Human Resource Management In Public Service Paradoxes Processes And Problems 1st Edition Berman, Evan M., Bowman, James S., Page West, Jonathan, Van Wart, Montgomery R. - Solutions

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Give an example of how you have gone through the motivation process. Identify the need, motive, behavior, and satisfaction or dissatisfaction.
Which situational communication style do you prefer to use most and least often? Why?
Give an example of when not listening, time and place, or media selection was a barrier to your communication. Explain the situation and how the barrier could have been overcome.
Give an example of when filtering, trust and credibility, or information overload was a barrier to your communication. Explain the situation and how the barrier could have been overcome.
Give an example of when perception, noise, or emotions was a barrier to your communication. Explain the situation and how the barrier could have been overcome.
Identify a communication network you are/were a part of. List the other members and their positions within the organization or department.
Give a specific example of a message you heard through the grapevine. How accurate was it? Was it the exact same message management sent?
Give a specific example of when you used horizontal communication.
Give a specific example of when you used vertical communication. Identify it as upward or downward.
Give situations in which any two of the six response styles would be ap- propriate. Give the sender's message and your response. Identify its style.
Describe how your present or past boss used feedback. How could his or her feedback skills be improved?
Refer to Self-Learning Exercise 4-1 and the 13 tips to improve your listen- ing skills. What is your weakest listening skill? How will you improve your listening ability?
Give an example of criticism you received from a manager. List all five guidelines from the text, stating whether or not each was followed. If you can't think of an example, interview someone and report another person's example.
Give a specific example (do not simply say for good or poor performance) of when a manager should give an employee criticism.
Which message transmission medium is your strongest and weakest? How will you improve your ability to communicate with your weakest medium?
Give a specific example of when someone's nonverbal communication did not support the verbal message.
Give a specific example of how communication affected your behavior, human relations, and performance.
Do you use paraphrasing now? Will you use it more, less, or the same frequency in the future? Why?
Define the following 11 key terms (in order of appearance in the..
Explain six response styles and know when to use each.
Describe how to give and receive feedback.
Describe how to be an active projective listener.
Explain three levels of listening.
Explain how to give effective criticism.
List the steps in the message-sending process.
List the three primary message transmission media.
Explain why communication skills are important.
What is your attitude toward your personal values total in the eight areas of Self-Learning Exercise 3-3? Do you plan to work at changing any of your values? Why or why not?
Which of the three general guidelines to building a positive self-concept needs the least work? The most work? Explain your answer.
Describe your self-concept.
Recall a specific job you have or have held. Measure your job satisfaction for the job by rating each of the six determinants of job satisfaction using the Minnesota Satisfaction Questionnaire scale from 1 to 5; then add up the total points and divide by 6 to get your average, or overall, job
Has job or school satisfaction affected your absenteeism? Explain your answer. For example, do you attend a class or job more if your are satisfied with it or if you are dissatisfied with it?
Give an example of when you lived up to or down to someone else's. expectations of your performance (the Pygmalion effect). It could be a parent's, teacher's, coach's, or boss's expectations. Be specific.
Give two examples of when your attitudes affected your performance. One should be a positive effect and the other a negative one. Be sure to fully explain how the attitude affected performance.
Which area of projecting a positive image (appearance, nonverbal com- munication, behavior) is your strongest? Which is your weakest? Explain your answers. What will you do to project a positive image in the future?
Give an example of when others formed a positive and negative first im- pression of you. Explain the causes (appearance, nonverbal communica- tion, behavior) of these impressions.
Give an example of when you and someone else experienced the same situation but perceived it differently. Which of the six biases to perception seems to be the major reason for the difference in perceptions? Explain your answer.
What is your preferred learning style? Are the characteristics of the style a good description of you? Explain. Can you change your learning style?
What was your locus of control score? Do you believe your locus of control score is accurate? Are you more internal or external? Explain.
Did my behavior hurt the relations and should I discontinue it with this person?
