5-1 Discussion: Collective Bargaining—Employee Wages And Benefits

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From the standpoint of the union:

Management shows favoritism and selectively chooses certain employees to get overtime.

Management takes away the overtime of workers when they get out there and start doing our jobs; we were hired to do a job and management keeps taking away our rights to overtime.

Questions that need to be answered in the discussion forum:

Should a supervisor (management) be allowed to work alongside an employee covered by the CBA and thereby minimize or eliminate the opportunity for employees to earn overtime?

Specifically, how should the overtime be distributed to ensure it is done in a fair and equitable manner?

If an overtime list is created, how should it be managed since there are certain workers qualified for some tasks but not others? Should there be several task specific lists created, or an overall shop list?

How does seniority play a role in how overtime is scheduled?

 
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Hmnt Week 4

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Observe: Write a paragraph describing your experience completing the Smarter Measure self-assessment. How did it feel to respond to questions about your situation, habits, and behaviors?

Before I started the self-assessment, I thought I knew everything about myself. The assessment made me aware of my own biases. The assessment made me realize that I need to take time out of the week to study and be successful while obtaining a degree. I was surprised at myself and realizing that I can be bias within myself when it comes to handling education and life. Knowing all of this I must find balance between the two to be successful.

Process: Write a paragraph describing what parts of your self-assessment results surprised you. Whether or not you had any surprising results, also describe the results that did not surprise you. What did the self-assessment reflect about you that was interesting or familiar?

I was not surprised that my Technical Knowledge is pretty good. I have always been computer savvy and I know enough to be successful in online courses. My Typing Skills was at 98% with my typing at 73WPM. I am okay with Time Management which surprises me because I always feel like there is not enough time in the day. The assessment also told me that I have a strong Reason for Continuing my Education, I have a great place to study but I should work more on distractions when it comes to studying. I have an Aural Learning Style. I just didn’t know it was called that. I will ask for help from my professor or colleague if I don’t understand.

Analyze: Write a paragraph describing why or how the results of your self-assessment could be important as you work through your courses at Walden. How might it be useful to reflect on your strengths and weaknesses as you begin your studies?

I’m glad this assessment included strengths and not just weaknesses because I feel like there are lots of things, I can work on to better myself to be successful. My typing skills and tech savvy ways is my strengths and give me confidence that I can be successful. Although I must work on time management, it is my weakness. I know once I get that I will be okay and able to focus and balance life. I think getting better with retaining information after I read it would also make me successful. All in all the self-assessment has been a eye opener for me and has shown my biases within myself and how to adjust to being successful while doing online learning.

 
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Putting It All Together: Final Project

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Milestone 01 Review: https://youtu.be/vD9LGdvpgqA

Milestone 02 Review https://youtu.be/LUsb506-kK0

Final Milestone Review https://youtu.be/4fXAvjiG5gI

Milestone 03, is the final project, everything combined into one document, and corrections made to milestones 01 and 02. The addition of the pay is for milestone 03

Attached are all of the previous milestones and rubrics for all three milestones. Additionally, including above the videos that were given on each other milestones as well.

Instructions for Milestone 03 Specifically

The final version of your entire project is due at the end of this module. This version will include revisions based on instructor feedback to Milestones One and Two.

Note: The final project also includes a new pay mix section, below. This is not included in Milestones One and Two and must be completed prior to submission.

Pay Mix: A pay mix is a company’s relative distribution of compensation components such as base pay, merit, incentives, benefits, etc. (Gerhart & Newman, 2020). Different job grades may have different pay mixes. For example, executives often have a higher percentage of long-term incentives. Pay mixes are often illustrated in a pie chart. Below is an example of a pay mix pie chart. Note: numbers used are not from the data in this case study.

Create a pay mix for each job family, illustrated in a pie chart. Provide a rationale for each pay mix, connecting your decision to the company’s strategic goals. In addition, provide at least three examples of employee benefits you recommend the company propose in their total compensation package. Refer to the Add a Pie Chart resource in this module’s Reading and Resources section if you have not created a pie chart using Excel data.

 
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Proposal_ The Plane Will Not Move

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CONSULTING PROPOSAL #1 1

Consulting Proposal #1

Student Name

Liberty University

BMAL 504 – Leading Organizational Change

Definition of Project:

Diagnosis of Current Situation:

Recommendations:

Implementation Plan:

Summary:

Note the following as you prepare your consulting proposal:

· Your proposal should include each of the above sections (do not combine sections).

· A reference page is also required.

· You may include additional sections in the proposal if they add value and are relevant to the assignment.

· Format, citations, and references should conform to the latest edition of APA.

· Make sure you support your recommendations with citations from peer-reviewed journal articles.

