Strengths And Weaknesses As A Negotiator

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your interview experiences, write a 3-4 page essay. The first page of the essay should be a reflection of your strengths and weaknesses as a negotiator. The second part of the essay should be your action plan for changing and transforming your skill

 

1. From your perspective, what makes you a skilled negotiator?

Workplace negotiation.  Both individuals with equal responsibility not working together but is causing the department from working as a team.

2. When the other person needs an opportunity to save face, how do you handle that?

a.       Neutral question and answer.
b.      Allowed each person to discuss their point of views.
c.       Verified both person understanding of the others objective and responsibility to the team.

3. What unethical behavior have you personally witnessed during a negotiation?

I had a team of employees that was frustrated with their supervisor’s role in supporting another junior leader.

Different Roles:
Supervisor/Immediate supervisor or  Employee/ Employee with 30 years of experience on the job.

4. How do you handle negotiations with a person who utilizes unethical behavior? It is best to remain neutral, evaluation all the information, research the information given
by the complaint and accused. It is good practice to stay focus on the issues and not the person(s).

 

5. During a negotiation how do you keep from your emotions in check?

Ask if you can the concerns, issues of the other party.  Then summarize what everyone said to make sure everyone understand what have been said.  Then lay out the results of everyone action or consequence based on the rule of the organization.

6. Explain how you interact with someone who comes to the negotiation table with strong emotions?

Restate the issues over so everyone can understand clearly each view point.

7. When you are in a negotiation that has an uneven playing field, in what ways do you try to balance the power?

I always allow parties room to back of their positions, issue and the opportunity to acknowledge their mistake(s).  Additionally make sure the other parties understand the importance of accepting an apology.

8. Which strategy do you utilize the most while negotiating?

I spend the time to build rapport and uncover the interest, and base cause of the issues.

What surprised you?

Unethical workplace behaviors occur everyday. It is almost like a common thing.

2. What did you learn?

There are many programs that are implemented to help.

3. How will you use this information to become a skilled negotiator?

I have a better understanding of how to deal with people and keep my emotions together.

 
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I NEED A Paper That I Already Have Have To Be Completely Reworded.

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1

Business Ethics Task 1:

Organizational ethics and Corporate Social Responsibility

SCHOOL University

MILKMAN / Student ID #: XXXXX

A. Corporate Policies

To restrain from any misuse of TechFite funding, the human resources department will implement the following policies.

· Requirements of full-time employees: All employees with a full-time status are required to work a minimum of 36 hours per week; this is not to exceed more than 40 hour per week. If an employee works more than 40 hours per week, he/she is eligible to receive overtime compensation at indicated in the employee handbook. All full-time employees are eligible to receive company employee benefits. Any employee working less than 36 hours per week will be classified as a part-time employee and will be required to sign a change of status form acknowledging change of benefit.

· Bonus Distribution to Employees: TechFite will prohibit the distribution of bonuses to executive and leadership of the company. The company will use revenue assets to compensate all employees at the same percentage increase regardless of job titles and status. This will assist of equal opportunities within the company.

· Sponsorship and Company Participation of Community Events: The company will mandate the sponsorship of all community organizations. This policy will assure all executive attendance and sponsorship is present for organizations that would benefit from TechFite.

A1. Rationale

· The policy, Requirements of Full-Time Employees, will serve as a protection of all employee status. This policy will outline that full-time employees will no longer have a decrease of hours which could potentially harm the security of their employee benefits. This policy will also outline the proper communication and documentation required for any status changes. This will assure employee awareness of any benefit changes due to their status.

· The Bonus Distribution to Employees policy will grant equal opportunities and equal compensations to all employees. This policy will fully detail no preference will be given to higher executives for bonus compensations.

· The policy, Sponsorship and Company Participation of Community Events, will assure all executive attendance and sponsorship is present for organizations that would benefit from TechFit, which in return will increase the moral of the company within the community. This policy will indicate that sponsorship is not optional, yet mandatory.

A2. Ethical Versus Legal issues

· Not all ethical issues are illegal, as some do not cause a violation of governing law. The issues discussed were only unethical for employees and the community, but not criminal acts upon anyone. Unethical issues only become illegal actions when a legal law has been broken. In the case of TechFit only ethical beliefs were broken that affected employees and the community.

A3. Ethical Issues in the Scenario

· TechFite is currently experiencing the ethical issues concerning the organization’s core values, morality, and integrity. The company is not following by it’s standards and values towards their employees and the community. The core values of the company are being challenged by not assuring that all employees are one of the company’s top priority. Not providing them the appropriate compensation and decreasing the opportunity to receive all of the employee benefits challenged the loyalty of the company to their employees. The company’s morality towards employees and the community was not appropriate and did not look towards the best overall. The company itself only looked towards benefit the executives with higher positions. Each unethical decision made by TechFite will unfortunately play a role on the company. Many employees will assume that the company will not provide them t he best opportunities. The employees will be insecure about the company’s loyalty and whether it is capable of following the standards and core values it stands for.

A4. Purpose of the Ethics Officer

· The ethics officer serves as the leaders of an organization capable of identifying ethical and unethical issues within an organization. The duties and responsibilities of an ethics officer is to provide leadership for ethical concerns, to assure compliance is being followed by all members of the organization, as well as serving as a liaison between the organization, affiliates, and employees. The ethics officer contributes to assure that the company’s mission and vision are being met and no illegal acts are taking place. The ethics officer can ensure that a safe and professional environment is being provided to all of its employees. The ethics officer can assure compliance within an organization policies and standards by providing training to all of its employees including executives and leadership. The ethics officer can also implement deadlines for policy implementations as well as reviewing of existing policies. All policies can be written in terms for all employees to easily understand and follow.

