Motivation in Organizations
*
Motivation in Organizations
Chapter 7
Chapter 7 Preview:
Motivation in OrganizationsWhat do individuals need to do to meet a personal goal? What are the most important sources of work motivation (e.g., money? recognition? other?)What do you think makes for effective goal-setting? What happens when people feel that they are underpaid compared to their peers? What do people need to believe about a possible reward, in order for it to be motivating?
Components of motivation: What are the basic components of motivation? Page Ref: 214
Motivation: What motivates people to work? What are the most important sources of work motivation? Page Ref: 215
Guidelines for setting effective performance goals: What are they? Page Ref: 220-223
Equity Theory: What are some possible reactions to inequity? Page Ref: 226-227
Expectancy Theory: What are the three types of beliefs that people have, and what do they mean? Page Ref: 230
Copyright
Learning ObjectivesDefine motivation and explain its importance in the field of organizational behavior.Identify and explain the conditions through which goal setting can be used to improve job performance.
Learning ObjectivesDescribe equity theory and how it may be applied to motivating people in organizations.Describe expectancy theory and how it may be applied in organizations.
*
Today’s AgendaMotivationGoal SettingEquity TheoryExpectancy Theory
*
Today’s AgendaMotivationGoal SettingEquity TheoryExpectancy Theory
*
The set of processes thatarousedirect, and maintain
human behavior toward attaining some goal
Motivation
*
Motivation Components
*
Motivation
Key PointsMotivation and job performance are not synonymousMotivation is multifacetedPeople are motivated by more than just money
*
What Motivates You to Work?
*
What Motivates People to Work?
*
Today’s AgendaMotivationGoal SettingEquity TheoryExpectancy Theory
*
Goal Setting
*
Goal Setting
Do you have goals?Have you been successful in meeting them?What do you think are important characteristics of attainable goals?How does it make you feel to achieve goals?
*
Goal Setting Guidelines
For ManagersAssign specific goalsAssign difficult, but acceptable, performance goalsstretch goalsProvide feedback on goal attainment
*
Today’s AgendaMotivationGoal SettingEquity TheoryExpectancy Theory
*
Equity TheoryPeople strive to maintain ratios of their own outcomes (rewards) to their own inputs (contributions) that are equal to the outcome / input ratios of others with whom they compare themselves
*
Equity Theory
Possible Reactions to Inequity
*
Equity Theory
Managerial ImplicationsAvoid underpaymentAvoid overpaymentBe honest and open with employees
*
Equity Theory
Pay Practices in the NewsPay Practices at Reddit, Google and Gravity Payments
*
Equity Theory
Pay Practices in the NewsQuestions to co.
Building a Workforce Where Belonging Is the Rule — Not the ExceptionCognizant
Diversity has moved from a human resource challenge to a business opportunity. Companies with a diverse workforce and an inclusive work environment are better equipped to meet the demands of an increasingly competitive digital world. These organizations foster an atmosphere of trust; give employees a say in decision making; involve them in work processes; and provide the information, resources, and tools they need to succeed. By embracing different perspectives, they can anticipate challenges before they become problems, and tend to post superior financial results.
REPLY 1Organization culture is the trademark and the unmi.docxcarlt4
REPLY 1:
Organization culture is the trademark and the unmistakable character began inside each organization. Regardless of whether we are curious about companies like Starbucks, Google or WWF? Their names speak to the flavour of their work environments, the mentality, the unwritten convention of associations and the organization esteems. While some may consider organizational culture as the aftereffect of the organization's kin and procedures, something that can't be controlled or evaluated, in all actuality, organizational culture is suddenly substantial (Treven & Lynn, 2008). It very well may be purposely planned and utilized. It influences confidence and representative commitment. It oversees income rates and impacts organization execution and it influences benefit.
Organizational culture separates the remarkably effective companies from all the rest. It very well may be a ground-breaking, upper hand. The organizations' culture is constantly unmistakable, yet the enormous champs, reliably, the organizations focus on culture. This article will talk about a portion of the general social definitions and will continue following some particular social definitions for organizations. Taking a gander at the inquiry how the organization culture influences the advancement methodology of the organizations (Weiner, 2018). The article will likewise delineate the impact of the patterns and advancements on the organization structure. What's more, the connection between the organizations' structure and culture? The article will likewise give instances of current patterns and improvements and various techniques that are as of now used to assist organizations with making the necessary change in their culture or structure.
Culture definition changed as the years progressed. For instance, over four decades prior imagined a more extensive meaning of culture by proposing that culture was a »human-made piece of the earth. Attempting to decipher his definition, we may discuss »objective culture« (e.g., tables, PCs, trains) and »subjective culture« (e.g., standards, jobs, values). In an ongoing article in Harvard Business Review, the authors said that, Organizational culture is the aggregate impact of the regular convictions, practices, and estimations of the individuals inside an organization (Zak, 2018). Those standards inside any organization control how workers perform and serve clients, how they co-work with one another, regardless of whether they feel spurred to meet objectives, and on the off chance that they are truly into the organization's general strategic. How are representatives completing their work? Autonomously or cooperatively? Do representatives feel enlivened, submitted, and drew in, or irritated, exhausted, and undervalued? At the point when we talk about organizational culture, we are discussing the representative experience, the inward view. What do the representatives think? How is it, to work here? By what method can the initiative keep.
Anna Taylor (Speaker) West Coast DEI Lead, VMLY&R
Demographic transference within organizations is shifting and there will continue to be an upsurge of more diverse and inclusive organizations as they outperform homogeneous organizations. But this is a slow progression, where can we start making organizational transformation now? We can start from the bottom; employees have more power than they may realize, to affect change. And although this may seem like a daunting call-to-action, employees have the power irrespective of budget or team size, to make an indelible impact on organizational change. Like many effectual grassroots movements, employees have the ability to create a new model that renders the existing model obsolete and lead the evolution of organizational transformation.
Developing Corporate Culture Essay
Apple Inc. s Corporate Culture Essay
Essay on Corporate Culture
Corporate Culture
Corporate Culture as Competitive Advantage
Essay about corporate culture
Corporate Culture Of Apple
Essay about Business Culture
Essay about Organizational Culture
Reflection Of Organizational Culture
Ethics As A Component Of Corporate Culture
The Seven Dimensions Of Organizational Culture
Essay about Corporate Culture
Corporate Culture Essay
Corporate Culture: A Competitive Advantage
What´s Corporate Culture Essay
Organo Gold Corporate Culture Essay
Building a Workforce Where Belonging Is the Rule — Not the ExceptionCognizant
Diversity has moved from a human resource challenge to a business opportunity. Companies with a diverse workforce and an inclusive work environment are better equipped to meet the demands of an increasingly competitive digital world. These organizations foster an atmosphere of trust; give employees a say in decision making; involve them in work processes; and provide the information, resources, and tools they need to succeed. By embracing different perspectives, they can anticipate challenges before they become problems, and tend to post superior financial results.
REPLY 1Organization culture is the trademark and the unmi.docxcarlt4
REPLY 1:
Organization culture is the trademark and the unmistakable character began inside each organization. Regardless of whether we are curious about companies like Starbucks, Google or WWF? Their names speak to the flavour of their work environments, the mentality, the unwritten convention of associations and the organization esteems. While some may consider organizational culture as the aftereffect of the organization's kin and procedures, something that can't be controlled or evaluated, in all actuality, organizational culture is suddenly substantial (Treven & Lynn, 2008). It very well may be purposely planned and utilized. It influences confidence and representative commitment. It oversees income rates and impacts organization execution and it influences benefit.
Organizational culture separates the remarkably effective companies from all the rest. It very well may be a ground-breaking, upper hand. The organizations' culture is constantly unmistakable, yet the enormous champs, reliably, the organizations focus on culture. This article will talk about a portion of the general social definitions and will continue following some particular social definitions for organizations. Taking a gander at the inquiry how the organization culture influences the advancement methodology of the organizations (Weiner, 2018). The article will likewise delineate the impact of the patterns and advancements on the organization structure. What's more, the connection between the organizations' structure and culture? The article will likewise give instances of current patterns and improvements and various techniques that are as of now used to assist organizations with making the necessary change in their culture or structure.
Culture definition changed as the years progressed. For instance, over four decades prior imagined a more extensive meaning of culture by proposing that culture was a »human-made piece of the earth. Attempting to decipher his definition, we may discuss »objective culture« (e.g., tables, PCs, trains) and »subjective culture« (e.g., standards, jobs, values). In an ongoing article in Harvard Business Review, the authors said that, Organizational culture is the aggregate impact of the regular convictions, practices, and estimations of the individuals inside an organization (Zak, 2018). Those standards inside any organization control how workers perform and serve clients, how they co-work with one another, regardless of whether they feel spurred to meet objectives, and on the off chance that they are truly into the organization's general strategic. How are representatives completing their work? Autonomously or cooperatively? Do representatives feel enlivened, submitted, and drew in, or irritated, exhausted, and undervalued? At the point when we talk about organizational culture, we are discussing the representative experience, the inward view. What do the representatives think? How is it, to work here? By what method can the initiative keep.