· Include a timeline with steps or phases when preparing your implementation section. Remember that the implementation is not a restatement of the recommendations, but details on how you would implement them in the organization.

 
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Learning Preferences

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Week 2 Learning Preferences (Due Day 5 – July 19th)
Complete the following activities in Pearson’s MyStudentSuccessLab, located as links under Week 2 on the Materials Tab:

 

Practice 1

Practice 2

Practice 3

 

Answer the following questions in at least 100 words each:

 

Describe your strongest dimension on the personality spectrum.

Describe how each practice activity reinforced or contradicted something about yourself

Post  your assignment as a Microsoft Word attachment under the Assignments Tab.
  Points Earned Points Possible
You have clearly addressed what your strongest dimension is on the personality spectrum and how each practice activity reinforced or contradicted something about yourself.   15
Response is thoughtful and meets the minimum word count requirement.   10
Sentences are complete, clear, concise, and error-free; rules of grammar usage, spelling, and punctuation are followed.   5
Late Penalty (10% per day – cannot exceed one day)    
Total   30
Comments:
 
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Advantages

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CHAPTER 3: THE ORGANIZATIONAL CONTEXT

 

an increase in the number of employees needed to oversee the activities between the parent firm and its foreign affiliates. W i t h i n the human resource function, the development of managers able to operate in international environments generally becomes a new imperative.^’^

 

As the M N E grows and the trend t o w a r d a global perspective accelerates, it increasingly con-fronts the ‘think global, act local’ p a r a d o x . T h e increasingly complex international environ-ment – characterized by global competitors, global customers, universal products, rapid technological change and world-scale factories – push the multinational t o w a r d global integra-tion while, at the same time, host governments and other stakeholders (such as customers, sup-pliers and employees) push for local responsiveness. T o facilitate the challenge of meeting these conflicting demands, the multinational w i l l typically need to consider a more appropriate strucr rure, and the choice appears to be either: the matrix; the mixed structure; the heterarchy; the transnational; or the multinational network . These options are n o w described and discussed.

 

 

The matrix

 

In the m a t r i x structure, the M N E is attempting to integrate its operations across more than one dimension . As shown in Figure 3.9, the international or geographical division and the product division share j o i n t authority . Advocates of this structural f o r m see, as its advantages, that con-flicts of interest are brought out into the open, and that each issue w i t h p r i o r i t y in decision-mak-ing has an executive champion to ensure it is not neglected. In other w o r d s , the m a t r i x is considered to bring into the management system a philosophy of matching the structure to the decision-making process. Research on the matrix structure” indicates that the m a t r i x ; ‘contin-ues to be the only organizational f o r m which fits the strategy of simultaneous pursuit of multiple business dimensions, w i t h each given equal priority … [The] structural f o r m succeeds because it fits the situation’ . I n practice, firms that have adopted the matrix structure have met w i t h mixed success. One reason is that i t is an expensive structural f o r m in that it requires careful implemen-tation and commitment (and often a great deal of time) on the part of top management to be successful.

 

 

 

FIGURE 3,9 Global matrix structure

 

 

 

Area 1

Area 2

Area 3

Product division A

 

 

Product division I

>

 

Manager

here

 

belongs to division

B and area 2

 

Product division C

 

Source: Adapted from C. Hill, International Business: Competing in the Global Marketplace, 2nd edn (MoGraw Hill, Newark, 1997) © The McGraw-Hill Companies, Inc. Reproduced with permission.

 

In Figure 3.9, area managers are responsible for the performance of all products w i t h i n the various countries chat comprise their regions, while product managers are responsible for sales of their specific product ranges across the areas. For example. Product A Manager may be

CHAPTER 3 THE ORGANIZATIONAL CONTEXT

 

concerned w i t h sales of Product A in Europe, the Americas and in the Asia-Pacific area. Product managers typically report to a Vice President Global Products (or similar title) for matters per-taining to product and to another Vice President (perhaps a VP International) w h o is responsible for geographical matters. There is a similar dual reporting line for functional staff, including H R staff. Country/Area H R managers may also be involved in staffing issues involving product division staff (reporting indirectly to Vice President Global Products). There may be additional reporting requirements to corporate H R at headquarters. One early and public supporter of the m a t r i x organization was Percy Barnevik, former chief executive officer of Asea B r o w n Boveri (ABB), the European electrical systems and equipment manufacturer. The decade-long efforts by ABB at m a t r i x control were very influential in the popular and academic press, intriguing executives at a number of global firms .

 

 

Overall, efforts to successfully implement the m a t r i x solution have been problematic . Bartlett and G h o s h a F ‘ comment that, in practice, particularly in the international context, the m a t r i x has proven to be all but unmanageable. They isolate four contributing factors:

 

Dual reporting, which leads to confiict and confusion.

