Business
ISBN-10: 0131193376
ISBN-13: 9780131193376
Publisher: Prentice Hall
Copyright: 2006
Format: Paper; 400 pp
Published: 06/27/2005
Suggested retail price: $95.80
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Produced in conjunction with the International Association of Administrative Professionals ( IAAP TM) , CAP Examination Review for Advanced Organizational Management provides valuable assistance to anyone preparing for the CAP Examination. The fourth volume in the examination review series, this book focuses on key topics of advanced organizational management such as organizational planning, team skills, and advanced communication techniques. Filled with study aids, its format is designed to build confidence, improve test scores, and help more individuals obtain their CAP certification.
Content based on the current Certification Review guide–published by the IAAPTM.
- Assures test takers that the topics they are studying are similar to the topics that will be on the CAP examination.
Predictable chapter format–appears throughout the manual.
- Provides an overview, key terms, outline, illustrations, key points and review questions for each topic in an intuitive and predictable manner.
40 Check Point sections–appear throughout the manual.
- Assess understanding of key concepts and encourage the reader to master and comprehend material as it is presented.
For Your Review sections–appear at the end of each chapter.
- Provide practice questions similar to those found on the CAP examination.
- Include solutions to all review questions in the back of the manual for easy reference.
Glossary–appears at the end of the manual.
- Defines key terms in one accessible place.
Comprehensive practice exam–appears in the text.
- Simulates the testing environment and provides an opportunity to gauge one’s own preparedness.
- Provides practice and builds confidence for individuals seeking their CAP certification.
Preface xiii
Acknowledgments xvii
SECTION ONE
Organizational Planning 1
Chapter 1
Critical Thinking and Decision-Making
Processes 1
Overview 1
Key Terms 2
A. Organizational Decision Making 2
1. Theories of Managerial Decision Making 2
a. Characteristics of classical theory 2
b. Behavioral (administrative) theory of decision making 3
2. Types of Decisions 4
a. Programmed decisions 4
b. Nonprogrammed decisions 4
3. Personal Versus Organizational Decisions 4
4. Business Decisions 5
a. Need for rational behavior 5
b. Use of decision-making aids 5
Check Point 5
B. Critical Thinking 6
1. The Scientific Method 6
2. Logical Reasoning Using the Scientific Process 6
a. Identifying and defining the problem 6
b. Gathering information about the problem 7
c. Developing alternative solutions 7
d. Evaluating alternatives 8
e. Choosing an alternative 14
f. Implementing the decision 15
g. Monitoring the decision 15
3. Logical Thinking Patterns 16
a. Inductive reasoning 16
b. Deductive reasoning 16
c. Comparison 16
d. Causation 16
Check Point 17
C. Creative Thinking in Organizational Decision Making 17
1. Individual Creativity 17
2. The Creative Process in Organizations 18
a. Idea generation 18
b. Idea development or problem solving 18
c. Implementation of creative ideas 18
d. Monitoring of innovation 18
Check Point 18
For Your Review 20
Solutions 23
Chapter 2
Strategic Planning–Mission and Values 25
Overview 25
Key Terms 25
A. Organizational Planning 26
1. Types of Planning 26
a. Strategic planning 26
b. Tactical planning 26
c. Operational planning 26
d. Contingency planning 26
2. Strategic Planning Process 26
a. First steps 27
b. Mission 27
c. Strategy 27
3. Data Collection and Analyses 28
a. SWOT analysis 28
b. Internal and external audits 28
c. Gap analysis 29
d. Other analyses 29
e. Current trends influencing strategic planning 29
Check Point 30
B. Managing the Strategic Plan 31
1. Objectives 31
a. Multiple objectives 31
b. Short-term, intermediate, and long-term objectives 31
c. Necessary objectives 31
