Archive for month: November, 2023

 

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Assignment 3: Person-Situation Interaction

 

There are six ways in which a person and the situation interact to shape a person’s goals, thoughts, feelings, and behaviors.

 

These are:

 

1. Different persons respond differently to the same situation.

 

2. Situations choose the person.

 

3. Persons choose the situation.

 

4. Different situations can prime different parts of the person.

 

5. Persons change the situation.

 

6. Situations change the person.

 

As part of your answer:

 

Discuss what is meant by each of these dyads.Provide an example of how each one works.Assume you are a supervisor. How would you work within each of these situations with your employees to increase employee motivation? How would your decisions be affected by each person-situation dyad?Assume that you are an industrial/organizational consultant brought into the same office as asked to study these person-situation interactions in order to advise management how to best put them to use to increase employee motivation which research design would you use? Why is this design the best fit for this office situation?

 

Submit your response to the M1: Assignment 3 Dropbox by Wednesday, September 2, 2015. Your combined response should be at least two pages (500 words) long.

 

Assignment 3 Grading Criteria

 

Maximum Points

 

Explained each of the six person-situation dyads.

 

20

 

Gave an example of how each person-situation dyad works.

 

20

 

Described the decisional process that a supervisor would use with their employees within the context of each person-situation dyad.

 

30

 

Discussed which research design would be the best fit to study the person-situation interaction within an office environment and why it is the best fit.

 

10

 

Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate representation and attribution of sources; displayed accurate spelling, grammar, and punctuation.

 

20

 

Total:

 

100

 

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Transporting goods from one place to another has been with us since hunting and gathering days. Memories of the Great Silk Road with merchant and nomadic caravans making the trek East to West, South to North brings many visions and legends.

Over the centuries changes have occurred in how much time this movement has taken, what modern devices substituted for the original, and the implications of the modifications: are they indeed improvements or do they bring about more or less change? In some cases, improvements in navigation brought about more economic ways to transport goods and personnel. Creative engineering projects brought forth two major international waterways – the Suez and Panama Canals each impacting global trade and balance of economic and political power! Reliance on manufactured engines to propel various forms of transportation would bring about choices: air, land, or sea?

Innovation would provide some interesting changes in the shipment of goods. Containerization – a term used for standardization and efficient packaging goods for shipment would have an impact on freight handling from the late 1950 s through the early 2000 s. Malcolm McLean who had a trucking company operating along the eastern seaboard of the United States was aware of the deterioration of the highways prior to the construction of the United States interstate road system. With increasing numbers of semi-trucks towing trailers, and hauling goods, the roadway was starting to crumble. Finding more efficient ways to move goods without loading/unloading as each method of conveyance was changed, was imperative. Sealed containers would solve this dilemma. It would make it possible for ships to load and unload secure cargo in shorter time periods, cutting down on heavy lifting and crime along the water front, and in some cases, changing the meaning of joining the merchant marine and see the world! Of course, we know that technological changes can have positive and negative impact when applied. Remember what happened when railroads no longer required the services of fire-men (who shoveled coal into the engines.

Containerization is a fundamental component in today s global economy. Wal-Mart, Home Depot, Target and other big box stores import goods produced overseas. But even with this improvement in shipping, global trade is at risk from the unexpected: violence and terrorism; piracy can interrupt trade, just as raids and attacks by roving bands of Vikings and Germanic tribes did to the Roman Empire in olden days. In order to safeguard the country s trade and commerce the United States Homeland Security department is spending large amount of its budget to minimize the economic and financial vulnerability, and protect the successful generation of wealth that comes from the growth of trade. (Winston p. 57)

Case studies have shown that innovation, especially in containerization can bring surprising financial results. One company considered hauling sand in multi-hulled cargo freighters to beaches in areas badly eroded by storms from Saudi Arabia, in return for transporting ice or water in containers to the Arab state. Some of the more recent entrepreneurs are helping establish a new middle class (burgeoning bourgeoisie is the term used) in newly emerging nations that benefit from globalization

 

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FINAL Exam: Human Resources Management EXAM DUE DATE: 6:30PM December30, 2017

 

INSTRUCTIONS: Please consider all the information as provided in the case studies and use your powers of analysis to synthesize the information. Often times decision-makers are asked to pronounce judgment or develop a resolution to a situation with scant information.

