Motivation In Organisations Humanistic Management 1st Edition Manuel Guillen - Solutions

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Is there any value in incorporating nonverbal content into these computer-mediated communication processes? Explain. LO3
What is power? LO1
What are the different types of power that people can have, and when can they use those types most effectively? LO1
What behaviours do people exhibit when trying to influence others, and which of these are most effective? LO1
How do individuals use their power and influence to resolve conflicts in the workplace? LO1
Analyze the different influence tactics available to Hunter Harrison at the time radical changes were being introduced, and discuss how these options related to his power source(s). Which of his available tactics were most effective in bringing about change at the company? Do you think his approach
Analyze the different influence tactics available to the unions, and discuss how these options related to their power source(s). If the threat of a strike is muted due to potential intervention by the federal government, then what other influence tactics are likely to be used? Explain. LO1
As the trend toward increased efficiency continues, when negotiating, what approach do you feel would be most effective for the company? For the unions involved? Is it possible to achieve a win–win solution? Explain. LO1
What are the risks in this situation? Consider this question from the perspective of the company, of the unions, and of the federal government.Consider topics covered in other chapters. LO1
During this exercise, your objective is to get other people in the class to give you their points. If you EXERCISE • Lobbying for Influence get more than 50 percent of the total number of points distributed to the whole class, you’ll win.Each person in the class has a different number of
What is organizational commitment? What is withdrawal behaviour? How are the two connected? LO5
What are the three forms of organizational commitment, and how do they differ? LO5
What are the four primary responses to negative events at work? LO5
What are some examples of psychological withdrawal? Of physical withdrawal? How do the different forms of withdrawal relate to each other? LO5
What workplace trends are affecting organizational commitment in today’s organizations? LO5
How can organizations foster a sense of commitment among employees? LO5
Which form of organizational commitment (affective, continuance, or normative) do you think is most important to the majority of employees?Which do you think is most important to you? LO5
Compare the findings described above for millennials to your own views on millennial characteristics.What surprises you about the findings?What doesn’t surprise you? LO5
If you think about the three types of commitment—affective, continuance, and normative—which do you think is most changed among millennials? In what way? LO5
Consider all the initiatives and programs PwC uses to inspire employee loyalty. Do most of those seek to “move the needle” on affective commitment, continuance commitment, or normative commitment? LO5
In groups, compare and contrast your likely responses to the three scenarios. Come to a consensus on the two most likely responses for the group as a whole. Elect one group member to write the two likely responses to each of the three scenarios on the board. LO5
Class discussion (whether in groups or as a class)should centre on where the likely responses fit into the exit–voice–loyalty–neglect framework. What personal and situational factors would lead someone to one category of responses over another?Do any responses not fit into the framework? LO5
What is the definition of “organizational behaviour” (OB)? LO8
What are the two primary outcomes in studies of OB? LO8
What factors affect the two primary OB outcomes? LO8
Why might firms that are good at OB tend to be more profitable? LO8
What is the role of theory in the scientific method? LO8
How are correlations interpreted? LO8
Assuming you possessed the right technical skills, would a job at IKEA be appealing to you? What would be the most important positives associated with the position, in your view?What would be the most important negatives? LO8
Think again of the worst co-worker you’ve ever had—one who did some of the things listed in Table 1-1. Think of what that co-worker’s boss did (or didn’t do) to try to improve his or her behaviour. What did the boss do well or poorly?What would you have done differently, and which
Which of the individual characteristics and mechanisms in Figure 1-1 seem to drive your performance and commitment the most? Do you think you’re unique in that regard, or do you think most people would answer that way? LO8
Think of something you “know” to be true based on the method of experience, the method of intuition, or the method of authority. Could you test your knowledge using the method of science? How would you do it? LO8
To what extent does a company’s culture wind up reflecting the personality of its founder? To what extent does it reflect the values of the country it was founded in? Which seems to be a stronger force in the case of IKEA? LO8
IKEA operates in a number of countries around the world. The governments and people in those countries may have different attitudes about working hours, diversity efforts, pay levels, and political and environmental activism. Should companies alter their policies and activities in a way that is
Assume you were an employee at an organization like IKEA, and Fortune surveyed you for its 100 Best Companies to Work For list. To what extent would your attitudes be shaped not just by internal work policies, but also by how the company engages with society? LO8
Consider the theory diagram shown here. It explains why two “independent variables” (the quality of a movie’s script and the fame of its stars) affect a “dependent variable” (how much the movie makes at the box office). LO8 Quality of Script Fame of Stars Favourability of Reviews Buzz
Now build your own theory diagram about organizational behaviour. In groups of four to six students, choose one of the following four topics to use as your dependent variable: LO8• Job satisfaction. The pleasurable emotions felt when performing job tasks• Strain. The headaches, fatigue, or