2. Action Guidelines 32
a. Policies and procedures defined 32
b. Policy 32
c. Procedure 32
d. Rule 33
3. Duration of Plans 33
a. Strategic plans 33
b. Tactical plans 33
c. Operational plans 33
d. Contingency plans 33
4. Types of Plans 33
a. Standing-use plans 33
b. Single-use plans 33
5. Evaluation of Plans 34
a. Determining success 34
b. Making adjustments 34
Check Point 34
C. Communicating Mission and Values 34
1. The Managerial Role in Communicating Mission and Values 35
a. Controlling interaction 35
b. Clarifying policy with procedure 35
c. Determining the extent of policy coverage 35
2. Policies and Procedures Guide
Communication 35
a. Formal versus informal policies and procedures 35
b. Standardization of practice 36
c. Public and employee relations 36
d. Support of formal authority system 37
3. Management by Objectives (MBO) 37
a. Mutual setting of objectives 37
b. Setting of measurable objectives 37
c. Regular monitoring and performance evaluation 37
d. Effectiveness of MBO 38
4. Ethics 38
a. Corporate social responsibility 38
b. Responsibility to stakeholders 39
Check Point 39
For Your Review 40
Solutions 43
Chapter 3
Allocating Resources 45
Overview 45
Key Terms 45
A. Controlling 46
1. The Control Process 46
a. Basic steps 46
b. Control mechanisms 47
c. Resistance to control 48
d. Information control 48
2. Contemporary Production Processes 49
3. Modern Technology and Control Processes 49
a. Robotics 49
b. Computer-aided design (CAD) 49
c. Computer-aided manufacturing (CAM) 49
d. Computer-integrated manufacturing (CIM) 49
4. Production Planning and Scheduling 50
a. Aggregate planning 50
b. Master production scheduling 51
c. Project planning and scheduling 51
Check Point 52
B. Materials–Procurement, Processing, and Control 53
1. Authorization and Ordering of Materials 53
a. Costs 53
b. Inventory planning 53
c. Quantity discounts 53
d. Timing 53
2. Make or Buy Decisions 53
a. Make decisions 53
b. Buy decisions 53
c. Costs of buying from a fixed supplier 53
3. Receiving and Warehousing of Materials 54
a. Receiving policies and procedures 54
b. Warehousing facilities 54
4. Inventory Management 54
a. Economic order quantity (EOQ) 54
b. Manufacturing versus distribution inventories 54
c. Inventory control systems 55
d. Computerized inventory control systems 56
Check Point 56
C. Facilities 56
1. Plant Locations 56
2. Facility Design 57
a. Common production facility layouts 57
b. Operations facility layouts 57
3. Relation of Administrative and Production Space 58
4. Office Design 58
a. Modern technology 58
b. Ergonomic advances 58
c. Environmental factors 58
Check Point 59
D. Quality Control Systems 59
1. Quality 59
a. Managerial problems with quality 59
b. Measures of quality 60
c. Liability and quality 61
2. Quality Control Process 62
a. Quality control of products 62
b. Quality control of services 62
c. Quality circles 63
3. Total Quality Management (TQM) 63
a. The quality control era (1980s to present) 63
b. Deming’s TQM system 64
4. ISO 9000 and ISO 14000 66
a. Developing standards 66
b. Defining ISO 9000 standards 66
c. Defining ISO 14000 standards 67
Check Point 67
E. Human Resource Management 67
1. Planning 67
2. Staffing 67
3. Compensation and Development 68
4. Training and Development 68
5. Employee Safety, Health, and Stress 68
6. Performance Appraisal 68
7. Labor Relations 69
8. Grievance and Discipline 69
9. Employee Separation Process 69
Check Point 69
For Your Review 71
Solutions 74
SECTION TWO
Advanced Administration 77
Chapter 4
Mentoring and Training 77
Overview 77
Key Terms 77
A. Learning Basics 78
1. Learning–A General Overview 78
a. What learning is 78
b. Domains of learning 78
c. Theories of learning 79
d. The learning curve 80
e. Basic styles of learning 80
2. Principles of Learning in the Training Context 81
a. Preconditions for learning 81
b. Other prerequisites for learning 81
c. General learning principles 82
Check Point 85