Select two of the three cases presented below. Respond in a thorough and thoughtful manner considering all aspects of each case. Please limit your responses to no more than five typed pages per question using Times New Roman, 12 pt. font, single space—be concise. Save your response as an MS Word document or pdf format and email to me at the address above by the due date and time.

Good luck and happy holidays!

 

Case Study #2: From EEO and Affirmative Action to Diversity Management

You are a big-city HR director. For years, you and other city administrators have emphasized Affirmative Action compliance by (1) making it a key organizational objective; (2) taking steps to reduce underutilization of protected classes by targeted programs for recruitment, testing, selection, training, and career development; and (3) establishing separate grievance systems to protect against sexual harassment, racial and ethnic discrimination, and other violations of employee rights.

Now, you hear increasing complaints about the adequacy of these Affirmative Acton compliance policies and programs from managers and employees. Managers ask, “Isn’t there a way that we can create a climate of ethnic harmony without resorting to slow and costly administrative proceedings?” Employees in protected categories are unhappy: “Why don’t you treat us as employees and human beings, rather than focusing only on gender, race, disability, or ethnicity? Aren’t our skills and performance more important than these?” Other employees also dislike Affirmative Action: “I can’t get ahead in this organization because I’m a white male. We’re discriminated against all the time, but we don’t have any legal protection because we’re not members of a protected class.”

You decide that the best way to deal with these unsatisfactory conditions is by developing diversity management policies and programs. You prepare a formal presentation to the city manager and other department directors explaining how these policies and programs will help the city run better. They listen to your presentation, and then ask questions. How do you answer them?

Questions

1. How does diversity management differ from EEO or Affirmative Action? Isn’t this just “old wine in new bottles”?

2. Why does diversity management require changes in our mission, culture, or values? It’s just a personnel issue, right? Can’t we just say we value diversity, and let it go at that?

3. How will diversity management programs affect these specific areas of human resource management policy and practice: recruitment and retention, job design, education and training, benefits and rewards, and performance measurement and improvement?

4. Won’t this put the Affirmative Action office out of business? How will you ever sell it to them?

5. If we’re going to do it right, what are the characteristics of a successful diversity management? Of an unsuccessful one?

 

Case Study #3: Workplace Violence— “In Hindsight, We Could See It Coming”

The Event

In the predawn hours on February 9, 1996, a disgruntled former park and recreation department employee, Clifton McCree, burst into the maintenance trailer where six of his former coworkers were starting their day’s work. In five minutes, six people were dead of gunshot wounds: Clifton McCree had killed five of the six coworkers, and then had turned the gun upon himself; one coworker escaped to tell the story of horror and death.

The Background

After eighteen years of employment, Clifton McCree had been discharged from the City of Ft. Lauderdale in October of 1994 after failing a drug test. After this, he had been unable to find steady work, and he had grown increasingly depressed and angry over what he saw as racial discrimination and retaliation by white employees and supervisors.

Mr. McCree had a history of workplace confrontations with coworkers. In the past, other employees had complained about his occasional threats to kill them. His supervisors had counseled him informally about the need to control his temper. Although he frequently went into rages, and coworkers were afraid of him, his supervisors and other employees had avoided formal complaints and tried to handle the problem internally because they did not want him to 4

 

lose his job. Despite his temper, he continued to receive satisfactory performance evaluations for nine years, and there was no formal record of his problems. Finally, in 1993, after a screaming match with a white coworker, McCree’s supervisor counseled him formally.

