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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
5. What decision-making model would you advocate to this person?
4. Did you rethink your decision?
3. Did you seek anyone’s advice?
2. Did you have many choices, or were there constraints that narrowed your selection?
1. How did you go about making your selection?
5. Organizations form a sort of technology in which groups of individuals work together in developing procedures to complete designated tasks. (p. 145)
4. An organizational culture emerges that shapes the behavior of individuals within organizations.
3. Existing organizations and programs constrain behavior.
2. Organizations create capabilities for performing tasks that otherwise would be impossible.
1. Individuals must be organized in a structured way to achieve an objective.
2. How will you implement your chosen option and mitigate negative impact?
1. What options best satisfy your core values while acknowledging and faithfully considering the values of other stakeholders?
3. What are the options available to you? List the positives and negatives for each of these options.
2. How would you define success in this situation? How would other stakeholders define success?
1. Who is responsible for resolving this dilemma?
7. How might you go about testing these assumptions?
6. Are there assumptions that should be tested prior to making the decision?
5. Are there values in conflict now that you have a better understanding of the problem?
4. What are the facts that need to be considered? What assumptions are you making?
3. What is at stake for you? What are your values? Are there motives that may be persuading you in one direction instead of another?
2. Who are the stakeholders, and how would they define the problem? What are the values of greatest importance to these stakeholders?
1. What is the values dilemma presented in this short case study? What values seem at issue as you define the problem?
4. The horses were in rented stables with groomers available, and the groomers could be added to the rent of the stables.Because some of the other horse owners who used the stables had experience with the groomers, the quality of the groomers’work could be checked. The cost would be expected to
3. Contract a horse groomer on an hourly basis to care only for the city’s horses. This person would require an hourly rate but would not receive city benefits. The availability of the horse groomer would have to be negotiated at the time of the contract negotiations.
2. Hire a part-time horse groomer to care for the horses. There currently were only three horses on the force. The horse groomer could be hired for 4 hours a day to come in and groom the three horses. Additional grooming would need to be done by the police officers, who also would be responsible
1. Hire a full-time horse groomer to care for the horses. This person would be fully trained to meet the grooming needs of the horses and also would be able to identify health needs when they arose. Of course, this would involve the highest cost, as this person would be a full-time city employee
4. What are the barriers to effective stress management in your life and how can you overcome them? What specific action steps can you take in this regard?
3. What constructive coping skills do you want to develop or enhance? Do you want to, for example, start exercising more, learn meditation, manage your time better, develop a new hobby or activity, or spend more time with family or friends? Do you need to get help in developing these skills? If so,
2. Identify the thoughts and behaviors you engage in as a response to these stressors. Are these thoughts and behaviors constructive or destructive?
1. Identify the primary stressors in your life. It may be helpful to keep a “stress journal” to write down those times and situations that make you feel the most stressed.
5. What might you do in your organization to encourage laughter and fun at work in a way that contributes to stress reduction and increased effectiveness and productivity?
4. What actions have you taken in the past that have helped you to cope successfully with stressful circumstances? Could any of these approaches be useful to Diane?
3. What are your recommendations for coping with the stress that Diane is experiencing? What will you caution her not to do?
2. What advice will you give her? What do you think are some of the sources of her stress? How will you work with her to develop strategies for reducing her stress?
1. What will you say to Diane? Are there additional questions you would like to ask?
3. How might you apply these learnings to the challenges you face currently?
2. What did you do in response to the challenge? How did your responses improve your ability to cope or make you stronger, more flexible, or capable?
1. How do you think and feel about the challenge now, and how did you at the time you faced it?
How might you build a more balanced and healthy repertoire of coping skills?
2. Review the material on coping mechanisms. How might you substitute positive coping strategies for negative ones? Are your preferred coping strategies of a particular type (e.g., emotional, physical)?
What are the major sources of stress at work? Write down three sources of stress for which you can take some sort of action to change.
1. What are the major sources of stress in your life?
3. Where and how would you begin to work toward getting such an innovation implemented? What factors do you think will support its adoption? What might be the significant barriers?
2. In what ways might the innovation be adapted to your particular community characteristics or needs? How can you build on or depart from what is already being done in another community?
1. What particularly intrigues you about this innovation? Why do you think it is needed and might or might not work in your community?