Anna Taylor (Speaker) West Coast DEI Lead, VMLY&R
Demographic transference within organizations is shifting and there will continue to be an upsurge of more diverse and inclusive organizations as they outperform homogeneous organizations. But this is a slow progression, where can we start making organizational transformation now? We can start from the bottom; employees have more power than they may realize, to affect change. And although this may seem like a daunting call-to-action, employees have the power irrespective of budget or team size, to make an indelible impact on organizational change. Like many effectual grassroots movements, employees have the ability to create a new model that renders the existing model obsolete and lead the evolution of organizational transformation.
Developing Corporate Culture Essay
Apple Inc. s Corporate Culture Essay
Essay on Corporate Culture
Corporate Culture
Corporate Culture as Competitive Advantage
Essay about corporate culture
Corporate Culture Of Apple
Essay about Business Culture
Essay about Organizational Culture
Reflection Of Organizational Culture
Ethics As A Component Of Corporate Culture
The Seven Dimensions Of Organizational Culture
Essay about Corporate Culture
Corporate Culture Essay
Corporate Culture: A Competitive Advantage
What´s Corporate Culture Essay
Organo Gold Corporate Culture Essay
Entrepreneurs, Culture, and Entrepreneurial CultureMcullenrjzsme
Entrepreneurs, Culture, and Entrepreneurial Culture
Marlene E. Weaver, MBA
School of Business
Hello,
I would like to talk to you today about entrepreneurs, culture, and entrepreneurial culture with regard to strategic management.
We have all heard these words before, but have we thought about them in reference to organizations and businesses?
1
Topics for discussion
Introduction
What is an entrepreneur?
What is organizational culture?
What is entrepreneurial culture?
Why is it important to know the difference?
In this brief presentation we will review the formal definitions of these words and then we will relate those definitions to an organization.
We will review the definition of an entrepreneur, the definition of organizational culture and the definition of entrepreneurial culture and discuss the differences between them.
2
Introduction
Entrepreneur
- Culture
Entrepreneurship
Entrepreneurial culture
3
Our course material has many references to entrepreneurs, entrepreneurship, and entrepreneurial culture.
It is important that we understand their different meanings before we read the material for the week. Once you get past the spelling, the rest is easy!
What is an entrepreneur?
The Webster (1988) dictionary describes an entrepreneur as “a person who organizes and manages a business undertaking, assuming the risk for the sake of profit” (p.454).
How do we describe an entrepreneur?
- an inventor of a business
- a risk taker
When we think about the formal dictionary definition of an entrepreneur, “a person who organizes and manages a business, assuming risk for the sake of profit” we think about the man down the street who just invested his life savings in to a dog training business.
He had an idea for a business venture and set it up hoping to be successful.
4
Other thoughts about entrepreneurs
Inventions are important
Entrepreneurs are important
New ideas
New stores
New services
Inventors like Thomas Edison had an idea and created it. There are also many inventions that fail for some of the same reasons that businesses fail. There is lack of money and focus.
Entrepreneurs are no different. There is a new idea for business, for a product, for a store, or a service and then the entrepreneur makes it happen.
5
Culture
The Webster (1988) dictionary describes culture as “the ideas, customs, skills, arts, etc. of a people or group, that are transferred, communicated, or passed along (p. 337).
Western culture
Eastern culture
Religious culture
Organizational culture
Culture is formally described in the dictionary as “the ideas, customs, skills, art of a group, that are transferred, communicated, or passed along”.
We have cultures based on our location, our heritage, our religion, our schools, and our business.
6
Organizational Culture
- Dess, Lumpkin and Eisner (2010) describe organizational culture as “ a system of shared values and beliefs that shape ...
Do you dream of building a better organization?
* Where core values run through every part of the organization?
* Where people feel energized and inspired by work, and seek to solve challenges and own the results?
* Where innovation emerges organically from customer and stakeholder engagement?
* Where human beings are not just numbers on a balance sheet but the driving force of your success?
You need a live culture.
How-to guide on attracting and recruiting diverse talentHarvey Nash Plc
The first ‘how-to’ guide of a three-part series from Inclusion 360, focused on inclusive recruitment strategies and how to attract more diversity through the recruitment process. The guide combines insights from the Harvey Nash Leadership Consulting team and experiences of over 100 employers who attended Harvey Nash workshops across the UK.
In the Fourth Industrial Revolution there will be winners and losers. How are you preparing? A challenge to HR/LD/OD – its time to change the game. Ready yourself and your team to innovate a positive future. Walk away from this Convention and do something differently.
#Diversity and #Inclusion - How can companies move from talking the talk to walking the walk?
In recent days Diversity and Inclusion have come to the forefront of what companies are paying attention to even in the midst of a pandemic.
Starting from hiring and promotion practices to processes to the branding offering and more companies are looking at ways to make D&I more real for their employees.
How can we take it from a vaguely abstract concept (to most people) to very concrete steps?
Agile culture transformation is a crucial aspect of adapting to the ever-changing business landscape. In this webinar we are exploring the power of cultivating a thriving organizational culture that embraces agility. Gain insights into the essence of culture, decode organizational culture's impact on Agile Organisations, and discover strategies to build or transform your culture to align with Agile principles. Overcome common challenges in the transformation journey and unlock the potential of your teams.
By Judith H. Katz and Frederick A. MillerFar from incr.docxRAHUL126667
By Judith H. Katz and
Frederick A. Miller
“Far from incremental change in leadership approaches, the new marketplace requires an entirely new
paradigm: nothing less than admitting that the concept of the all-knowing, all- powerful leader is obsolete
and that our entire image of leadership itself must change. While some teams and organizations have
made this shift, many have not—at a great cost to both the organizations and their people.”
Leaders Getting Different
Collaboration, the New Inclusive Workplace, and OD’s Role
There is a leadership change in the air;
an urgency, not only for organizations to
be different, but for “titled” leaders to be
different: to join people, to connect work
to the organization’s purpose, to inspire, to
move away from silos and toward a flow of
ideas and information across the work-
place, to create a sense of safety so that peo-
ple can bring their best selves to work—all
to foster an inclusive workplace in which
collaboration can flourish. This urgency
stems from a variety of trends. Consumers
are demanding more. Markets are moving
faster and growing more complex. Millen-
nials are demanding a new workplace.
This means that the “adapt or fail”
tipping point for organizations, long
rumored, is here with a vengeance
(Devereaux, 2004; Laloux, 2014; Stack,
2014). Far from incremental change in
leadership approaches, the new market-
place requires an entirely new paradigm:
nothing less than admitting that the
concept of the all-knowing, all- powerful
leader is obsolete and that our entire image
of leadership itself must change. While
some teams and organizations have made
this shift, many have not—at a great cost
to both the organizations and their people.
This article examines the convergence of
trends, describes several keys to the new
leadership paradigm, and explores the
role that OD practitioners need to play in
supporting leadership for a collaborative,
inclusive workplace.
A Convergence of Trends
Many elements of the traditional organi-
zation and leadership model have come
under scrutiny in recent years:
» Leaders know best (or leaders as
all-knowing).
» Leaders as “super doers” who were
promoted from individual contributor
roles to managerial ranks, not because
of their skill with people but because of
their technical ability.
» Leaders as “fixers” who provide answers
and solutions to every problem under
their purview.
» Leaders seeing it as their role to accept
the status quo and not challenge the
opinions or ideas of their leaders.
» People of the organization seen as
hands and feet: filling specific roles in
the organization, required to “just do
their job” and “do as they are told.”
This model has been giving way to a
greater emphasis on collaboration—and
an inclusive workplace as the ideal envi-
ronment for fostering that collaboration
(Baker, 2014). We have now reached
the point where the inclusive workplace
is a must for organ ...
Most patients with mental health disorders are not aggressive. H.docxhelzerpatrina
Most patients with mental health disorders are not aggressive. However, it is important for nurses to be able to know the signs and symptoms associated with the five phases of aggression, and to appropriately apply nursing interventions to assist in treating aggressive patients. Please read the case study below and answer the four questions related to it.
Aggression Case Study
Christopher, who is 14 years of age, was recently admitted to the hospital for schizophrenia. He has a history of aggressive behavior and states that the devil is telling him to kill all adults because they want to hurt him. Christopher has a history of recidivism and noncompliance with his medications. One day on the unit, the nurse observes Christopher displaying hypervigilant behaviors, pacing back and forth down the hallway, and speaking to himself under his breath. As the nurse runs over to Christopher to talk, he sees that his bedroom door is open and runs into his room and shuts the door. The nurse responds by attempting to open the door, but Christopher keeps pulling the door shut and tells the nurse that if the nurse comes in the room he will choke the nurse. The nurse responds by calling other staff to assist with the situation.
1. What phase of the aggression cycle is Christopher in at the beginning of this scenario? What phase is he in at the end the scenario? (State the evidence that supports your answers).
2. What interventions could have been implemented to prevent Christopher from escalating at the beginning of the scenario?