B. Corporate Social Responsibility

· Corporate Social Responsibility (CSR) is a business practice which is incorporate into the business model of a company that can give a positive impact to the company itself, community, and environment. This is important as it provides the company an improved image and brand building. TechFite would benefit from being socially responsible, as it will give employees a sense of compliance of its core values and engagement within the community. The City of Dellberg and the TechFite employees benefit from the practice of CSR by being allowed the opportunity of growth and improvement of the environment and society. CSR will provide more work opportunities and better engagement and salary to their employees.

B1. Community Reputation

· TechFite did not provide all full-time employees their full-time scheduled hours, which in return placed at risk all employee benefits and compensations, and violations of company HR compliance.

· The company allowed for budget earnings to be used as bonuses to higher executives, which limited resources to its employees and the community.

· Techfite also failed to provide the assistance with monetary funding during and for community organizations and sponsorships.

B2. Course of Action

· In order to prevent from any violation of human resources compliance, the company will adopt a policy that clearly elaborates the requirements of all full-time employees, minimum hours, and employee compensations. This will assist with employee retention and recruitment.

· TechFite will have to implement a policy that fully executes no bonus pay for any higher executives from company earnings, which could lead to community growth as well as advancement for its employees.

· TechFite will be mandated to attend and sponsor all community events and youth programs that would benefit from its support. A policy will be created to assure that this is in compliance and that community involvement and engagement is present.

B3. Course of Action: Explanation

· TechFite can provide an ethical responsibility assuring that human resources compliance is met by securing the status of all full-time status employees and their benefits, based on their policy. This will aid in the ethical commitment of the company towards its employees.

· A social responsibility TechFite can provide is utilizing earnings to develop better resources for its current employees and the community rather than using the money as bonuses for higher executives.

· By committing its community involvement and engagement through sponsorship, TechFite will be environmentally responsible, as it will support influential growth. This will add acceptance of the company as a benefit to its community.

 
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Quantitative Analysis For Management

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Quantitative Analysis For Management ELEVENTH EDITION

Write a culminating quantitative research report on the concepts and topics that you learned in this course. For this paper, you need to critique two or more research papers/journals that use quantitative research methods for business. Using the book Quantitative analysis for management. At least 8 pages no to include title page and reference page.

Your paper needs to include the following items:

1. An abstract

 

2. A Scale of Data Measurement

 

o      Was it quantitative or qualitative?

 

o      Describe how did the researcher collect the data?

 

3. Variations within the data

 

o      Include the implications this may have for business methods.

 

4. Concluding results

 

§       Critique the findings.

 

o      What type of errors occurred in the research that may affect the outcome of the data?

 

o      Is there any missing information that should be included?

o      Discuss how you would approach the research and what type of questions you may ask.

 
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Leadership And Culture Ch 12 MCQs

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Chapter 12

Leadership and Culture

Multiple Choice Questions
1. (p. 326) _____________ is the process and practice by key executives of guiding and shepherding people in an organization toward a vision over time and developing that organization’s future leadership and organizational culture.
A. Organizational structure
B. Organizational strategy
C. Organizational leadership
D. Cultural context

Difficulty: Easy
Learning Objective: 1

2. (p. 328) Which of the following is NOT a way through which leaders galvanize commitment to embrace change?
A. Involve every employee in corporate strategic decision making
B. Shape organizational culture
C. Build the organization
D. Clarify strategic intent

 

Difficulty: Easy
Learning Objective: 1

3. (p. 328) Leaders help their company embrace change by setting forth their ________ a clear sense of where they want to lead the company and what results they expect to achieve.
A. Strategic quota
B. Mission
C. Vision
D. Strategic intent

 

Difficulty: Medium
Learning Objective: 1

 

4. (p. 328) Traditionally, the concept of _________ has been a description or picture of what the company could be that accommodates the needs of all its stakeholders.
A. Mission
B. Vision
C. Strategy
D. Performance

 

Difficulty: Medium
Learning Objective: 2

5. (p. 328) A _________ is an articulation of a simple criterion or characterization of what the leader sees the company must become to establish and sustain global leadership.
A. Leader’s principle
B. Mission
C. Leader’s vision
D. Strategic intent

 

Difficulty: Medium
Learning Objective: 2

6. (p. 329) A key element of good organizational leadership is to make clear the ___________ a leader has for the organization and managers in it, as they seek to move toward the vision. This will help keep the firm on track in the present term.
A. Strategic purpose
B. Strategic goals
C. Alternative structures
D. Performance expectations

 

Difficulty: Medium
Learning Objective: 2

 

7. (p. 331) Because leaders are attempting to embrace change, they are often _____________ their organization.
A. Abandoning
B. Rebuilding or remaking
C. Divesting businesses in
D. Repositioning

 

Difficulty: Medium
Learning Objective: 2

8. (p. 331) ____________ is the effort to familiarize future leaders with the skills important to the company and to develop exceptional leaders among the managers you employ.
A. Identifying an action plan
B. Education and leadership development
C. Developing principles
D. Creating passion

 

Difficulty: Easy
Learning Objective: 3

9. (p. 333) ____________ are your fundamental personal standards that guide your sense of honesty, integrity and ethical behavior.
A. Values
B. Ethics
C. Principles
D. Passions