What tools might be helpful?
What are some measures that you can take to begin to foster creativity in the individuals you work with and in your unit as a whole?
What are some of the characteristics of the past management practices and organizational climate that are thwarting creativity?
4. Fantasy analogy. What is your wildest fantasy about how to solve this problem? How would solving the problem change the future? What is the best possible outcome?
3. Symbolic analogy. What symbol or image best captures what this problem looks like? Feels like? Sounds like?
2. Direct analogy. What is the problem like? What metaphors could you use to describe it?
1. Personal analogy. If you were this problem, what would you look like? How would you feel?
10. We look at opportunities through internal lenses rather than starting with customers’ needs and problems. (para. 3)
9. Managers immediately look for flaws in new ideas rather than tease out their potential.
8. Managers are not trained to be innovation leaders.
7. Incentives are geared towards maximizing today’s business and reducing risk.
6. We do not have a standard process to nurture the development of new ideas.
5. Our efficiency focus eliminates free time for fresh thinking.
4. Innovation is someone else’s job and not part of everyone’s responsibilities.
3. Most of our resources are devoted to day-to-day business so that few remain for innovative prospects.
2. Fear of cannibalizing current business prevents investment in new areas.
1. Our focus on short-term results drives out ideas that take longer to mature.
What are some of the possible scenes from our future?
What is the environment we are trying to create?
How would we like to see ourselves?
What metaphors might describe how we work together?
How can we visually describe our goals?
3. What do you do to stimulate and support the creativity in others?
2. What are your challenges in the creative process?
1. What are your creative strengths?
9. When I get angry, I talk about my feelings to calm myself down rather than focus on what the other person did.
8. I accept that others cannot make me angry without my full cooperation. In other words, I control my anger.
7. I understand that victims of my outbursts will remember my accusatory statements and name-calling long after I have calmed down.
6. I resist the temptation to feel entitled to better treatment and to lose emotional control.
5. When verbally attacked, I keep my role as a manager separate from my identity as a person.
4. When verbally attacked, I allow for the probability that the attack is prompted by pain or fear.
3. When verbally attacked, I allow for the likelihood that the attackers might never have learned how to respond when their needs aren’t met.
2. I reject the harm that can result from reacting emotionally when I am upset and getting angry or feeling battered.
1. When I am upset, I respond rationally so that I can remain analytical and solve the problem or otherwise make the best of the situation.
___ 29. I will feel successful in my career only if I have succeeded in creating or building something that is entirely my own?
___ 28. I am most fulfilled in my work when I feel that I have complete financial and employment security.
___ 27. The chance to do a job my own way, free of rules and constraints, is more important to me than security.
___ 26. Becoming a general manager is more attractive to me than becoming a senior functional manager in my current area of expertise.
___ 25. I would rather leave my organization than accept a rotational assignment that would take me out of my area of expertise.
___ 24. I feel successful in life only if I have been able to balance my personal, family, and career requirements.
___ 23. I have been most fulfilled in my career when I have solved seemingly unsolvable problems or won out over seemingly impossible odds.
___ 22. Using my skills to make the world a better place to live and work is more important to me than achieving a highlevel managerial position.
___ 21. I am most fulfilled in my career when I have been able to build something that is entirely the result of my own ideas and efforts.
___ 20. I seek jobs in organizations that will give me a sense of security and stability.
___ 19. I will feel successful in my career only if I achieve complete autonomy and freedom.
___ 18. I will feel successful in my career only if I become a general manager in some organization.
___ 17. Becoming a senior functional manager in my area of expertise is more attractive to me than becoming a general manager.
___ 16. I dream of a career that will permit me to integrate my personal family and work needs.
___ 15. I will feel successful in my career only if I face and overcome very difficult challenges.
___ 14. I am most fulfilled in my career when I have been able to use my talents in the service of others.
___ 13. Building my own business is more important to me than achieving a high-level managerial position in someone else’s organization.
___ 12. I would rather leave my organization altogether than accept an assignment that would jeopardize my security in that organization.
___ 11. I am most fulfilled in my work when I am completely free to define my own tasks, schedules, and procedures.
___ 10. I dream of being in charge of a complex organization and making decisions that affect many people.
___ 9. I will feel successful in my career only if I can develop my technical or functional skills to a very high level of competence.
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