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28 Pages

ch17

Course: MGMT 4534, Spring 2008
School: UH Clear Lake
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Word Count: 1292

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17 Organizational Chapter Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5th edition Career Management Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved Why Understand Careers If we know what to look forward to, we can be proactive in planning As managers, we need to understand the experiences of our employees and colleagues Career management...

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17 Organizational Chapter Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5th edition Career Management Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved Why Understand Careers If we know what to look forward to, we can be proactive in planning As managers, we need to understand the experiences of our employees and colleagues Career management is good business-- It makes financial sense Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved Career/Career Management Career the pattern of work-related experiences that span the course of a person's life Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved Career Management a lifelong process of learning about self, jobs, and organizations; setting personal career goals; developing strategies for achieving the goals, and revising the goals based on work and life experiences Career: Paradigm Shift New Career Paradigm Discrete Exchange Occupational Excellence Old Career Paradigm Mutual Loyalty Contract One-Employer Focus Organizational Empowerment Project Allegiance Top-Down Firm Corporate Allegiance Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved The New Career Discrete Exchange An organization gains productivity while a person gains work experience Occupational Excellence Skills are continually honed that can be marketed across organizations Power flows down to business Organizational Empowerment units and in turn to the employees Project Allegiance Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved Both individuals and organizations are committed to successful project completion The Realistic Person is stable, persistent, materialistic mechanic restaurant server mechanical engineer The Investigative Person is curious, analytical, independent physicist surgeon economist Personalities and Choices The Artistic Person is imaginative, emotional, impulsive Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved architect voice coach interior designer The Enterprising Person is ambitious, energetic, adventurous real estate agent human resource manager lawyer The Social Person is generous, cooperative, sociable counselor social worker clergyman Personalities and Choices The Conventional Person is efficient, practical, obedient Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved word processor accountant data entry operator Conflicts During Organizational Entry The individual's attempt to attract the organization Organizational efforts to attract individuals 2 1 4 3 The individual's choice of an organization Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved Organizational selection of individuals Figure in L.W. Porter, E.E. Lawler III, and J. R. Hackman, Behavior in Organizations, New York: McGraw-Hill, Inc. 1975. Page 134. Reproduced with permission of the McGraw-Hill Companies. Realistic Job Preview (RJP) Realistic Job Preview both positive and negative information given to potential employees about the job they are applying for, thereby giving them a realistic picture of the job RJP's help promote the image of the organization as operating consistently and honestly Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved The Career Stage Model Withdrawal Career stage Maintenance Advancement Establishment Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved Early adulthood (17-40) Middle adulthood (40-60) Late adulthood (60+) Life stage (age) Career Stages Withdrawal individual contemplates retirement or possible career changes Maintenance individual tries to maintain productivity while evaluating progress toward career goals Advancement people focus on increasing their competence Establishment the person learns the job and begins to fit into the organization and occupation Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved Establishment: tasks of the newcomer Negotiate an effective psychological contract an implicit agreement between an individual and an organization that specifies what each is expected to give and receive in the relationship Manage the stress of socialization Make the transition from organizational outsider to organizational insider Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved Establishment: Newcomer-Insider Psychological Contracts for Social Support Function of Supportive Attachments Newcomer Concern Type of Support Examples of Insider Response Supervisor cues newcomer Mentor gives advice Protection from stressors Informational Direct assistance Provision of information What are the risks? What must l know? Evaluative Feedback Evidence standards of Empathy, esteem, love How am I doing? Who do I follow? Supervisor offers feedback Newcomer is apprenticed Others (new) empathize Modeling Emotional Do I matter? Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved Advancement: strive for achievement Career Path a sequence of job experiences that an employee moves along during his or her career Career Ladder a structured series of job positions through which an individual progresses in an organization Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved Advancement: mentoring Mentor an individual who provides guidance, coaching, counseling, and friendship to a protg Career functions provided by a mentor Sponsorship Facilitating exposure and visibility Coaching Protection Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved Advancement: mentoring Psychosocial functions provided by a mentor Role modeling Acceptance and confirmation Counseling Friendship Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved Characteristics of good mentoring relationships Regular contact Consistency with corporate culture Training in managing the relationship Accountability Prestige for mentor Advancement: phases of mentoring Initiation - relationship begins Cultivation - relationship gains meaning Separation - protg asserts independence Redefinition - relationship has new identity Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved Advancement: why mentors are important Mentored individuals earn higher salaries Mentored individuals have higher promotion rates Mentored individuals are better decision makers Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved Advancement: dual-career partnerships Dual-Career Partnership a relationship in which both people have important career roles Pressures of such partnerships Time pressure Jealousy Precedence (which career) Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved Advancement: workhome conflicts Workhome conflicts more likely affect women Organizations' attempts to help Flexible Work Schedule a work schedule that allows employees discretion in order to accommodate personal concerns Eldercare assistance in caring for elderly parents and/or other elderly relatives Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved Maintenance: time of crisis or contentment Midlife crisis Slowed or stalled career growth Burnout Contentment Sense of achievement No need to strive for continued upward mobility Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved Maintenance: issues of this stage Career Plateau a point in an individual's career in which the probability of moving further up the hierarchy is low Firms respond with Lateral moves Project teams Affirmation Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved Maintenance: sharing the knowledge through mentoring Successful formal mentoring programs require: 1. Voluntary participation 2. Support from top executives 3. Training for the mentors 4. Graceful exit opportunities Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved Withdrawal: the older worker Stereotypically undervalued Less productive More resistant to change Less motivated In reality Offer continuity in the midst of change Act as role models Provide experience Demonstrate a strong work ethic Exemplify loyalty Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved Withdrawal: retirement Phased Retirement an arrangement that allows employees to reduce their hours and/or responsibilities in order to ease into retirement Bridge Employment employment that takes place after a person retires from a full-time position but before the person's permanent withdrawal from the workforce Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved Withdrawal: retirement factors Company Policy Family Issues Income Health Opportunity Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved Career Anchors Managerial Competence A network of self-perceived talents, motives, and values that guide an individual's career decisions Technical/Functional Competence Autonomy and Independence Creativity Security/Stability Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved Managing Your Career: Key Questions 1. Am I adding real value? 2. Am I plugged into what's happening around me? 3. Am I trying new ideas, new techniques, new technologies? Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved
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UH Clear Lake - MGMT - 4534
Chapter 14Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5th editionJobs and the Design of WorkCopyright 2006 by South-Western, a division of Thomson Learning. All rights reservedJob Compared to WorkJob a set o
UH Clear Lake - MGMT - 4534
Chapter 10Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5th edition Decision Making by Individuals and GroupsCopyright 2006 by South-Western, a division of Thomson Learning. All rights reservedThe Decision-Making
UH Clear Lake - MGMT - 4534
Chapter 15Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5th editionOrganizational Design and StructureCopyright 2006 by South-Western, a division of Thomson Learning. All rights reservedOrganizational DesignOrg
UH Clear Lake - FINC - 3333
Economy Boom Average BustProbability 60% 30% 10%Stock X 11% 5% -4%Stock Y 14% 4% -6%Expected Return X= (.6*11) + (.3*5) + (.1 * - 4) = 7.7 %Expected Return Y= (.6*14) + (.3*4) + (.1* - 6) = 9.0 %2x= [(11 - 7.7)2 * .6] + [(5 - 7.7)2
UH Clear Lake - FINC - 3333
CHAPTER 13Capital Budgeting: Estimating Cash Flows and Analyzing Risk1Estimating cash flows:Relevant cash flows Working capital treatment InflationRisk Analysis: Sensitivity Analysis, Scenario Analysis, and Simulation Analysis2Pro