 

  • The proliferation of communication channels which creates informational logjams.

 

  • Overlapping responsibilities, which produce turf battles and a loss of accountability

 

    • The barriers of distance, language, time and culture, which often make it very difficult for managers to resolve conflicts and clarify confusion.

 

Bartlett and Ghoshal conclude that the most successful M N E s focus less o n searching for the ideal structure and more on developing the abilities, behavior and performance of individual managers. This assists in creating ‘a m a t r i x in the minds of managers’, where individual capabil-ities are captured and the entire firm is motivated to respond cooperatively to a complicated and dynamic environment . I t seems clear that if the M N E opts for a m a t r i x structure, particular care must be taken w i t h staffing. As Ronen^’* notes:

 

 

It requires managers who know the business in general, who have good interpersonal skills, and who can deal with the ambiguities of responsibility and authority Inherent in the matrix system. Training In such skills as planning procedures, the kinds of Interpersonal skills necessary for the matrix, and the kind of analysis and orderly presentation of ideas essential to planning within a group Is most Impor-tant for supporting the matrix approach. Moreover, management development and human resource planning are even more necessary In the volatile environment of the matrix than In the traditional organizations.

 

Mixed Structure

 

In an attempt to manage the g r o w t h of diverse operations, or because attempts to implement a m a t r i x structure have been unsuccessful, some firms have opted for w h a t can only be described as a mixed f o r m . In an early survey conducted by Dovvling ” o n this issue, more than one – third (35 per cent) of respondents indicated that they had mixed forms, and around 18 per cent had product or m a t r i x structures. Galbraith and Kazanjian”* also identify mixed structures that seem to have emerged in response to global pressures and trade-offs:

 

 

For example, organizations that pursued area structures kept these geographical profit centers, but added worldwide product managers. Colgate-Palmolive has always had strong country managers. But, as they doubled the funding for product research, and as Colgate Dental Cream became a uni-versal product, product managers were added at the corporate office to direct the R&D funding and coordinate marketing programs worldwide. Similarly the product-divisionalized firms have been

 

64 CHAPTER 3 THE ORGANIZATIONAL CONTEXT

 

reintroducing the international division. At Motorola, the product groups had worldwide responsibility for their product lines. As they compete with the Japanese In Japan, an international group has been Introduced to help coordinate across product lines.

 

A l t h o u g h all structural forms that result f r o m the evolutionary development of international business are complex and difficult to manage effectively, given an M N E ‘ s developing capabil-ities and experience at each new stage, mixed structures appear even more complex and harder to explain and implement, as well as control . Thus, as our discussion of the m a t r i x structure emphasized, it is important that all employees understand the mixed f r a m e w o r k and that attention is also given to supporting mechanisms, such as corporate identity, interperso-” nal relationships, management attitudes and H R systems, particularly p r o m o t i o n and r e w a r d policies.

 

Beyond the matrix

 

Early studies of headquarter-subsidiary relationships tended to stress resources, people and i n f o r m a t i o n flows f r o m headquarters to subsidiary, examining these relationships mainly in the context of control and c o o r d i n a t i o n . H o w e v e r , in the large, mature, m u l t i n a t i o n a l , these flows are multidirectional: f r o m headquarters to subsidiary; f r o m subsidiary to subsidiary; and between subsidiaries. The result can be a complex n e t w o r k of inter-related activities and relationships and the m u l t i n a t i o n a l management literature identifies three descriptions of organizational structures – the heterarchy, the transnational and the n e t w o r k f i r m . While they have been given different terms, each f o r m recognizes that, at this stage of international – ization, the concept of a superior structure that neatly fits the corporate strategy becomes inappropriate . The proponents of these forms are in agreement that multinationals at this

 

stage become less hierarchical . W e shall take a brief look at each of these more decentralized, The t f c organic forms .

 

 

The heterarchy

 

This structural f o r m was proposed by H e d l u n d , ” a distinguished Swedish international man-agement researcher, and recognizes that a M N E may have a number of different kinds of centers apart f r o m that traditionally referred to as ‘headquarters’. H e d l u n d argued that competitive advantage does not necessarily reside in any one country (the parent country, for example). Rather, it may be found in many, so that each subsidiary center may be simultaneously a center and a global coordinator of discrete activities, thus performing a strategic role not just for itself, but for the M N E as a whole (the subsidiary labeled ‘center” in Figure 3.10). For example, some multinationals may centralize research and development in a particular subsidiary. In a heter-archical M N E , control is less reliant on the top – to – bottom mechanisms of previous hierarchical modes and more on normative mechanisms, such as the corporate culture and a widely shared awareness of central goals and strategies.