3. What interventions should the nurse take to deescalate the situation when Christopher is refusing to open his door?
4. If a restrictive intervention (restraint/seclusion) is used, what are some important steps for the nurse to remember?
.
MotivationExplain your motivation for applying to this prog.docxhelzerpatrina
Motivation:
Explain your motivation for applying to this program. How does the content of this study abroad program relate to your future academic and professional goals?
Goals(REQUIRED)
List and explain three concrete goals related to living and studying abroad that you will set for yourself to get the most out of this opportunity.
.
Most public policy is made from within government agencies. Select a.docxhelzerpatrina
Most public policy is made from within government agencies. Select an agency to review for this assignment:
1) Go to
https://www.usa.gov
to begin your search.
2) Next, click on the menu tab labelled “Government Agencies and Elected Officials.”
3) Then, click on “A-Z Index of U.S. Government Agencies.”
4) Select one of the large federal agencies, and review one of its major policies, laws, or regulations.
What is the primary mission of the agency? Select a problem that the agency is attempting to solve. Research the major policy process as it has evolved and identify its major stakeholders. Identify what major factors have contributed to policy ineffectiveness. Is the bureaucracy now too large to provide adequate oversight and future development? Be sure to integrate lessons learned and policy concepts discussed throughout the class. Examples may include security at airports, immigration, education (No Child Left Behind), welfare support, Social Security, health care, etc. Identify government subsidies, tools, and regulations the agency uses to meet its policy goals. Pinpoint supporting agencies, groups, or businesses that would be most interested in these policies, and describe the potential conflicts of interest.
Your APA style paper should be three pages in length, not counting the title and reference pages. Provide at least three peer-reviewed or professional references. Be sure your paper is double-spaced and uses 12-point font and one-inch margins. Use your own words, and include citations and references as needed to avoid plagiarism. All sources used must be referenced; paraphrased and quoted material must have accompanying citations and be cited per APA guidelines.
.
Mr. Smith brings his 4-year-old son to your primary care office. He .docxhelzerpatrina
Mr. Smith brings his 4-year-old son to your primary care office. He states the boy has been ill for three days. Mr. Smith indicates that he would like antibiotics so he can send his son back to pre-school the next day.
History - Child began with sneezing, mild cough, and low grade fever of 100 degrees three days ago. All immunizations UTD. Father reports that the child has had only two incidents of URI and no other illnesses.
Social - non-smoking household. Child attends preschool four mornings a week and is insured through his father’s employment. No other siblings in the household.
PE/ROS -T 99, R 20, P 100. Alert, cooperative, in good spirits, well-hydrated. Mildly erythemic throat, no exudate, tonsils +2. Both ears mild pink tympanic membrane with good movement. Lungs clear bilaterally. All other systems WNL.
Do not consider COVID-19 for this patient diagnosis.
.
Mrs. Walsh, a woman in her 70s, was in critical condition after rep.docxhelzerpatrina
“Mrs. Walsh, a woman in her 70s, was in critical condition after repeat coronary artery bypass graft (CABG) surgery. Her family lived nearby when Mrs. Walsh had her first CABG surgery. They had moved out of town but returned to our institution, where the first surgery had been performed successfully. Mrs. Walsh remained critically ill and unstable for several weeks before her death. Her family was very anxious because of Mrs. Walsh’s unstable and deteriorating condition, and a family member was always with her 24 hours a day for the first few weeks.
The nurse became involved with this family while Mrs. Walsh was still in surgery, because family members were very anxious that the procedure was taking longer than it had the first time and made repeated calls to the critical care unit to ask about the patient. The nurse met with the family and offered to go into the operating room to talk with the cardiac surgeon to better inform the family of their mother’s status.
One of the helpful things the nurse did to assist this family was to establish a consistent group of nurses to work with Mrs. Walsh, so that family members could establish trust and feel more confident about the care their mother was receiving. This eventually enabled family members to leave the hospital for intervals to get some rest. The nurse related that this was a family whose members were affluent, educated, and well informed, and that they came in prepared with lists of questions. A consistent group of nurses who were familiar with Mrs. Walsh’s particular situation helped both family members and nurses to be more satisfied and less anxious. The family developed a close relationship with the three nurses who consistently cared for Mrs. Walsh and shared with them details about Mrs. Walsh and her life.
The nurse related that there was a tradition in this particular critical care unit not to involve family members in care. She broke that tradition when she responded to the son’s and the daughter’s helpless feelings by teaching them some simple things that they could do for their mother. They learned to give some basic care, such as bathing her. The nurse acknowledged that involving family members in direct patient care with a critically ill patient is complex and requires knowledge and sensitivity. She believes that a developmental process is involved when nurses learn to work with families.
She noted that after a nurse has lots of experience and feels very comfortable with highly technical skills, it becomes okay for family members to be in the room when care is provided. She pointed out that direct observation by anxious family members can be disconcerting to those who are insecure with their skills when family members ask things like, “Why are you doing this? Nurse ‘So and So’ does it differently.” She commented that nurses learn to be flexible and to reset priorities. They should be able to let some things wait that do not need to be done right away to give the family some.
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Entrepreneurs, Culture, and Entrepreneurial CultureMcullenrjzsme
Entrepreneurs, Culture, and Entrepreneurial Culture
Marlene E. Weaver, MBA
School of Business
Hello,
I would like to talk to you today about entrepreneurs, culture, and entrepreneurial culture with regard to strategic management.
We have all heard these words before, but have we thought about them in reference to organizations and businesses?
1
Topics for discussion
Introduction
What is an entrepreneur?
What is organizational culture?
What is entrepreneurial culture?
Why is it important to know the difference?
In this brief presentation we will review the formal definitions of these words and then we will relate those definitions to an organization.
We will review the definition of an entrepreneur, the definition of organizational culture and the definition of entrepreneurial culture and discuss the differences between them.
2
Introduction
Entrepreneur
- Culture
Entrepreneurship
Entrepreneurial culture
3
Our course material has many references to entrepreneurs, entrepreneurship, and entrepreneurial culture.
It is important that we understand their different meanings before we read the material for the week. Once you get past the spelling, the rest is easy!
What is an entrepreneur?
The Webster (1988) dictionary describes an entrepreneur as “a person who organizes and manages a business undertaking, assuming the risk for the sake of profit” (p.454).
How do we describe an entrepreneur?
- an inventor of a business
- a risk taker
When we think about the formal dictionary definition of an entrepreneur, “a person who organizes and manages a business, assuming risk for the sake of profit” we think about the man down the street who just invested his life savings in to a dog training business.
He had an idea for a business venture and set it up hoping to be successful.
4
Other thoughts about entrepreneurs
Inventions are important
Entrepreneurs are important
New ideas
New stores
New services
Inventors like Thomas Edison had an idea and created it. There are also many inventions that fail for some of the same reasons that businesses fail. There is lack of money and focus.
Entrepreneurs are no different. There is a new idea for business, for a product, for a store, or a service and then the entrepreneur makes it happen.
5
Culture
The Webster (1988) dictionary describes culture as “the ideas, customs, skills, arts, etc. of a people or group, that are transferred, communicated, or passed along (p. 337).
Western culture
Eastern culture
Religious culture
Organizational culture
Culture is formally described in the dictionary as “the ideas, customs, skills, art of a group, that are transferred, communicated, or passed along”.
We have cultures based on our location, our heritage, our religion, our schools, and our business.
6
Organizational Culture
- Dess, Lumpkin and Eisner (2010) describe organizational culture as “ a system of shared values and beliefs that shape ...
Do you dream of building a better organization?
* Where core values run through every part of the organization?
* Where people feel energized and inspired by work, and seek to solve challenges and own the results?
* Where innovation emerges organically from customer and stakeholder engagement?
* Where human beings are not just numbers on a balance sheet but the driving force of your success?
You need a live culture.
How-to guide on attracting and recruiting diverse talentHarvey Nash Plc
The first ‘how-to’ guide of a three-part series from Inclusion 360, focused on inclusive recruitment strategies and how to attract more diversity through the recruitment process. The guide combines insights from the Harvey Nash Leadership Consulting team and experiences of over 100 employers who attended Harvey Nash workshops across the UK.
In the Fourth Industrial Revolution there will be winners and losers. How are you preparing? A challenge to HR/LD/OD – its time to change the game. Ready yourself and your team to innovate a positive future. Walk away from this Convention and do something differently.
#Diversity and #Inclusion - How can companies move from talking the talk to walking the walk?
In recent days Diversity and Inclusion have come to the forefront of what companies are paying attention to even in the midst of a pandemic.
Starting from hiring and promotion practices to processes to the branding offering and more companies are looking at ways to make D&I more real for their employees.
How can we take it from a vaguely abstract concept (to most people) to very concrete steps?
Agile culture transformation is a crucial aspect of adapting to the ever-changing business landscape. In this webinar we are exploring the power of cultivating a thriving organizational culture that embraces agility. Gain insights into the essence of culture, decode organizational culture's impact on Agile Organisations, and discover strategies to build or transform your culture to align with Agile principles. Overcome common challenges in the transformation journey and unlock the potential of your teams.