UH Clear Lake - FINC - 3333
Chapter 12Capital Budgeting: Decision Criteria1Topics Overview and "vocabulary" Methods Payback, discounted payback NPV IRR, MIRR Profitability IndexUnequal lives Economic life2What is capital budgeting? Analysis of potentia
UH Clear Lake - FINC - 3333
CHAPTER 17Distributions to Shareholders: Dividends and Repurchases1Topics in Chapter Theories of investor preferences Signaling effects Residual model Stock repurchases Stock dividends and stock splits Dividend reinvestment plans2What
UH Clear Lake - FINC - 3333
Chapter 15 Capital Structure Decisions: Part IANSWERS TO BEGINNING-OF-CHAPTER QUESTIONSPreface to Answers: Students often regard capital structure as being the most difficult topic covered in this text. The empirical evidence on the effects of capi
UH Clear Lake - FINC - 3333
Chapter 14 Real OptionsANSWERS TO BEGINNING-OF-CHAPTER QUESTIONS14-1Financial options deal with securities like stocks and debt instruments, whereas real options deal with physical assets like capital budgeting projects. There are many different
UH Clear Lake - FINC - 3333
Chapter 13 Capital Budgeting: Estimating Cash Flows and Analyzing RiskANSWERS TO BEGINNING-OF-CHAPTER QUESTIONS13-1The firm's FCFs reflect both its past and current investments. Past investments produce current FCFs, but current investments are
UH Clear Lake - FINC - 3333
CHAPTER 14Real Options1Topics in Chapter Real options Decision trees Application of financial options to real options2What is a real option?Real options exist when managers can influence the size and risk of a project's cash flow
UH Clear Lake - FINC - 3333
CHAPTER 19Lease Financing1Topics in Chapter Types of leases Tax treatment of leases Effects on financial statements Lessee's analysis2Who are the two parties to a lease transaction?The lessee, who uses the asset and makes the l
UH Clear Lake - MGMT - 4534
Chapter 8Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5th editionCommunicationCopyright 2006 by South-Western, a division of Thomson Learning. All rights reservedCommunicationCommunication the evoking of a sh
UH Clear Lake - MGMT - 4534
Chapter 4Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5th edition Attitudes, Values, and EthicsCopyright 2006 by South-Western, a division of Thomson Learning. All rights reservedAttitudeAttitude a psychologica
UH Clear Lake - MGMT - 4534
Chapter 16Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5th editionOrganizational CultureCopyright 2006 by South-Western, a division of Thomson Learning. All rights reservedOrganizational (Corporate) CultureA p
UH Clear Lake - FINC - 4331
4-1Depository Institution Performance and Risk Analysis Chapter 4Copyright 2004 by Thomson SouthwesternAll rights reserved.4-2Why Financial Analysis Is Important?Financial services industry is becoming more competitive Achieving financial
UH Clear Lake - FINC - 4331
5-1Credit Unions and Savings Institutions Chapter 5Copyright 2004 by Thomson SouthwesternAll rights reserved.5-2The Thrift IndustryIncludes Savings banks Savings & loan associations Demand deposits (checking accounts) Time deposits
UH Clear Lake - FINC - 4331
2-1Financial Institutions as Risk- Takers -Strategic Considerations Chapter 2Copyright 2004 by Thomson SouthwesternAll rights reserved.2-2The Risk/Return Positioning of Banks and Other Financial InstitutionsTheories Risk & return Po
UH Clear Lake - FINC - 4631
Chapter 3 The Financial EnvironmentBendeck/Waller, UHCL; waller@uhcl.eduThe Cash Flow TimelineOrder PlacedPayment Sent Cash Received Accounts Collection < Inventory > < Receivable > < Float >Order ReceivedSaleTime =>Accounts < Payable
UH Clear Lake - FINC - 4631
Chapters 1 and 2: The objectives of Treasury Management How Treasury Management supports major corporate objectives The major functions of cash management within the treasury function The role of Treasury Management in the financial organization The
UH Clear Lake - FINC - 4331
1-0Changing Times for Financial Institutions Chapter 1Copyright 2004 by Thomson SouthwesternAll rights reserved.1-1Changing Times, 1930 1980s1930s U.S. financial system shaped by: The Great Depression New Regulations to bring stabil
UH Clear Lake - FINC - 4331
3-1Financial Regulation, Technology & Financial Innovation Chapter 3Copyright 2004 by Thomson SouthwesternAll rights reserved.3-2Regulatory EnvironmentEmphasis changing over time The 1930s The 1960s to 1980 High and highly variable in
UH Clear Lake - FINC - 3333
Chapter 4 Bond ValuationANSWERS TO BEGINNING-OF-CHAPTER QUESTIONS4-1The coupon rate is normally fixed, but it can be indexed so that it floats with some market rate, such as the T-bill rate. Currently (February 2005), new GE bonds would have a c
UH Clear Lake - FINC - 3333
Chapter 5 Basic Stock ValuationANSWERS TO BEGINNING-OF-CHAPTER QUESTIONS5-1See the model or the printout of the model provided at the end of this set of answers. There we show how to find the stock price under some assumed conditions. Again, see
UH Clear Lake - FINC - 3333
Chapter 6 Financial OptionsANSWERS TO BEGINNING-OF-CHAPTER QUESTIONS6-1See the BOC model. Based on the Black-Scholes model, we see that the value of the option increases with the stock price, time to expiration, variance, and the risk-free rate.