 

From a H R M perspective, the heterarchy is interesting in that its success appears to rest solely on the ability of the multinational to formulate, implement and reinforce the required human resource elements. H e d l u n d recognized that the heterarchy demands skillful and experienced personnel as well as sophisticated reward and punishment systems in order to develop the nor-mative control mechanisms necessary for effective performance. The use of staff as an i n f o r m a l control mechanism is important, which we shall explore later in this chapter.

 

In a later article, H e d l u n d proposed a structural model he termed the N-form. This model builds upon his heterarchy concept and integrates w o r k f r o m knowledge organization scholars. H e d l u n d argued that a new structural f o r m is required to allow for knowledge management. H i s N – f o r m takes away divisions, allows for temporary constellations and the use of project

CHAPTER 3 THE ORGANIZATIONAL OONTEXL

 

FIGURE 3.10 The networked organization

 

teams and places stress on

lateral communication and dialogue between

units and individuals .

The top management role was presented

as that of a catalyst, architect and protector of k n o w l –

edge rather than a monitor and resource a l l o c a t o r . ” The

use of mechanisms, such as cross-func-

tional teams and empowerment of lower level employees

was advocated

to further support the

N – f o r m .

.

,

 

 

The transnational

 

The term transnationai has been coined to describe an organizational f o r m that is characterized by an interdependence of resources and responsibilities across all business units regardless of national boundaries. The term has also become a descriptor of a particular type of multina-tional, one that tries to cope w i t h the large flows of components, products, resources, people and information among its subsidiaries, while simultaneously recognizing distributed specialized resources and capabilities. As such, the transnational demands a complex process of coordina-tion and cooperation involving strong cross-unit integrating devices, a strong corporate identity, and a well-developed w o r l d w i d e management perspective. I n their study, Bartlett and GhoshaF^ noted:

 

 

Among the companies we studied, there were several that were In the process of developing such organizational capabilities. They had surpassed the classic capabilities of the multinational company that operates as decentralized federations of units able to sense and respond to diverse Interna-tional needs and opportunities; and they had evolved beyond the abilities of the global company with Its facility for managing operations on a tightly controlled worldwide basis through its centralized hub structure. They had developed what we termed transnational capabilities – the ability to manage across national boundaries, retaining local flexibility while achieving global Integration. More than any-thing else this Involved the ability to link local operations to each other and to the center In a flexible way. and In so doing, to leverage those local and central capabilities.

 

I n fact, the m a t r i x , the heterarchy and the transnational share a c o m m o n theme regarding the human resource factor. Therefore, developing transnational managers or global leaders w h o can think and act across national and subsidiary boundaries emerges as an i m p o r t a n t task for top management introducing these complex organizational forms . Staff transfers play a critical role in integration and coordination.*^”

 
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Diaz V. Carcamo Legal Analysis

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The California Supreme Court ruled that an employer will be liable for injuries sustained by individuals due to the negligent driving of one of its employees, stating the following:

A person injured by someone driving a car in the course of employment may sue not only the driver but that driver’s employer. The employer can be sued on two legal theories based on tort principles: respondeat superior and negligent entrustment.

Respondeat superior, a form of vicarious liability, makes an employer liable, irrespective of fault, for negligent driving by its employee in the scope of employment. The theory of negligent entrustment makes an employer liable for its own negligence in choosing an employee to drive a vehicle.

Write a 700 word paper, written in the third-person voice, that addresses the following:

  • Explore types of principal-agency relationships and determine what type of relationship exists in this case between the driver, Jose Carcamo, and the company, Sugar Transport of the Northwest, LLC.
  • What course of action do you recommend with respect to the lawsuit and Carcamo’s employment?
  • Does Sugar Transport’s Human Resources department have any responsibility for their role in hiring Carcamo? If so, what other employment law issues do you find legally problematic concerning the hiring of Carcamo? Identify them and explain the legal issues and laws that were violated.

Include justification for your responses by citing applicable laws and/or legal cases in your discussion.

Format your paper consistent with APA guidelines, and include headings that appropriately signal topics and keep your document organized.

Use a minimum of three different sources within the paper in addition to the laws and legal cases required above, and provide in-text citations. Any laws and legal cases used in the body of your paper must also be included in the References page.

 
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Assignment Benchmark – HR Management Tools And Teams

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HR Management Tools and Teams

Directions: You have just been hired as an HR manager in a health care setting. Select a health care organization of interest. You decide to prepare for your first day on the job by creating a document that compiles tools to manage staffing, increase work production, and improve team dynamics. Complete all four parts.

Part 1: Organization Selection

Selected Health Care Organization:

 

 

Part 2: Staffing and Work Production

As a HR manager, your serve the organization at a departmental level. Complete the following boxes, as indicated below.