B. Employee Development Through Mentoring and Coaching 86
1. Employee and Workforce Orientation 86
a. Orientation 86
b. Types of orientation 86
c. The goals of orientation for the employee 86
d. The goals of orientation for the employer 87
2. Mentoring 87
a. The characteristics of mentors and mentorship 87
b. Mentoring programs 88
3. Coaching 88
a. Flexibility 88
b. Intensity 89
4. Employee Development 89
a. Development 89
b. Management development needs 89
c. Effective development programs 91
d. General development approaches 91
e. On-the-job development methods 92
f. Off-the-job development methods 92
g. Other management development and training approaches 94
Check Point 94
C. Training Design and Implementation for Improved Work
Performance 95
1. Training Defined 95
a. General definition of training 95
b. Specific definition of training 95
c. Focus of both definitions 95
2. Benefits of Training 95
a. Increased performance on the job 95
b. Coping with change 95
3. Assessment of Training Needs and Objectives 95
a. Needs analysis 96
b. Study of present and future job needs 96
c. Employee needs analysis 96
d. Self-assessment of training needs 96
e. Task—person analyses 96
4. Training Program Design 96
5. Purposes of Training Programs 97
a. Technical skills 97
b. Interpersonal skills 97
c. Problem-solving skills 97
d. Basic literacy skills 97
e. Professional certification 97
6. Instructional Staff for Training Programs 98
a. Use of trainers 98
b. Use of interactive educational strategies 98
7. On-the-Job Training (OJT) Programs 98
a. Types of OJT programs 98
b. Advantages of OJT 99
c. Problems related to OJT 99
8. On-Site Off-Job Training Programs 100
a. Types of on-site/off-job training programs 100
b. Advantages and disadvantages of on-site off-job training 101
9. Off-the-Job Site (OFS) Training
Programs 101
a. Types of off the job site training and development programs 101
b. Benefits of off-the-job site training 102
c. Major disadvantages of off-the-job site training 103
Check Point 103
D. Assessment and Evaluation of Training and Development 104
1. Evaluating Training Program Effectiveness 104
2. The Training Evaluation Process 104
3. Kirkpatrick’s Method of Evaluating Training Programs 104
a. Reaction 104
b. Learning 105
c. Behavior 105
d. Results 105
4. Designing Effective Training Evaluation Programs 105
a. Multiple evaluative measures 105
b. Ineffective evaluation programs 106
5. Training Evaluation Program Designs 106
a. Effective program features 106
b. Ineffective program features 106
Check Point 107
For Your Review 108
Solutions 111
Chapter 5
Conducting Research 113
Overview 113
Key Terms 113
A. The Purpose of Research 114
1. Information and Analysis for Effective Decision Making 114
2. Types of Information 114
a. Subjective 114
b. Objective 114
3. Types of Data 114
a. Quantitative data 114
b. Qualitative data 116
4. Validity and Reliability 116
a. Validity 117
b. Reliability 117
5. Research Methods 118
a. Literature and archive search 118
b. Interview methods 118
c. Survey method 118
d. Experimental method 118
e. Observational method 118
6. Research Supporting Strategic and Tactical Planning 119
a. Understanding the current situation 119
b. Examining options 119
c. Setting measurable objectives 119
Check Point 119
B. Types of Research 120
1. Corporate Records and Internal Sources 120
2. Open Information Sources and External Sources 120
a. Libraries and archives 120
b. Internet 120
c. News media 120
d. Research services and consultants 120
3. Market Analysis 120
a. Sources of data 120
b. Areas of market analysis 121
c. Market research projects 121
4. Sales Analysis 122
a. Need for sales analysis 123
b. Primary types of sales analysis 123
5. Research on Jobs and Tasks 123
a. Job analysis 123
b. Task analysis 124
Check Point 126
C. Statistical Analysis 126
1. Descriptive Statistics 126
a. Measures of central tendency 126
b. Measures of variability 127
2. Correlations 129
a. Correlation coefficient 130