 

Difficulty: Medium
Learning Objective: 3

 

10. (p. 333) A future leader’s personal philosophies and choices ___________ for any key leaders of any organization.
A. Manifest themselves exponentially
B. Are usually diminished over time
C. Always permeate the company
D. Become less pronounced with time

 

Difficulty: Medium
Learning Objective: 3

11. (p. 333) An effective organization is better built and is strongest when:
A. Its leaders clearly articulate their vision for the firm
B. Its leaders show by example what principles are important
C. Its leaders “manage from afar”
D. Its leaders micromanage the employees of the firm

 

Difficulty: Easy
Learning Objective: 3

12. (p. 333) _____________ can be seen in principles, honesty and “living by example.” This can become a major force by which a leader will shape and move his or her organization.
A. Prioritization
B. Transparency
C. Strategy
D. Long-term objectives

 

Difficulty: Easy
Learning Objective: 3

 

13. (p. 332) __________ is the capacity to see a commitment through to completion long after most people would have stopped trying.
A. Perseverance
B. Passion
C. Principle
D. Integrity

 

Difficulty: Easy
Learning Objective: 3

14. (p. 334) __________ is a highly motivated sense of commitment to what you do and want to do.
A. Passion
B. Patience
C. Perseverance
D. Principle

 

Difficulty: Easy
Learning Objective: 3

15. (p. 336) Leaders look to managers to execute strategy, accept risk and cope with the complexity of change. So, _________ becomes a major leadership role.
A. Setting short-term strategy
B. Selection and development of key managers
C. Establishing priority among senior executives
D. Limiting managerial “buy-in”

 

Difficulty: Easy
Learning Objective: 3

 

16. (p. 336) ___________ will increase pressure on corporations to push authority downward in their organizations. This means every line manager will have to exercise leadership prerogatives to an extent unthinkable a generation earlier.
A. Globalization
B. Fragmentation of industries
C. Consolidation of industries
D. The accelerated pace and complexity of business

 

Difficulty: Medium
Learning Objective: 3

17. (p. 338) Researcher David Goleman addressed the question of:
A. What types of competencies are needed among organizational leaders?
B. The optimal age and maturity for successful organizational leaders
C. What types of personality attributes generate the ideal type of competencies needed in organizations?
D. How an organization can groom new executives from within

 

Difficulty: Medium
Learning Objective: 3

18. (p. 338) _________ exists in terms of the ability to read and understand one’s emotions and assess one’s strengths and weaknesses, underlain by the confidence that stems from positive self-worth.
A. Self-management
B. Self-awareness
C. Social awareness
D. Social skills

 

Difficulty: Hard
Learning Objective: 3

 

19. (p. 338) __________ exists in terms of control, integrity, conscientiousness, initiative and achievement orientation.
A. Social awareness
B. Self-awareness
C. Social skills
D. Self-management

 

Difficulty: Hard
Learning Objective: 3

20. (p. 338) ___________ occurs in relation to sensing others’ emotions, reading the organization and recognizing customers’ needs.
A. Self-awareness
B. Social skills
C. Social awareness
D. Self-management

 

Difficulty: Medium
Learning Objective: 3

21. (p. 338) One may define _________ as sensing others’ emotions.
A. Sympathy
B. Empathy
C. Relationship
D. Sensitivity

 

Difficulty: Medium
Learning Objective: 3

22. (p. 338) One can define _________ as being able to “read” the organization.
A. Social integrity
B. Empathy
C. Organizational awareness
D. Social-management

 

Difficulty: Easy
Learning Objective: 3

 

23. (p. 338) ___________ comes from recognizing customers’ needs.
A. Service orientation
B. Position power
C. Self-awareness
D. Organizational management

 

Difficulty: Medium
Learning Objective: 3

24. (p. 338) ____________ occur(s) in relation to influencing and inspiring others; communicating, collaborating and building relationships with others; and managing change and conflict.
A. Competitive management
B. Social skills
C. Self-management
D. Self-awareness

 

Difficulty: Medium
Learning Objective: 3

25. (p. 338) A key way the characteristics of the desirable manager manifest themselves in a manager’s routine activities is found in the way they:
A. Seek to get favorable decisions from corporate management
B. Collaborate with others
C. Choose individual workers
D. Seek to get the work of their unit done over time

 

Difficulty: Medium
Learning Objective: 3

 

26. (p. 338) Organizational sources of power are derived from:
A. The manager’s tenure at the firm
B. The manager’s role in the organization
C. The manager’s style of working individually
D. The manager’s functional tactics

 

Difficulty: Medium
Learning Objective: 4

27. (p. 338) _________ is formally established based on the manager’s position in the organization.
A. Organization power
B. Reward power
C. Position power
D. Information power

 

Difficulty: Easy
Learning Objective: 4

28. (p. 338) By virtue of Sam’s vice presidency in the organization, certain decision-making authorities and responsibilities are conferred that he is entitled to use to get things done. This is an example of:
A. Peer influence
B. Expert influence
C. Punitive power
D. Position power

 

Difficulty: Medium
Learning Objective: 4

 

29. (p. 338) ___________ is the source of power many new managers expect to be able to rely on, but often the least useful.
A. Referent power
B. Reward power
C. Punitive power
D. Position power

 

Difficulty: Medium
Learning Objective: 4

30. (p. 338) __________ is available when the manager confers something in return for desired actions and outcomes.
A. Punitive power
B. Referent influence
C. Reward power
D. Information power