By Judith H. Katz and Frederick A. MillerFar from incr.docxRAHUL126667
By Judith H. Katz and
Frederick A. Miller
“Far from incremental change in leadership approaches, the new marketplace requires an entirely new
paradigm: nothing less than admitting that the concept of the all-knowing, all- powerful leader is obsolete
and that our entire image of leadership itself must change. While some teams and organizations have
made this shift, many have not—at a great cost to both the organizations and their people.”
Leaders Getting Different
Collaboration, the New Inclusive Workplace, and OD’s Role
There is a leadership change in the air;
an urgency, not only for organizations to
be different, but for “titled” leaders to be
different: to join people, to connect work
to the organization’s purpose, to inspire, to
move away from silos and toward a flow of
ideas and information across the work-
place, to create a sense of safety so that peo-
ple can bring their best selves to work—all
to foster an inclusive workplace in which
collaboration can flourish. This urgency
stems from a variety of trends. Consumers
are demanding more. Markets are moving
faster and growing more complex. Millen-
nials are demanding a new workplace.
This means that the “adapt or fail”
tipping point for organizations, long
rumored, is here with a vengeance
(Devereaux, 2004; Laloux, 2014; Stack,
2014). Far from incremental change in
leadership approaches, the new market-
place requires an entirely new paradigm:
nothing less than admitting that the
concept of the all-knowing, all- powerful
leader is obsolete and that our entire image
of leadership itself must change. While
some teams and organizations have made
this shift, many have not—at a great cost
to both the organizations and their people.
This article examines the convergence of
trends, describes several keys to the new
leadership paradigm, and explores the
role that OD practitioners need to play in
supporting leadership for a collaborative,
inclusive workplace.
A Convergence of Trends
Many elements of the traditional organi-
zation and leadership model have come
under scrutiny in recent years:
» Leaders know best (or leaders as
all-knowing).
» Leaders as “super doers” who were
promoted from individual contributor
roles to managerial ranks, not because
of their skill with people but because of
their technical ability.
» Leaders as “fixers” who provide answers
and solutions to every problem under
their purview.
» Leaders seeing it as their role to accept
the status quo and not challenge the
opinions or ideas of their leaders.
» People of the organization seen as
hands and feet: filling specific roles in
the organization, required to “just do
their job” and “do as they are told.”
This model has been giving way to a
greater emphasis on collaboration—and
an inclusive workplace as the ideal envi-
ronment for fostering that collaboration
(Baker, 2014). We have now reached
the point where the inclusive workplace
is a must for organ ...
Most patients with mental health disorders are not aggressive. H.docxhelzerpatrina
Most patients with mental health disorders are not aggressive. However, it is important for nurses to be able to know the signs and symptoms associated with the five phases of aggression, and to appropriately apply nursing interventions to assist in treating aggressive patients. Please read the case study below and answer the four questions related to it.
Aggression Case Study
Christopher, who is 14 years of age, was recently admitted to the hospital for schizophrenia. He has a history of aggressive behavior and states that the devil is telling him to kill all adults because they want to hurt him. Christopher has a history of recidivism and noncompliance with his medications. One day on the unit, the nurse observes Christopher displaying hypervigilant behaviors, pacing back and forth down the hallway, and speaking to himself under his breath. As the nurse runs over to Christopher to talk, he sees that his bedroom door is open and runs into his room and shuts the door. The nurse responds by attempting to open the door, but Christopher keeps pulling the door shut and tells the nurse that if the nurse comes in the room he will choke the nurse. The nurse responds by calling other staff to assist with the situation.
1. What phase of the aggression cycle is Christopher in at the beginning of this scenario? What phase is he in at the end the scenario? (State the evidence that supports your answers).
2. What interventions could have been implemented to prevent Christopher from escalating at the beginning of the scenario?
3. What interventions should the nurse take to deescalate the situation when Christopher is refusing to open his door?
4. If a restrictive intervention (restraint/seclusion) is used, what are some important steps for the nurse to remember?
.
MotivationExplain your motivation for applying to this prog.docxhelzerpatrina
Motivation:
Explain your motivation for applying to this program. How does the content of this study abroad program relate to your future academic and professional goals?
Goals(REQUIRED)
List and explain three concrete goals related to living and studying abroad that you will set for yourself to get the most out of this opportunity.
.
Most public policy is made from within government agencies. Select a.docxhelzerpatrina
Most public policy is made from within government agencies. Select an agency to review for this assignment:
1) Go to
https://www.usa.gov
to begin your search.
2) Next, click on the menu tab labelled “Government Agencies and Elected Officials.”
3) Then, click on “A-Z Index of U.S. Government Agencies.”
4) Select one of the large federal agencies, and review one of its major policies, laws, or regulations.
What is the primary mission of the agency? Select a problem that the agency is attempting to solve. Research the major policy process as it has evolved and identify its major stakeholders. Identify what major factors have contributed to policy ineffectiveness. Is the bureaucracy now too large to provide adequate oversight and future development? Be sure to integrate lessons learned and policy concepts discussed throughout the class. Examples may include security at airports, immigration, education (No Child Left Behind), welfare support, Social Security, health care, etc. Identify government subsidies, tools, and regulations the agency uses to meet its policy goals. Pinpoint supporting agencies, groups, or businesses that would be most interested in these policies, and describe the potential conflicts of interest.
Your APA style paper should be three pages in length, not counting the title and reference pages. Provide at least three peer-reviewed or professional references. Be sure your paper is double-spaced and uses 12-point font and one-inch margins. Use your own words, and include citations and references as needed to avoid plagiarism. All sources used must be referenced; paraphrased and quoted material must have accompanying citations and be cited per APA guidelines.
.
Mr. Smith brings his 4-year-old son to your primary care office. He .docxhelzerpatrina
Mr. Smith brings his 4-year-old son to your primary care office. He states the boy has been ill for three days. Mr. Smith indicates that he would like antibiotics so he can send his son back to pre-school the next day.
History - Child began with sneezing, mild cough, and low grade fever of 100 degrees three days ago. All immunizations UTD. Father reports that the child has had only two incidents of URI and no other illnesses.
Social - non-smoking household. Child attends preschool four mornings a week and is insured through his father’s employment. No other siblings in the household.
PE/ROS -T 99, R 20, P 100. Alert, cooperative, in good spirits, well-hydrated. Mildly erythemic throat, no exudate, tonsils +2. Both ears mild pink tympanic membrane with good movement. Lungs clear bilaterally. All other systems WNL.
Do not consider COVID-19 for this patient diagnosis.
.
Mrs. Walsh, a woman in her 70s, was in critical condition after rep.docxhelzerpatrina
“Mrs. Walsh, a woman in her 70s, was in critical condition after repeat coronary artery bypass graft (CABG) surgery. Her family lived nearby when Mrs. Walsh had her first CABG surgery. They had moved out of town but returned to our institution, where the first surgery had been performed successfully. Mrs. Walsh remained critically ill and unstable for several weeks before her death. Her family was very anxious because of Mrs. Walsh’s unstable and deteriorating condition, and a family member was always with her 24 hours a day for the first few weeks.
The nurse became involved with this family while Mrs. Walsh was still in surgery, because family members were very anxious that the procedure was taking longer than it had the first time and made repeated calls to the critical care unit to ask about the patient. The nurse met with the family and offered to go into the operating room to talk with the cardiac surgeon to better inform the family of their mother’s status.
One of the helpful things the nurse did to assist this family was to establish a consistent group of nurses to work with Mrs. Walsh, so that family members could establish trust and feel more confident about the care their mother was receiving. This eventually enabled family members to leave the hospital for intervals to get some rest. The nurse related that this was a family whose members were affluent, educated, and well informed, and that they came in prepared with lists of questions. A consistent group of nurses who were familiar with Mrs. Walsh’s particular situation helped both family members and nurses to be more satisfied and less anxious. The family developed a close relationship with the three nurses who consistently cared for Mrs. Walsh and shared with them details about Mrs. Walsh and her life.
The nurse related that there was a tradition in this particular critical care unit not to involve family members in care. She broke that tradition when she responded to the son’s and the daughter’s helpless feelings by teaching them some simple things that they could do for their mother. They learned to give some basic care, such as bathing her. The nurse acknowledged that involving family members in direct patient care with a critically ill patient is complex and requires knowledge and sensitivity. She believes that a developmental process is involved when nurses learn to work with families.
She noted that after a nurse has lots of experience and feels very comfortable with highly technical skills, it becomes okay for family members to be in the room when care is provided. She pointed out that direct observation by anxious family members can be disconcerting to those who are insecure with their skills when family members ask things like, “Why are you doing this? Nurse ‘So and So’ does it differently.” She commented that nurses learn to be flexible and to reset priorities. They should be able to let some things wait that do not need to be done right away to give the family some.
Much has been made of the new Web 2.0 phenomenon, including social n.docxhelzerpatrina
Much has been made of the new Web 2.0 phenomenon, including social networking sites and user-created mash-ups. How does Web 2.0 change security for the Internet? Your submission should be between 500 words with references and following APA reference style. Please do not include a title page
.