b. Pearson correlation 130
c. Scatterplots 130
3. Inferential Statistics 131
a. Probability and chance 132
b. Statistical significance 132
Check Point 132
For Your Review 134
Solutions 137
SECTION THREE
Team Skills 139
Chapter 6
Organizational Leadership 139
Overview 139
Key Terms 140
A. Defining the Leadership Role 140
1. Leadership and Leaders 140
a. Leadership and management 140
b. Leadership and authority 141
c. Leadership and motivation 141
2. Leadership and Power 141
a. Types of power 142
b. Position power and personal power 143
c. Responses to the use of power 144
d. The zone of indifference 144
e. The abuses of power and leadership 144
3. Leadership Ability 145
a. Developing leadership ability 145
b. Gaining knowledge and experience 145
c. Defining the types of leadership knowledge 145
d. Gaining power and using it effectively 146
e. Developing affiliation and support 147
f. Supporting supervisors 147
g. Coordinating projects 148
Check Point 150
B. Organizing People, Delegating Authority, and Directing Others 151
1. Types of Organizations 151
a. Classical organizational theory 151
b. Neoclassical organizational theory 151
c. Contemporary organizational theory 152
2. Approaches to Managing People 152
a. Theory X 152
b. Theory Y 152
c. Theory Z 153
d. Participatory management 153
3. Techniques for Organizing Work and Delegating Authority 154
a. Principles of organization 154
b. The organization process 155
c. Line and staff authority 157
d. Authority and responsibility 157
e. Effective delegation of authority and responsibility 158
Check Point 159
C. Empowering Employees 160
1. Empowerment Defined 160
a. Sharing of responsibility 160
b. Motivation through empowerment 160
c. Participation and involvement 161
2. TQM as an Empowerment Technique 161
a. Basic premises of TQM 161
b. Deming’s absolutes of quality 162
3. The Success of Empowerment in the Workplace 162
a. Advantages of employee empowerment 162
b. Disadvantages of employee empowerment 163
c. Steps to empowerment 163
Check Point 164
For Your Review 165
Solutions 168
Chapter 7
Team Building and Team Leading 171
Overview 171
Key Terms 171
A. Groups 172
1. General Types of Groups 172
a. Community 172
b. Family 172
c. Friends 172
d. Work 172
2. Formal Groups 173
a. Components of the formal group 173
b. Types of formal groups 173
3. Informal Groups 175
a. Components of the informal group 175
b. Types of informal groups 176
c. Reasons for formation of informal groups 176
4. Goals of Groups 177
a. Goals define the group 177
b. Goals are shared 177
c. Goals vary 177
d. Some groups have special goals 177
Check Point 178
B. Dynamics of Group Membership and Participation 178
1. Group Characteristics 178
a. Size 178
b. Norms 179
c. Roles 180
d. Status 180
2. Group Dynamics 181
a. Stages of development 181
b. Proximity 182
c. Homogeneity 183
d. Distinctiveness 183
e. Cohesiveness 183
3. Participation–Being a Good Group Member 185
a. Frequent contact 185
b. Formal meetings 185
c. Meeting dynamics 185
4. Leadership–Facilitating Membership 187
a. Strategies for increasing group cohesion 187
b. Responsibilities of leaders 187
Check Point 188
C. Team Building 189
1. The Work Team–A Building Block for Efficiency 189
2. Types of Team Tasks 189
a. Providing advice and increasing involvement 189
b. Providing production and service 189
c. Completing one-of-a-kind projects 189
d. Implementing actions 190
3. Special Techniques for Team Building 190
a. Activities that build cohesion by examining interpersonal processes 190
b. Activities that help set and clarify goals 190
c. Activities that clarify roles within the team 190
d. Activities that take a task-oriented approach to solving problems or making decisions 190
4. Ways to Build and Maintain Team Effectiveness 190
a. Group participation in problem solving and decision making 191
b. Mutual trust and respect for other team members 191
c. Communication and mutual understanding 191
