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managing human behavior in public
Managing Human Behavior In Public And Nonprofit Organizations 4th Edition Robert B. Denhardt, Janet V. Denhardt, Maria P. Aristigueta, - Solutions
c. How will members be allowed to rotate out of the team if they so desire?
b. Will new members be welcomed?
a. How are members selected to join the team?
b. What are its goals and objectives?
a. What is the purpose of the team?
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?
3. How would you advise Annie 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 Annie’s problems, which of these factors can Annie 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?
1. What do you think has happened here? Who, and in what way, are the various participants responsible for the outcome? How does John’s experience relate to questions of organizational power and politics?
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.
b. What power I have to influence others comes primarily from my status and position.
.a. What power I have to influence others comes primarily from my ability to get people to identify with me and my ideas.
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.
5. Which of the preceding characteristics (or others) were most important in this particular case of leadership? Why?
4. 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.
3. What specific steps can you take to highlight and reinforce the public service contributions of those around you, including your peers, your supervisor, and your employees?
2. What is your role and contribution in this regard? How do you, or how could you, help your organization to better achieve its public service mission? Although it may be difficult to see and measure the results of the specific tasks you perform or responsibilities you have, make an effort to
1. What is the public service mission of your agency or organization (or the organization that you hope to work for)? How does the organization benefit the people it serves? Think of specific examples.
3. Implement the action steps. After a reasonable time period, assess the results. Has your motivation increased? Has your interest, satisfaction, or performance improved? What else might you do to stay motivated?
2. Formulate a plan, including action steps, for overcoming the barriers to motivation. Discuss the plan with affected parties and get commitments from them (if appropriate).
1. Identify the barriers to motivation. Is the work challenging? Do you feel competent to perform the work?Are you getting needed feedback? Do you understand the expectations? Do you have the time and resources needed to perform well? What other problems, obstacles, and unmet needs do you confront?
5. What conclusions can you draw or what observations can you make about motivation theory and research
4. Which of the theories or models do you think fit best with which employees and why?
3. What are some of the perspectives on organizational behavior that could explain the apparently high levels of motivation among the four employees? What models might explain Jess’s motivation?
2. Discuss the practical implications for each of the models you use. In other words, what do these models suggest the supervisor should do or say as a consequence of defining the problem from that perspective?
1. Define the problem(s) in this case, using as many theories of motivation from this chapter as you think might apply.
■ Did the organization’s culture and incentives encourage those involved to make the right decision?Explain.
■ Were the right people brought in, and if not, who was left out and why?
■ When there was controversy, was it clear who had the final say?
■ Were the decisions based on appropriate facts?
■ Were the roles, process, and timeline adhered to by all parties involved?
■ Was it clear to you: (a) who would make the recommendation, (b) who would be asked to provide input, (c) who had the final say, and (d) who would be responsible for implementation?
■ Were the right people involved in the decision-making process?
■ Were they made on a timely basis?
■ Did the decisions need to be made, or had they already been made?
3. Collect information with regard to the benefit and risk factors for the remaining options and assess the degree of satisfaction that each option provides.Identify the benefit–risk area for each option to be considered.Describe your best-balanced choice.
2. Consider the factors that will influence your choice of action.List the factors that are important to you and to those affected by the decision.Extend the factors into statements that specify the results expected, resources available, or constraints that might exist.Classify the statements that
Describe the situation on which you are working. State your precise objective.
1. Clarify your objectives.
3. What might you have done differently?
2. What role, if any, might Simon’s “satisfice” theory have played in this situation?
1. Using Allison’s model, what lens(es) do you believe Chief Jackson used to make these decisions?
7. What traps should she avoid?
6. What data will she need?
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 positive and negative 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?
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