Business2 week6

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Amy Hayashi

Unit 7 – Labour Relations Unit 8 - Production Business English 2 Week 6 Professor Hayashi

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Chapter 14 discusses the impact of work-life balance on protessional excellence, defines work- life balance and identifies the triggers to imbalance, describes how to develop strategies for achieving work-life balance, and explains how to apply the KEYS aporoach to achieve professional excellence regarding work-life balance. A. The Importance of Work-Life Balance 1. Work-Life Balance a. Imbalance between your work life and personal life can negatively influence the way you communicate. b. Fosters meaningful and successful relationshios at home and at work c. Necessary to sustain protessions excelience 2. Work-Life Balance Defined a. Boundary is the line or division between work and lle. (1). The assumotion is that if there is a boundary between woak and life, then balance is the rerult. 12. Problem is that life carit be divided neady into two parts. b. Definition of Family (1). Comples and controverial (2). Family hs the people in a household. (3). Family is people who share something-relationally, mentally, physically, psychologically, economicaly, or speitually. c. Work is an imstrument of activiyimended to provide goods and wemkes to support life. a. Community is a crovp of people identified as interdependent and who discuns actions and sture prectices and have a concern for the common good e. Wonk-life balance is the accomolakment of role-related exectations that are negotiated and shared between an individual and his or her role-reiated partnen a. Burnout is chronic exhaustion from persistent workload, decreased motivation, and apathy toward work. b. Some causes: (1). Same work with little variation (2). Giving a lot and getting little thanks back (3). No sense of accomplishment or meaning in work (4). Under constant pressure to produce, perform, and meet unrealistic deadlines (5). Working with difficult people (6). Conflict and tension among workers and abundance of criticism (7). Lack of trust between supervisors and workers, creating conflict rather than teamwork (8). No opportunities for personal expression or growth (9). Unrealistic demands on time and energy (10). Having jobs that are both personally and professionally taxing without opportunity for continuing training and (11). Unresolved personal conficts beyond the job situation 4. Organizational Benefits a. Employee retention- getting employees to continue working for the same company. b. Employee attrition-the loss or turnover of employees to other jobs and industries percelved as having healthier worh B. Triekers to Imbalance 1. Imbalance Triggers a. Imbalance triegers are experiences that cause profersionals to feel drained, used, abused, and unhappy. b. Include personslity types, dithcult people in the workplace, technologically blurred lines, and life demands a. Type A (1). Highly competitive, driven, focused on time and deadlines, aggressive, find it difficult to relax (2). Find it a struggle to find balance between work and life (3). High achievers but must work to find .

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BUS 3451, Organizational Theory and Behavior 1 Course Learning Outcomes for Unit IV Upon completion of this unit, students should be able to: 1. Elaborate on the rational choice paradigm. 2. Explain why people differ from the rational choice paradigm when identifying problems/opportunities, evaluating/choosing alternatives, and evaluating decision outcomes. 3. Discuss the roles of emotions and intuition in decision making. 4. Determine employee characteristics, workplace conditions, and specific activities that support creativity. 5. Identify the benefits of employee involvement and the four contingencies that affect the optimal level of employee involvement. 6. Explain the benefits and limitations of teams and why employees join informal groups. 7. Discuss team competencies (teamwork, cohesion, and virtual teams). Unit Lesson Decision Making, Creativity, and Team Dynamics When we have to identify a problem, it is difficult but highly effective to view the problem as an opportunity. More and more organizations are doing exactly this as they develop training programs and examine issues that arise. In this unit, we will learn about the rational choice paradigm, which is helpful to decision making. Managing people is an art as well as a science, and when a manager can explain why people differ in opinions as they evaluate opportunities, issues, and outcomes, they will find that subordinates come to trust their open- mindedness. Simply listening is a major influence on people, but gaining their knowledge is what empowers a person in a leadership position to best identify the problem. Also, important to decision-making are the roles of creativity and control of one’s emotions. Imagine a situation where a manager did not support creativity. Where would Apple or Facebook be without the creative involvement of its organization? As we discuss aspects of successful, self-directed teams and virtual teams, we will uncover the value of many areas of the organization such as individual employee characteristics, workplace conditions, and specific activities that support creativity. Look at the case studies at the end of Chapter 7 to view many aspects of employee involvement and creative outcomes in real-life situations. As we identify the benefits of employee involvement, we will examine many contingencies that affect the optimal level of employee involvement such as those outlined in the textbook. Have you ever worked in a company where the boss did not control over his/her team simply because he/she did not lead? This occurs often, and silent or servant leaders arise. These leaders might not be the manager or director, Reading Assignment Chapter 7: Decision Making and Creativity Chapter 8: Team Dynamics Suggested Reading See information below. Learning Activities (Non-Graded) See information below. Key Terms 1. Creativity 2. Decision making 3. Diverg ...

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