d. Minimization of destructive conflict 191
e. Individual responsibility for actions 191
Check Point 191
D. Team Leading 192
1. Strategies for Improving Effectiveness of Formal Groups and Teams 192
a. Members’ concerns 192
b. Purposes and expectations of teams 192
c. Establishment of goals 192
d. Group responsibility and authority 193
e. Boundaries of group activity 193
f. Leadership by team leaders 193
g. Training for cooperative working 194
h. Plans, rules, and agendas 194
i. Equal treatment of team members 194
j. Required participation by team members 194
k. Fostering of synergy 194
l. Acceptability of dissent 195
2. Strategies for Working with Informal Groups 195
a. Acknowledging the existence and importance of informal groups 195
b. Creating a positive environment for informal groups 195
c. Using power and politics to advantage 195
d. Recognizing the existence of informal groups 195
Check Point 196
For Your Review 197
Solutions 200
Chapter 8
Solving Problems and Resolving Conflict 203
Overview 203
Key Terms 203
A. Advantages and Disadvantages of Groups and Teams 204
1. Advantages of Using Groups or Teams for Problem Solving 204
a. Identification of alternative solutions 204
b. Knowledge sharing by cross functional teams 204
c. Implementation effectiveness 204
d. More acceptance of decisions 204
e. Increased energy level 205
f. Improvement of personal decision-making skills 205
g. Increased ability to solve problems 205
h. Creation of interactive environments 205
2. Disadvantages of Group and Team Activities 205
a. Resistance to new approaches 205
b. Lack of group participation 206
c. High cost related to group problem solving 206
d. Free riders 206
e. Barriers imposed by managers 206
f. Domination by team members 206
3. Potential for Conflict and Ineffectiveness 206
a. Groupthink 206
b. Group decision making–weighing the evidence 208
Check Point 208
B. Group Problem-Solving Techniques 209
1. T-group 209
a. No agenda 209
b. Goal 209
c. Size 209
d. Similarity to sensitivity training 209
e. Advantages and disadvantages of the T-group 209
2. Delphi Technique 210
a. Basic procedure 210
b. Advantages and disadvantages of the Delphi technique 210
c. Electronic Delphi techniques 210
3. Nominal Group Technique (NGT) 211
a. Process of NGT 211
b. For larger groups 211
c. Advantages and disadvantages of NGT 211
4. Quality Circles 211
a. Basic structure 211
b. Basic steps 212
c. Advantages and disadvantages of quality circles 212
5. Brainstorming 213
a. Brainstorming as a natural process 213
b. Advantages and disadvantages of brainstorming 213
c. An alternative 214
Check Point 214
C. Conflict 214
1. Types of Conflict 215
a. Intrapersonal conflict 215
b. Topic conflict 216
c. Interpersonal conflict 216
d. Combination or multilevel conflict 216
e. Organizational conflict 216
2. Sources of Conflict in the Workplace 217
a. Diversity 217
b. Competition 217
c. Turf 217
d. Scapegoating 217
3. Conflicting Management Styles 218
a. Assertiveness and cooperation 218
4. Resolution of Group Conflict 218
a. Effects of group conflict 218
b. Steps to resolve group conflicts 219
c. Steps to resolve personal conflicts 219
d. Outcomes of conflict 220
Check Point 221
D. Group Techniques for Reducing Interpersonal
Conflict 221
1. Sensitivity Training 221
a. Methods 221
b. Training goals 221
c. Effectiveness and consequences 222
2. Assertiveness Training 222
a. Assertive behavior 222
b. Assertiveness versus aggressiveness and passiveness 222
c. Benefits of assertiveness training 223
3. Transactional Analysis 223
a. Three personality states 223
b. Transactions 224
c. Scripts and strokes 224
4. Motivation Training 226
a. Goal setting 226
b. Self-concept 226
c. Total quality management (TQM) 226
5. Adventure Training 227
a. Challenge 227
b. Teamwork 227
c. Success as a team member 227
d. Transfer to the workplace 227
Check Point 227
For Your Review 228
Solutions 231
Chapter 9
Conducting Meetings 233
Overview 233
Key Terms 233
