P&O an der LMU München

Karteikarten und Zusammenfassungen für 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:

Where are we worldwide with regard to engagement of the workforce?

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

How should the rewarding process of employees look like? Give solutions to link goals to monetary incentives.

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

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

Explain how the Study of organizational behaviour emerged over time.

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Why is Feedback crucial for a working goal setting effect? How should good feedback look like?

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Culture - Geert Hofstede

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Culture as problem solving -Fons Trompenaars
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Beispielhafte Karteikarten für P&O an der LMU München auf StudySmarter:

1. Categorization (1)

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The Hawthorne studies 1927-1932

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Historical roots Legacy of Scientific Management and Classical Organizational Theory

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The Human Relations Movement
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What does "Shared Leadership" mean?

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

P&O

Where are we worldwide with regard to engagement of the workforce?
- Actively disengaged workers continue to outnumber engaged employees at a rate of nearly 2-1. - Will become an increasingly important - Understanding and using people’s talents, skills, and energy.

P&O

How should the rewarding process of employees look like? Give solutions to link goals to monetary incentives.
First communicate some things to the employees: - Specify all the major elements of task performance (Time/quality ect.) - Identify how and when we measure these dimension of performance. - Be clear about values (e.g. code of conduct) Then Reward. --> can take many forms, the right mix depends on the organization (its culture, industry, history, etc.) - formal (or informal) recognition. - Base pay, performance bonuses, benefits. Linking that to your Goals? - Method 1: Goals with bonuses for success ---> Giving a substantial bonus if goals are reached, no bonus if not. PRO: - Strong incentive to attain goals - Very specific about what is required to get bonus CON: - Considerable temptation to take short cuts - possible disapointments - Method 2: providing multiple goal levels with specific bonuses attached ---> Avoids the “all or none” effect PRO: - Less temptation for cheating CON: - less motivation to try for the highest goal level

P&O

Workforce engagement today
- Currently, 13% of employees across 142 countries worldwide are engaged in their jobs - As in Gallup’s 2009-2010 global study of employee engagement, actively disengaged workers continue to outnumber engaged employees at a rate of nearly 2-1. - Employee engagement will become an increasingly important concern for countries and organizations seeking to boost labor productivity as the global economy continues its rapid pace of change. - One common factor among organizations worldwide is the need to more effectively understand and use their people’s talents, skills, and energy.

P&O

Explain how the Study of organizational behaviour emerged over time.
In Classical Organizational Theory: - Rationality, efficiency, and standardization were the central themes of both scientific management and classic organization theory. - The roles of individuals and groups in organizations were either ignored or given only minimal attention. Then: - "Hawthorne Studies" focused on the role of human behavior in the workplace. - emergence of organizational behavior as a field of study. Lead to: --> Human Relations Movement (1950s) – People respond primarily to their social environment. – Motivation depends on social, not economic needs. – Satisfied employees work harder than dissatisfied employees. – Theory X and Theory Y – Abraham Maslow – Hierarchy of needs

P&O

Why is Feedback crucial for a working goal setting effect? How should good feedback look like?
Feedback shows where we are relative to goals; renews focus! It Feedback must be constructive and forward looking, rather than backward focused and free from emotional valuation. non-actionable or flawed feedback is not good. - Not: “Phil is a poor manager.” - Attacks the person rather than the person's behavior - Vague or abstract assertions --> will lead to defensiveness and lower self-efficacy and strong emotional reaction

P&O

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

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

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

P&O

The Hawthorne studies 1927-1932
– Focused attention on the role of human behavior in the workplace. – Led directly to the emergence of organizational behavior as a field of study

P&O

Historical roots Legacy of Scientific Management and Classical Organizational Theory
– Rationality, efficiency, and standardization were the central themes of both scientific management and classic organization theory.– The roles of individuals and groups in organizations were either ignored or given only minimal attention

P&O

The Human Relations Movement
– People respond primarily to their social environment. – Motivation depends on social, not economic needs. – Satisfied employees work harder than dissatisfied employees. – Douglas McGregor – Theory X and Theory Y – Abraham Maslow – Hierarchy of needs

P&O

What does "Shared Leadership" mean?
Shared leadership is the notion that multiple or every member of a group lead and follow at the same time. - In team-Based organizations (collaborative) roles between leaders and followers get blurry - Dispersion - Various leadership functions are performed by various people (distributed leadership) or multiple people enact leadership functions together (joint leadership) --> An external leader functions as a coach or facilitator, rather than a supervisor. Leading people to lead themselves!

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