Quality Improvement and Control (What are you responsible for in relation to “quality improvement and controlling”?)

1.

2.

3.

 Improvement and Techniques (Which techniques improve quality?)

1.

2.

3.

 
Tools of Control (What will be your most commonly used tools of control?)

1.

2.

3.

 Examples of Use (Provide examples of how you may use each of the tools of control identified.)

1.

2.

3.
Benchmarks (What will be your most commonly used benchmarks?)

1.

2.

3.

 

 

 Examples of Use (Provide examples of how you may use each of the benchmarks identified.)

1.

2.

3.

 

 
Organization Vision and Mission (Identify your selected organization’s mission and vision.)

1.

2.

 Alignment (How do your selected tools align to your organization’s mission and vision?)

1.

2.

 

Part 3: Team Dynamics

As an HR manager, you serve the organization at a team level. Complete the following boxes, as indicated below.

Characteristics (Identify characteristics of successful teams.) Attributes (Identify attributes of successful teams.) Practices (Identify practices of successful teams.)
Methods and Approaches (Identify which methods and approaches encourage a culture of collaborations.)

1.

2.

 Examples of Use (Provide an example of how methods and approaches encourage a culture of collaboration. What would it look like in your organization?)

1.

2.
 
 

 

Part 4: Cross-Functional Application

Respond to the following in 250 words:

Today’s complex organizations often require the smooth, integrated functioning of teams across several functional areas. Leading a team of diverse individuals is quite a challenge. Encouraging the effective collaboration of multiple teams of diverse individuals is even more challenging and requires skilled leaders who can understand and impart organizational vision to team members. Skilled leaders must also foster leadership skills in others to achieve collaboration and organizational success.

Imagine yourself in the complex situation of ensuring the integrated functioning of multiple teams. Answer the following questions in the box provided below.

1. What knowledge and skills will you need to acquire on your own leadership development journey to successfully prepare for such a challenge? Provide specific strategies and examples.

 

2. What are methods and approaches that encourage a culture of collaboration that encourages cross-functional teams to improve specific patient care and the needs of your organization?

 

 

 

 

References

 

© 2017. Grand Canyon University. All Rights Reserved.

 

2

 
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MGT420 (4 PAPERS) (FOR DR. AMEERAH)

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MGT420

Module 3 – Background

Conflict and Negotiation

Required Reading

Start off with two short videos from Professor Debow of the University of California, Irvine that will give you an overview of the main principles of conflict and negotiation:

https://tlc.trident.edu/content/enforced/130660-MGT420-2018AUG13FT-2/UCI%20logo.png?_&d2lSessionVal=xhl5qL4RLLEzUgF7oHfiwKbJZ&ou=130660Debow, N. (2015) Different types of conflict, Lesson 1. Types of Conflict. Retrieved from: https://www.coursera.org/learn/types-of-conflict/lecture/kyTRz/different-types-of-conflict-lesson-1

Debow, N. (2015) Different types of conflict, Lesson 2. Types of Conflict. Retrieved from: https://www.coursera.org/learn/types-of-conflict/lecture/B5EhA/different-types-of-conflict-lesson-2

Now dig deeper into this topic with the following two book chapters. The following two readings are especially important for the Case Assignment so go through these chapters carefully:

https://tlc.trident.edu/d2l/lor/viewer/viewFile.d2lfile/101876/2977,-1/ Luthans, F., Luthans, K. W., & Luthans, B. C. (2015). Chapter 9: Stress and conflict. Organizational behavior: An evidence-based approach. Charlotte, North Carolina: Information Age Publishing, pp. 258-264. [EBSCO. Note: you don’t have to read the whole chapter, just the second part on organizational conflict]

 

https://tlc.trident.edu/d2l/lor/viewer/viewFile.d2lfile/101876/2978,-1/ Bauer, T., & Erdogan, B. (2012). Chapter 10: Conflict and negotiations . Organizational Behavior. Lardbucket.org

 

https://tlc.trident.edu/d2l/lor/viewer/viewFile.d2lfile/101876/2979,-1/ Shearouse, S. H. (2011). Chapter 5: How we respond: Approaches to conflict. Conflict 101: A manager’s guide to resolving problems so everyone can get back to work. New York: AMACOM. [eBook Business Collection]

 

Optional Reading

Sims, R. (2002). Chapter 10 Conflict and negotiation at work. Managing Organizational Behavior. Greenwood Press Westport, CT [eBook Academic Collection]

 

 

 

 

 

 

 

 

 

 

 

MGT420

MOD 3 CASE ASSIGNMENT

Module 3 – Case

Conflict and Negotiation

Assignment Overview

For this Case study, we will be looking at a fictional case of a manager caught between a rock and hard place. Nick Cunningham is a manager at Synergon, a high-powered company involved in purchasing poorly managed companies and then restructuring them to become more profitable. However, Synergon has now purchased Beauchamp, Becker, and Company, which is a well-managed and highly profitable company.

