New Semester
Started
Get
50% OFF
Study Help!
--h --m --s
Claim Now
Question Answers
Textbooks
Find textbooks, questions and answers
Oops, something went wrong!
Change your search query and then try again
S
Books
FREE
Study Help
Expert Questions
Accounting
General Management
Mathematics
Finance
Organizational Behaviour
Law
Physics
Operating System
Management Leadership
Sociology
Programming
Marketing
Database
Computer Network
Economics
Textbooks Solutions
Accounting
Managerial Accounting
Management Leadership
Cost Accounting
Statistics
Business Law
Corporate Finance
Finance
Economics
Auditing
Tutors
Online Tutors
Find a Tutor
Hire a Tutor
Become a Tutor
AI Tutor
AI Study Planner
NEW
Sell Books
Search
Search
Sign In
Register
study help
business
principles managerial finance
Becoming A Master Manager A Competing Values Approach 6th Edition Robert E Quinn, Lynda S St Clair - Solutions
5. Was the presenter’s message accessible visually and psychologically? How efÎective were the visuals and why?Overall Evaluation
4. Did the presenter offer a clear and memorable summary?
3. Would you have organized the presentation in the same way or do you think the presentation would have been more effective if the presenter had discussed certain things before others?
2. Did the presenter provide the support necessary to make his stated claims?
]. Did the presenter prepare the audience with climate, credibility, and content sets? Did the presenter seem to understand the audience?
3. Did the characteristics of the communication match the purpose of the presentation?SSSAP Questions
2. Did the presenter appear to have more than one goal for the presentation? If so, did the goals appear to be competing or complementary?
1. What was the primary purpose of the presentation?
Do I make my message relevant to this specific audience at this specific moment? Does my content focus on what I want my audience to understand, believe, or do as a result of my presentation—and does everything they hear and see contribute to that purpose (Vital Smarts, 1994, pp. 18—19).
4. De ] answer the ‘Îs‘0 what?”qnefiian? Do I demonstrate that my message makes a difference?
3. How do I know? Do I draw on sources of evidence that my audience respects and understands?
2. Am ] specfic? Do I use specific examples and illustrations that my audience will enjoy and understand? Do I wrap my message around a core story or experience that my audience can relate to?
1. What do I mean? Do I define things adequately?
10. Do you notice specific things people do that make them effective or ineffective communicators—and then find yourself applying the effective ones?
Do people turn to you when it’s time for a meeting to be summed up?
Do you look people in the eye when you talk to them and when they talk to you?
Do you like to demonstrate what you’re talking about? Do you tend to “act out” what you’re describing?
Can you deal with challenging questions in a public setting without flaring upi>
4. Building on your responses from parts 1—3, write a brief memo to your instructor outlining a plan to help you expand and strengthen your power base. Be sure to identify the challenges you anticipate in implementing your strategy. and discuss the costs of trying to make these changes compared
3. What are the similarities and differences between your strategies for expanding your circle of influence and your strategies for improving your power within your existing circle of influence?
2. Identify someone who is currently in your circle of influence but who does not seem to value your abilities or contributions. What influence strategies have you used with that individual in the past?Why do you think they have been unsuccessful?
]. Identify someone whom you would like to add to your circle of influence and consider how you could go about creating an interdependent relationship with that person. Be sure to have a clear idea of why adding him or her to your network would be helpful both to you and to that person.
4. Building on your responses from parts 1—3, write a brief memo to your instructor outlining a plan to help you expand and strengthen your power base. Be sure to identify the challenges you anticipate in implementing your strategy. and discuss the costs of trying to make these changes compared
3. What are the similarities and differences between your strategies for expanding your circle of influence and your strategies for improving your power within your existing circle of influence?
2. Identify someone who is currently in your circle of influence but who does not seem to value your abilities or contributions. What influence strategies have you used with that individual in the past?Why do you think they have been unsuccessful?
]. Identify someone whom you would like to add to your circle of influence and consider how you could go about creating an interdependent relationship with that person. Be sure to have a clear idea of why adding him or her to your network would be helpful both to you and to that person.
Have you ever encountered a similar situation? VÙhat strategies, if any, did you use? What steps did you take? Did these steps increase your power base? How do you know?
What should Don’s next steps be?FPE—“.*—
What options or strategies should Don use with Frank?
What strategy and techniques is Frank using on Don?
3. Using the concepts and skills presented in the Learning activity, describe the possible consequences of how you would handle this situation. What do you think would happen?
' Would you decide to do everything within your power to get the mother admitted?
' Would you decide to help only by clarifying the mother’s need for admission?
' Would you decide not to try to influence the admission process? If not, why?
2. If you were Don, what action would you take?
1. Review the sources of influence and power described in this section. VÜhat sources of power and influ—ence tactics does Don have available to him?
| Which of my previous experiences help remind me that I have overcome challenges in the past?
| What fears do I have that might be blocking me from learning and moving forward?
| What questions should I be asking to help me as I am pursuing my mission?
