Old MathJax webview

Old MathJax webview

slove these questions ?

doing literature review on assigned point .

Case 1: Is it Unbiased Promotion? Elsa Jinnie had an uneasy feeling of apprehension as she arrived at the Foodie Grille Restaurant corporate offices. Today she was at meeting with her supervisor, Henry Vaun, and regional director, Hilton Jackson, to learn the outcome of her promotion interview for the district manager position. Elsa had been employed by this casual dining restaurant chain for 12 years and had worked her way up from server to general manager. Based on her track record, she was the obvious choice for the promotion; and her friends assured her that the interview process was merely a formality. Elsa was still anxious, though, and feared that the news might not be positive. She knew she was more than qualified for the job, but that didn't guarantee anything these days. Nine months ago, when Elsa interviewed for the last district manager opening, she thought her selection for the job was inevitable. She was shocked when that didn't happen. Elsa was so upset about not getting promoted then that she initially decided not to apply for the current opening. She eventually changed her mind- after all, the company had just named her Restaurant Manager of the Year and entrusted her with managing its flagship location. Elsa thought her chances had to be really good this time. A multi-unit management position was a desirable move up for any general manager and was a goal to which Elsa had aspired since she began working in the industry. When she had not been promoted the last time, Henry, her supervisor, explained that her people skills needed to improve. But Elsa knew that explanation had little to do with why she hadn't gotten the jobthe real reason was corporate politics. She heard that the person they hired was some super star from the outside a district manager from another restaurant company who supposedly had strong multi-unit management experience and a proven track record of developing restaurant managers. Despite what she was told, she was convinced that Hilton, her regional manager, had been unduly pressured to hire this person, who had been referred by the CEO. The decision to hire the outsider may have impressed the CEO, but it enraged Elsa. With her successful track record as a store manager for the Foodie Grille Restaurant, she was much more capable, in her opinion, of overseeing multiple units than someone who was new to the operation. Besides, district managers had always been promoted internally among the store managers and she was unofficially designated as the next one to move up to a district position. Hilton had hired the outside candidate as a political maneuver to put himself in a good light with management, even though it meant overlooking a loyal employee like her in the process. Elsa had no patience with people who made business decisions for the wrong reasons. She worked very hard to avoid politics and it especially irritated her when the political actions of others negatively impacted on her. Elsa was ready to be a district manager nine months ago, and thought she was even more qualified today- provided the decision was based on performance. She ran a tight ship, managing her restaurant completely by the book. She meticulously adhered to policies and procedures and rigorously controlled expenses. Her sales were growing, in spite of new competition in the market, and she received relatively few customer complaints. The only number that was a little out of line was the higher turnover among her staff. Elsa was not too concerned about the increasing number of terminations, however, there was a perfectly logical explanation for this. It was because she had high standardsfor herself and her employees. Any employee who delivered less than 110 percent at all times would be better off finding a job somewhere else. Elsa didn't think she should bend the rules for anyone, for whatever reason. A few months ago, for example, she had to fire three otherwise good employees who decided to try a new customer service tactica so- called innovation they dreamed up-rather than complying with the established process. As the general manager, it was her responsibility to make sure that the restaurant was managed strictly in accordance with the operations manual and she could not allow deviations. This by-the-book approach to managing had served her well for many years. It got her promoted in the past and she was not about to jinx that now. Page 4 of 5 Losing a few employees now and thenparticularly those who had difficulty following the ruleswas simply the cost of doing business. During a recent store visit, Henry suggested that Elsa might try creating a friendlier work environment because she seemed aloof and interacted with employees somewhat mechanically. Henry even told her that she overheard employees refer to Elsa as the "Ice Maiden behind her back. Elsa was surprised that Henry brought this up because her boss rarely criticized her. They had an unspoken agreement: since Elsa was so technically competent and always met her financial targets, Henry didn't need to give her much input. Elsa was happy to be left alone to run her restaurant without needless advice. At any rate, Elsa rarely paid attention to what employees said about her. She wasn't about to let something as childish as a silly name cause her to modify a successful management strategy. What's more, even though she had recently lost more than the average number of employees due to "personality differences" or "miscommunications over her directives, her superiors did not seem to mind when she consistently delivered strong bottom line results every month. As she waited in the conference room for the others, Elsa worried that she was not going to get this promotion. Henry had sounded different in the voicemail message she left to inform her about this meeting, but Elsa couldn't put her finger on exactly what it was. She would be very angry if she was passed over again and wondered what excuse they would have this time. Then her mind wandered to how her employees would respond to her if she did not get the promotion. They all knew how much she wanted the job and she cringed at how embarrassed she would be if she didn't get it. Her eyes began to mist over at the sheer thought of having to face them if she was not promoted