MSN 5550 Health Promotion Prevention of Disease Case Study Module 2.docxhelzerpatrina
MSN 5550 Health Promotion: Prevention of Disease Case Study Module 2 Instructions: Read the following case study and answer the reflective questions.
Please provide rationales for your answers. Make sure to provide a citation for your answers. Deadline: CASE STUDY:
An Older Immigrant Couple: Mr. and Mrs. Arahan Mr. and Mrs. Arahan, an older couple in their seventies, have been living with their oldest daughter, her husband of 15 years, and their two children, ages 12 and 14. They all live in a middle-income neighborhood in a suburb of a metropolitan city. Mr. and Mrs. Arahan are both college educated and worked full-time while they were in their native country. In addition, Mr. Arahan, the only offspring of wealthy parents, inherited a substantial amount of money and real estate. Their daughter came to the United States as a registered nurse and met her husband, a drug company representative. The older couple moved to the United States when their daughter became a U.S. citizen and petitioned them as immigrants. Since the couple was facing retirement, they welcomed the opportunity to come to the United States. The Arahans found life in the United States different from that in their home country, but their adjustment was not as difficult because both were healthy and spoke English fluently. Most of their time was spent taking care of their two grandchildren and the house. As the grandchildren grew older, the older couple found that they had more spare time. The daughter and her husband advanced in their careers and spent a great deal more time at their jobs. There were few family dinners during the week. On weekends, the daughter, her husband, and their children socialized with their own friends. The couple began to feel isolated and longed for a more active life. Mr. and Mrs. Arahan began to think that perhaps they should return to the home country, where they still had relatives and friends. However, political and economic issues would have made it difficult for them to live there. Besides, they had become accustomed to the way of life in the United States with all the modern conveniences and abundance of goods that were difficult to obtain in their country. However, they also became concerned that they might not be able to tolerate the winter months and that minor health problems might worsen as they aged. They wondered who would take care of them if they became very frail and where they would live, knowing that their daughter had only saved money for their grandchildren’s college education. They expressed their sentiments to their daughter, who became very concerned about how her parents were feeling. This older couple had been attending church on a regular basis, but had never been active in other church-related activities. The church bulletin announced the establishment of parish nursing with two retired registered nurses as volunteers. The couple attended the first opening of the parish clinic. Here, they met one of the registered nur.
MSEL Strategy Mid-term Instructions Miguel Rivera-SantosFormat.docxhelzerpatrina
MSEL Strategy Mid-term Instructions Miguel Rivera-Santos
Format of the Mid-term
· You will find three recent newspaper articles describing a strategic move or a strategic decision in this document. Choose two out of these three articles and, for each of the two articles you have selected, answer the following two questions:
· Q1: What is (are) the issue(s) for the main company in the article? How do you assess the company’s strategic decision(s)? What additional information and what specific analyses would you conduct to fully understand the issue(s) and the decision(s)?
· Q2: What alternative recommendation would you consider in response to the issue(s)? What additional information/analyses would you need for this alternative recommendation? How could it be implemented?
· For each article, the combined answers to these two questions should be no longer than 2 single-spaced pages, in 12-point Times New Roman, with a 1-inch margin all around.
You can add as many appendices as you feel necessary, but remember that the page limitfor the mid-term (excluding exhibits) is 4 pages, i.e., 2 pages per newspaper article.
· You do not need to seek additional information beyond what is provided in the articles.
GOOD LUCK!
Geely to build satellites for self-driving cars - Financial Times (US), 3/4... https://digital.olivesoftware.com/Olive/ODN/FTUS/PrintArticle.aspx?d...
Automobiles
CHRISTIAN SHEPHERD — BEIJING
Geely is aiming to be the first China carmaker to design and build satellites to support its autonomous driving programme, the latest step by founder Li Shufu in his bid to build an industry leader.
Geely, which owns Swedish brand Volvo Cars, Malaysia’s Proton, and a stake in Mercedes-Benz owner Daimler, will invest Rmb2.27bn ($325m) in a new development centre and factory to manufacture satellites this year, the company said yesterday.
The announcement makes Geely the first known Chinese carmaker with plans to build its own satellites. Mr Li’s move sparked comparisons in China media with Elon Musk, founder of electric carmaker Tesla and private space exploration company SpaceX.
Last month Geely drew comparisons with Volkswagen when Mr Li’s holding group announced plans to merge Geely Automobile and Volvo Cars, moving the company towards becoming the first global Chinese carmaker.
Che Jun, Communist party boss of China’s eastern Zhejiang province, where Geely is based, said that the complex would be built in Taizhou city and that construction had begun.
The centre will design, test and manufacture low-orbit communication satellites, purpose-built to improve geolocation of vehicles and to support their connected functions, Geely said.
Geely has been pouring money into new technologies from self-driving cars to flying taxis, spending Rmb20bn on research and development in the past year.
The investments are part of the group’s spend on global expansion, such as buying a $9bn stake in Daimler.
The announcement comes as the coronavirus outbre.
Much of the focus in network security centers upon measures in preve.docxhelzerpatrina
Much of the focus in network security centers upon measures in preventing network intrusions and handling security events. There is also a growing debate about what proactive measures an organization should take. From a practical matter, what could some of these practical measures be? Also, are there any biblical principles around taking proactive measures against a probable attacker - and if so, to what extent should these measures go?
.
Mt. Baker Hazards Hazard Rating Score High silic.docxhelzerpatrina
Mt. Baker
Hazards
Hazard Rating Score
High silica content of eruptive products, >60% (andesite/dacite/rhyolite)
Major explosive activity within last 500 years
Major explosive activity within last 5000 years
Pyroclastic flows within last 500 years
Mudflows (lahars) within the last 500 years
Destructive tsunami within last 500 years
Occurrence of frequent volcano-seismic crises (volcanic earthquake swarms)
Occurrence of significant ground deformation within last 50 years
SCORE
Risk
Risk Rating Score
Population at risk >100
Population at risk >1,000
Population at risk >10,000
Population at risk >100,000
Population at risk >1,000,000
Historical fatalities
Evacuation as a result of historical eruption(s)
SCORE
TOTAL SCORE ___________
For each of the above queries to which the answer is yes, score 1. For an answer of no, score 0.
If no information is found, assume the answer is no and score 0.
Mt. Hood
Hazards
Hazard Rating Score
High silica content of eruptive products, >60% (andesite/dacite/rhyolite)
Major explosive activity within last 500 years
Major explosive activity within last 5000 years
Pyroclastic flows within last 500 years
Mudflows (lahars) within the last 500 years
Destructive tsunami within last 500 years
Occurrence of frequent volcano-seismic crises (volcanic earthquake swarms)
Occurrence of significant ground deformation within last 50 years
SCORE
Risk
Risk Rating Score
Population at risk >100
Population at risk >1,000
Population at risk >10,000
Population at risk >100,000
Population at risk >1,000,000
Historical fatalities
Evacuation as a result of historical eruption(s)
SCORE
TOTAL SCORE ___________
For each of the above queries to which the answer is yes, score 1. For an answer of no, score 0.
If no information is found, assume the answer is no and score 0.
Mt. Rainier
Hazards
Hazard Rating Score
High silica content of eruptive products, >60% (andesite/dacite/rhyolite)
Major explosive activity within last 500 years
Major explosive activity within last 5000 years
Pyroclastic flows within last 500 years
Mudflows (lahars) within the last 500 years
Destructive tsunami within last 500 years
Occurrence of frequent volcano-seismic crises (volcanic earthquake swarms)
Occurrence of significant ground deformation within last 50 years
SCORE
Risk
Risk Rating Score
Population at risk >100
Population at risk >1,000
Population at risk >10,000
Population at risk >100,000
Population at risk >1,000,000
Historical fatalities
Evacuation as a result of historical eruption(s)
SCORE
TOTAL SCORE ___________
For each of the above queries to which the answer is yes, score 1. For an answer of no, score 0.
If no information is found, assume the answer is no and score 0.
Mt. St. Helens
Hazards
Hazard Rating Score
High.
Motivation and Cognitive FactorsQuestion AAlfred Hit.docxhelzerpatrina
Motivation and Cognitive Factors
Question A
Alfred Hitchcock reputedly said, “When an actor comes to me and wants to discuss his character, I say, “It’s in the script.” If he says, “But what’s my motivation,” I say, “Your salary.” Discuss motivation based on extrinsic rewards in comparison to that motivated by intrinsic rewards. Are different types of motivations preferable for different tasks? Remember to explain and cite educational sources to support the ideas within the post.
Question B
Social cognitive theory suggests that our beliefs and feelings influence our behavior. What beliefs (cognitive factors) might be related to the specific behavior of going to college? Remember to explain and cite educational sources to support the ideas within the post.
OR
Select one of the personality tests from
Similar Minds
. Take the test, read your results and reproduce them in your journal. What parts of the results ring true to you? What do not? Remember to explain and cite educational sources to support the ideas within the post.