 

Difficulty: Medium
Learning Objective: 4

31. (p. 338) Often a power source, _________ is the type used when Jomar, a business unit manager, gave Elisa, his subordinate, the option to have a flexible work schedule or to work from home in return for her finishing several projects on-deadline.
A. Referent power
B. Reward power
C. Information power
D. Peer influence

 

Difficulty: Easy
Learning Objective: 4

 

32. (p. 338) ___________ can be particularly effective and is derived from a manager’s access to and control over the dissemination of information that is important to subordinates yet not easily available in the organization.
A. Information power
B. Organization power
C. Expert influence
D. Referent power

 

Difficulty: Easy
Learning Objective: 4

33. (p. 338) Jerry was using __________ when he asked his workers to reorganize the department. They did not yet know why they were doing this, but knew that Jerry had a good reason that he had not yet shared.
A. Referent power
B. Punitive power
C. Information power
D. Peer influence

 

Difficulty: Easy
Learning Objective: 4

34. (p. 338) ___________ is the power exercised via coercion or fear of punishment for mistakes by a manager’s subordinates.
A. Expert influence
B. Information power
C. Position power
D. Punitive power

 

Difficulty: Easy
Learning Objective: 4

 

35. (p. 338) The assembly line workers had already received cutbacks in bonus compensation when profits fell last quarter. Rogeco’s managers made it clear that unless productivity and profits were brought back up to the industry benchmarks within two quarters, further cuts would be made to base pay. This demonstrates:
A. Expert influence
B. Referent influence
C. Information power
D. Punitive power

 

Difficulty: Medium
Learning Objective: 4

36. (p. 338) Leaders today _________ rely on their personal ability to influence others.
A. Decreasingly
B. Try not to
C. Increasingly
D. Should never

 

Difficulty: Medium
Learning Objective: 4

37. (p. 338) ________, a form of power, comes mainly from three sources: expert, referent and peer influences.
A. External influence
B. Personal influence
C. Punitive influence
D. Organizational influence

 

Difficulty: Easy
Learning Objective: 4

 

38. (p. 338) _________ is derived from a leader’s knowledge in a particular area or situation.
A. Expert influence
B. Information power
C. Punitive power
D. Peer influence

 

Difficulty: Medium
Learning Objective: 4

39. (p. 338) __________ comes from having others want to identify with the leader.
A. Expert influence
B. Peer influence
C. Referent influence
D. Coercive power

 

Difficulty: Medium
Learning Objective: 4

40. (p. 338) Asif was one of the most charismatic managers at Titan Systems. He had a great personality and was always very empathetic to employee needs. Asif can be characterized as having strong:
A. Referent influence
B. Peer influence
C. Expert influence
D. Information power

 

Difficulty: Medium
Learning Objective: 4

 

41. (p. 339) ___________ can be a very effective way for leaders to influence the behaviors of others. This is used when leaders use the assignment of team members and the charge to the team to influence the outcomes produced.
A. Punitive power
B. Peer influence
C. Information power
D. Referent influence

 

Difficulty: Easy
Learning Objective: 4

42. (p. 339) Effective leaders:
A. Choose just one key source of power and influence
B. Tend to limit these types of influence and use more legitimate means
C. Usually do not have reason to use more than one of these types of power at a time
D. Make use of all seven sources of power, often in combination

 

Difficulty: Medium
Learning Objective: 4

43. (p. 339) Bartlett and Ghoshal studied several of the most successful global companies in the last decade. Their research suggests that combining flexible responsiveness with integration and innovation:
A. Requires consistency in the management role in a twenty-first century company
B. Is based on an institution, not a process in a twenty-first century company
C. Determines the value of the management role in a twenty-first century company
D. Requires rethinking the management role and the distribution of management roles within a twenty-first century company

 

Difficulty: Medium
Learning Objective: 5

 

44. (p. 339) The ___________ according to Bartlett and Ghoshal involves decisions about opportunities to pursue and resource deployment.
A. Entrepreneurial process
B. Integration process
C. Innovation process
D. Renewal process

 

Difficulty: Medium
Learning Objective: 5

45. (p. 339) The ___________ according to Bartlett and Ghoshal involves building and deploying organizational capabilities.
A. Integration process
B. Innovation process
C. Entrepreneurial process
D. Renewal process

 

Difficulty: Medium
Learning Objective: 5

46. (p. 339) The ___________ according to Bartlett and Ghoshal involves shaping organizational purpose and enabling change.
A. Entrepreneurial process
B. Renewal process
C. Integration process
D. Innovation process

 

Difficulty: Medium
Learning Objective: 5

 

47. (p. 339) The research of Bartlett and Ghoshal suggests that the critical management functions:
A. Must be present in the organization, but not necessarily in all three levels of management
B. Is strictly the domain of top management?
C. Should be confined, typically, to the top two management levels
D. Need to be shared and distributed across three management levels

 

Difficulty: Medium
Learning Objective: 5

48. (p. 339) Developing operating managers and supporting their activities occurs in middle management as part of the:
A. Integration process
B. Renewal process
C. Innovation process
D. Entrepreneurial process

 

Difficulty: Hard
Learning Objective: 5

49. (p. 339) In front-line management, creating and pursuing opportunities and managing contiguous performance improvement is an example of the:
A. Integration process
B. Entrepreneurial process
C. Renewal process
D. Innovation process

 

Difficulty: Hard
Learning Objective: 5

 