UH Clear Lake - FINC - 3333
Chapter 10 Determining the Cost of CapitalANSWERS TO BEGINNING-OF-CHAPTER QUESTIONSThe answers to a number of the question are illustrated in the Excel model. 10-1 (1) Debt, (2) preferred stock, and common equity from (3) sale of common stock and
UH Clear Lake - FINC - 3333
Chapter 11 Corporate Value and Value-Based ManagementANSWERS TO BEGINNING-OF-CHAPTER QUESTIONS11-1Operating assets include cash required for liquidity purposes, inventories, receivables, and fixed assets necessary to operate a business, while no
UH Clear Lake - FINC - 3333
Chapter 12 Capital Budgeting: Decision CriteriaANSWERS TO BEGINNING-OF-CHAPTER QUESTIONS12-1The 7 criteria are discussed below. All except the Accounting Rate of Return are calculated and analyzed in the spreadsheet model for the chapter. Paybac
UH Clear Lake - FINC - 3333
TVM Problems1. A company's 2005 sales were $100 million. If sales grow at 8% per year compounded annually, how large will they be 10 years later, in 2015, in millions? PV = N = I/Y = Answer 100 10 8 FV = 215.8925 million2. How much would $1, growi
UH Clear Lake - FINC - 3333
Chapter 17 Distributions to Shareholders: Dividends and RepurchasesANSWERS TO BEGINNING-OF-CHAPTER QUESTIONS17-1Investors who prefer a high payout policy would generally (a) need current cash income and (b) be in a low income tax bracket. Those
UH Clear Lake - FINC - 3333
Chapter 19 Lease FinancingANSWERS TO BEGINNING-OF-CHAPTER QUESTIONS19-1An operating lease is one that typically requires the lessor to service the equipment, that has a lease term that is much shorter than the life of the equipment, and that can
UH Clear Lake - MGMT - 4534
Chapter 1Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5th editionOrganizational Behavior and OpportunityCopyright 2006 by South-Western, a division of Thomson Learning. All rights reservedHuman Behavior in Organ
UH Clear Lake - MGMT - 4534
Chapter 2Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5th editionChallenges for ManagersCopyright 2006 by South-Western, a division of Thomson Learning. All rights reservedRemaining Competitive: Four Major Chall
UH Clear Lake - MGMT - 4534
Chapter 3Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5th edition Personality, Perception, and AttributionCopyright 2006 by South-Western, a division of Thomson Learning. All rights reservedVariables Influencing
UH Clear Lake - FINC - 3333
CHAPTER 2Risk and Return: Part I1Topics in Chapter Basic return concepts Basic risk concepts Stand-alone risk Portfolio (market) risk Risk and return: CAPM/SML2What are investment returns?Investment returns measure the financia
UH Clear Lake - FINC - 3333
Chapter 1 An Overview of Financial ManagementANSWERS TO BEGINNING-OF-CHAPTER QUESTIONS1-1The primary goal is assumed to be shareholder wealth maximization, which translates to stock price maximization. That, in turn, means maximizing the PV of f
UH Clear Lake - FINC - 3333
Chapter 2 Risk and Return: Part IANSWERS TO BEGINNING-OF-CHAPTER QUESTIONSOur students have had an introductory finance course, and many have also taken a course on investments and/or capital markets. Therefore, they have seen the Chapter 2 materi
UH Clear Lake - FINC - 3333
Chapter 4Bond Valuation1Topics in Chapter Key features of bonds Bond valuation Measuring yield Assessing risk2Key Features of a BondPar value: Face amount; paid at maturity. Assume $1,000.Coupon interest rate: Stated interest ra
UH Clear Lake - FINC - 3333
CHAPTER 5Basic Stock Valuation1Topics in Chapter Features of common stock Determining common stock values Efficient markets Preferred stock2Common Stock: Owners, Directors, and Managers Represents ownership. Ownership implies co
UH Clear Lake - FINC - 3333
