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managing human behavior in public
Managing Human Behavior In Public And Nonprofit Organizations 5th Edition Robert B. Denhardt, Janet V. Denhardt, Maria P. Aristigueta, Kelly C. Rawlings - Solutions
How does the team fit into the overall management structure of the organization, classroom, and so on?
b. What are its goals and objectives?
a. What is the purpose of the team?
7. Where Do We Begin?
6. Expectations of work performance may be machine driven. Employees in some organizations will perceive this as dehumanizing and coercive. (pp. 480–481)
5. The computer imposes a discipline of linear thinking. Organizations will need to find ways to encourage and protect nonlinear thinking and communicating.
4. Trust develops with shared experience, values, give-and-take, and the result of human communication. Satellites, electronic mail, and networks could reduce the dimensions of trust to which we are accustomed.
3. Messages of affect and value will decrease. Ambiguity in interpreting information will increase. Managers will have to seek new ways of communicating the affective component of messages.
2. More informal messages and “short-circuiting of the hierarchy will occur.” Organization structure and formal information flow will be redefined.
1. Opportunities for face-to-face contact will be diminished, and information from nonverbal cues will be reduced.Consequently, opportunities for random spontaneous information sharing will be reduced.
3. Are our bosses always right? If not, what should we do?
2. What, according to Sergey, was “strange” at this meeting?
1. Why couldn’t Sergey understand the behavior of his fellow workers?
5. [From a citizen] “Can you tell me who to talk with about a junk car that I’d like to have removed from the vacant lot next door?”a. “That’s not my department.”b. “Ask the secretary over there.”c. “That would be the public works department. Let me show you where they are
4. [From a legislator or a member of the city council] “I want to see all the information we have on the new construction project, and I want it in my office in 1 hour.”a. “That’s none of your business.”b. “That’s impossible. I’ll need at least 3 hours to get it together.”c. “It
3. [From your subordinates] “We really think that we deserve more money for doing this job.”a. “That’s silly. You’re really not worth what we’re paying you now.”b. “You know that the legislature won’t give us any more money.”c. “Why don’t we sit down and think through our
2. [From a coworker] “I’m terribly afraid that the mistake I made in the Harris confirmation hearing means that the boss is going to transfer me to the end of the world.”a. “That’s stupid. He hates Harris.”b. “You shouldn’t be so worried. He’ll get over it.”c. “So you’re
1. [From the head of your agency] “I’ve heard some disturbing rumors about the way you treat our clients.”a. “That’s ridiculous.”b. “You can’t believe everything you hear.”c. “Could you please be more specific?”d. __________________________
3. How would you advise Anita to proceed if she wants to stay in the organization and be successful? How can she increase her influence and power in the organization?
2. While this case clearly involves power relationships, is there anything else that might be going on? If you think other factors are contributing to Anita’s problems, which of these factors can Anita successfully change or influence? Which cannot?
1. What do you think is going on here? What are the elements of organizational politics that may be operating here? Power dynamics?
6. What are some of the ethical principles that ought to guide your efforts in networking with others?
5. Under what circumstances is introducing yourself to someone you don’t know a good idea? When is introducing yourself not such a good idea?
4. How comfortable are you with introducing yourself to people? What kind of impression do you think you give others? (You may want to check your self-assessment by asking a trusted source what kind of first impression you made on them.)
3. Have you ever felt good or been flattered by someone seeking to network with you? What did the person do to make you feel good about the interaction?
2. Have you ever been offended by someone seeking to network with you? If so, what was it about the interaction that bothered you?
1. On balance, do you think networking is best thought of as a way to meet interesting people or a way of using people to get what you want?
5. What can you learn from this person that will help you to gain power and use it constructively for your own benefit and for the organization’s benefit? (In some cases, this might involve learning from behavior and strategies that you want to avoid rather than emulate.)
4. Do you have power relative to this person? Why or why not? Do you need or want more power in this case? If yes, then what are some of the ways in which you might increase your influence and power?
3. Are these strategies used constructively to enhance organizational goal attainment? Are these strategies used for self-serving purposes? Explain.
2. What strategies does this person employ? What strategies have been the most effective and why?
1. Think of the most effective and successful organizational politician you know. From what sources of power does this person draw?
3. If you were John and had the benefit of hindsight, how might you have handled the situation differently? How could you use power and organizational politics to gain the respect and cooperation you need to accomplish the governor’s objectives?
2. Assuming that, after his reassignment, John might have become more open to suggestions on his behavior, how might you advise him?