View your discussion
rubric
.
13
.
Motivations to Support Charity-Linked Events After Exposure to.docxhelzerpatrina
Motivations to Support Charity-Linked Events After Exposure to
Facebook Appeals: Emotional Cause Identification and Distinct
Self-Determined Regulations
Kaspar Schattke
Université du Québec à Montréal
Ronald Ferguson and Michèle Paulin
Concordia University
Nonprofit organizations are increasingly dependent on the involvement of Millennial
constituencies. Three studies investigated their motivations to support charity-linked
events: emotional identification with a cause, self-determination theory (SDT) regula-
tions, and context-related Facebook promotions. This article addresses the recent call to
expand SDT research from a simple analysis of autonomous versus controlled moti-
vation, to studying the effects of all the regulations in the SDT continuum, in particular,
the inclusion of the tripartite dimensions of intrinsic motivation and integrated moti-
vation. Results demonstrated that the greater the emotional identification with the
cause, the stronger was the tendency to support the charity-linked event. Also, the
results in these social media contexts revealed that specific intrinsic dimensions (e.g.,
experience stimulation) are motivators of online and offline support, as is the personal
value nature of integrated regulation. Whereas only autonomous motivational regula-
tions predicted support for the two events organized specifically a for charitable causes,
both autonomous and controlled regulations predicted support of a for-profit event
organized with a charitable cause as an adjunct. These findings can assist practitioners
in designing more effective social media communications in support of charity-linked
events.
Keywords: social media, self-determination theory, integrated regulation, tripartite
model of intrinsic motivation, charitable causes
Supplemental materials: http://dx.doi.org/10.1037/mot0000085.supp
Social media is a new domain offering excit-
ing opportunities to investigate research ques-
tions in social psychology (Greitemeyer, 2011;
Kende, Ujhelyi, Joinson, & Greitemeyer, 2015).
Our research examined motivation to support
charity-linked events of nonprofit organizations
that are currently faced with increased compe-
tition for resources and declining government
support (Paulin, Ferguson, Jost, & Fallu, 2014;
Reed, Aquino, & Levy, 2007; White & Peloza,
2009). Presently, they depend on an ageing set
of traditional supporters (Urbain, Gonzalez, &
Le Gall-Ely, 2013). However, their future suc-
cess lies in ensuring the sustainable involve-
ment of the Millennial generation (Fine, 2009),
distinguished from other generations by their
intense exposure at an early age to interactive
technology and social media (Bolton et al.,
2013).
Facebook, the most detailed social media, is
used primarily to maintain or solidify existing
offline relationships allowing people to develop
a public or semipublic profile and to emotion-
ally participate with those whom they can share
This article was published Online First December .
Mrs. Walsh, a woman in her 70s, was in critical condition after.docxhelzerpatrina
“Mrs. Walsh, a woman in her 70s, was in critical condition after repeat coronary artery bypass graft (CABG) surgery. Her family lived nearby when Mrs. Walsh had her first CABG surgery. They had moved out of town but returned to our institution, where the first surgery had been performed successfully. Mrs. Walsh remained critically ill and unstable for several weeks before her death. Her family was very anxious because of Mrs. Walsh’s unstable and deteriorating condition, and a family member was always with her 24 hours a day for the first few weeks.
The nurse became involved with this family while Mrs. Walsh was still in surgery, because family members were very anxious that the procedure was taking longer than it had the first time and made repeated calls to the critical care unit to ask about the patient. The nurse met with the family and offered to go into the operating room to talk with the cardiac surgeon to better inform the family of their mother’s status.
· One of the helpful things the nurse did to assist this family was to establish a consistent group of nurses to work with Mrs. Walsh, so that family members could establish trust and feel more confident about the care their mother was receiving. This eventually enabled family members to leave the hospital for intervals to get some rest. The nurse related that this was a family whose members were affluent, educated, and well informed, and that they came in prepared with lists of questions. A consistent group of nurses who were familiar with Mrs. Walsh’s particular situation helped both family members and nurses to be more satisfied and less anxious. The family developed a close relationship with the three nurses who consistently cared for Mrs. Walsh and shared with them details about Mrs. Walsh and her life.
· The nurse related that there was a tradition in this particular critical care unit not to involve family members in care. She broke that tradition when she responded to the son’s and the daughter’s helpless feelings by teaching them some simple things that they could do for their mother. They learned to give some basic care, such as bathing her. The nurse acknowledged that involving family members in direct patient care with a critically ill patient is complex and requires knowledge and sensitivity. She believes that a developmental process is involved when nurses learn to work with families.
· She noted that after a nurse has lots of experience and feels very comfortable with highly technical skills, it becomes okay for family members to be in the room when care is provided. She pointed out that direct observation by anxious family members can be disconcerting to those who are insecure with their skills when family members ask things like, “Why are you doing this? Nurse ‘So and So’ does it differently.” She commented that nurses learn to be flexible and to reset priorities. They should be able to let some things wait that do not need to be done right away to give the famil.
MOVIE TITLE IS LIAR LIAR starring JIM CARREYProvide the name o.docxhelzerpatrina
MOVIE TITLE IS LIAR LIAR starring JIM CARREY
Provide the name of the movie, television series, or streaming series you chose, including a summary of the content, and explain why you selected it.
What are your impressions of the environments (include graphic elements)?
Pay attention to the relationships and communication occurring in the movie. How are people greeting each other? How are people interacting? Do you think you can tell the relationships of the people based on their verbal and nonverbal behaviors? Why or why not?
What are the cultural verbal cues that you notice in the movie?
What are the cultural nonverbal cues that you notice in the movie?
Describe two of the characters' use of language including word arrangement, word choice, and intended meaning.
Summarize how your content choice provided sufficient detail allowing you to describe the roles of verbal and nonverbal elements in communication and how the two forms of communication work in conjunction.
.
mple selection, and assignment to groups (as applicable). Describe.docxhelzerpatrina
mple selection, and assignment to groups (as applicable). Describe the process of obtaining informed consent, if applicable.
Data Analysis Procedures: Begin by describing your demographic data from your participants. How will you analyze this data using descriptive statistics? Restate each project question or PICOT question. For each question, describe in detail what inferential statistics you will use to analyze your data. Include steps to ensure your data meet the assumptions for each inferential statistic used. Describe the a priori alpha level you plan to use.
Ethical Considerations: Provide a description of ethical issues related to your project and how you plan to deal with them. Consider your methodology, design, and data collection. Compare to a randomized controlled trial. Address anonymity, confidentiality, privacy, lack of coercion, informed consent, and potential conflicts of interest. Discuss how you plan to adhere to the Belmont Report key principles (respect, justice, beneficence).
.
More and more businesses have integrated social media into every asp.docxhelzerpatrina
More and more businesses have integrated social media into every aspect of their communication strategies and there are many recent examples of employees being fired from their jobs for personal social media postings. Discuss the benefits and pitfalls of using social media within businesses and if you think it is ethical for business to fire employees for personal use of social media. How can you monitor and control your own social media activities to prevent such a professional conflict?
.
Module Five Directions for the ComparisonContrast EssayWrite a.docxhelzerpatrina
Module Five: Directions for the Comparison/Contrast Essay
Write a five paragraph essay, using sources and MLA style with a works cited page and include photos and illustrations, to document the similarities and differences of the two major NASA missions:
1. The past Apollo missions to the Moon
and
2. The planned future missions to Mars
NASA.gov is a primary source for both missions, use it for quotations and include it in your Works Cited page. Also, there are many other sources available through our library online databases and others via google.search.
A sample outline could be:
I. Introduction and thesis statement
II. How the two missions are alike
III. How the Apollo missions were unique for traveling to the Moon and back
IV. How the planned Mars missions are unique for traveling to the Red Planet.
V. Conclusion
.
Monica asked that we meet to see if I could help to reduce the d.docxhelzerpatrina
Monica asked that we meet to see if I could help to reduce the differences between them. When the time came, she started the conversation by saying that Richard wasn’t saving any money at all. They hadn’t started implementing. She said he spent a good deal of time buy- ing and selling stocks. He seemed to be influenced by the weekly ups and downs of the market. At least temporarily, however, he had raised the quality of the stocks he was buying.
Richard seemed a little annoyed and said that Monica never wanted to sell any securities. She almost always told him to wait. She said the shares would come back. When I asked what money meant to them, Richard said an opportunity to gamble and Monica replied a chance to lose what you’ve accumulated. As far as their long-term goals were concerned, Richard said he had no real long-term goals. The future was too fickle. He said who knew what fate had in store for them. Monica’s goal was to feel secure. I had the feeling that her remark was in response to Richard’s behavior. She wouldn’t allow herself to think of anything beyond security until Richard’s activities could be controlled.
Case Application Questions
1. What should be done about Richard’s spending?
2. What kind of investment behavior is Richard demonstrating?What can be done about it? 3. What is Monica’s investment behavior called? How can it be helped?
4. Contrast their two views of money. Do you have any recommendations?
5. How can Monica’s fears be dealt with?
.