Chapter 6Financial Options1Topics in Chapter Financial Options Terminology Option Price Relationships Black-Scholes Option Pricing Model Put-Call Parity2What is a financial option?An option is a contract which gives its holder the r
UH Clear Lake - FINC - 3333
CHAPTER 10Determining the Cost of Capital1Topics in ChapterCost of Capital ComponentsDebt Preferred Common EquityWACC2What types of long-term capital do firms use? Long-term debt Preferred stock Common equity3Capital Com
UH Clear Lake - FINC - 3333
CHAPTER 11Corporate Value and Value-Based Management1Topics in Chapter Corporate Valuation Value-Based Management Corporate Governance2Corporate Valuation: A company owns two types of assets. Assets-in-place Financial, or nonoperating
UH Clear Lake - FINC - 3333
Chapter 15Capital Structure Decisions: Part I1Topics in Chapter Overview and preview of capital structure effects Business versus financial risk The impact of debt on returns Capital structure theory, evidence, and implications for manag
Alaska Anch - HIST - 101
Western Civ. Mid Term 1Running head: WESTERN CIV. MID TERM'The Life of Pylus the Spartan' and 'Hannibal Remembered' University of Alaska, Anchorage Western Civ., HIST. A 101 Professor Jeffery KaplanPart One: The Life of Pylus the Spartan.West
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Computer Geek 1Running head: COMPUTER GEEKThe Geek Shall Inherit the Earth University of Alaska, Anchorage English A111 Instructor Jill WiddicombeComputer Geek 2E-Commerce(businessandtradeconductedonline)haschanged the way that
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HIST 131 Prof. Don Mohr June 23, 2002Benjamin Franklin,The Autobiography And Other WritingsThe first portion of Benjamin Franklin: The Autobiography and Other Writings was written in two parts; the first being his autobiography which is started
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TEST 5(phy 240)1. a) Write the zeroth law of thermodynamics. "You will be going through an b) What is thermal conductivity? important phase change very soon" c) Identifying all processes, draw schematically a PV diagram of the Carnot cycle. d) Wha
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TEST 4(phy 240)1. a) For what type of rigid bodies does angular velocity have the same direction as angular momentum? b) Write the law of angular momentum conservation. c) Why are fluids good lubricants? d) What is described by strain? 2. A uniform
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Test 3 phy 2401. a) Write the definition of work (performed on a particle). b) Identify the work in each version of the "You idiot! I meant transfer their genes work-energy theorem listed on the next page. c) Define impulse. d) Justify each step in
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Test 1 phy 2401. a) What is the purpose of measurement? b) Write all four conditions, which must be satisfied by a scalar product. (Use different symbols to "I am on the verge of a major breakthrough, but I'm distinguish operations on vectors from o
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Test 2 phy 2401. a) b) c) d)physics dealt mostly with How is the velocity of a particle defined? bodies." What is an inertial reference frame? Describe friction. Compare the acceleration of a particle in reference frames related by the Galilean t
KCTCS - PUBLIC SPE - 101
Current Event SpeechIntroduction: How many people in here receive KEES money? How many people would like to see %15 of their keys money be taken away from them? Point 1: There is talk going on that up to %15 of scholarship money given out will be t
KCTCS - PSYCHOLOGY - 101
PY110 SyllabusJEFFERSON COMMUNITY COLLEGE SHELBYVILLE CAMPUS Fall 2007 PY110-5901PY 110 General Psychology Shelby Campus Monday 5:45-8:15 Room 102A autumn.betts@kctcs.eduInstructor: Autumn Betts, M.S.W. Office: Room 113H Phone: 502 213-3638 Thr
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