Create hy being extemfllly open: How can I [aim find change?
| As I seek to serve them, do 1 let them know who I am and what my interests are?
| In what ways am 1 striving to make their lives better?
| How deeply do I understand the needs and interests of these peoplei>
Colldhoräte by heing other—fiemeci: ÏVhat cain I de to help others sdt£sfi their legifimfite needs, fèelings, find maints?
| Whom can I trust to help me make sure that I am living my values?
| Who are people who model the values that I want to live?
| What are the values that are most important to me?
Control by being intemlly directed: \Vhat integfity gdps de I haine, and how cain I close them?
| If1 were starting with a blank page, whom would I include in my network to help me accomplish my mission?
' How will the future be different after 1 have accomplished my mission?
| What is it that I am authentically interested in accomplishing?
5. Brainstorm a list of “principles” or lessons learned from the examples discussed in your group. How might these principles and lessons help you with future job searches and career planning?
4. Can you make any inferences about how your examples might connect to the 10 reasons why people choose to stay with an organization?
5. Which of the four psychological aspects of empowerment (meaning, competence, self-determination, and impact) seem most related to motivation and productivity in your examples?
2. Do you see any patterns? For example, are more of the factors listed within the control of individuals versus outside of their control? Are there any surprising or unexpected themes or relationships?
- Does the mission or purpose of your company make you feel that your job is important?
- Does your supervisor, or someone else at work, seem to care about you as a person?
- Do you have the opportunity to do what you do best every day there?
- Do you know what your manager and colleagues expect of you at work?
3. Less effective managers fail to develop similar expectations, . . . _ _ _ _ your own manager1al style. It also requires that you be a pos1—so, as a consequence, the productlvlty of the1r subordmates . . . . tive Pygmalron for yourself—trustmg in your own competen—SUfffil‘S.
2_ A unique characteristic of superior managers is their ability dealmg With the complexrtres and contmgencres of Job des1gn.to create high performance expectations that their subordi— MÜSt 1mpor tant, It “ completely under Y…“ control. But lt nates fulfill. is not easy. Being a positive
]. What managers expect of their subordinates and the way Being a positive Pygmalion is one of the single most they treat them largely determine subordinates’ perfor— important ways in which you can motivate others. It doesn’t mance and career progress. require money or other extrinsic
I Which of your reasons (if any) were not under your controli>
I Which of your reasons (if any) were under your direct Ændpersamd control?
I W/7y were you so motivated and able to work so productively?
3. In your description answer the following questions:
2. Write a short description of that situation. What was the situation, who was involved, what did you do, what was the outcome?
]. Think of a moment or situation during the last few months when you felt really motivated and as a result were productive and high performing.
4. Assume that you were going write Don’s objectives. What would be your first step? \What objectives would you suggest as appropriate for Don?
3. What should Nancy have done differently to achieve unity and alignment?
2. Why did Nancy’s approach to the MBC program generate such a negative reaction? Review the four steps or phases that are included in a good performance management system? Which of these steps did Nancy miss?
l. Review the four conditions for gaining strategic unity and alignment. To what extent did these four conditions exist at Countrywide?
6. How would you go about resolving any questions, inconsistencies, or problems you have, based on your answers to the questions above?
5- HOW Will YÜU. HIÊHSUI'Ë progress 3.11d SUCC€SS 011 ËHCh Of thfi‘ Väf10üS goals? HOW Will YOU kDÜW that YÛL1 hHVË &ChÏËVËd ËflCh gDfll?
4. Do the various goals support and complement one another, or might there be some potential conflict and competition among some of the goals? What modifications might be appropriate?
3. How difficult and challenging are each of your goals? Rate each one.
2. How do you know that your goals will bring you closer to the realization of your personal vision?
1. Are these goals consistent with your story/vision from the Practice segment in Developing and Communicating a Vision? \Why or why not? If not, what changes might you make to create better alignment?
Write or share answers to the following questions:
List at least one goal (but do not restrict yourself to one) that you have in each of the following four categories.You will refer to these goals throughout the discussions and activities in this and future sections of the textbook.1. Personal relationships 2. Academic/scholastic accomplishments 3.
I How aligned do you think those values will be with our organization? \Why?
I What do you see as the most important values that define who you are as an individual?
I What is it about you that makes you think you would be a good fit for us and that we would be a good fit for youi>
I What do you want most from an organization/ career?
I Why this company and not (insert names of two most obvious competitors)?
I What about this organization makes you want to be a part of it?
Learn How to Manage Execution cmd Drive for Results.
Discover How to Design et Structure and 0rgonize People to Achieve Gools.
Understond How to Motivote Self cmd Others.
Understond How to Set Gools cmd Objectives.
Describe How to Develop and Communicoie o Vision.
d. Have you come across any situations where company policies made it difficult to actually comply with some requirements? If so, what can be done to improve the situation?
c. What types of strategies does your organization use to encourage compliance?
How often is the code of conduct reviewed?
b. What is covered in your organization’s code of conduct? Are copies readily available to employees?|
a. Does your organization have a compliance and ethics office?
2. Use the questions below to evaluate how your organization attempts to obtain compliance with rules,
1. Identify an organization to analyze, preferably your employer.
' Do you feel that some strategies were not used that should have been used? Why or why not?
' Which strategies do you think have the most impact in reducing illegal and unethical behavior?Why?
Showing 600 - 700
of 3159
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Last
Step by Step Answers
Get 50% OFF
Claim Now