50. (p. 339) Providing institutional leadership through shaping and embedding corporate purpose and challenging embedded assumptions at the top management level is reflective of the:
A. Innovation process
B. Integration process
C. Renewal process
D. Entrepreneurial process

 

Difficulty: Medium
Learning Objective: 5

51. (p. 339) Linking skills, knowledge and resources across units in the middle-management level demonstrates the:
A. Renewal process
B. Integration process
C. Entrepreneurial process
D. Innovation process

 

Difficulty: Medium
Learning Objective: 5

52. (p. 339) Attracting resources and capabilities and developing the business at the front-line management level exemplifies the:
A. Renewal process
B. Integration process
C. Innovation process
D. Entrepreneurial process

 

Difficulty: Medium
Learning Objective: 5

 

53. (p. 340) ________ is the set of important assumptions that members of an organization share in common.
A. Organizational culture
B. Organizational leadership
C. Organizational strategy
D. Organizational change

 

Difficulty: Easy
Learning Objective: 5

54. (p. 340) The important assumptions shared by members of an organization are often:
A. Very similar to all other organizations in that industry
B. Very obvious to outsiders
C. Unstated
D. Formalized

 

Difficulty: Medium
Learning Objective: 5

55. (p. 340) When a member internalizes the beliefs and values of the firm, the corresponding behavior is:
A. A shared assumption
B. Extrinsically rewarding
C. Enforced using referent power
D. Intrinsically rewarding

 

Difficulty: Medium
Learning Objective: 5

 

56. (p. 340) Assumptions become shared assumptions through __________ among an organization’s individual members.
A. Internalization
B. Externalization
C. Reiteration
D. Reflection

 

Difficulty: Medium
Learning Objective: 5

57. (p. 340) Joe Germane, CEO of Brady Healthcare, has made sure to visit each of the international business units biannually since he was brought on in the firm. This demonstrates Joe’s:
A. Building time in the organization
B. Emphasizing key themes
C. Adapting common themes in a unique way
D. Institutionalizing practices that reinforce desired beliefs

 

Difficulty: Easy
Learning Objective: 6

58. (p. 341) An organization is much like a(n) __________, in which new members must be initiated and earn trust and credibility among fellow members.
A. Institution
B. Tribe
C. Army
D. Elite club

 

Difficulty: Medium
Learning Objective: 6

 

59. (p. 342) ________ are a person’s basis for differentiating right from wrong.
A. Principles
B. Ethical standards
C. Morals
D. Laws

 

Difficulty: Hard
Learning Objective: 6

60. (p. 344) Power Fund is a long-standing brokerage firm with a great history of high returns and well-managed growth. The managers at Power Fund repeatedly refer to terms like “quality,” “growth,” and “reliability” in the firm’s advertisements. This demonstrates managers’:
A. Dissemination of stories and legends about core values
B. Emphasis on key themes or dominant values
C. Building time into the organization
D. Managing the firm globally

 

Difficulty: Medium
Learning Objective: 6

61. (p. 344) Foto Show, an online full-service photo processing site, institutionalizes its storytelling among old and new employees alike–they even give awards to reinforce the given theme. This demonstrates:
A. Emphasizing dominant values
B. Encouraging dissemination of legends about core values
C. Building time in the organization
D. Managing organizational culture in a global organization

 

Difficulty: Medium
Learning Objective: 6

 

62. (p. 345) _________ create differences across national boundaries that influence how people interact, read personal cues and otherwise interrelate socially.
A. Values
B. Religions
C. Social norms
D. Educations

 

Difficulty: Medium
Learning Objective: 6

63. (p. 345) __________ about similar circumstances varies from country to country. In North America, individualism is central, but in Japan, the needs of the group dominate.
A. Values and attitudes
B. Religions
C. Educations
D. Social norms

 

Difficulty: Medium
Learning Objective: 6

64. (p. 345) __________, manifest in holidays, practices and belief structures, differ in fundamental ways that must be taken into account as one attempts to shape organizational culture in a global setting.
A. Values and attitudes
B. Social norms
C. Religion
D. Education

 

Difficulty: Easy
Learning Objective: 6

 

65. (p. 346) __________ differs across national borders in the various ways people are accustomed to learning.
A. Social norms
B. Social awareness
C. Education
D. Religion

 

Difficulty: Easy
Learning Objective: 6

66. (p. 346) When there is a high potential compatibility of changes with the existing culture and many changes in key organizational factors that are necessary to implement the new strategy:
A. Managers should manage around the culture
B. Managers should reformulate strategy or prepare carefully for long-term, difficult cultural change
C. Managers should link changes to the basic mission and fundamental organizational norms
D. Managers should focus on reinforcing the culture and achieving synergies

 

Difficulty: Hard
Learning Objective: 7

67. (p. 346) When there is a low potential compatibility of changes with the existing culture and many changes in key organizational factors that are necessary to implement the new strategy:
A. Managers should link changes to the basic mission and fundamental organizational norms
B. Managers should reformulate strategy or prepare carefully for long-term, difficult cultural change
C. Managers should focus on reinforcing the culture and achieving synergies
D. Managers should manage around the culture

 

Difficulty: Hard
Learning Objective: 7

 

68. (p. 346) When there is a high potential compatibility of changes with the existing culture and few changes in key organizational factors that are necessary to implement the new strategy:
A. Managers should focus on reinforcing the culture and achieving synergies
B. Managers should link changes to the basic mission and fundamental organizational norms
C. Managers should manage around the culture
D. Managers should reformulate strategy or prepare carefully for long-term, difficult cultural change

