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1. (TCO H, I, J) The senior executive team at PieintheSky.

com, after a difficult strategy review session

with the Board of Directors, has come to the conclusion that the corporate culture fits an older way of doing business and is not suited to keep the firm successful in the future. With the assistance of local HR offices, a case was made to the employee population that certain aspects of their current culture might no longer be aligned with the company's real goals and mission. They announced that they would be undergoing an organizational culture review and that everyone's opinion was valued. A whopping 79% of the employees participated in the culture survey that they administered. Senior Management had worked with the consultants for a few months before the survey was given and had determined their "ideal" scores. What they had suspected (even feared) had not prepared them for the results that came back from the survey. The table below provides you with the percentile scores from the employee population, the ideal scores from management, the percentage point difference between management's ideal and the actual results. The typical ideal score for companies is also given as a reference point. The overall cultural grouping for the individual cultural norms is also identified.

PieintheSky.com Cultural Change Analysis Employee Results 11 Achievement 41.0% 12 Self-Actualization 34.0% Constructive Styles 1 Humanistic-Encouraging 34.0% 2 Affiliative 38.0% 3 Approval 56.0% Passive 4 Conventional 55.0% -Defensive 5 Dependent 46.0% Styles 6 Avoidance 71.0% 7 Oppositional 63.0% 8 Power 41.0% Aggressive Defensive Styles 9 Competitive 51.0% 10 Perfectionistic 63.0%

Management Ideal Results 87.0% 81.0% 91.0% 93.0% 31.0% 26.0% 22.0% 16.0% 38.0% 18.0% 30.0% 32.0%

Gap 46 47 57 55 -25 -29 -24 -55 -25 -23 -21 -31

Typical Ideal Results 78.0% 82.0% 85.0% 71.0% 27.0% 18.0% 24.0% 27.0% 45.0% 30.0% 42.0% 25.0%

Referencing the information presented above, please analyze the current culture at PieintheSky.com. Identify and describe the cultural aspects that management cites as important and contrast them to the cultural attributes that employees report as being expected. Also, compare and contrast management's ideal results with the typical ideal results. Identify the most significant gaps between management's ideal results and the actual results. What conclusions do you draw taking into account all of the facts presented and your analysis? Provide your recommendations for the next two steps in PieintheSky.com's change process. o How would you prioritize and sequence the necessary change?

Identify and describe the cultural aspects that management cites as important and contrast them to the cultural attributes that employees report as being expected.

Also, compare and contrast management's ideal results with the typical ideal results.

Answer - The management expects employees to have a constructive style and based on the results they rated Affiliative as the most important attribute and rated it at 93%, humanistic-encouraging at 91%, achievement at 87% and selfactualization at 81% as compared to employees' perception of the company on constructive style stays the lowest. The employees results indicate avoidance, oppositional, perfectionistic and approval attitudes towards the company. In studying the case, the typical results indicate that management has high expectation from their employees as they are all beyong the percentage that they are expecting. The analysis is showing that the management's expecation from their employees is that they should pursue a standard of excellence, think in a unique and independent way, help others to grow and develop with them and deal with others in a friendly and pleasant way. whereas, the employees norms and perceptions are completely opposite of those.

-----------------------------------------------------------------------------------------------Identify the most significant gaps between management's ideal results and the actual results.

Answer - The most significant betn management's ideal results and the actual results points towards humanistic-encouraging and affiliative. Management expects employees to be supportive and constructive and in a participative way. The other result points towards the management's expectation on affiliative culture where members are expected to be friendly and open and gives high priority on constructive interpersonal relationships. Whereas, the employees dont see these two cultures exist.

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What conclusions do you draw taking into account all of the facts presented and your analysis?

Answer - According to the analysis and the facts presented the leadership expectations are valid but, from the employee responses it is very evident what is expected is not preached since management expects achievement, self-actualizing, humanistic-encouraging and affiliative environment but, the employees are experiencing a culture that has avoidance, oppositional, perfectionistic and approval culture.

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Provide your recommendations for the next two steps in PieintheSky.com's change process. How would you prioritize and sequence the necessary change?

Answer - Based on the results, I would think that the management's expectation of having a perfect plan would be achievement, self-actualizing, affiliative and humanistic-encouraging culture is right on the money but what management needs to work on is to provide and create a culture that they expect and encourage their employees to excel by providing that culture. The management really needs to foster this culture by leading from the front and then expect that from the employees.

2. (TCO C) As a manager you are in a situation where a key employee seems to have lost his excitement

about the job. The employee's familiar positive tone and high energy approach to the job and the workplace seem to be on the wane. You really don't know what is going on with this person. But, you can try to start to understand this employee by examining various motivation theories. Use elements from each of Maslow's theory, Herzberg's Two-Factor theory, and Equity theory and assemble your own motivation theory to help you to start understanding this employee. Be sure to fully explain and define all elements that you use in your new model of motivation. Finally, compose a short case to demonstrate how your motivation model can actually be applied. (Points : 40)

Assuming this person was being rewarded monetarily as a key employee, i think there could be many intrinsic motivators that can be used and applied to refresh his satisfaction at work. As per maslow's hierarchy of needs I can see that maybe his element of social needs is missing from this workplace where he is constantly being worked without having a sense of belongingness. This can be used in understanding that maybe those elements of social needs that this person may crave is missing in

workplace. If we were to apply herzberg's two-factor theory, it could also be the fact that his motivator factors such as achievement, recognition, responsibility and growth may be missing that is making him loose the passion in his work. On the other hand, it could be that the key employee feels that he is been underpaid which is likely to decrease the quantity or quality of his work as stated in the equity theory. This person may feel according to this that he may not be getting enough compensation as compared to other employees and may perceive that him being a key contributor, he is not being properly compensated.