today. Henry and Hilton entered the room then and the meeting was under way. They told Elsa, as kindly as they could, that she would not be promoted at this time; one of her colleagues would become the new district manager. She was incredulous. The individual who got promoted had been with the company only three yearsand Elsa had trained her! She tried to comprehend how this happened, but it did not make sense. Before any further explanation could be offered, she burst into tears and left the room. As she tried in vain to regain her composure, Elsa was overcome with crushing disappointment. Discussion Questions 1. Identify and discuss the way of application of important four intellectual intelligence dimensions which Elsa should have to get the promotion that wasn't offered to her. 2. What else Elsa could do in response to her current situation? Why and How? 3. What skills does Elsa need to develop to be promotable in the future? Why those skills are necessary? 4. If you were in Henrys place how would you guide her from the beginning to support her developmental efforts? Explain your ways. Title: Assignment on Elementary Issues of Organizational Behavior And Solving Two Practical Problems For this exercise you are encouraged to collect information from books and articles. Discussing issues of the assignment: 1. Literature Review on relevant terms or issues included in the following two cases (Literature review from minimum 7 articles): Issues like how managerial skills can influence organizational performance, perceptions on employee diversity, mechanism to manage diversity, importance of employees' physical and intellectual ability, factors of employee job satisfaction must be addressed. 2. Create your own frameworks to manage diversity, and increase employee satisfaction based on your learning from lecture sessions and the literature review information. 3. Case Summary 4. Question Answers of given cases What to do? 1. Introduction: It must cover the scope of studies, objectives of the assignment sources of information. 2. Main Body: 2.1. Literature review on assigned topics (2 to 3 pages): ****Every Organizational Behavior issue (terms which you have learned in the class) which are presented in the following two cases must be addressed in this part. Definition (i.e managerial skills, managing diversity, attitude, job satisfaction, personality...or other relevant issues), importance of addressing these issue, impact or relationship of these issues with other organizational factors must be addressed with proper explanation from your collected articles by using your own language. [Hints: Importance of managing diversity, importance of maintain sound employee employer relationship in the workplace, factors of job satisfaction, ways of gaining employee job satisfaction, techniques to reduce unfair discrimination, impact of employee attitude in the job performance, importance and impact of employee personality in the work place, importance of assessing personality before hiring] *****In the literature review part mention the source of information by using the format of in-text citation (i.e. article and book authors' name) but you have to write the sentence by your own, do not copy from the book. Page 1 of 5 Case 1: Is it Unbiased Promotion? Elsa Jinnie had an uneasy feeling of apprehension as she arrived at the Foodie Grille Restaurant corporate offices. Today she was at meeting with her supervisor, Henry Vaun, and regional director, Hilton Jackson, to learn the outcome of her promotion interview for the district manager position. Elsa had been employed by this casual dining restaurant chain for 12 years and had worked her way up from server to general manager. Based on her track record, she was the obvious choice for the promotion; and her friends assured her that the interview process was merely a formality. Elsa was still anxious, though, and feared that the news might not be positive. She knew she was more than qualified for the job, but that didn't guarantee anything these days. Nine months ago, when Elsa interviewed for the last district manager opening, she thought her selection for the job was inevitable. She was shocked when that didn't happen. Elsa was so upset about not getting promoted then that she initially decided not to apply for the current opening. She eventually changed her mind- after all, the company had just named her Restaurant Manager of the Year and entrusted her with managing its flagship location. Elsa thought her chances had to be really good this time. A multi-unit management position was a desirable move up for any general manager and was a goal to which Elsa had aspired since she began working in the industry. When she had not been promoted the last time, Henry, her supervisor, explained that her people skills needed to improve. But Elsa knew that explanation had little to do with why she hadn't gotten the jobthe real reason was corporate politics. She heard that the person they hired was some super star from the outside a district manager from another restaurant company who supposedly had strong multi-unit management experience and a proven track record of developing restaurant managers. Despite what she was told, she was convinced that Hilton, her regional manager, had been unduly pressured to hire this person, who had been referred by the CEO. The decision to hire the outsider may have impressed the CEO, but it enraged Elsa. With her successful track record as a store manager for the Foodie Grille Restaurant, she was much more capable, in her opinion, of overseeing multiple units than someone who was new to the operation. Besides, district managers had always been promoted internally among the store managers and she was unofficially designated as the next one to move up to a district position. Hilton had hired the outside candidate as a political maneuver to put himself in a good light with management, even though it meant overlooking a loyal employee like her in the process. Elsa had no patience with people who made business decisions for the wrong reasons. She worked very hard to avoid politics and it especially irritated her when the political actions of others negatively impacted on her. Elsa was ready to be a district manager nine months ago, and thought she was even more qualified today- provided the decision was based on performance. She ran a tight ship, managing