Module 6 AssignmentPlease list and describe four types of Cy.docxhelzerpatrina
Module 6 Assignment
Please list and describe four types of Cyber crime.
Rubric for Assignment submission
Criterion
Description
Points possible
Content
Student posts and describes four types of Cyber crimes
40
Word count
500 words
10
Total Points possible
50
.
Module 7 Discussion ForumDiscussion Statement of Cash and Financi.docxhelzerpatrina
Module 7 Discussion Forum
Discussion: Statement of Cash and Financial Analysis:
Discussion: Capital Budgeting and Financial Analysis
Review at least 2 academically reviewed articles on capital budgeting and 2 articles on financial analysis and complete the following:
A. Write an annotated bibliography of each article.
B. Based on the articles you reviewed, discuss what you learned
C. In addition, discuss how a manager would use the concepts in the articles you reviewed in managerial decisions.
Instructions:
1.Completed the above assignment by over 1000 words and references.
2.Read and respond to at least 3 of your classmates' posts. (Below posted my classmate discussions) Read a selection of your colleagues' postings. Respond to at least 3 of your classmates’ posts. (Each response should be 150 words, It should include the stuff like supporting their discussion and
Study Materials Link:
TextBook:https://saylordotorg.github.io/text_managerial-accounting/index.html
Lesson Lecture:
1. https://www.youtube.com/watch?v=TaND4xx28VM
2. https://www.youtube.com/watch?v=kYKqmWJtPKs
3. https://www.youtube.com/watch?v=x6dd0IHuC98
Assigned Reading/Study Materials
Use the following links to study Module 7 topics
Analysis of the Statement of Cash Flows:
https://saylordotorg.github.io/text_managerial-accounting/s16-how-is-the-statement-of-cash-f.html
Analysis of Financial Statements and Nonfinancial Data:
https://saylordotorg.github.io/text_managerial-accounting/s17-how-do-managers-use-financial-.html
3-Clasmate discussion
Discussion1:
PART A
De Motta, A., & Ortega, J. (2018). Incentives, Capital Budgeting, and Organizational Structure. Journal of Economics & Management Strategy, 22(4), 810-831. doi: 10.1111/jems.12033
According to this article, capital budgeting is a crucial element when it comes to shaping and establishing a stable organization structure (De Motta & Ortega, 2018). The article focuses on several vital organizational issues that should be looked at keenly if an organization wants to be successful and competitive in the long run. The authors highlight that for an organization to be successful when making investments, it must do a thorough analysis of a project. As much as diversification and expansion would greatly help the organization achieve its set goals and objective and also improve its profitability, it is paramount to evaluate the investments. Capital investments are known to require substantial capital and resources so that they can successfully be implemented. Additionally, the article highlights that an organization ought to ensure that they have enough capital resources before deciding to invest in many capital projects. Last but not least, the article stresses the importance of organizations comparing the costs incurred when implementing a project and the resulting benefits to know if the project is financially viable.
Hoffmann, S., Krumholz, N., & O’Brien, K. (2018). How Capital Budgeting Helped a Sick City: Thirty Years.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
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Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
1. Motivation in Organizations
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Motivation in Organizations
Chapter 7
Chapter 7 Preview:
Motivation in OrganizationsWhat do individuals need to do to
meet a personal goal? What are the most important sources of
work motivation (e.g., money? recognition? other?)What do you
think makes for effective goal-setting? What happens when
people feel that they are underpaid compared to their peers?
What do people need to believe about a possible reward, in
order for it to be motivating?
Components of motivation: What are the basic components of
2. motivation? Page Ref: 214
Motivation: What motivates people to work? What are the most
important sources of work motivation? Page Ref: 215
Guidelines for setting effective performance goals: What are
they? Page Ref: 220-223
Equity Theory: What are some possible reactions to inequity?
Page Ref: 226-227
Expectancy Theory: What are the three types of beliefs that
people have, and what do they mean? Page Ref: 230
Copyright
Learning ObjectivesDefine motivation and explain its
importance in the field of organizational behavior.Identify and
explain the conditions through which goal setting can be used to
improve job performance.
Learning ObjectivesDescribe equity theory and how it may be
applied to motivating people in organizations.Describe
expectancy theory and how it may be applied in organizations.
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Today’s AgendaMotivationGoal SettingEquity
TheoryExpectancy Theory
4. *
Motivation
Key PointsMotivation and job performance are not
synonymousMotivation is multifacetedPeople are motivated by
more than just money
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What Motivates You to Work?
*
What Motivates People to Work?
5. *
Today’s AgendaMotivationGoal SettingEquity
TheoryExpectancy Theory
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Goal Setting
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Goal Setting
Do you have goals?Have you been successful in meeting
them?What do you think are important characteristics of
attainable goals?How does it make you feel to achieve goals?
*
6. Goal Setting Guidelines
For ManagersAssign specific goalsAssign difficult, but
acceptable, performance goalsstretch goalsProvide feedback on
goal attainment
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Today’s AgendaMotivationGoal SettingEquity
TheoryExpectancy Theory
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Equity TheoryPeople strive to maintain ratios of their own
outcomes (rewards) to their own inputs (contributions) that are
equal to the outcome / input ratios of others with whom they
compare themselves
*
Equity Theory
Possible Reactions to Inequity
7. *
Equity Theory
Managerial ImplicationsAvoid underpaymentAvoid
overpaymentBe honest and open with employees
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Equity Theory
Pay Practices in the NewsPay Practices at Reddit, Google and
Gravity Payments
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Equity Theory
8. Pay Practices in the NewsQuestions to consider:What do you
think about the idea of banning salary negotiations at
Reddit?Google’s “unfair on purpose” policy?Specific Gravity’s
“equal pay” policy?What about Equity Theory and Distributive
Justice?
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Today’s AgendaMotivationGoal SettingEquity
TheoryExpectancy Theory
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Expectancy Theory
DefinitionsExpectancy: Will my efforts lead to
performance?Instrumentality: Will I be rewarded for good
performance?Valence: Do I value the potential reward?
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9. Expectancy Theory
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Other Job Performance DeterminantsSkills and abilitiesRole
perceptionsOpportunities to perform
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Managerial ImplicationsHelp ensure that effort will lead to
performanceTrainingEliminate obstaclesClearly link
performance and valued rewardsPay-for-performance
plansIncentive stock optionProvide rewards that are valued by
employees
10. *
Chapter 7 Review:
Motivation in OrganizationsComponents of motivation: What
are the basic components of motivation? Motivation: What
motivates people to work? What are the most important sources
of work motivation? What are the guidelines for setting
effective performance goals? Equity Theory: What are some
possible reactions to inequity? Expectancy Theory: What are the
three types of beliefs that people have, and what do they mean?
Components of motivation: What are the basic components of
motivation? Page Ref: 214
Motivation: What motivates people to work? What are the most
important sources of work motivation? Page Ref: 215
Guidelines for setting effective performance goals: What are
they? Page Ref: 220-223
Equity Theory: What are some possible reactions to inequity?
Page Ref: 226-227
Expectancy Theory: What are the three types of beliefs that
people have, and what do they mean? Page Ref: 230
Copyright
Questions / Comments?
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11. *
ORGANIZATIONAL CULTURE, CREATIVITY, AND
INNOVATION
Chapter 14
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Organizational Culture: What does the term “organizational
culture” mean to you? In what ways can organizational cultures
be different? How do think that organization culture is
established or changed? How would you define
innovation?What is necessary for someone to be creative?
The Competing Values Framework: What are the four quadrants
of the competing values framework and what do they mean?
Page Ref: 486-487
Organizational Culture: What is the definition of organizational
culture? How is organizational culture created? Page Ref: 481
and 488-489
Innovation: What is the definition of innovation? Page Ref: 504
12. Creativity: What are the three basic components of creativity?
Page Ref: 496-498
Copyright
Define organizational culture, and identify its core
characteristics and the various functions it serves in
organizations.
Describe the four forms of organizational culture specified by
the competing values framework.
Explain the factors responsible for creating and transmitting
organizational culture, as well as those for making it change.
Define creativity and describe the basic components of
individual and team creativity.
Identify the basic forms and targets of innovation and the stages
of the innovation process.
*
TODAY’S AGENDA
Organizational Culture
Creating, Transmitting & Changing Culture
Creativity
Innovation
13. *
TODAY’S AGENDA
Organizational Culture
Creating, Transmitting & Changing Culture
Creativity
Innovation
*
A cognitive framework consisting of attitudes, values,
behavioral norms, and expectations shared by organization
members.
A set of basic assumptions shared by members of an
organization.
*
Sensitivity to OthersInterest in New IdeasWillingness to Take
RisksThe Value Placed on PeopleOpenness of
CommunicationFriendliness and Congeniality
14. Sensitivity to others – Many branches of the government have
traditionally been seen as closed / arrogant. This is changing
somewhat.
Interest in new ideas – My experience at Siemens with hiring
plant manager.
Openness of Communication – my example of Intel vs. Unisys.
