MGMT 350 ERM Book

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only1ssbrown
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208427
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MGMT 350 ERM Book
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2013-04-23 23:48:40
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mgmt 350
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Chapters 1, 4, 2, 3, 6, 7, 9, 5, 8, 10
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  1. punishment
    follows an employee's behavior & decreases the frequency of that behavior (to persuade them not to do it); ex. written reprimand or withdrawing something valued; to eliminate unwanted behavior
  2. discipline
    training that molds, strengthens, improves, or corrects; control gained by enforced obedience; punishment for violation of rules, standards, & direct orders; training & education plus enforcement & punishment; preventive
  3. anxiety in employee can lead to hostility toward the supervisor which can lead to attempts to get even (sabotage), may cause them to use creative abilities to break the rules without incurring discipline, fear can lead to employee avoiding manager, fear of being punished may encourage employees to hide errors, can cause rigidity in behavior = hesitant to do anything without first obtaining supervisor's approval, reduced initiative & creativity
    disadvantages of using penalties/punishment as a way of changing employee behavior
  4. they're quick & inexpensive, it's a natural occurrence so use doesn't have to result in adverse consequences to the employee or org, only feasible & equitable strategy
    advantages of using penalties/punishment as a way of changing employee behavior
  5. verbal warning, written warning recorded in personnel file, suspension without pay & told next time = discharge, termination
    traditional progressive penalty system
  6. the employee's actual work record (quantity & quality), past disciplinary record, length of service, & any mitigating or aggravating circumstances
    factors considered to determine if punishment appropriate (4)
  7. have rules/penalties been communicated, is the rule necessary, did the employee actually violate a rule, was the investigation conducted fairly, was there sufficient proof of guilt, is discipline administered even-handedly, & was the penalty appropriate
    tests for determining just cause (7)
  8. typical insubordination policy
    to fail to obey a direct order or undermine the manager's authority by using abusive language, physical assault, or threats; employees have an obligation to do what is asked of them; very brief, refusal to do assigned work & follow instructions  of supervisor; states that employees are subject to discipline; disrespect or disobedience to authority; misconduct
  9. the severity of the offense, the employee's work record (job performance, length of service, prior disciplinary record), & any mitigating circumstances that surround the incident
    factors that should be considered in determining the penalty for disobeying orders (3)
  10. gross insubordination
    such behavior is of an outrageous nature & is generally considered to constitute cause for immediate discharge; when an employee flatly refuses to obey a direct order & the refusal is accompanied by threats, violence, or abusive and/or obscene language
  11. refusal to obey orders, physical assaults on superiors, threats of assault directed toward supervisors, & directing abusive language and derogatory remarks toward managers
    4 general groups of behaviors that constitute insubordination
  12. at-will doctrine
    states that employers can fire workers for any reason or no reason at all; where no specific time is fixed for the duration of employment & the individual is not provided with a written contract that explicitly states the terms & conditions for continuing employment; there are exceptions
  13. implied contract
    when an employee agrees to employment, a contract is created & the employee can't be fired except for just cause; only a law in some states
  14. just cause
    when an employee engages in behaviors that are specifically stated as violations of the employee handbook or personnel manual
  15. wrongful discharge
    when an employer's decision to let an employee go can be classified as tortuous; damages can be awarded to the employee for lost wages & other "injuries" such as emotional distress or loss of reputation that are a direct result of the employer's conduct
  16. Title VII of the Civil Rights Act of 1964
    prohibits discrimination, including terminating an employee because of race, creed, color, religion, sex, or national origin; applies to most employers with 15 or more employees, labor orgs, & employment agencies; Equal Employment Opportunity Commission (EEOC) enforces it; includes protection for pregnancy & childbirth
  17. the Age Discrimination in Employment Act (ADEA)
    prohibits discrimination based on age for those over 40 years old; allows for recovery of liquidated damages; now prohibits mandatory retirement
  18. the Americans with Disabilities Act of 1990 (ADA)
    bans discrimination, including discharge, based on physical or mental disabilities; covers all orgs subject to the Title VII of the Civil Rights Act (employers with 15 or more employees, labor orgs, & employment agencies)
  19. defamation
    when a firm excessively publishes information about why employees were disciplined, demoted, or discharged; when actions not protected by a conditional or qualified privilege; telling those who have no real need to know; statements are not factual & motivated by malice; knowingly overstating what the employees did
  20. traditional corrective approach toward alcohol abuse
    employees are judged solely based on their job performance without reference to a clinical explanation for their shortcomings; discharges are upheld as long as the employer adhered to the provisions of the collective bargaining agreement with regard to work rules & use of the progressive penalty system