her restaurant completely by the book. She meticulously adhered to policies and procedures and rigorously controlled expenses. Her sales were growing, in spite of new competition in the market, and she received relatively few customer complaints. The only number that was a little out of line was the higher turnover among her staff. Elsa was not too concerned about the increasing number of terminations, however, there was a perfectly logical explanation for this. It was because she had high standardsfor herself and her employees. Any employee who delivered less than 110 percent at all times would be better off finding a job somewhere else. Elsa didn't think she should bend the rules for anyone, for whatever reason. A few months ago, for example, she had to fire three otherwise good employees who decided to try a new customer service tactica so- called innovation they dreamed up-rather than complying with the established process. As the general manager, it was her responsibility to make sure that the restaurant was managed strictly in accordance with the operations manual and she could not allow deviations. This by-the-book approach to managing had served her well for many years. It got her promoted in the past and she was not about to jinx that now. Page 4 of 5 Losing a few employees now and thenparticularly those who had difficulty following the ruleswas simply the cost of doing business. During a recent store visit, Henry suggested that Elsa might try creating a friendlier work environment because she seemed aloof and interacted with employees somewhat mechanically. Henry even told her that she overheard employees refer to Elsa as the "Ice Maiden behind her back. Elsa was surprised that Henry brought this up because her boss rarely criticized her. They had an unspoken agreement: since Elsa was so technically competent and always met her financial targets, Henry didn't need to give her much input. Elsa was happy to be left alone to run her restaurant without needless advice. At any rate, Elsa rarely paid attention to what employees said about her. She wasn't about to let something as childish as a silly name cause her to modify a successful management strategy. What's more, even though she had recently lost more than the average number of employees due to "personality differences" or "miscommunications over her directives, her superiors did not seem to mind when she consistently delivered strong bottom line results every month. As she waited in the conference room for the others, Elsa worried that she was not going to get this promotion. Henry had sounded different in the voicemail message she left to inform her about this meeting, but Elsa couldn't put her finger on exactly what it was. She would be very angry if she was passed over again and wondered what excuse they would have this time. Then her mind wandered to how her employees would respond to her if she did not get the promotion. They all knew how much she wanted the job and she cringed at how embarrassed she would be if she didn't get it. Her eyes began to mist over at the sheer thought of having to face them if she was not promoted today. Henry and Hilton entered the room then and the meeting was under way. They told Elsa, as kindly as they could, that she would not be promoted at this time; one of her colleagues would become the new district manager. She was incredulous. The individual who got promoted had been with the company only three yearsand Elsa had trained her! She tried to comprehend how this happened, but it did not make sense. Before any further explanation could be offered, she burst into tears and left the room. As she tried in vain to regain her composure, Elsa was overcome with crushing disappointment. Discussion Questions 1. Identify and discuss the way of application of important four intellectual intelligence dimensions which Elsa should have to get the promotion that wasn't offered to her. 2. What else Elsa could do in response to her current situation? Why and How? 3. What skills does Elsa need to develop to be promotable in the future? Why those skills are necessary? 4. If you were in Henrys place how would you guide her from the beginning to support her developmental efforts? Explain your ways. Title: Assignment on Elementary Issues of Organizational Behavior And Solving Two Practical Problems For this exercise you are encouraged to collect information from books and articles. Discussing issues of the assignment: 1. Literature Review on relevant terms or issues included in the following two cases (Literature review from minimum 7 articles): Issues like how managerial skills can influence organizational performance, perceptions on employee diversity, mechanism to manage diversity, importance of employees' physical and intellectual ability, factors of employee job satisfaction must be addressed. 2. Create your own frameworks to manage diversity, and increase employee satisfaction based on your learning from lecture sessions and the literature review information. 3. Case Summary 4. Question Answers of given cases What to do? 1. Introduction: It must cover the scope of studies, objectives of the assignment sources of information. 2. Main Body: 2.1. Literature review on assigned topics (2 to 3 pages): ****Every Organizational Behavior issue (terms which you have learned in the class) which are presented in the following two cases must be addressed in this part. Definition (i.e managerial skills, managing diversity, attitude, job satisfaction, personality...or other relevant issues), importance of addressing these issue, impact or relationship of these issues with other organizational factors must be addressed with proper explanation from your collected articles by using your own language. [Hints: Importance of managing diversity, importance of maintain sound employee employer relationship in the workplace, factors of job satisfaction, ways of gaining employee job satisfaction, techniques to reduce unfair discrimination, impact of employee attitude in the job performance, importance and impact of employee personality in the work place, importance of assessing personality before hiring] *****In the literature review part mention the source of information by using the format of in-text citation (i.e. article and book authors' name) but you have to write the sentence by your own, do not copy from the book. Page 1 of 5