Module 3 Readings Complete the following readings early in the module: · Read the online lectures for Module 3 · From the textbook, Reframing organizations: Artistry, choice, and leadership, read the following chapters: · People and Organizations · Improving Human Resource Management · Interpersonal and Group Dynamics · From the University online library resources, read: · Choi, S., & Rainey, H. G. (2010). Managing diversity in U.S. federal agencies: Effects of diversity and diversity management on employee perceptions of organizational performance. Public Administration Review,70(1), 109–121.  https://login.libproxy.edmc.edu/login?url=http://search.proquest.com.libproxy.edmc.edu /docview/853757555?accountid=34899 · Freeman, K. B. (2011). Human needs and utility maximization. International Journal of Social Economics,38(3), 224–236.  https://login.libproxy.edmc.edu/login?url=http://search.proquest.com.libproxy.edmc.edu /docview/849331295?accountid=34899 · Joshi, A., & Roh, H. (2009). The role of context in work team diversity research: A meta-analytic review. Academy of Management Journal,52(3), 599–627.  https://login.libproxy.edmc.edu/login?url=http://search.proquest.com.libproxy.edmc.edu /docview/199820329?accountid=34899 · Park, M. H., & Overby, J. D. (2012). Review paper: A conceptual framework for demographic diversity and performance. Advances in Management,5(5), 59–65.  http://libproxy.edmc.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true &db=bth&AN=76099649&site=ehost-live Unit 3: Module 3 - Human Needs and Motivation  Human Needs and Motivation The human resource frame is based on a variety of assumptions that affect leadership following this method. Human resource leaders emphasize the importance of people. They endorse the view that the central task of management is to develop a good fit between people and organizations. They believe in the importance of coaching, participation, motivation, teamwork, and good interpersonal relations. A good leader is a facilitator and participative manager who supports and empowers others (Bolman & Deal, 2009, pp.121–122). Human needs are the core of this frame. Different authors have proposed different approaches to address human needs and relate them to motivation to perform better. Two of such approaches are Abraham Maslow's Hierarchy of Needs and Douglas McGregor's Theory X and Theory Y. Bolman, L. G., & Deal, T. E. (2009). Reframing organizations: Artistry, choice, and leadership (4th ed.). San Francisco, CA: Jossey-Bass. Unit 3: Module 3 - Human Resources Management  Human Resources Management While using the human resource frame, there are human resource strategies that can be utilized for managing people and making organizations better and more productive places to work. A few of such strategies that managers can use follow here: · Build and implement a long-term human resource philosophy. · Hire the right people. · Keep those employees who are really making the ...

1. Module 3 Readings
Complete the following readings early in the module:
· Read the online lectures for Module 3
· From the textbook, Reframing organizations: Artistry, choice,
and leadership, read the following chapters:
· People and Organizations
· Improving Human Resource Management
· Interpersonal and Group Dynamics
· From the University online library resources, read:
· Choi, S., & Rainey, H. G. (2010). Managing diversity in U.S.
federal agencies: Effects of diversity and diversity management
on employee perceptions of organizational performance. Public
Administration Review,70(1), 109–121.
https://login.libproxy.edmc.edu/login?url=http://search.proquest
.com.libproxy.edmc.edu
/docview/853757555?accountid=34899
· Freeman, K. B. (2011). Human needs and utility
maximization. International Journal of Social Economics,38(3),
224–236.
https://login.libproxy.edmc.edu/login?url=http://search.proquest
.com.libproxy.edmc.edu
/docview/849331295?accountid=34899
· Joshi, A., & Roh, H. (2009). The role of context in work team
diversity research: A meta-analytic review. Academy of
Management Journal,52(3), 599–627.
https://login.libproxy.edmc.edu/login?url=http://search.proquest
.com.libproxy.edmc.edu
/docview/199820329?accountid=34899
· Park, M. H., & Overby, J. D. (2012). Review paper: A
conceptual framework for demographic diversity and
performance. Advances in Management,5(5), 59–65.
http://libproxy.edmc.edu/login?url=http://search.ebscohost.com/
login.aspx?direct=true
&db=bth&AN=76099649&site=ehost-live