Nick is in an awkward position because he is in charge of managing this merger, but he also knows that the success of the merger is dependent on Beauchamp’s managing director and other top leaders remaining in their positions and continuing their solid work. However, Nick’s bosses are not known for taking a conciliatory approach towards companies they purchase and usually force major changes on any company that they acquire. Predictably, Nick is faced with a threat of retirement by Beauchamp’s managing director Julian Mansfield due to Synergon’s strict policies and approach.

Before beginning the Case Assignment, make sure you have thoroughly reviewed the tutorial and textbook readings from the background materials. Pay special attention to readings on causes of conflict, types of conflict, and conflict management styles. For this assignment you will need to apply concepts from the background materials to this fictional case.

Case Assignment

Once you have finished reviewing the background materials, take a look at this following article and think about how the concepts from the background materials apply to this fictional case:

Cliffe, S. (1999). Can This Merger Be Saved? Harvard Business Review, 77(1), 28-44. [EbscoHost]

Then write a 4- to 5-page paper addressing the following questions:

1. Do you think this conflict that Nick Cunningham faces is functional or dysfunctional? Explain your reasoning, and cite Bauer and Erdogan (2011) or Luthans et al. (2015) in your answer.

2. What is the source of this conflict? Use the terminology from Bauer and Erdogan (2011), or Luthans et al. (2015) in your answer. For example, is this conflict a result of relationship/interpersonal issues? Or from tasks/roles? Other?

3. Of the five styles of conflict management discussed in Shearhouse (2011) or Bauer and Erdogan (2011) which one do you think would be the best approach for Nick Cunningham to take?

4. What other advice would you give Nick Cunningham based on the concepts discussed in any of the background readings?

Assignment Expectations

· Follow the assignment instructions closely and follow all steps listed in the instructions.

· Stay focused on the precise assignment questions, don’t go off on tangents or devote a lot of space to summarizing general background materials.

· Make sure to cite readings from the background materials page. Rely primarily on the required background readings as your sources of information.

· Include both a bibliography and in-text citations. See the Student Guide to Writing a High-Quality Academic Paper , including pages 11-14 on in-text citations.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Module 3 – SLP ASSIGNMENT

Conflict and Negotiation

For the Module 3 SLP you will be applying the concepts you learned in the background materials regarding conflict and negotiation to a situation from your own personal experiences. Carefully review the background materials regarding types of conflict, causes of conflict, negotiation stages, and conflict management styles. It is important to first understand these comments from the background readings before starting this assignment.

Once you have thoroughly reviewed the background materials, think of a situation in the workplace where a conflict erupted and management had to intervene and some type of negotiation was involved. Then write a three page paper addressing the following four questions, and make sure to cite at least one of the required background readings for each of your four answers :

1. Was this conflict functional or dysfunctional?

2. What was the cause of the conflict? Use the terms from the background materials in your answer—for example, was the conflict a result of interpersonal issues, a specific task involved, due to inter-organizational issues, etc.

3. Of the five approaches to conflict management outlined in Shearouse (2011) or Bauer and Erdogan (2011), which approach most closely describes the approach used by management to resolve this conflict?

4. Did the negotiations involve integrative or distributive bargaining? What stages of negotiation did management go through, and did these stages match the five stages discussed in Bauer and Erdogan (2011)?

SLP Assignment Expectations

· Follow the assignment instructions closely and follow all steps listed in the instructions.

· Stay focused on the precise assignment questions, don’t go off on tangents or devote a lot of space to summarizing general background materials.

· Make sure to cite readings from the background materials page. Rely primarily on the required background readings as your sources of information.

· Include both a bibliography and in-text citations. See the Student Guide to Writing a High-Quality Academic Paper , including pages 11-14 on in-text citations.

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Module 3 – Outcomes

Conflict and Negotiation

· Module

· Identify and explain the main sources of organizational conflict.

· Identify and explain the main conflict management styles.

· Case

· Identify and explain the main sources of organizational conflict.

· Identify and explain the main conflict management styles.

· SLP

· Identify and explain the main sources of organizational conflict.

· Identify and explain the main conflict management styles.

· Apply negotiation steps and methods to real-world situations.

· Discussion

· Analyze and assess your own conflict management style.

 

 

Module 4 – Home

Persuasion

Modular Learning Outcomes

Upon successful completion of this module, the student will be able to satisfy the following outcomes:

· Case

· Identify and explain the elements of persuasion.