Personnel Policies and Procedures

Ironically, the problem came to a head just days after the City issued a new policy on workplace violence in 1994. This policy grew out of another tragedy—the murder of two lawyers in a downtown office building earlier that year. The City’s policy was designed to raise awareness of what a potentially violent worker might do, and it set up a procedure for handling such incidents.

Immediately after the policy was issued, the supervisor came to the parks and recreation department director, who had just come on the job a few weeks before, and told her about Clifton McCree. Within days, she had interviewed other workers and prepared a chilling memo detailing McCree’s threats and racial slurs against his coworkers. The memo indicated that McCree exhibited at least five of the warning signs of potential trouble, including threats, paranoid behavior, and a fascination with workplace violence.

City officials acted quickly, ordering a psychiatric evaluation and a drug test within days. By the end of the month, McCree had been suspended without pay; he flunked the drug test and his firing was in the works. Until the day of the murders, eighteen months to the day after his discharge, he never returned to his workplace.

The Postmortem: Should the City Have Done Anything Differently?

In hindsight, it is difficult to find fault with anyone’s actions. Most coworkers and supervisors would initially attempt to counsel a troubled employee informally because they were his friends and they knew he needed the job. With no formal counseling taking place, there would be no written record of previous performance incidents upon which to base a negative performance evaluation. When formal counseling finally occurred in 1993, it was only because coworkers had exerted pressure on management to do something. The City developed a clear and responsible policy on workplace violence in 1994. This policy led to a strong and immediate response by the park and recreation department, and it was the department director’s memo that led the City to take action. Appropriately, Clifton McCree was removed from work pending psychiatric evaluation and drug testing. He tested positive and was discharged.

Yet six people died. In addition to the human tragedy, the City will undoubtedly face civil charges from the victims’ families, alleging that the City knew that Clifton McCree was violent but did not take adequate precautions to protect coworkers against violence.

Questions

1. In hindsight, what do you think the City could have done differently (if anything)?

2. Under the standard of “foreseeability,” do you think the City can be held liable for failure to take more timely action against Clifton McCree?

3. Did the City’s prompt and responsible action (to discharge Clifton McCree under its new workplace violence policy) in fact increase the chance of workplace violence?

4. Human Resource Management usually takes place in communities affected by racial or ethnic unrest, alcohol or drug abuse, and disgruntled employees with easy access to weapons. What can HR managers do to lessen the chances of these factors resulting in workplace tragedies such as this one?

 

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For this homework assignment, you will continue coding for Reports 2–5, which are located on pages 182-184 of the Step-by-Step Workbook. Using Encoder Pro, create codes for information from Reports 2-5. Additionally, explain how you arrived at that code.

Report 2: Discharge Summary

Diagnoses include:

1. Chronic pelvic pain secondary  to pelvic metastatic clear cell carcinoma of unknown primary location.

2. Vena Cava syndrome post placement of Hickman catheter.

3. Anemia due to chronic disease.

4. Hypertension.

HOSPITAL COURSE:

The patient is a 78 year old female whom we have been following in our clinic for hypertension and also chronic pudendal nerve pain. She had been recently diagnosed with pelvic metastatic clear cell carcinoma, which her primary location is unknown at this time. She will be discussing this further after the pathology reports are read. During her hospital stay a Hickman catheter was placed in order to have IV access for pain medication or future cancer therapy. She was also admitted for chronic pain. She did develop swelling of her arms and neck. She was brought to interventional radiology and she did have venography and the Hickman catheter was removed. Her swelling to her arms and neck have decreased greatly. She denies any shortness of breath. No choking sensation as previously noted. Her pain has been managed well with fentanyl patch at 175mcg. She has also been on IV heparin therapy for anticoagulation following the vena cava syndrome. Today, the patient has been having complaints of nausea. She did get some dexamethasone IV for her nausea, which did improve later this morning. Her blood pressure has been under good control. Her labs today include a WBC of 5.18, hemoglobin 7.8, hematocrit 23.7, protime 14.4, INR 1.5, PTT 39.6, BUN 6, sodium 139, potassium 4.2, and CO2 27.2.

