Components of the management process
Planning: Establishing goals and standards; developing rules and procedures; developing plans and forecasting.
Organizing: Giving each subordinate a specific task; establishing departments delegating authority to subordinates; establishing channels of authority and communication; coordinating subordinates’ work.
Staffing: Determining what type of people you should hire; recruiting prospective employees; selecting employees; raining and developing employees; compensating employees.
Leading: Getting others to get the job done; maintaining morale; motivating subordinates.
Controlling: Setting standards such as sales quotas, quality standards, or production levels; checking to see how actual performance compares with these standards; taking corrective actions, as needed. Example: Coming up with standards of sales quotas
Globalization & Competition:
Refers to the tendency for firms to extend their sales, ownership, and/or manufacturing to new markets abroad.
Globalization can mean millions of new customers, higher revenue, but also competition due to the low barriers of trade. Human capital (People)
Knowledge, education, training, skills, and expertise of a firm’s workers.
Shortage in the labor market – what is that, where is it happening (don’t have enough people to replace the ones who are leaving – people retiring, baby boomers, etc.)
What is strategic management:
Process of identifying and executing the organization’s strategic plan, by matching the company’s capabilities with the demands of its environment.
1. Defining the business and developing a mission.
2. Evaluating the firm’s internal and external strengths, weakness, opportunities and threats.
3. Formulating a new business direction.
4. Translating the mission into strategic goals
5. Formulating strategies or courses of action
6. Implementing the strategies
7. Evaluating performance
Disparate Treatment: Intentional discrimination (toward one individual of a specific minority group i.e. race, color, religion, sex or national origin.
Disparate Impact: Employers engaging in practices or policies that has a greater adverse impact (effect) on the members of a protected group than other employees, regardless of intent.
Mixed motives (different reasons to fire someone): applies when the employer has a legitimate as well as discriminatory reasons for the employment decision.
Title IIV: An employer cannot discriminate based on race, color, religion, sex, or national origin.
Reasonable accommodation ADA (under $1,000) – someone having a disability in which can be accommodated in the business - business necessity
Scenario on sexual harassment (quid pro quo, hostile environment (supervisor, co-worker, customer)
McDonnell-Douglas Test: Test to see if discrimination was intentional.
If all of the following qualifications are met, then a prima facie case of disparate treatment is established.
1. The person belongs to a protected class
2. He or she applied and was qualified for a job for which the employer was seeking applicants
3. Despite this qualification, he or she was rejected
4. After his or her rejection, the position remained open and the employer continued seeking applications from persons with the complaint’s qualifications
Grigg vs. Duke Power Company:
Required high school degree to be a coal handler – it wasn’t required for the success of the job. If you are going to test, make it related to the essential duties of the job.
Albemarle Paper Company Vs. Moody:
Court provided more details on how employers could prove that tests or other screening tools relate to job performance. If an employer wants to test candidates, employer should first clearly document and understand the job’s duties and responsibilities.
Restricted policy: Demonstrating that the employer’s policy intentionally or unintentionally excluded members of a protected group.