  21. therapeutic approach toward alcohol abuse
    the alcoholic employee is deemed to be the victim of a disorder & is offered opportunities to recover, including leaves of absence & appropriate treatment
  22. Employee Assistance Programs (EAP's)
    established to rehabilitate an employee before dismissal; run by an employer, union, or a joint effort; provides treatment for alcohol abuse, drug addiction marital discord, family trouble, & financial difficulties; costs included in employee benefits package
  23. Family Medical Leave Act
    requires firms with 50 or more employees to offer as much as 12 weeks of unpaid leave after childbirth or adoption, to care for a seriously ill child, spouse, or parent or in case of an employee's own serious illness; must continue health care coverage during the leave & guarantee employees that they will return to the same job or a comparable position
  24. paid leave/personal time banks
    combines various forms of paid leave into set # of days & allows employees to control how those days are used; some employers allow employees to cash in unused leave time subject to a cap; promotes a "use it only when necessary" mind set vs. "use it or lose it" attitude
  25. well-pay programs
    designed to offer employees a monetary incentive for perfect or near perfect attendance (bonuses, for an example)
  26. horseplay
    rough or boisterous play that disrupts normal or routine functions; behavior without malice but that is childish; most common & most difficult to assess & correct; scuffling, throwing objects, playing games, unnecessary shouting, & deliberately creating confusion on the premises
  27. assault
    any willful attempt or threat to inflict injury upon a person when coupled with an apparent present ability to do so & any intentional display of force such as would give the victim reason to fear or expect immediate bodily harm; can be committed without physical contact; a tort & a crime
  28. battery
    includes assault, but requires physical contact (bodily injury or offensive touching); a tort and a crime
  29. fighting
    a hostile encounter, either physical or verbal in nature
  30. respondent superior "let the superior reply"
    the employee is the employer's legitimate agent & they're responsible for the employee's acts; was the employee acting within the scope of employment (doesn't apply if actions have no real connection with the job & are personal); employer liable if harmful conduct occurred during normal work hours at a place considered appropriate for the job and if it resulted from an act who purpose was to serve the employer's interest
  31. negligent hiring/retention
    employer becomes directly liable for employee conduct if they failed to exercise reasonable care in employing employees who prove to be a danger to others; they should've foreseen the tendency to engage in harmful behavior and thus it could've been prevented; employer overlook certain employee behavior or fail to dismiss someone for assault, fighting, or dangerous horseplay; in either case, the employer becomes the direct cause of the injury suffered
  32. excessive absenteeism patterns, unexcused & frequent absences, tardiness & early departures, altercations with fellow employees, causing other employees injuries through negligence, poor judgment & bad decisions, unusual on the job accidents, increased spoilage & breakage of equipment through negligence, involvement with the law, & deteriorating personal appearance
    symptoms of alcohol problems (10)
  33. need to be at 1's work station, absence notification (a call-in procedure), physician's excuse/letter, illness at work, keeping of attendance records, & disciplinary penalties
    topics discussed in a firm's absenteeism policy (6)
  34. recognition/praise, poker/lotteries (raffles & games), bonuses, paid leave/personal time banks, & well-pay programs
    rewards (5)
  35. employee dishonesty
    a willful perversion of the truth in order to deceive, cheat, or fraud; lying on an application; falsifying on expense accounts, time, or work records
  36. theft (stealing or pilferage)
    the unauthorized taking, control, or transfer of money and/or property belonging to the employer (or co-workers on company property) that is perpetrated by an employee during the course of his/her employment; without permission
  37. theft, misappropriation or willful destruction of company property or other employees property; falsification of records, reports, time cards, vouchers, & applications; punching or using another person's time card/pass
    offenses that warrant suspension & normally discharge under employer's theft dishonesty policy (3)
  38. polygraphs, paper & pencil honesty tests, power interviews, workplace monitoring, & employee searches
    approaches firms are using to combat theft (5)
  39. describe the investigation & reason for testing, point out that the employee had access to the property under investigation, establish a basis of reasonable suspicion, & list the questions to be asked
    written statement for polygraphs must include (4)
  40. define theft & communicate a theft policy, treat employees with dignity & respect, establish a non-adversarial relationship with employees, provide reinforcement for non-theft behaviors, refer needy employees for assistance, let disgruntled employees vent their anger, provide models of organizational integrity, & notify law enforcement officials if major theft is discovered
    a manager's role in prevention (8)
  41. defamation (tarnishing an employee's good name & reputation), intentional infliction of emotional distress, & false imprisonment & assault &/or battery
    legal ramifications that surround theft investigations (3)
  42. diagnose the problem, develop an action plan, & evaluate results/reinforce improvement
    steps in counseling employees for absenteeism (3)
  43. unlawful harassment