 

Difficulty: Hard
Learning Objective: 7

69. (p. 346) When there is a low potential compatibility of changes with the existing culture and few changes in key organizational factors that are necessary to implement the new strategy:
A. Managers should link changes to the basic mission and fundamental organizational norms
B. Managers should focus on reinforcing the culture and achieving synergies
C. Managers should manage around the culture
D. Managers should reformulate strategy or prepare carefully for long-term, difficult cultural change

 

Difficulty: Hard
Learning Objective: 7

70. (p. 347) Using a time of relative stability to remove organizational roadblocks to the desired culture is one broad theme in attempting to:
A. Manage around culture
B. Maximize synergy
C. Link to mission
D. Reformulate the strategy or culture 

 
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Calculating Proper Staffing

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Scenario – Staffing is an important part of nursing management as healthcare is very labor intensive. Since nursing is a major expense in any institution it is oftentimes the area where administrators will try to save money, sometimes forsaking quality and increasing the chances that there will be disgruntled nurses after a short time. The following scenarios are for two units in the same hospital so acuity levels will be the same. Acuity levels are as follows: #1=4.0; #2=3.2; #3=2.3; #4=1.4. The first unit is the ICU. The second is a Med-Surg floor.

ICU Unit

· 6 patients = #1 acuity

· 2 pts = #2 acuity

· 0 pts = #3 acuity

· 0 pts = #4 acuity

Med-Surg Unit

· 6 pts. = #1 acuity

· 2 pts. = #2 acuity

· 0 pts. = #3 acuity

· 0 pts. = #4 acuity

Below is information from study material

In addition to numbers of staff, the manager must be cognizant of the staffing mix. Staffing mix refers to the mix (percentages) of licensed (registered nurse [RN] and licensed vocational nurse [LVN]) and unlicensed assistive personnel (certified nursing assistant [CNA]/nursing assistive personnel) working at a given time. The manager must also be aware of the patient acuity so that the most economical level of nursing care that will meet patient needs can be provided.

Although Unit V discusses staffing, it is necessary to briefly discuss here how staffing needs are expressed in the personnel budget. Most staffing is based on a predetermined standard. This standard may be addressed in hours per patient-day (HPPD) (medical units), visits per month (home health agencies), or minutes per case (the operating room). Because the patient census, number of visits, or cases per day never remains constant, the manager must be ready to alter staffing when volume increases or decreases.

The standard formula for calculating nursing care hours per patient-day (NCH/PPD) is shown in Figure 10.1.

 FIGURE 10.1 Standard formula for calculating nursing care hours per patient-day (NCH/PPD). (Copyright © 2006 Lippincott Williams & Wilkins. Instructor’s Resource CR-ROM to Accompany Leadership Roles and Management Functions in Nursing, by Bessie L. Marquis and Carol J. Huston.)

A unit manager in an acute care facility might use this formula to calculate daily staffing needs. For example, assume that your budgeted NCH are 6 NCH/PPD. You are calculating the NCH/PPD for today, January 31; at midnight, it will be February 1. The patient census at midnight is 25 patients. In checking staffing, you find the following information:

Shift Staff on Duty Hours Worked
11:00 PM (1/30) to 7:00 AM (1/31) 2 RNs 8 h each
  1 LVN 8 h
  1 CNA 8 h
7:00 AM to 3:00 PM (1/31) 3 RNs 8 h each
  2 LVNs 8 h each
  1 CNA 8 h
  1 ward clerk 8 h
3:00 PM to 11:00 PM (1/31) 2 RNs 8 h each
  2 LVNs 8 h each
  1 CNA 8 h
  1 ward clerk 8 h
11:00 PM (1/31) to 7:00 AM (2/1) 2 RNs 8 h each
  2 LVNs 8 h each
  1 CNA 8 h

RNs, registered nurses; LVNs, licensed vocational nurses; CNA, certified nursing assistant.

Ideally, you would use 12 midnight to compute the NCH/PPD for January 31, but most staffing calculations based on traditional 8-hour shifts are made beginning at 11:00 PM and ending at 11:00 PM the following night. Therefore, in this case, it would be acceptable to figure the NCH/PPD for January 31 by using numerical data from the 11:00 PM to 7:00 AM shift last night and the 7:00 AM to 3:00 PM and 3:00 PM to 11:00 PM shifts today. The first step in this calculation requires a computation of total NCH worked in 24 hours (including the ward clerk’s hours). This can be calculated by multiplying the total number of staff on duty each shift by the hours each worked in their shift. Each shift total then is added together to get the total number of nursing hours worked in all three shifts or 24 hours: The nursing hours worked in 24 hours are 136 hours.

The second step in solving NCH/PPD requires that you divide the nursing hours worked in 24 hours by the patient census. The patient census in this case is 25. Therefore, 136 / 25 = 5.44.

The NCH/PPD for January 31 was 5.44, which is less than your budgeted NCH/PPD of 6.0. It would be possible to add up to 14 additional hours of nursing care in the next 24 hours and still maintain the budgeted NCH standard. However, the unit manager must remember that the standard is flexible and that patient acuity and staffing mix may suggest the need for even more staff for February 1 than the budgeted NCH/PPD.

The personnel budget includes actual worked time (also called productive time or salary expense) and time that the organization pays the employee for not working (nonproductive or benefit time). Nonproductive time includes the cost of benefits, new employee orientation, employee turnover, sick and holiday time, and education time. For example, the average 8.5-hour shift includes a 30-minute lunch break and two 15-minute breaks. Thus, this employee would work 7.5 productive hours and have 1.0 hours of nonproductive time.