· Apply persuasion techniques to managerial situations.

· SLP

· Assess your own orientation toward power, influence, and persuasion.

· Discussion

· Discuss and assess the effectiveness of video presentations on the use of persuasion.

Module Overview

https://tlc.trident.edu/content/enforced/130660-MGT420-2018AUG13FT-2/presentation-wider.png?_&d2lSessionVal=xhl5qL4RLLEzUgF7oHfiwKbJZ&ou=130660We have described power as the potential to affect decisions and allocate resources, influence as the mechanism by which power is exercised—and in this module we will address the concept of persuasion—or the message that is used to sway people’s opinions, attitudes, and behaviors. Persuasion is a subset of influence in that it involves the communication process in order to influence others’ attitudes and behavior. Anyone who is skilled at persuasion has a special ability to make things happen.

Persuasion is more important than ever. The continuing emphasis on teams, decentralization and a flattening of hierarchy means that the old command-and-control style of leadership is no longer effective in the new organizational structure. In addition, cultural changes have spawned a workforce were younger workers no longer accept being told what to do—and certainly do not respond with unquestioning obedience. They expect to be approached with reason and given a logical explanation for why things should be done a certain way.

In this module, we will examine the elements of persuasion and learn some tools which can increase your capacity for sending a persuasive message.

 

Module 4 – Background

Persuasion

Required Reading

To introduce yourself to the topic of this module, take a look at the following video and short article by a leading expert in the area of persuasion Dr. Robert Cialdini:

Cialdini, R. B., & Martin, S. (2012). Science of persuasion. Influence at Work. Retrieved from: https://www.youtube.com/watch?v=cFdCzN7RYbw

Cialdini, R. B. (2001). Harnessing the science of persuasion. Harvard Business Review, 79(9), 72-79. [EbscoHost]

Now take a look at this more detailed reading to expand your knowledge of persuasion:

https://youtu.be/cFdCzN7RYbw

 

https://tlc.trident.edu/d2l/lor/viewer/viewFile.d2lfile/101876/2980,-1/

 

McLean, S. (2012). Chapter 14: Presentations to persuade . Communication for Business Success. Lardbucket.org

 

 

For the Case Assignment, you will have to distinguish between persuasion, argumentation, and propaganda. The lines between these concepts can be a little blurry, so take a look at the following PowerPoint presentation:

Jernigan, B. (2013). Elements of argument. Retrieved from http://www.davis.k12.ut.us/cms/lib09/UT01001306/Centricity/Domain/8221/Terminology-Parts%20of%20Argument%20noCLIP.pptx

Finally, note that for the SLP you will have to write your own persuasive memo. The above links will give you an overview of the basic concepts of persuasion. But for some practical guidance here are a few persuasion guides that will be of great assistance to you in preparing for your Case Assignment. No need to go through all of them in detail, but take a look and use one of them as part of your guidance for your SLP.

Optional Reading

McIntosh, P., Davis, J. H., & Luecke, R. (2008). Chapter 9: When you aim to persuade. Interpersonal communication skills in the workplace. New York: AMA Self-Study. [EBSCO eBook Business Collection]

Conger, J. A. (1998). The necessary art of persuasion. Harvard Business Review, 76(3), 84-95. [Business Source Complete]

 

 

 

Module 4 – Case ASSIGNMENT

Persuasion

Assignment Overview

For this assignment take a close look at both the required readings and videos on general concepts of persuasion such as the main principles laid out by Cialdini (2001) or in Section 14.2 of McLean (2012). Then take a look at some of the practical guides to persuasion such as Gorman (2007) and see which one of them is the most useful for you.

Case Assignment

When you have finished carefully reading these materials, write a 4 page paper addressing the following issues:

1. Which of these readings or tutorials was the most convincing or presented the most useful information? Explain your reasoning as to why you found this source more convincing that the others.

2. Based on the ideas about persuasion that you read about in the background readings, write a memo at least one page in length to your employees trying to persuade them to cancel their weekend plans and volunteer to work next weekend. This memo shouldn’t be an “order” that they need to work on the weekend, but rather an attempt to persuade them to do so. Make sure to use both the general concepts from Cialdini (2001) or McLean (2012) as well as some of the practical persuasion guides to help you craft your memo.

3. Conclude your paper with a discussion of how your memo applied the concepts from the background materials. Be specific as to what sources you used and what sections of your memo was influenced by which source.

Assignment Expectations

· Follow the assignment instructions closely and follow all steps listed in the instructions.

· Stay focused on the precise assignment questions, don’t go off on tangents or devote a lot of space to summarizing general background materials.

· Make sure to cite readings from the background materials page. Rely primarily on the required background readings as your sources of information.