    offensive conduct that causes the workplace to become hostile & intimidating to an employee(s); can be sexual, racial or ethnic slurs, inappropriate touching, pressure for sex and/or rape; sexual teasing, jokes, or remarks
  44. sexual harassment
    unsolicited non-reciprocal male behavior that assets a woman's sex role over her function as worker; activity that is 1-sided, unwelcome, or comes with strings attached; advances, requests for sexual favors, or other verbal or physical conduct of a sexual nature; substantially & adversely affects their overall work performance
  45. quid pro quo
    harassment that leads to the employee suffering economic loss because of resistance to a supervisor's sexual advances or other conduct; firm will be held liable, will get you fired, usually by someone with power
  46. hostile environment
    exists when the harassment is so severe or pervasive that it alters the conditions of employment & creates a intimidating work situation; constantly disturbing people, distracting, abusive; NOT remarks or behaviors that are occasional, isolated, or trivial; suspension follows
  47. affirmatively raising the subject (like in orientation), expressing strong disapproval of sexual harassment, developing appropriate sanctions for offenders, informing employees of their rights (how to raise the issue) under Title VII, & developing methods to sensitize employees about sexual harassment in the org. (through training & awareness)
    prevention & dealing with unlawful harassment (5)
  48. develop questionnaire specifically concerned with sexual harassment, pretest it with a small group of employees, administer final questionnaire to a random sample or to all managers, take corrective action if survey results show this needs to be done
    conducting a harassment audit
  49. Policy of Mutual Respect
    establishes a standard that if the firm is to function most effectively, employees need to have regard for each other's gender, race, religion, age, etc; let's them know harassment is unacceptable, no abusive or offensive language, gestures, physical contact, or other conduct; be considerate, cooperate, teamwork; refrain from making statements, remarks, and/or jokes that will upset people; so everyone can be comfortable
  50. a direct reporting relationship between the parties, the parties are engaged in an extramarital affair (outside marriage), & there is potential for conflict of interest
    when office romances affect business, firms typically intervene quickly & decisively when the situation involves
  51. break up the fight, separate the combatants, conduct a fight investigation, & take disciplinary action (has to match the crime)
    dealing with a fight (4 steps)
  52. no fault attendance policy
    employees given points for missing work, failure to work part of a scheduled work day, tardiness, early departures; result in prescribed penalties from verbal warnings to termination; more points=harsher penalty; ensures consistency & eliminates favoritism
  53. verbatim policy
    provides an incentive for those having perfect attendance (receive recognition or some kind of reward); to minimize unscheduled absences or tardiness & makes employees accountable for their records; no need to judge employee excuses; ensures consistency & eliminates favoritism
  54. Civil Rights Act of 1964, employees under contract, Immigration Reform & Control Act, ADEA, ERISA, ADA of 1990, Wagner Act or National Labor Relations Act of 1935, OSHA, implied contract, & various whistle blowing acts
    exceptions to the at-will doctrine (10)
  55. increases in absenteeism, medical care, insurance premiums, lost time for informal breaks; property damage (fires & burns) & extra cleaning & maintenance; lost productivity
    costs associated with smoking (7)
  56. do nothing, accommodate non-smokers, restrict smoking areas & times, adopt a strict no-smoking policy, or hire only non-smokers
    employers courses of action in dealing with smoking issues (5)
  57. gambling
    the dealing, operating, carrying on, conducting, maintaining, or exposing for pay of any game; making a bet, for money or other stake or thing of value on an uncertain event; involves chance & gaining something beyond the amount played= a reward
  58. game of chance
    nothing is wagered because of a lack of any consideration & rewards
  59. winning (high self-esteem & self-image, brags to others, feels lucky), losing (decreases self-esteem, increases bets which leads to bigger losses), desperation (irrational betting, moodiness, stress, difficulty concentrating)
    3 phases an addicted gambler goes through
  60. nodding off
    characterized by having eyes closed, head bobbing lower & lower, jerking up, & then bobbing again
  61. sleeping
    characterized by complete unconsciousness
  62. narcolepsy
    a sleep disorder; suffer from sleep attacks, but may also experience momentary paralysis associated with sudden emotional reactions such as anger, fear, or joy; need medical treatment; can be genetic; instantaneous sleep with rapid eye movements (REM) with no NREM like normal people
  63. OSHA requires that employers provide employees with a safe & healthy work environment=requiring to wear ear protection & eye glasses, firms may be subject to local or state ordinances that prescribe attire for health reasons (hair nets when working around food), may be a business necessity to create a desired public image
    3 reasons a firm can justify a proper attire & appearance policy
  64. the dress & grooming code must be reasonably related to workplace health & safety or some legitimate business necessity, the employee must have actual or constructive notice of a dress/grooming code prior to taking disciplinary action, the penalty must be consistent with the existing labor contract/policy, & the policy must be uniformly applied & enforced
    key points to remember in terms of rules for personal appearance & attire (4)

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