Friendliness and Congeniality – my experience at CSUSB. The
culture at Amazon is generally seen as more competitive.
*
ORGANIZATIONAL CULTUREDoes CSUSB have a
culture?Do different colleges or different classrooms have
different subcultures?
14-3
14-3
*
Inside Amazon: Wrestling Big Ideas in a Bruising Workplace
What are the most pronounced characteristics of Amazon’s
culture?How do you believe the culture originated?Do you
believe that the culture has served the company in achieving its
goals?Would you fit in well in Amazon’s culture?
16. *
Company Founders
*
*
Experiences with the External Environment
Sony Betamax vs. JHV VHS (1975-1988)
Sony Blu-ray vs. Toshiba HD DVD (2006-2008)
*
Symbols
Slogans
Stories
Jargon
17. Ceremonies
Statements of principle
*
Just do it.
The Few, The Proud, The…
The happiest place on earth.
Eat Fresh.
Taste the Rainbow
American by Birth. Rebel by Choice.
Think Different.
I’m Lovin’ It
Nike
Marines
Disneyland
Subway
Skittles
Harley Davidson
Apple
McDonalds
*
Composition of workforce
Mergers and acquisitions
Strategic cultural change
Responding to the Internet
18. *
TODAY’S AGENDA
Organizational Culture
Creating, Transmitting & Changing Culture
Creativity
Innovation
*
GROUP CREATIVITY
*
The process by which individuals or teams produce novel and
useful ideas.
*
19. *
TODAY’S AGENDA
Organizational Culture
Creating, Transmitting & Changing Culture
Creativity
Innovation
The successful implementation of creative ideas within an
organization
https://www.forbes.com/innovative-companies/list/#tab:rank
Product
Service
21. Are most decisions today made at the top of the organization
(by managers) or by lower-level employees? Do you think this
has changed over time?What are some of the benefits of having
groups make decisions? What are some of the potential
problems?What does the term “groupthink” mean to you?What
are some way that biases might enter into individual decision-
making? When are groups better at making decisions than
individuals? When are individuals better?
Top-Down and Empowered Decisions: What is the difference
between these two approaches? Page Ref: 341
Potential Benefits and Problems of Decision-Making Groups:
What are they? Page Ref: 345-346
Groupthink: What is it and how does it affect decision-making?
Page Ref: 346
Biased Nature of Individual Decisions: What are the primary
biases in individual decision-making? What do they mean?
Page Ref: 356-359
When are Groups Superior to Individuals? When are group
decisions superior to individual decisions? Page Ref: 361
Copyright
General Model of Decision-MakingTypes of Organizational
DecisionsFactors Affecting Decisions in OrganizationsHow
Individual Decisions are MadeImperfect DecisionsGroup
Decisions vs. Individual Decisions
Definition: the process of making choices from among several
22. alternativesDecision making is one of the most important – if
not the most important – of all managerial activities.
*
*
General Model of Decision-MakingTypes of Organizational
DecisionsFactors Affecting Decisions in OrganizationsHow
Individual Decisions are MadeImperfect DecisionsGroup
Decisions vs. Individual Decisions
*
23. *
General Model of Decision-MakingTypes of Organizational
DecisionsFactors Affecting Decisions in OrganizationsHow
Individual Decisions are MadeImperfect DecisionsGroup
Decisions vs. Individual Decisions
*
*
Exercise on Page 370-371 in text
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24. *
*
Potential benefitsPooling of resourcesSpecialization of
laborGreater acceptance
Potential problemsWasted timeDisruptive conflictIntimidation
by group leaders
*
*
The tendency for members of highly cohesive groups to so
strongly conform to group pressures regarding a certain
decision that they fail to think critically, rejecting the
potentially correcting influences of outsiders
25. Bay of Pigs video
*
Invasion plan initiated by Eisenhower administration, but
Kennedy White House "uncritically accepted" CIA's plan.When
advisors, such as Arthur M. Schlesinger, Jr. and Senator J.
William Fulbright, attempted to present objections to the plan,
Kennedy team ignored objections Eventually Schlesinger
minimized his own doubts, performing self-censorship.Kennedy
team stereotyped Castro and the Cubans by failing to question
the CIA about its many false assumptions, including the
ineffectiveness of Castro's air force, the weakness of Castro's
army, and the inability of Castro to quell internal uprisings.
*
General Model of Decision-MakingTypes of Organizational
DecisionsFactors Affecting Decisions in OrganizationsHow
Individual Decisions are MadeImperfect DecisionsGroup
Decisions vs. Individual Decisions
26. IMPERFECT DECISIONS
Sure gain of $240
25% chance to gain $1,000 and 75% chance to gain
nothing
Sure loss of $740
75% chance to lose $1,000 and 25% chance to lose
nothing
*
___
___
___
___
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Sure gain of $240
27. 25% chance to gain $1,000 and 75% chance to gain
nothing
$240 Gain
$250 Gain
“Better!”
Expected Return
Sure loss of $740
75% chance to lose $1,000 and 25% chance to lose
nothing
Expected Return
$740 Loss
$750 Loss
“Better!”
*
In general, individuals tend to: be risk averse when offered a
gainbut be risk-taking when faced with a loss.
*
28. The tendency for people to make different decisions based on
how a problem is presented to them.
Framing Effects
*
Implicit favoriteConfirmation CandidatesHindsightHindsight is
20-20
*
Person Sensitivity: Tendency to give too little credit to others
when things are going poorly and too much credit when things
are going well
Remember the Fundamental Attribution Error?
*
29. Escalation of Commitment: Continuing to support unsuccessful
courses of action - “Sunk Costs”
*
General Model of Decision-MakingTypes of Organizational
DecisionsFactors Affecting Decisions in OrganizationsHow
Individual Decisions are MadeImperfect DecisionsGroup
Decisions vs. Individual Decisions
*
*
Top-Down and Empowered Decisions: What is the difference
between these two approaches? Page Ref: 341Potential Benefits
and Problems of Decision-Making Groups: What are they? Page
Ref: 345-346Groupthink: What is it and how does it affect
30. decision-making? Page Ref: 346Biased Nature of Individual
Decisions: What are the primary biases in individual decision-
making? What do they mean? Page Ref: 356-359When are
group decisions superior to individual decisions? Page Ref: 361
Top-Down and Empowered Decisions: What is the difference
between these two approaches? Page Ref: 341
Potential Benefits and Problems of Decision-Making Groups:
What are they? Page Ref: 345-346
Groupthink: What is it and how does it affect decision-making?
Page Ref: 346
Biased Nature of Individual Decisions: What are the primary
biases in individual decision-making? What do they mean?
Page Ref: 356-359
When are Groups Superior to Individuals? When are group
decisions superior to individual decisions? Page Ref: 361
Copyright
*
Jason Sheets
MGMT 302-05
Professor Habich
June 10, 2017
31. Organizational Behavior Final Self-Reflection
I was fascinated by the course content in Organizational
Behavior this spring. I learned that I still have a lot of growing
to do if I want to be a good leader and a fulfilled employee. The
key topics for my growth were “Theory X” versus “Theory Y,”
empowerment, and sources of motivation at work.
Our “Theory X” and “Theory Y” discussion of management
styles showed me early in the quarter that I need to evolve if I
want to be an effective manager. In the past, I was a manager at
a customer-support call center, leading a team of people that
were all poorly trained and under immense pressure from the
CEO to finish as many calls as quickly as possible. He mostly
took a “Theory X” approach and that trickled down to me and
the other managers. We were constantly pushing our teams
harder and harder. Morale was terrible. I was distrusting of the
people on my team and assumed they would be a lazy as I would
allow them to be.
If from day one there was a “Theory Y” approach at the call
center, I think the organization would have been very different.
The low interest I perceived in my team was partly a result of
the way they had been treated. “Theory Y” says that people will
work hard if they are appropriately trained, and that they have
an innate desire to find achievement through their work. I saw
glimpses of this in my time there. In the future, I would want
my team to learn how to properly complete the tasks their
customers needed, so they could get some satisfaction through
their accomplishments.
I can see now that my call-center experience was also a lesson
in empowerment. Because I did not trust my team, I gave them
very specific guidelines for how to do their work. They had
little freedom. Learning this quarter that people thrive on
empowerment, I would like to give people more autonomy and
32. freedom to decide how to accomplish their tasks.
The other important lesson for me this quarter came from our
discussion on motivation. I would have imagined my ideal job
involving the completion of a series of easy tasks each day and
hopefully necessitating minimal interaction with other
coworkers. This could have been a recipe for an unsatisfying
career. I have now learned that people thrive when challenged
and when part of a supportive team. I need to be considering
these variables when I start my job search. I need look for
opportunities to push myself and be proactive about working
together with my fellows.
I am grateful for my experience in Organizational Behavior. I
am walking away with several new insights. If I want to be a
good team leader I need to ensure my team is thoroughly trained
and that they feel sufficiently rewarded. People want to be
empowered. I need to get out of my comfort zone to find real
satisfaction at work. That means taking on challenges and
finding motivation through the support of a team.