Managing Human Behavior In Public And Nonprofit Organizations 4th Edition Robert B. Denhardt, Janet V. Denhardt, Maria P. Aristigueta, - Solutions

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___ 8. I would rather leave my organization than to be put into a job that would compromise my ability to pursue personal and family concerns.
___ 7. I dream of a career in which I can solve problems or win out in situations that are extremely challenging.
___ 6. I will feel successful in my career only if I have a feeling of having made a real contribution to the welfare of society.
___ 5. I am always on the lookout for ideas that would permit me to start my own enterprise.
___ 4. Security and stability are more important to me than freedom and autonomy.
___ 3. I dream of having a career that will allow me the freedom to do a job my own way and on my own schedule.
___ 2. I am most fulfilled in my work when I have been able to integrate and manage the efforts of others.
1. I dream of being so good at what I do that my expert advice will be sought continually.
3. What changes should I be making?
2. How do they influence my actions?
1. Where do these biases come from?
2. What potential barriers would you encourage Samuel to avoid?
1. What do you know about Samuel’s career anchors that would make this a good choice for him?
6. How would you design your ideal position?
5. If yes, then why?
4. Is your choice different from that which you would recommend to Laura?
3. How does this fit with your preferences, career anchors, and values?
2. Why?
1. Which position would you take?
8. How would you explain your decisions to the city council?
7. What decisions would you make as the city manager?
6. What reaction would you expect of employees at the postconventional level?
5. What decisions would a city manager at the postconventional level be expected to make?
4. What reaction would you expect of employees at the conventional level?
3. What decisions would a city manager at the conventional level be expected to make?
2. What reaction would you expect of employees at the preconventional level?
1. What decisions would a city manager at the preconventional level be expected to make?
5. What advice might Hayward take from Drucker (cited toward the beginning of this chapter) to improve his success in the future?
4. Does cultural aptitude impact one’s emotional intelligence?
3. It appears by the appointment of Dudley that culture has a bearing on sensitivity. What do you think?
2. Think about the balance that is required between technical skill and emotional intelligence; what do you think is more important for a leader?
1. If you were in Hayward’s position, how would you have handled the aftermath of the oil spill?
10. Does your organization maintain a committee charged with improving the working climate for all employees?
9. Are there consequences for colleagues who engage in demeaning or prejudicial behavior toward others?
8. Do the organization’s fringe benefits reflect diversity?
7. Do the organization’s social activities reflect diversity?
6. Does the organization that you work for hire and promote in such a way that employee diversity reflects the diversity of society?
5. Do you receive an equal number of opinions, feelings, and suggestions from all employees?
4. Do you actively solicit the opinions, feelings, and suggestions of all colleagues, regardless of demographics?
3. Do these same employees report that their differences are respected?
2. Do colleagues of nontraditional demographics provide evidence that they feel comfortable around you?
1. Do others see you acting comfortable around colleagues with nontraditional demographics (i.e., age, education, ethnicity, gender, race, sexual orientation)?
Develop a detailed action plan to achieve this vision, and make commitments for particular actions necessary to bring your vision to fruition.
Describe key areas of your life that are important to you, and write down one or two goals in each major area.Select one or two goals and imagine the goal(s) being achieved to your full satisfaction. How does this goal, or how do these goals, relate to your vision? Experience the achievement of
Write down a set of values that are important to you. Ask family members and friends to encourage you to live according to your values.
If you had to find someone to replace you, on what key abilities would you focus?
What qualities do you see as necessary for your line of work?
What are the most critical skills you draw on during a typical workday?
How would you describe your typical day at work?
4. Revisit this exercise after you have completed the “Increasing Self-Knowledge” exercise at the end of the chapter. Did your initial reflections change?
3. Share these with someone that is close to you and ask how close your reflections are to their perception of you.
2. Write two or three of your greatest weaknesses.
1. Write down two or three of your greatest strengths.
What roles have these individuals played in your life?
Which personal relationships influenced you the most?
What were your most important educational experiences?
Were there cultural opportunities or political events in your hometown that were particularly influential?
Are there local events that have been particularly influential in your life?
How was your life influenced by those events?
Which of these influenced your life most dramatically?
What world or national events have taken place during your lifetime?
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 advice would you give to Gina in handling situations like this?
What is your reaction to Gina’s approach and her language? How would you diagnose what was happening here?
6. It functions as an organizational control mechanism, informally approving or prohibiting behaviors. (p. 50)
5. It is a unifying theme that provides meaning, direction, and mobilization for organization members.
4. It is a social energy that moves organization members to act.
3. It is a socially constructed, unseen, and unobservable force behind organizational activities.
2. It is made up of such things as values, beliefs, assumptions, perceptions, behavioral norms, artifacts, and patterns of behavior.
1. Organizational culture is the culture that exists in an organization, something akin to a societal culture.
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? What were the reasons for your conversion or resistance? Was your reaction in this case typical of your reactions in situations involving change?If the change has been in place
How was their resistance overcome?
What were the reasons for their resistance?
How did others in the group or organization react to the proposed change? Which members of the group or organization were most resistant to the change?
Did they force the change on others, or were others involved in the change and agreeable to it?
How did the change come about? Who were the people that triggered the change? How did they bring the change forward? What did they do? What did they say?
4. If the situation merits the conflict, what would need to change to avoid the conflict?
3. Is there opportunity to improve current circumstances? How so?
2. Does the challenge reflect a larger cause that is central to the program or organization’s mission? Explain.
1. Are the stakes high enough to motivate employees? If so, what is at stake?
3. What strategies might you use?
2. How will you handle the situation?
1. What might have led to the misinformation?
4. What methods would you find most useful in trying to deal with the conflict?
3. How would you address the problems that make up the situation?
2. What do you believe is at the root of the problem?
1. How would you advise Tanya to prioritize the problems that need to be addressed?
3. What role will you play with the constituents of both groups to satisfy their requests?
2. What recommendations will you make to the city council?
1. How will you, as city manager, handle these requests?
3. Continue until everyone is satisfied that his or her own needs and interests have been stated clearly, then ask the group to generate new proposals that seek to incorporate a broader range of everyone’s needs.
2. Ask everyone to answer the question, “What are the needs and interests in this situation?”
1. Make sure that group members understand the difference between their proposed solutions and what they need. For example, beautifying downtown is a proposed solution, whereas honoring a prior commitment for safe sidewalks for pedestrians is a need or an interest. Take time, if necessary, to
5. When both the group and the speaker feel understood, ask for someone else in the group to take a turn as the focus person.
4. If the answers are clear to all participants, then go to Step 5. If they are not, then ask those who are unclear about what was said exactly what they still find to be unclear. For example, someone might say, “I heard the person say that we should all share the assignment equally. But I am not
3. The group answers the questions.
2. When the speaker is done, the facilitator asks the group, “Can you explain why?” or “What did he or she mean by that?”
1. Ask for a volunteer to be the “focus person” and another to be the facilitator. The focus person in the group is invited to speak on any controversial problem facing the country. This person starts with, “Here is the point I want to make,” and is given 3 minutes to speak.

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Managing Human Behavior In Public And Nonprofit Organizations 4th Edition Robert B. Denhardt, Janet V. Denhardt, Maria P. Aristigueta, - Solutions

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