Training In Interpersonal Skills TIPS For Managing People At Work 6th Edition Stephen Robbins, Philip Hunsaker - Solutions

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3 What do you think are the behaviours required of successful leaders in a period of change?
2 How important is the situational model of leadership as a training and development tool?
1 From your reading of the business press available to you, can you identify a key corporate leader?How does this leader display the competencies we have listed?
3 In what ways is International Engineering seeding to encourage adaptability?
2 How can CAC Consultants resolve their problems?
1 Can you explain the problems being experienced at CAC Consultants?
3 A ssess your own unit, department, division or company using the business capability profile.What are its strengths and weaknesses?
2 T o what extent does your company seek to develop its ‘social capital’?
1 C an you depict your own organization as horizontal management of value added?
● The shift from integration (ownership or control of all elements of the value chain) to specialization (leveraging capability in one key element of the value chain).
● The entry of small, aggressive competitors into niche segments, using these as a springboard to challenge the leaders.
● The challenge of managing a shift from a wide competence/ local market focus to a narrow competence/ international market focus.
● The need to compete against global leaders, even in once secure local markets.
● The transition from growth to maturity in developed economies, leading to overcapacity, more competition and fewer larger players.
2 Are there any obvious differences in the way you would go about implementing radical as compared to incremental change?
1 Review changes of which you have knowledge. How ambitious were they?
3 Critically consider the organizational development model of change. On what assumptions is it based? Would it work in all situations and in all cultures?
2 Would it be fair to say that traditional theories are at least capable of providing practical help to people engaged in change while critical theory only raises doubts, questions and challenges?
1 Consider a ‘disaster’ such as the crash of the US space shuttle Challenger. Does complexity theory help us understand how that happened?
5 D oes the relatively recent BP experience (as reported extensively in the second half of 2006 and early in 2007) lead you to suppose that these changes to performance management and learning now need re view?
4 D oes BP use a planned approach to some changes? If so which and why?
3 R eview the BP case presented above. Does the emergent model usefully explain the series of changes and the change strategy adopted?
2 C an you think of changes where ‘unintended consequences’ arose? Why?
1 C onsider the Ford and BPE cases set out earlier (see Chapter 3, pages 47 and 48–9), particularly Ford. Can you utilize linear models to describe the sequence of changes recorded? Would a systems model serve a better analytical purpose?
3 C an you identify examples of cluster or network structures in your own or any other organization?How well do they work?
2 I s your organization beginning to think about horizontal value chains? Does this lead to a rethinking of the role of senior management? How?
1 C an you think of examples of m arket- i nduced change in your own organization? Have such changes under- or overperformed in terms of the achievement of objectives? Has their introduction been easy or has it raised new issues and anxieties for the people involved?
● At least 30 per cent of women delivered in a maternity unit should be admitted under the management of the midwife.
● At least 75 per cent of women should know the person who cares for them during their delivery.
● At least 30 per cent of women should have the midwife as their lead professional.
● Every woman should know one midwife who ensures continuity of her midwifery care – the named midwife.
2 Whether or not you deem Ford to be a ‘learning organization’, it is clear that Ford has learnt a number of lessons, each of which allowed it to create a new part of the ‘platform’from which it now seeks to globalize.
1 Ford has begun the process of rethinking itself as a business. Specifically it seeks to emphasize the horizontal process of creating value for customers, not least because doing so provides opportunities to exploit economies across the horizontal value stream.
3 The third section was established to handle the more time‑ consuming and costly claims in the building and contents branch. This section included a specialized department designed to handle the large‑ scale claims.
2 The second section was established to handle the more time‑ consuming and costly claims in the motor vehicle claims and bodily injury claims branches.
1 The first section was a call centre section established to handle the low‑ cost segment, which is the vast majority of claims. Their objective was to improve customer satisfaction by enhancing claims handler availability and reducing the amount of time used on handling each claim. Cost was
3 What management structure does your company (or department) have? Why? Is it likely to change? What are the main reasons for change?
2 To what extent is the commitment model one which encourages innovation and creativity? Can you think of any experience (in a company, at college, in a sports club) which represents a good example?
1 How does your organization deal with the dilemmas we have identified?
4 Why do organizational changes so often fail?
3 H ow might we seek to learn from organization change failure?
2 W hat mechanisms have you seen used to ensure that learning and development forms part of a change programme?
1 W hat change architecture can you identify in the Yukos case study?