 
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Management Question

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Extra Credit Questions

These question provide an opportunity to improve your final grade by demonstrating that you understand the concepts presented in the course.

These optional questions are worth 100 points. You may respond to any or all answers, and will not be penalized for not responding to a question. You must submit your responses prior to the last day of class. Late submission will not be accepted. No exceptions.

Remember to properly cite any references, although opinion responses do not require citations.

1. (Five Points). If you compare Microsoft and Apple side-by-side, by any measure of business success (market capitalization, stock price, dividends, market ownership), Microsoft is much more successful. Nonetheless, Steve Jobs has been characterized as a great leader, but Bill Gates has not been so defined. In your opinion, why?

2. (Five points). You are a hiring manager for an IT company. You have one position to fill and two candidates. Candidate one is a white male and candidate two is an Asian female. Candidate one is slightly more qualified than two—in fact you have some doubts whether candidate two is fully qualified. However, your company is under-represented by Asians and by women, based on the local labor pool. Your company has no complaints filed against it with the Equal Employment Opportunity Council. Which candidate do you hire? Why? What are the possible consequences?

3. (Ten points). Several months ago, Walgreen’s announced a plan to move its corporate headquarters overseas to avoid corporate taxes. The estimated savings was estimated at $2 billion a year. Walgreen’s stated that the move was in the best interest of its stockholders despite that fact that the move would result in the loss of a few jobs in the United States.

After the announcement, its stock price increased 12%. However, Walgreen’s suffered a lot of abuse in traditional and social media. One week later, Walgreen’s acquiesced and announced the cancellation of these plans. Its stock price fell.

While the debate over corporations moving offshore is political, there were clear business advantages. Do you believe that Walgreen’s first decision was ethical? Why do you think Walgreen’s management reverse course?

4. (Ten points). In May 2015, a business owner by the name of Dan Price changed his firm’s pay policy. Here decided to pay every employee the same salary, $70,000. He even reduced his million dollar salary to that amount. His firm has experienced consequences that he did not foresee.

a. What theories that we have addressed in this course might have given him insight into the consequences of his action?

b. What would these theories have predicted?

5. (Five points). Go to this URL: https://www.youtube.com/watch?v=BKorP55Aqvg and review the comedy sketch, The Expert. What did you learn from this sketch?

6. (Five points). What is the purpose of continuous process improvement?

7. (Ten points). What is the best continuous process improvement methodology? Defend your response.

8. (Five points). List the four human hormones that affect human performance, attitudes, and outlook from a business perspective.

9. (Ten points). Describe your understanding of “autonomy, mastery, and purpose.”

10. (Ten points). Do you consider yourself a “Type I” or a “Type X” person? Why?

11. (Five points). Describe a policy or practice at your work or in school that has decreased your motivation to perform well.

12. (Ten points). What organizational structure do you consider the best? Why?

13. (Ten points). Are the leaders of the Mexican cartels good or bad examples of leadership? Why?

 
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Union Leadership – 3 Pages

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1. Write a statement in which you write to your (fictional) union leader asking to take on one form of political action. The 4 basic forms are listed on page 145. Write a statement of petition to your union leader, include in your argument, which of the 4 tributes you should be assigned to lead and why. Call on any personal, work, volunteer or education experiences you have had to justify your choice. Include in your assessment your understanding of the organization’s core values and how your skills and abilities align with them.

2. Answer discussion question 2 on page 151.  The question is as follows: How can the inclusion of women in top leadership position local and national unions be increased? As you do so, please write a paragraph regarding why unions lack female leadership. Discuss how this diverse topic should align with organization’s core values.

3. Read through any of the website of ongoing political action groups at the bottom of the page on 151 (under key terms). Provide a summary of what you learned from the website. Some of the sites are listed below:

 

aflcio.org

uschamber.com

http://www.nrtw.org

 

Any papers/assignments should at a minimum contain 3 pages of content (double spaced), include a properly formatted cover page, and a reference listing page with at least three (3) NEW references properly listed at the end of your work. Providing additional references to your assignments demonstrate your desire to conduct additional research on the topic area and can improve your research skills.

 
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Writing Assignment 1: Formal Analysis Paper

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FORMAL ANALYSIS CHECKLIST

This does not need to be turned in with your assignment, but failure to meet any of the following criteria will result in the dropping of half a letter grade (meaning 5 points) for each omission (with only the exception of plagiarism – see the syllabus policy):

FORMAT

____ It must have a word count of between 750 and 1000 words WITHOUT PICTURES, FOOTNOTES, TITLE PAGE OR BIBLIOGRAHY, OR YOUR NAME/DATE/CLASS. Your paper will be marked down if it is not the required length.

____ It must be typed in Times New Roman 12 pt Font.

____ It must have one-inch margins on all four sides.

____ It must be double spaced.

____ No extra space between paragraphs. (In Word, highlight all of your text, go to Paragraph, then click the box next to “Don’t add space between paragraphs of the same style.”) Indent the beginning of each paragraph.

____ Title specific to your paper, that expresses the ideas about which you write in the text, not the name of the assignment (for ex., not “Writing Assignment 1” or “Formal Analysis Paper”). No title page required. You may put your name at the top of the first page.

