently with that commitment.
–> otherwise we seem indecisive/confused/two-faced
–> high degree of consistency is associated with personal and intellectual strength, rationality, stability, and honesty
–> Public and written commitments are stronger

– e.g. betting example or staged thefts

P&O

Define "Complementarity" further as a (positive) statistical interaction between two activities/practicies a firm may implement.
When doing more of A increases (or at least doesn’t decrease) the marginal profitability of B.

Complementarities (or synergies, fit, …) can occur at various levels of an HR system:
– External (Country, culture, market…)
– Internal (Firm strategy, management quality…)

–> Systems should always shoot for a maximization of complementarities
– A good system is easy and creates Value
– well-tailored HR systems are almost idiosyncratic and more difficult to imitate than single HR practices

BUT:
– Complexity creates ambiguity
– Abandoning one system component may have unwanted (and often unanticipated) negative effects –> connectedness
– Complementarities may limit managerial discretion

P&O

Explain "Matching" further as a basic mechanism that impacts human performance (AMO)
Matching: Aligning people and situations within organizations.

Matchquality:
– improves satisfaction, commitment, identification
– improves performance contributions
– reduces stress
– reduces withdrawal behaviors

–> can be thought of like a production function with the different skills of a single worker in different quantity combinations

P&O

What are assumptions do you have to make to make a completely rational decision making process possible?
1. Problem clarity
– The problem is clear and unambiguous
2. Known options
– The decision maker can identify all relevant criteria and viable alternatives
3. Clear preferences
– Rationality assumes that the criteria and alternatives can be ranked and weighted
4. Constant preferences
– Specific decision criteria are constant and the weights assigned to them are stable over time
5. No time or cost constraints
6. Maximum payoff
– The choice alternative will yield the highest perceived value

P&O

Explain Social proof, the 3. Principle of Influence. (Cialdini)
To determine what is correct, we tend to find important what other people think is correct.
–> The greater number of people who find an idea correct, the more the idea will be correct.–> The more similar the people, the bigger the effect.

Pluralistic ignorance: everyone is looking to see what everyone else is doing

e.g. Laugh tracks behind comedy series –> works!

P&O

1. Categorization (1)
•The way in which people put others (and ourselves) into categories

P&O

Culture as problem solving -Fons Trompenaars
„Culture is the set of solutions that a society has evolved to deal with the regular problems that face it”

P&O

Culture - Geert Hofstede
“Culture is mental programming: patterns of thinking, feeling, and acting”

P&O

How can you calculate the TFP (Total Factor Productivity) of a given firm?
Management proxies TFP well.

So the Productivity of the Management is measured through​ a survey.
–> World Management Survey
– middle managers with overview, but not too far away from day to day business
–> e.g. Retail store managers
– Questions about their behavior and the Organization

P&O

Define a strategy. What are the the basic components of one?
Strategy is the determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses and action and the allocation of resources necessary for carrying out these goals.
–> define what business the company is in or should to be in and the kind of company it is or should be.

Strategy is a conscious and controllable planning process
Optimally, strategies are:
– simple
– unique
– complete
– explicit
How?
–> The best strategies spring from a process of “creative design”

A strategy consists of:
– a vision (Who/what are we? Provides identity)
– a mission (What is our goal and justification in the market/society?)
– values and strategic goals (How do we get there?)

THEN the strategy is implemented.

P&O

Explain Reciprocation, the 1. Principle of Influence. (Cialdini)
The rule says we would try to repay, in kind, what another person has provided us.
– There is no human society that does not subscribe to the rule
—> Web of indebtedness
– Social sanction to anyone who violates the rule
– There is an obligation to give, an obligation to receive, and an obligation to repay
–> powering
–> enforces uninvited debts
–> can trigger unfair exchanges

– Usefull for business –> Coke experiment
–> Reciprocal concessions: Rejection-then-retreat

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