● What is the future for sustainable incentives and rewards?
● How should risk management processes and practices be developed in this context?
● What implications are there for effective corporate governance via the operation of boards, board committees, non- executive directors and key stakeholders?
● Can we identify ethical principles to underpin the pursuit of value?
● What are the principles of ‘responsible leadership’in any organization likely to give rise to the sustainable growth of value?
● Are financial institutions governable?
What have we learnt about corporate governance at financial institutions?
=+5. Please finish this statement: I am not my trauma. I am able to turn my trauma into __________, and I will be reborn and redefine __________ as I continue my journey toward healing from racial trauma.
=+4. Which of the Four Steps of Mourning a Career do you find to be the most challenging and why?
=+3. In this chapter, I mentioned racism killing careers. Have you experienced this and what year did this racialized event occur?
=+2. How does hearing the stories of others inspire your healing journey?
=+1. Have you ever felt like you were the only one going through a racialized experience in the workplace?
=+5. What are some ways you can redistribute the trauma when you experience it at work?
=+4. Jot down three affirmations that you can use for your Affirmation Pyramid to remind you that you are your best thing.
=+3. Is there anyone at work who you might need to create better boundaries with to sustain a healthy state of mind? If so, why?
=+2. If you work in a toxic environment, who are the people you need to stay clear of to help you create a safe space?
=+1. Some of the information we covered in this chapter might have brought up some feelings for you. Write down how you are feeling and write out the themes that resonated with you.
=+7. What would freedom in the workplace look like for you?
=+. How could your relationship with your champion be most beneficial to you?
=+5. Who could serve as your champion in the workplace?
=+4. Who could serve as your healing advisor?
=+3. What are some affirmations that you could use whenever you find yourself in the danger zone?
=+2. What are some of your racialized triggers?
=+1. How important do you think maintenance will be for you on your healing journey?
=+4. Are there areas where you are seeing healing take root?
=+. What steps from RMF resonate most with you?
=+2. How are you finding ways to keep up with your mental hygiene?
=+1. You have journeyed through a few chapters, and I am curious: What does healing mean to you now?
=+6. If you’ve used therapy in the past, what do you think you will need this time around that you didn’t get from your last therapist?
=+5. What boundaries will you need to set if you choose to use therapy as a tool in your healing tool kit?
=+4. Write a letter to yourself from the future, describing how therapy has helped you heal, and how you are thriving and experiencing freedom for the first time thanks to the work you did.
=+3. If you are considering therapy, what are your concerns? What are your goals?
=+2. Is therapy a tool you might consider using? Why or why not?
=+1. What feelings or emotions are coming up for you right now?
=+Are there ways that your pain has started affecting those around you?
=+6. What are the potential consequences of not pursuing a path to healing?
=+5. Is there a way to rewrite the story of your trauma, as a way to find strength or as an opportunity to make the path easier for the next woman of color?
=+4. Would forgiveness be a useful tool for the racial trauma you are considering for this exercise?
=+what role would you like your religion to play in your healing journey?
=+3. If you were to consider pursuing a faith-based approach to your healing,
=+2. Has there been a time in your career when you’ve experienced racial trauma that replays in your mind? Is it hard to admit? If yes, why?
=+1. What does healing mean to you now?
=+8. Write one or two restoration agreements that you would like to discuss with your manager and/or colleagues.
=+7. What restoration agreements would you need to feel safe at work?
=+6. What does a good workplace look like to you?
=+5. How would you like your colleagues or manager to create psychological safety for you?
=+4. Do you find it hard to trust your colleagues? Why?
=+3. Who were you before this racialized workplace experience, and who are you now?
=+2. What has been your internal dialogue when it comes to addressing your pain?
=+1. What does healing look like to you?
You are representing your company in an important negotiation. After being stuck in a stalemate for several hours, your counterpart misquotes and misrepresents you on a number of earlier statements. After you correct the record, your opponent loses his temper and aggressively slanders your
How do you know when you are involved in integrative bargaining? What is your objective? What tactics would be most appropriate?
How do you know when you are involved in distributive bargaining? What is your objective? What tactics would be most appropriate?
Think of a recent negotiation you have participated in with your boss, significant other, parents, or roommate. Which of the negotiation behaviors did you successfully apply?How could those negotiation behaviors you did not use have helped?
Why is integrative bargaining preferable to distributive bargaining? Why don’t we see more integrative bargaining in organizations?
Explain in what situations, and why, you would use each of the four persuasion tactics.
Explain the differences between authority and persuasion.

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Training In Interpersonal Skills TIPS For Managing People At Work 6th Edition Stephen Robbins, Philip Hunsaker - Solutions

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