____ Introductory paragraph with thesis statement and brief description of work of art.

____ All paragraphs include topic/introductory sentence, information relating to that topic, explanation or details, and concluding sentence.

____ Concluding paragraph summarizes your important points without simply repeating what you’ve already said and without introducing new ideas that you haven’t discussed.

GRAMMAR/STYLE

____ It must not contain more than 3 major grammar or punctuation errors (including plurals, possessives, semicolon and comma use, use of adverbs v. adjectives, verb conjugation, incomplete sentences, pronoun use, not using contractions, appropriate capitalization, etc.). If you have questions pertaining to grammar issues, you should consult The Elements of Style, which is available online at the following site: http://www.bartleby.com/141/ . Also, you can go to the Writing Center for help. For more information see http://www.coastal.edu/writingcenter/

____ Do not use first- or second-person personal pronouns, such as “I” and “you” (or me, my, mine, your, we, us, our…) or “one”

____ Do not refer to the viewer; anything you describe will be stated from the viewer’s point of view, so this is not necessary. For example: “the viewer sees…”, “one notices that…”, “it can be seen that…”, “when looking…”, “the audience…”, “the eye notices that…,” “looking at the painting…,” “are visible,” “it looks like…,” “at first glance,” “based on observations,”etc.

____ Keep verb tense consistent in your paper and when discussing works of art (usually use present: i.e. “The painting is…The figures in the painting show…”)

____ No conversational language, for example: “gives off,” “sticks out,” “vibe,” “guy,” “laid back,” “looks to be,” “kind of,” “sorta,” “grab,” “looks okay,” “looks weird,” “relatable,” “how come,” “builds off of,” “impactful,” “shows up,” “way too…,” “have a feel to them,” “big on,” “ditto,” “back in the day,” “genius” used as an adjective, etc. Try to sound art historical.

____ If you discuss a specific work of art, you must provide: 1) the name of the artist, spelled correctly; 2) the title of the work, italicized; the first time you mention the work, give the date the work was created (in parentheses after the title is fine).

____ If you refer to an artist, use last name, not first name.

CITATION (you do not need to do any research for this paper, but in case you do use something from an outside source)

____ All citations cited using Chicago style footnotes or endnotes. (See links on Moodle for guidelines, or see the Chicago Manual of Style in the library. You must give the exact page number for each citation, not a range of pages. Each footnote has a separate number; do not repeat numbers.) If you use text or information from uncited sources it is PLAGIARISM and may result in an FX grade for the class.

____ All citations/quotes contextualized, not just dropped into the paper as independent sentences.

____ Citations used to quote the artist or theoretical ideas; facts rephrased in your own words BUT STILL CITED. (For example, this should be rephrased: The painting “was completed in the nineteenth century in Barcelona.”1 This quote should be rephrased in your own words. BUT: Monet said, “When you go out to paint, try to forget what objects you have before you.”2 These are Monet’s own words, so it’s good to cite them exactly. Give specific page numbers.

FINAL REVIEW

____ Proofread for spelling and grammar issues.

____ Re-read assignment directions before submitting final copy.

____ Upload the paper to Moodle Turnitin. You do not need to submit a hard copy.

____ No text or information from outside sources has been used. If you use text or information from uncited sources, it is PLAGIARISM and may result in an FX grade for the class. If you cite any information, use Chicago style citation: http://www.chicagomanualofstyle.org/tools_citationguide.html

____ The paper must be turned in by time scheduled on the due date. Anything submitted afterwards will not be accepted. NO EXCEPTIONS.

 
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Case Write-Up

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In your write-up, please write a minimum of two pages (double-spaced, 12 point, Times New Roman is acceptable) answering the questions listed below.

  1. How did the marketing campaign for The Hunger Games: Catching Fire mark a departure from a traditional marketing campaign for a movie? What was innovative about the marketing approach adopted by Lionsgate?
  2. A good transmedia storytelling campaign should be persistent, pervasive, participatory, and personalized. Critically evaluate the campaign based on these elements.
  3. Discuss why Lionsgate focused on engaging existing fans rather than attracting new customers to the movie. Do you agree with the decision to not focus on other segments like older customers or male customers?
  4. Carefully review all the creative and media tactics used in the campaign. What did Lionsgate do well and what could have been done better?

You will be graded on the depth of your analysis. Use relevant points from the case to justify your responses. If you recognize multiple points (e.g., there may be several ways that the campaign departed from traditional campaigns) so be sure to include them all. Use this case write-up to show that you are able to draw out relevant information from the case, and use them to argue your point. As outlined in the syllabus a portion of your case grade will also be based on your involvement in the class discussion.

 
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Assigment For Researcher_D

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Resources: Ch. 11 & 12 of Managing Human Resources, Ch. 9 & 10 of Human Resource Management, the InterClean Scenario, and Employee Profiles

Consider the following scenario:

Now that you have created an appraisal system for employees on your new team and a career development plan for each member, you need a compensation plan for your employees. Because InterClean is embarking on a new strategic direction, upper management has asked you to suggest a new compensation plan specifically for your Puerto Rican team. You must propose the plan and a rationale to the Human Resources Department for approval.

Write a proposal of no more than 1,050 words that includes the following:

  • A description of a compensation package for your new employment team
  • An explanation of why your pay system will work
  • A description of three components of a total rewards package that would motivate employees to reach peak performance
  • A description of your compensation plan’s benefits to the individual as well as to the company
  • An explanation of how the Puerto Rican compensation plan differs from the parent company’s compensation plan, including a rationale for the differences.
 
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