A. Types of Meetings 234
1. Formal Meetings 234
a. Types of formal meetings 234
2. Conferences 236
a. Conference defined 237
b. Types of conferences 237
3. Informal Meetings 239
a. Types of informal meetings 239
b. Actions of informal meetings 240
Check Point 241
B. Purpose of Meetings 241
1. Information 241
a. Types of information 241
b. Types of meetings 242
2. Evaluation or Performance Review 242
a. Office meeting 242
b. Informal review 242
3. Decision Making 242
a. Formal, organized processes 242
b. Informal processes 242
4. Inspiration 242
a. Regular inspirational meetings 243
b. Occasional inspirational meetings 243
5. Reorganization 243
a. Types of reorganization that bring about change 243
b. Meetings everyone dreads 243
c. Information as power 243
d. Required informal and formal meetings 243
6. Education 243
7. Brainstorming 243
Check Point 244
C. How to Conduct Meetings 244
1. Arranging and Planning 244
a. Costs 244
b. Planning 244
c. Scheduling 245
d. Presentation of issues 245
2. Leading and Chairing Meetings 246
a. Techniques for managing informal meetings 246
b. Techniques for managing formal meetings 246
c. Parliamentary procedure 247
d. Meeting chair 248
e. Responsibilities of the chair 249
f. Control of meeting progress 250
3. Resolving Conflicts within Meetings 252
a. Types of conflict 252
b. Problems that occur in meetings 252
c. Resolution of conflict 253
Check Point 253
For Your Review 254
Solutions 257
SECTION FOUR
Advanced Communication 259
Chapter 10
Communication 259
Overview 259
Key Terms 259
A. Understanding Communication 260
1. Communication as a process 260
a. The source 260
b. The message 261
c. The receiver 261
d. Feedback 261
2. The Goals of Communication 261
a. Personal and organizational communication 261
b. Four goals of communication 262
c. Effect of goals on both the sender and receiver 263
3. Two Basic Factors in Shared Communication 263
a. Common ground 263
b. The cooperative principle 264
c. Common ground, the cooperative principle, and nonverbal communication 264
4. Listening 264
a. The critical nonverbal role of receiver 264
b. Active listening versus passive listening 265
c. Characteristics of active listening 265
d. Improvement of listening skills 266
e. Feedback to the speaker 266
Check Point 267
B. Using Managerial Communication 267
1. Features of Managerial Communication 267
a. Communicating with coworkers and subordinates 267
b. Choosing channels to communicate 268
c. Communicating nonverbally 268
d. Communicating ethics and behavior 268
e. Communicating across cultures 268
2. Types of Managerial Communication 268
a. Directions and types of managerial communication 268
b. Formats 269
3. Nonverbal Communication Channels 270
a. Paralanguage 270
b. Body language 271
c. Gestures and facial expressions as complete messages 271
d. Personal space (proxemics) 272
4. Qualities of Nonverbal Communication 273
a. Powerful 273
b. Ambiguous 273
c. Expresses attitudes and feelings 273
d. Reflects culture and ethnicity 273
5. Verbal Versus Nonverbal Communication 273
a. Precision and clarity 273
b. Hidden Message 274
c. Written communication 274
Check Point 274
C. Employing Presentation Techniques 274
1. Hierarchy and Communication 274
a. Supervisor 275
b. Midlevel manager 275
c. Upper- and top-level managers 275
2. Presentation 275
a. Types of formal presentations 275
b. Roles of the presenter 275
c. The presentation 276
d. Effective delivery 277
e. Response to questions 277
3. Removal of Barriers to Improve Organizational Communication 277
a. Creating an open climate 277
b. Developing information-sharing systems 278
c. Improving interpersonal communication 278
d. Improving managers’ personal communication 280
Check Point 281
For Your Review 282
Solutions 285
Chapter 11
Legal Issues in Communications 287
Overview 287
Key Terms 287
A. Legal Issues and the Workplace 288
1. Prejudice and Discrimination 288
a. Types of workplace discrimination 288