How does John’s experience relate to questions of organizational power and politics?
1. What do you think has happened here? Who, and in what way, are the various participants responsible for the outcome?
Are there lessons that can be learned from the experience that will inform future practice in a positive manner?
Is the person willing to deal with the consequences?
Was there an effort to involve the appropriate people?
Was the person thoughtful about the alternatives, and did he or she make a reasonable and appropriate choice given the information available?
Did the person take the initiative to understand the issue and gather needed information?
20. The best way of handling power and organizational politics is to stay away from it.
19. It is not a good idea to become dependent on one person in an organization.
18. If you have power, then people will dislike and fear you.
17. Gaining power often involves making friends rather than making enemies in the organization.
16. If you have very little power in an organization, then there is basically nothing you can or should do about it.
15. On very controversial issues, it often is best to delay or avoid your involvement as long as possible.
14. Reaching organizational goals requires that organizational politics and power be avoided whenever possible.
13. You always should try to make a good first impression.
12. It is advisable to always tell people everything you know about a situation.
11. As a manager, it is necessary to have organizational power just to do a good job with the tasks assigned to you.
10. If you have good relationships with the people in your unit, then it is not necessary to have good relationships with people in other parts and levels of the organization.
9. Power and politics can be destructive forces in organizations.
8. Empowerment requires delegation; if your boss does not give it to you, then it is not possible to make it happen.
7. It is advisable to do favors for people whenever possible.
6. To maintain power, you should not compromise, even when an issue is of minor importance to you.
5. It often is a good idea to make others dependent on you for your expertise and knowledge.
4. The simplest and best long-term strategy for getting others to do what you want is to let them know that you are the boss.
3. You can gain power by making others feel important.
2. Organizational politics should have no role in the administration of public programs.
1. It is important to get along with everyone in organizations, even people you do not like.
If we asked your friends to list your best leadership qualities, what do you think they would say?
What five characteristics do you consider your best leadership qualities or traits?
What was it you did in this situation that caused others to follow you?
Write down the circumstances in which you led.
What are the 10 qualities that make you think highly of that person’s leadership?Consider a specific incident in which you thought this person exercised exceptional leadership skills. Which of the preceding characteristics (or others) were most important in this particular case of leadership? Why?
4. How will participation impact policy decisions, problem-solving efforts, or other kinds of public(nonprofit) action? (p. 244)
3. What information do participants need?
2. How will participants interact with each other and with decision-makers?
1. Who should participate and how will participants be recruited?
When would you use one approach, and when would you use another?
How would using this approach compare with using appreciative inquiry or Six Sigma?
How would you assess the value of an approach like this?
3. How would this philosophy fit in your organization?
2. What elements of more contemporary views of culture and change are expressed here?
1. What elements of the classic views of organizational culture are expressed here?
What about leadership lessons from particularly good or bad bosses?
how would you have done things differently?
If the change has been in place for a while, how is it working out? If you had been the one managing the change process,
Was your reaction in this case typical of your reactions in situations involving change?
What were the reasons for your conversion or resistance?
How did you feel about the change? Were you an early convert to the new way of operating or one of the last to give in?
How was their resistance overcome?
Which members of the group or organization were most resistant to the change? What were the reasons for their resistance?
Did they force the change on others, or were others involved in the change and agreeable to it? How did others in the group or organization react to the proposed change?
What did they do? What did they say?
How did the change come about? Who were the people that triggered the change? How did they bring the change forward?
10. Are youa. a leader?b. a follower? _______
9. In terms of style, are youa. solid and mainstream?b. always on the cutting edge? _______
8. Do you tend to seea. the possibilities in a situation?b. the realities of a situation? _______
7. Do you like toa. go with the flow?b. make things happen? _______
6. When change occurs, are youa. typically out in front leading the way?b. typically holding back and waiting to see what will happen? _______
5. Would you prefer a job thata. is pretty much the same from day to day?b. changes constantly? _______
4. Do you consider yourselfa. mostly focused on the future?b. mostly focused on the present? _______
3. In terms of your career, do you think you are or will mostly bea. fixed in place?b. always moving? _______
2. Do you find changea. invigorating?b. stressful? _______
1. Do you prefera. doing a job that you are comfortable with and know well?b. doing a job that presents a new challenge every day? _______
3. Should a major donor receive special privileges, such as a job or college admission for a child?
2. Is the board member’s disclosure and abstention from a vote enough?
1. Should board members obtain contracts or donations for their own organizations?
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