2. Unit 3: Module 3 - Human Needs and Motivation
Human Needs and Motivation
The human resource frame is based on a variety of assumptions
that affect leadership following this method. Human resource
leaders emphasize the importance of people. They endorse the
view that the central task of management is to develop a good
fit between people and organizations. They believe in the
importance of coaching, participation, motivation, teamwork,
and good interpersonal relations. A good leader is a facilitator
and participative manager who supports and empowers others
(Bolman & Deal, 2009, pp.121–122).
Human needs are the core of this frame. Different authors have
proposed different approaches to address human needs and
relate them to motivation to perform better. Two of such
approaches are Abraham Maslow's Hierarchy of Needs and
Douglas McGregor's Theory X and Theory Y.
Bolman, L. G., & Deal, T. E. (2009). Reframing organizations:
Artistry, choice, and leadership (4th ed.). San Francisco, CA:
Jossey-Bass.
Unit 3: Module 3 - Human Resources Management
Human Resources Management
While using the human resource frame, there are human
resource strategies that can be utilized for managing people and
making organizations better and more productive places to
work. A few of such strategies that managers can use follow

3. here:
· Build and implement a long-term human resource philosophy.
· Hire the right people.
· Keep those employees who are really making the difference.
· Create development opportunities for them.
· Empower the employees.
· Be prepared to promote diversity in terms of gender, ethnic
groups, and culture.
Those strategies may be combined to create a solid
comprehensive block with a long-term commitment. The
common barriers in the process of implementing such strategies
follow here:
· Reluctance of the management team in implementing them
· Lack of or poor communication of changes
· Lack of interpersonal skills among the management team
· Disruption of established patterns and relationships
Unit 3: Module 3 - Diversity in the Workplace
Diversity in the Workplace
In the modern world and globalized marketplace, the ability to
understand, communicate, and collaborate with people from a
variety of backgrounds is increasingly important. There is
growing need to develop a workforce that is diverse in terms of
gender, ethnic groups, cultures, and experiences. However,
diversity in the workplace has its pros and cons. On the positive
side, diversity increases the quality of group decision-making,
because it increases the number of skills and different ideas in
the group. On the other hand, diversity decreases group
conformity, making it harder for groups to make decisions.
Two or more groups with different backgrounds and approaches
are likely to come into conflict. To avoid that from happening,
management can set an overarching goal that requires the
competing teams to collaborate.

4. As the organization becomes more diverse, the manager is
required to become more vigilant about providing same training
and career development opportunities to all employees. In
addition, managers must ensure that groups of minorities are not
segregated in specific jobs or types of work.
Organizations depend on new ideas and innovation to succeed
and to maintain their success. Diversity in the workplace can be
helpful because hiring people with different human qualities
sparks innovation through the exchange of different ideas and
perceptions. In addition, diversity helps organizations reach the
widest spectrum of customers, and function more effectively in
a global economy.
Unit 3: Module 3 - Interpersonal Dynamics and Management
Styles
Interpersonal Dynamics and Management Styles
People spend much of their time at work interacting with other
professionals in the organization. Skills in understanding and
handling interpersonal relationships are essential for good
management, powerful leadership, and effective organizations.
Interpersonal relationships in organizations most often go awry
not because managerial intentions are incorrect or insincere, but
because managers lack interpersonal competence. Things that
play an important role in successful management and leadership
are emotional intelligence, an effective management style, and a
concern for a good group dynamics.
Until recently, IQ was considered the most important
measurement of the level of intelligence in one individual and
the main reason for success. Salovey & Mayer (1990, pp. 185–
211), Daniel Goleman (1995) and many other authors proved
that two components of intelligence (an interpersonal and an
intrapersonal) are the real deal in terms of making a person

5. succeed in the workplace. Emotional intelligence (EI)
represents the awareness of self and others, the ability to deal
with emotions and relationships. According to Goleman (1995),
EI is more important than IQ to managerial success and
individuals with low EI and high IQ can be dangerous in the
workplace.
Different managers will use different management styles when
facing different situations. There is a need for managers to be
equipped with language and concepts to help them understand
and manage interpersonal dynamics. Among some classic works
dealing with management styles, one can include the following:
· Lewin, Lippitt and White (1939): Autocratic, democratic and
laissez-faire leadership
· Fleishman and Harris (1962): Initiating structure (to what
degree a manager actively structures subordinates' activities) vs.
consideration of others (how much a manager shows concern for
and sensitivity to people)
· Myers-Briggs Inventory: Extraversion/introversion,
intuition/sensing, feeling/thinking, perceiving/judging; 16 four-
letter combinations
· "Big 5 Model": Openness to experience, extraversion,
agreeableness, conscientiousness, emotional stability