· Include both a bibliography and in-text citations. See the Student Guide to Writing a High-Quality Academic Paper , including pages 11-14 on in-text citations.

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Module 4 – SLP ASSIGNMENT

Persuasion

For this assignment, review the basic concepts of persuasion discussed in Cialdini (2001) and McLean (2012). Then take a close look at the first few slides of Jernigan (2013) and make sure you are clear on the distinction between argument, persuasion, and propaganda.

Once you have finished reviewing the background materials, think about communication that you receive in your daily life that is intended to sway your attitudes, opinion, or behavior. This could be communication from your employer, YouTube videos, TV advertisements, spam email, and a host of other communication that you are exposed to in your daily life. After reviewing some communication examples, write a 3-page paper addressing the following questions:

1. Describe a communication example that you have seen that is best described as propaganda. In addition to describing the communication, explain why you think this was propaganda rather than argumentation or persuasion. Use the distinctions spelled out by Jernigan (2013) in your answer.

2. Now find a communication example that you think is a good example of argumentation. Describe the example and explain why you think it fits the definition of argumentation described by Jernigan (2013).

3. Last, but definitely not least, find an example of persuasion that you think best fits the definition of Jernigan (2013) as well as exemplifies the concepts of persuasion discussed in Cialdini (2001) or McLean (2012). Explain why you think this communication best fits the definition of persuasion rather than propaganda or argumentation.

SLP Assignment Expectations

· Follow the assignment instructions closely and follow all steps listed in the instructions.

· Stay focused on the precise assignment questions, don’t go off on tangents or devote a lot of space to summarizing general background materials.

· Make sure to cite readings from the background materials page. Rely primarily on the required background readings as your sources of information.

· Include both a bibliography and in-text citations. See the Student Guide to Writing a High-Quality Academic Paper , including pages 11-14 on in-text citations.

 

 

Module 4 – Outcomes

Persuasion

· Module

· Identify and explain the elements of persuasion.

· Apply persuasion techniques to managerial situations.

· Case

· Identify and explain the elements of persuasion.

· Apply persuasion techniques to managerial situations.

· SLP

· Assess your own orientation toward power, influence, and persuasion.

· Discussion

· Discuss and assess the effectiveness of video presentations on the use of persuasion.

 
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Telecommuting At MedEx

/in /by

OL 620 Module Eight Short Paper Guidelines and Rubric Write a short paper addressing telecommuting as a work arrangement. Begin by thoroughly reading the assigned chapters, including the case study “Telecommuting at MedEx” at the end of Chapter 12 of your textbook. Then write a short paper that addresses the following:

 How would offering telecommuting as an option benefit MedEx and its employees?

 List and explain the advantages, disadvantages, and challenges in offering telecommuting.

 Would you recommend telecommuting for MedEx? Why or why not?

Guidelines for Submission: Your paper must be submitted as a 2- to 3-page Microsoft Word document (in addition to a cover page and references) with double spacing, 12-point Times New Roman font, and one-inch margins. Use at least three sources, which should be cited according to APA style.

Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value

Telecommuting as an Option

Meets “Proficient” criteria and provides thorough rationale with relevant and specific examples

Indicates opinion as to whether telecommuting as an option would benefit MedEx and provides relevant and/or specific details in explanation

Indicates opinion, but the explanation is irrelevant or lacks specific details

Does not indicate opinion as to whether telecommuting as an option would benefit MedEx

30

Telecommuting Advantages,

Disadvantages, and Challenges

Meets “Proficient” criteria and provides thorough rationale with relevant and specific examples

Indicates opinion as to whether there are advantages, disadvantages, and challenges in offering telecommuting and provides relevant and/or specific details in explanation

Indicates opinion, but the explanation is irrelevant or lacks specific details

Does not indicate opinion as to whether there are advantages, disadvantages, and challenges in offering telecommuting

30

Recommendations Meets “Proficient” criteria and makes thorough recommendations with relevant and specific details in explanation

Makes recommendations related to a telecommuting option for MedEx and provides relevant and/or specific details in explanation

Provides recommendations, but the explanation is irrelevant or lacks specific details

Does not provide recommendations related to a telecommuting option for MedEx

30

Articulation of Response

Submission is free of errors related to citations, grammar, spelling, syntax, and organization and is presented in a professional and easy to read format

Submission has no major errors related to citations, grammar, spelling, syntax, or organization

Submission has major errors related to citations, grammar, spelling, syntax, or organization that negatively impact readability and articulation of main ideas

Submission has critical errors related to citations, grammar, spelling, syntax, or organization that prevent understanding of ideas

10

Total 100%

 
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Use Discount Code "Newclient" for a 15% Discount!