Did my behavior help the relations and should I continue it with this person?
Did I create a win-win situation?
Did the other person behave as I predicted? If not, how was my assessment incorrect?
Was my assessment of the other person's personality correct?
Using Exhibit 2-1 and your own self-knowledge, identify at least seven adjectives that describe your personality.
Name five rewards that are attainable and that motivate you. What can you and your supervisor or professor do to increase your eligibility for them? Do you prefer to control or empower your subordinates? What do you see as the benefits and liabilities of each approach? How will you improve your
Discuss your experiences with reorganization. What went right and what went wrong? Were either the paradox of democracy or the paradox of human needs pres- ent? What is the role of human resource management in ensuring positive out- comes?
List 10 things that managers do or say to that create or sustain cultures of entitle- ment and fear. How difficult is it to stop doing or saying these things? Why?
Identify 10 things that managers might do or say to increase the culture of revital- ization. How would you implement them? Do you know of instances where they have worked? Does it matter? Why?
How, or should, government recapture its reputation as a model employer? Is the alignment of democratic and organizational values the wave of the future?
Discuss some recent efforts to increase productivity through information technology in organizations. What are the implications for human resource management?
Do you feel that managers in your organization are adequately trained to increase productivity and quality in their units? If not, what type of training might help?
Describe the organizational culture of your organization. What are some things that management does that sustain it?
Identify and compare expectations in cultures of revitalization, fear, and entitle- ment. Identify rewards that promote, and other rewards that impede, cultures of re- vitalization.
What activities has your agency or college undertaken to increase customer satisfac- tion? Identify paradoxical dimensions to customer satisfaction. What other actions might it undertake?
Why have private sector unions lost members while public sector unions have gained members?
How is collective bargaining similar and different in the public and private sectors?
Why are there so many paradoxes and contradictions in public sector labor rela- tions? Select five important paradoxes and consider how they can be resolved by us- ing the techniques in Exhibit 0.3.
What are the special challenges of managing in (a) a union environment and (b) a non-union environment?
Why do some employees join public sector unions? Why do some employees fail to join?
Divide into two groups. One group will develop arguments in favor of Prop. 226 and the other will develop arguments against. Discuss both with the full class.
What is the case against collective bargaining in the public sector?
Should public employees have the right to strike? Is this preferable to binding arbitra- tion? Why?
Divide into four groups, each group representing a different type of arbitration (see Exhibit 10.16). Within the group, discuss the pros and cons of the type of arbitration. Report back to the class as a whole.
Divide into four groups: one is an aggrieved employee, one is a mediator, one a fact finder, and one an arbitrator. Group 1 defines the nature of the grievance, and each of the third-party neutrals indicate how they would go about resolving the grievance.
Invite someone who is involved on a collective bargaining team to visit your class. Ask the visitor to discuss his or her experiences involving some of the negative and positive bargaining behaviors listed in Exhibit 10.17.
What important obstacles are likely to be encountered in each of the three phases of collective bargaining? How can each be resolved? How is this like a chess game?
Based on past trends in public and private labor relations, what do you predict that the future will hold?
Which is preferable: traditional bargaining or cooperative problem solving? Why?
What are the key implications of (a) the doctrine of hostility and (b) the doctrine of harmony as they pertain to public sector LMRs?
Take an "imagination break" (Exhibit 0.3) and speculate about alternative futures for personnel appraisal.
Using the tips for conducting a performance appraisal interview (Exhibit 9.10), would they have helped you—either as a manager or employee—the last time you were involved in this situation?
Use the last examination you took in any class to discuss the reasons for using per- formance appraisals—and their limitations.
Identify three of the most difficult rater errors. How can they be dealt with?
Does traditional performance appraisal help or hinder other HRM functions and their paradoxes?