DISCHARGE MEDICATIONS:

1. Will continue home medications.

2. Phenergan 12.5 1-2 tabs p.o. p.r.n. every 6 hours for nausea.

3. Lovenox 1 mg/kg subcutaneously every 24 hours.

4. Fentanyl patch 175 mcg to be changed every 3 days.

5. Epogen 40,000 units subcutaneously weekly at the Cancer Center.

REPORT 3. CLINIC CHART NOTE

HISTORY: This 16 year old female is seen today after falling off a curb and twisting her right ankle. She is normally a patient of Dr. Anderson, who is out of town this week. She states that she has pain surrounding the entire foot and ankle. Seems unable or unwilling to bear weight.(Problem focused history)

PHYSICAL EXAM: Ankle and foot examined. Foot is warm to the touch. Some swelling and bruising noted around the lateral aspect of the ankle. X-ray is negative for fracture. (problem focused examination)

IMPRESSION: Sprained right ankle. (MDM complexity straightforward)

PLAN: Elevation; ice to affected area. Weight bearing only as tolerated. Return for follow-up p.r.n.

REPORT 4: ADMIT INPATIENT

This is a 19 year old with a living-related donor kidney transplant as of last month and admitted to hospital for possible sepsis.

HISTORY: This patient has Type 1 diabetes and had been on dialysis for a number of years before transplantation. She received her mother’s kidney on the 14th of last month from the Medical Center Transplant Program in Dallas. She was there this Tuesday for a transplant visit and apparently did not feel well, but they were not certain whether this was a problem or not; but they did go ahead and do blood cultures and called the public health nurse, who was visiting the patient today, and said that one of the cultures was positive for group B strep.  The home health nurse called me and stated that the patient has really gone downhill the past few days and was quite fatigued with generalized malaise. Denied cough, fever, or shaking chills but looked poor overall, and the nurse was quite concerned. We recommended she be brought here for evaluation and treatment as an emergency. After arrival here, she was in no acute distress. Initially, she had bibasilar crackles on deep breathing; however, most of these cleared. I cannot hear any significant pulmonary abnormality on auscultation or percussion. Her heart is normal regular rhythm. No significant murmurs, rubs, S3, or S4. Her abdomen is negative. Her left lower-quadrant kidney is nontender. She has no lateralizing neural sounds. She is a little lethargic. She does not feel warm. Apparently she is afebrile. Her blood pressure is normal, and she is not tachycardic, but she simply does not look well. Past history, social history, and system review are per our recent old chart and noncontributory at present.

CLINICAL IMPRESSION: One positive group B strep blood culture, significance, and/or etiology to be determined. My impression at this time is probably a significant finding, and I suspect that this will become a progressive syndrome of not treated.

ADDITIONAL DIAGNOSES:

1. Living-related donor kidney transplant

2. Diabetes mellitus type 1

3. Hypertension

REPORT 5: NEPHROLOGY HOSPITAL PROGRESS NOTE

This patient continues to be stable with  no new problems.  Her cultures remain negative, and she remains afebrile. Her clearance is pending, but she certainly has settled down nicely. The main problem we are having is with her diabetic management. It simply is not working with the former twice a day of 70/30 insulin plus a nighttime Lantus. I think we should go one way or the other, and we will go to Humalog before each meal, starting with an estimated dose of 15 per meal and 40 of Lantus in the evening, and we will titrate from there. We will get Accu-Cheks before each meal to reflect the previous meal’s dose of Humalog and adjust it accordingly. Other than that, tomorrow we will review her case with infectious disease with regard to the duration of her antibiotic therapy. Thus far, our cultures have remained negative; however, the positive group B strep is not the type of typical contaminant you get in a blood culture, and we must take it at face value.

You are to complete the homework template. Below is an example:

It should be a chart with each report, a code and explanation of code.

 

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