b. Affirmative action as a remedy 289
2. Laws Regulating Discrimination 290
3. Sexual Harassment and Hostile Environments 290
a. Forms of workplace harassment 290
b. Definition of sexual harassment 291
c. Interpretation of the guidelines 291
d. Impact on victims of harassment 292
e. Legal remedies–individual rights and corporate obligations 293
f. Approaches to dealing with sexual harassment 294
Check Point 294
B. Laws Affecting Management and Employees 295
1. Laws Related to Compensation and Benefits 295
a. Equal employment opportunity (EEO) 295
b. Title VII of the Civil Rights Act of 1964 295
c. Equal Pay Act of 1963 296
d. Doctrine of comparable worth 296
e. Pregnancy Discrimination Act of 1978 296
f. Age Discrimination in Employment Act of 1967, as amended 296
g. Mandatory Retirement Act of 1974 297
h. Employee Retirement Income Security Act of 1974 (ERISA) 297
i. Veterans Readjustment Act of 1974 297
j. Vocational Rehabilitation Act of 1973 297
k. Social Security Act of 1935, as amended 297
l. Fair Labor Standards Act of 1938, as amended 297
m. Health Maintenance Organization (HMO) Act of 1973 297
n. Family and Medical Leave Act of 1993 298
o. State and local laws affecting HRM 298
2. Workers’ Compensation Laws 299
3. Health and Safety 299
a. Benefits of health and safety programs 299
b. Health and safety legislation 300
c. Smoke-free workplace rules 300
4. Drug Use and Abuse 301
a. Drug-free workplace and testing 301
b. Limits 301
Check Point 301
C. Employment and Separation 302
1. Legal Issues in Recruitment and Selection 302
a. Recruitment 302
b. Selection 305
c. Legal restraints 307
2. Termination and Separation 308
a. Involuntary separations 308
b. Employment-at-will (EAW) 308
c. Violations of agreements 310
d. Effects of separations 310
Check Point 311
For Your Review 312
Solutions 315
Chapter 12
Professional Protocol 317
Overview 317
Key Terms 317
A. Managing How Others View Us 318
1. The Importance of What Others Think 318
a. Family 318
b. Coworkers 318
c. Social acquaintances 318
2. The Role of Impressions in the Workplace 318
a. Hiring 318
b. Performance appraisal 319
c. Promotion 319
d. Personal power and authority 319
e. Honesty and integrity 319
f. Persuasion 319
3. Impression Formation 319
a. Presentation or manipulation? 320
b. Leadership and self-presentation 321
c. Basking in reflected glory 322
4. Impression Management 322
a. Impression management defined 322
b. Impression management behaviors 323
c. Defensive behaviors 324
Check Point 324
B. Learning International Professional Protocol and Etiquette 325
1. Protocol and Etiquette 325
a. Why it matters 325
b. Common barriers 325
c. Ethics and professionalism 325
2. Culture and Etiquette 326
a. Common ground 327
b. International differences 328
c. Geert Hofstede dimensions 330
3. Multicultural Issues at Work 331
a. Co-cultural issues 331
b. Diversity 332
Check Point 332
C. Improving Professional Behavior Through Etiquette and Protocol 333
1. Civility, Ethics, and Legality 333
a. Dealing with etiquette and protocol workplace issues 333
b. Improving workplace protocols 334
c. Dealing with technological change and protocol 335
d. Developing an ethical standard 337
2. Negotiation 338
a. Types of negotiations 338
b. Preparation 338
c. The negotiation process 339
3. Research and Preparation for International Business Contacts 340
a. Basic etiquette issues and concerns 340
b. The business of courtesy 341
c. International venue negotiations 341
d. Appointments in unfamiliar countries 341
e. Business dress 341
f. Communication 342
g. Gift giving 343
h. Entertaining 343
4. Tips for Preparation 343
a. Understand one’s own tendencies 343
b. Anticipate the need to be respectful 343
c. Accept offers of help 343
d. Learn some of the language 343
e. Do not make comparisons 343
f. Be aware of time differences 343
Check Point 344
For Your Review 345
Solutions 348
Final Review Exam 351
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