David is a star performer who frequently irritates his coworkers and managers. The city's appraisal includes an interpersonal relations category, and his supervisor rates him low in this category and in other categories as well. Discuss in the context of the paradoxes of freedom and needs (Chapter
Using the "25 in 10" technique (Exhibit 0.3), discuss this statement: "The root problem in performance rating is not technical in nature."
"Performance appraisal seldom improves performance." Debate, with one team taking the affirmative, one the negative position.
Visit a local agency to determine why, how, and by whom appraisals are done there. Analyze the rating form used. Is it legally defensible? Report the findings to the class.
What would be the most appropriate rating instrument for a middle manager? Staff assistant? Telecommuter? Intern? Why?
Consider how small organizations might differ in their training approaches from large organizations. Consider how training might differ between different types of employees—for example, old versus young, technical versus managerial, supervisory versus senior management.
Identify job-related skills and knowledge that you feel your employer should provide you with or help you acquire. How likely is it that your employer will actually help you acquire these skills? How will not acquiring these skills or knowledge affect your job performance and career?
Many employees complain about a lack of positive reinforcement. Design a training program to increase the use of positive feedback by managers. What causes managers not to use positive reinforcement, and how does your training program address this problem?
Analyze a training program for first-time supervisors. Identify some competencies for which overlearning is relevant. Develop a needs assessment.
Discuss a training program for new police officers. What should be the relative emphasis of OJT, in-house seminars, cross-training, simulation, and education?
"You will always find some Eskimos ready to instruct the Congolese on how to cope with heat waves" (Stanislaw Lee, Polish writer). Discuss.
In what ways can training and development deal with paradoxes of needs and democracy (see introduction)?
Which activities must managers undertake to ensure adequate training and development for their staff? Which KSAs are necessary for managers to succeed in this area?
Design a training program to increase the quality of your agency's training efforts. Discuss how the principles of learning apply.
Review the questions for telecommuters in Exhibit 7.3 and answer either (a) or (b).a. Develop a written telecommuter agreement for a particular public organization, to be signed by both the employer and the employee. Make sure the agreement adequately addresses each of the questions listed in
Select one of the programs discussed in this chapter and visit one of the websites listed in Exhibit 7.7 in search of additional information on this subject. Share the in- formation you find with the class.
Identify each of the paradoxes mentioned in this chapter and consider various ways to resolve each paradox. Can you identify additional paradoxes related to these topics?
In this chapter's telecommuting example, the six stages of implementation were viewed more as an organizationwide activity than as the activity of an individual manager or supervisor. Choose any one of the other family-friendly policies mentioned in this chapter and outline the implementation steps
Each team member should create a hypothetical employee profile by identifying that individual's personal characteristics on each of the following dimensions: age, gender, dependent children, marital status, sexual preference, distance from work, health status, emotional health, stress level, and
Separate into four or five different groups and each group should select three to five of the family-friendly programs covered in this chapter. Each group member should interview someone who is currently using one of these programs regarding its pros and cons from the user's perspective. Write up
Review examples of family-friendly policies discussed in this chapter. Identify as many paradoxes related to those policies as you can, and, using dialectic reasoning(Introduction), be prepared to discuss ways to resolve them.
Form groups and let each group select one of the family-friendly policies discussed in this chapter. Discuss the following: (a) the advantages, (b) the disadvantages, (c) the outcome indicators you would use to judge program success, (d) the obstacles that you expect to encounter in implementing
On an overhead projector or chalkboard, observe two columns: "Buzzwords of Government Success" and "Ideal Friendship and Family Life." Brainstorm words for each topic, one column at a time. Compare and discuss the words in each column.Discuss the reasons that none or only a few words are on both
Will the employer provide income tax guidance to employees who maintain a home-office area?
Will the employer be liable for injuries resulting directly from home-work activities?

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Human Resource Management In Public Service Paradoxes Processes And Problems 1st Edition Berman, Evan M., Bowman, James S., Page West, Jonathan, Van Wart, Montgomery R. - Solutions

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