Each group should present its diagram to the class. Do the predicted relationships make sense?Should anything be dropped? Should anything be added? LO8
Now compare the theory diagram you created with those in the textbook ( Figure 5-7 for job satisfaction, Figure 6-3 for stress, Figure 7-7 for motivation, and Figure 8-7 for trust in supervisor).How does your diagram compare with those in this textbook (search the boldfaced key terms for any jargon
How often do I give my full and undivided attention to others, being truly present for them?
How often do I really care about others, actually being interested in what they have to say?
How often do I try to serve and do my best to help others, to help in solving their problems?
How often do I acknowledge people’s existence around me by just smiling at them?
How often do I sincerely give thanks for services provided to me by others?
How often do I try to make people around me feel good?
How often do I try to leave people around me feeling better than when I found them?
How often do I interrupt others when speaking?
How often do I genuinely care for others’ well-being?
How often do I give others the chance to help me?
How often am I driven by interest and enthusiasm for my work and my life in general? (intrinsic higher)
How often am I driven by the fear of failing or not being competent enough in my work and in my life in general? (intrinsic lower)
How often am I driven by an interest in getting rewards or support at work and in my life in general? (extrinsic lower)
How often do I complain internally or externally about issues at work and in my life in general? (extrinsic higher)
How often am I driven by the concern of what others say or think about me at work and in my life in general? (extrinsic higher)
How often do I see opportunities and challenges where there only seem to be difficulties? (extrinsic higher)
Would I be able to assess (from 0 to 10) what level of intensity I have in each type of motivation described in this framework?
Which would I say are my true sources of motivation at work, and in my life in general?
What group of motivations would I like to improve in terms of my work and my life?
Am I missing any motivation type(s) in this framework?
How often do I wish people would give me the benefit of the doubt and trust me more in my work or my life in general?
How often do I feel not safe, with a fear of being humiliated or derided in my work or my life in general?
How often do I miss a sense of freedom and autonomy from others in my work or in my life in general?
How often do I not perceive how others understand my work or my life in general?
How often would I like to be given more information and for others to be more transparent with me at work or in my life in general?
How often do I think others treat me with prejudice or bias regarding my identity or my ideas at work or in life in general?
How often do I miss being treated with fairness at work and in my life in general?
How often do I think people do not recognise and acknowledge me or pay me full attention in my work or my life in general?
How often do I long for others to care about my personal growth at work or in my life in general?
How often do I think that I am not included as being part of a community in my work or in my life in general?
How often do I get anxious and rush about at work? Does it affect my motivations?
How often do I complain about the new challenges at work? Does it affect my motivations?
How often do I lose patience and get angry at work? Does it affect my motivations?
How often do I have arguments and conflicts at work? Does it affect my motivations?
How often do I criticise, slander or gossip at work? Does it affect my motivations?
How often do I dream of attaining my higher ideals in my profession?Does it inspire me daily?
How often do I seek to behave responsibly, doing the right thing at work? Does it encourage me to perform better?
How often do I try to work at my best level, to be good in my chosen profession? Does it challenge me?
How often do I perceive the challenges in my work as opportunities to grow in virtue, to become a better human being?
How often do I reframe the purpose of my work, from stress and pressure to personal growth?
How often do I think about the good, the truth and the beauty of the world, about God’s Love for me?
How often do I give thanks for the goodness and beauty of the world, and for all the gifts God gives me?
How often do I see my life and my work as opportunities to promote the good, the truth and the beauty around me, to cooperate with God’s creation?
How often do I try to do all my deeds and my work well to please God, and not just for myself or others?
How often do I see my life and my work as occasions to serve others and to serve God, to do His will?
How often do I think that my work has a transcendent meaning, that it matters to God, who loves me and cares about all the things I do?
How often do I do things intending to praise and give glory to God and not looking just for my own glory?
How often do I see difficulties in my work as opportunities to sacrifice myself and to give them to God as small offerings or tributes of love?
How often do I think about my ordinary life and my work as opportunities to love God, others and myself?
How often do I offer my work to God as an act of love, a tribute or sacrifice for Him?
How often do I see my work as just a job to get ahead in life?
How often do I go to work with concerns and worries in mind?
How often do I complain about my work?
How often do I go to work with the desire to do something worthy for others?
How often do I see my work as an opportunity to serve and help others?
How often do I go to work with an enthusiasm and a desire to start working?
How often do I see my work as an opportunity to be happy?
How often do I see my work as a gift from something greater than me?
How often do I see my work as a gift from God?
How often do I see my work as an opportunity to serve God?
How often am I aware of and appreciate the goodness of having a job, if I have one?

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Motivation In Organisations Humanistic Management 1st Edition Manuel Guillen - Solutions

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