In looking at this case, I would think that a combination of intrinsic and extrinsic rewards is essential to keep an employee satisfied at their workplace. If the person is provided growth opportunities and upon accomplishment he/she is recognised monetarily and non monetarily, it would definitely help retain and keep the employee motivated. The way this can be applied in a workplace is to first understand the employees' lower level needs as stated by maslow in terms of providing the right work environment in terms of safety and social needs. Also using motivating factors of recognition, gratification, advancement opportunities will keep the employee interested and motivated. Last but not least, rewarding a key contributor will encourage and motivate. All in all, I feel using the combination of lower level needs, motivating factors and creating a perception in employees that they are being handsomely rewarded for their work would keep the employee motivated.

4. (TCO A, B) Emotions drive behavior and effect performance on a personal and professional level.

Emotional intelligence balances on two supporting elements: (1) intrapersonal, knowing oneself and (2) interpersonal, the understanding of others. It is through the comprehension and use of emotional intelligence that organizational theory, structure, design, and culture will be better able to handle the challenges internally and external to the organization. Define emotional intelligence with relation to intrapersonal knowing oneself and through the understanding of others. Then explain the importance of emotional intelligence to organizational behavior. (Points : 30)

Emotional intelligence is the ability to manage and understand one self and also the relationship with others by understanding them and how to appropriately deal with them. It is basically an ability to deal with the emotions of others and yourself. By understanding oneself you are better equipped as a manager to deal with the pressure, emotion and conflicts that happen as managers in a workplace. Knowing your strong and weak points will enable you to think rationally in situations where your opinions or beliefs stand on one end while the beliefs and understanding of the organization is on the other end. Emotional intelligence helps you to distinguish what would be best for the organization as a whole versus your stand on the issue. Similarly, as a manager one needs to understand their subordinates and superiors

better to bring the best result out in the workplace. By stating this, I mean it is imperative that you understand where each of your subordinates stand emotionally, what motivates them,how critiques are taken. By having this emotional intelligence you are better able to perform as a manager as you have understanding through interpersonal intelligence of what motivates or demotivates your employees.

5. (TCO E, F) You have been hired by the Bolt Company to improve their internal communications after

years of expansion. Production is off, supervisors complain that they don't know what other departments are doing or where they stand at any given time, and senior staff provides Emails and meetings every six months but employees still say they are in the dark. There seems to be a disjunction in what is communicated and when people actually get the communication. Your manager insists that the firm's structure has been around forever but doubts if that's the problem. You suspect otherwise. Analyze the organization through organizational structures. Provide an analysis of how organizational structure can lead to improved or decreased communications. Determine what structure can be an asset and give an example to explain this part. Conclude with two recommendations for how the organization's structure could be altered to improve communication flow. (Points : 30)

As I can see from the case, Bolt company is the kind of structure that is based on the different divisions in the organization. Due to this divisional structure there are barriers in the organization communication as there is a dysfunctional conflict and due to this there interpersonal hostilities and overall creates a negative environment. Not only it creates a negative environment it creates a environment of job dissatisfaction. The best environment in this organization would be the matrix structure, which is a combination of functional and divisional structure. The advantages of this structure would be that it removes the barrier of communication that exist currently in the Bolt Company. By altering to this form of matrix structure, not only the communication would be improved, there would be inter departmental dialogue, it would be less centralized and due to this there will be less decentralization of authority. Management in this case needs to understand that communication of organizational goals, strategic initiatives are clearly communicated across departments and should create communication flows that would provide both downward and upward communications.

3. (TCO G) Throughout history there have been numerous people that used leadership processes toward

negative ends in a variety of business, politics and religious settings (i.e. Jeff Skilling - Enron President; Stalin; Hitler; Jim Jones religious leader of the Peoples Temple, Charles Manson, etc). These people have been labeled as Charismatic leaders, Transactional leaders, and a host of other styles. However, can they truly be called leaders if the Ethical component of leadership was not present in their leadership actions? Pick a leadership style and discuss and describe how and whether ethics is a vital component within that leadership style. (Points : 30)

I believe they cannot be called charismatic leaders because they used their power for personal gains and promote their own vision. And the way their communication was promoted was just one way communication. They also were very insensitive to their followers, since they only wanted to serve their self-interest in the case of Hitler. I think charismatic leaders ethical attributes should be their personal behavior, empowering skills, communication skills, their vision for the future which should lead their followers in that direction rather than them directing their followers into a certain direction. Ethical charismatic leaders should serve others by aligning their vision with their followers who are able to take criticism and allow their followers to think independently and question their leader's view and believes in 2-way communication. I also believe that ethical charismatic leaders convert followers into leaders so they can have a successor after them.

6. (TCO D) Discuss the diversity-consensus dilemma, including when it is most likely to occur and one possible strategy that a group leader can take to work through the dilemma. (Points : 20)

Diversity-consenses dilemma is basically the diversity in the group in the form of different values, personalities, cultures etc. Due to this diversity in a given team it can provide both problems and opportunities. This makes it really hard in terms of making a decisions in a group since differing views and opinions are engaged due to diversity. Diversity consensus dilemma is primarily a tendency for diversity in groups to create process difficulties and it is upto a group leader to take the positives out of the diversity in the group. From a management perspective House's path-goal theory describes four different leadership techniques to use to motivate and satisfy different types of employees. This view assumes that a leader's key function is to adjust his/her behavior to complement situational contingencies. It basically shows four types of behavior which are directive, supportive, achievement oriented and participative. In a diverse team a group leader needs to adapt to a particular behavior based on the team member of diverse background as each member would be comfortable with a particular way of management. This is where a group leader should also use emotional intelligence as well.

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