Chp 11

Question 1

1. CONFRONTATION:

Situation to use:
 When you are sure that you are right
 When an emergency situation exists
 When stakes are high and issues are important

Purpose:
 To gain status or demonstrate position power

2. COLLABORATION

Situation to use:
 When you both get at least what you want
 When there is enough time and skills are complementary
 When you want to preclude later use of other methods
 When there is mutual trust, respect and confidence
5
Purpose:
 To reduce overall costs
 To gain commitment and create a common power base
 To maintain future relationships

1
3. COMPROMISE

Situation to use:
 For temporary solutions
 For backup if collaboration fails
 When you can’t win or don’t have enough time
 When others are as strong as you are
 When you get nothing if you don’t compromise
 When goals are moderately high

Purpose:
 To maintain your relationship with your opponent

4. ACCOMODATION

Situation to use:
 When stakes are low and liability is limited
 When any solution will be adequate
 When you’ll lose anyway

Purpose:
 To reach an over-reaching goal
 To create obligation for a trade-off at a later date
 To maintain harmony, peace and goodwill
 To gain time

5. AVOIDANCE
 Situation to use:
 When you can’t win or the stakes are low
 When the stakes are high, but you are not ready yet
 When you think the problem will go away by itself
 When a cooling-off period is needed to gain better understanding of the conflict
situation and also when the other party is both unassertive and uncooperative.

Purpose:
 To gain status or demonstrate position power
 To gain time
 To discourage your opponent
 To maintain neutrality or reputation

Question 2

Way to manage absenteeism:

1. Create an employee attendance policy
Enforce your attendance policy consistently
Keep track of employee absences
a ddress unscheduled absences and no-show’s immediately
Don’t just treat the symptoms, discover the cause
Don’t forget to reward good behavior

 Communicate your attendance policy across all levels in the organization clearly

 Measure and thereby monitor the rate of absenteeism in your company on a regular
basis

 Initiate periodic health checkups to avoid absences resulting out of illness

 Implement reward schemes for those employees who are regular

 Create a favorable and peaceful work environment where relationship between

workers and supervisors are professional and devoid of conflict.

 Provide adequate training to managers particularly authoritative ones to curb

absenteeism

 Engage supervisors to speak to employees who were absent and have returned to
work

 Educate and engage your employees actively in the organization.

 Disciplinary action to correct absentees should mostly be avoided. Counseling

sessions can prove useful.

 Keep your employees motivated and try making the organization a fun place to work

Chp 12

Question 1

Reason of people to resist change:

 Fear of an unfavorable outcome, such as: less money, personal inconvenience, more
work)

 Disrupted social relationships at work

 Not wanting to break with well-established habits

 A general fear of the unknown and uncertainty

 Fear that an unrecognized weakness in the proposed change will result in

unfavorable outcome.

Question 2

Kurt Lewin’s three stage theory:

1. Unfreeze:
 Determines what needs to change
 Ensure there is strong support from management
 Create the need for change
 Manage and understand the doubts and concerns

2. Change:
 Communicate often
 Dispel rumour
 Empower action
 Involve employees in the process
3. Refreeze
 Anchor the changes into the culture
 Develop ways to sustain the change
 Provide support and training
 Celebrate successes

Change Management Process:

1. Phase 1: Asses for change

 Conduct an assessment
 Pinpoint opportunities

2. Phase 2: Prepare for change

 Align change vision and strategy
 Clarify roles and prioritize action
 Establish measurement

3. Phase 3: Plan for change

 Develop an implementation plan
 Develop a communication plan

4. Phase 4: Implement the change

 Take action and communication
 Coach and facilitate for results
 Deal with “gaps” and resistance
 Recognize results

5. Phase 5: Sustaining the change

 Integrate learning and results
 Conduct a closeout and evaluation

Q1.
Skill variety
The extent to which a job requires a variety of skills to carry out the tasks involved.

Task identity
The degree to which a job requires completing a "whole" piece of work from
beginning to end (e.g., building an entire component or resolving a customer's
complaint).

Task significance
The extent to which the job has an important impact on the lives of other people.

Autonomy
The degree to which the job allows an individual to make decisions about the way
the work will be carried out.

Feedback
The extent to which a person receives clear information about performance
effectiveness from the work itself.

Q2.
RATIONAL
⚫ Information on alternatives can be gathered and quantified

⚫ The decision is important

⚫ Action taken is to maximise the outcome

BOUNDED RATIONALITY

⚫ The minimum criteria are clear; due to time and other constraints, unable to
invest in making decisions
⚫ Satisficing-choosing a solution is that meets minimum qualification, one that is
“good enough”

INTUITIVE
⚫ Goals are unclear
⚫ Due to time constraint, immediate action needed to save cost
⚫ have previous experience with the problem

CREATIVE
⚫ Solutions to the problem are not clear
⚫ New solutions need to be generated

⚫ Time is available to immerse in finding solutions to the issues

Q3.

Group Team
Emphasizes on the individual Emphasizes on mutual accountability
accountability

Focuses on sharing ideas, information, Focuses on making decisions, discussing

and perspectives of the members of the various issues, solving problems, or
group planning for future
Focuses on the goals of individuals Focuses on the collective and common
goals of the entire team

Produces the outcomes, such as Produces collective outcome that is

individual projects or assignments achieved by the entire team

Encompasses individual roles, tasks Encompasses shared roles, tasks,

responsibilities, procedures & responsibilities, and assignments
assignments
Q4.

1. Central Tendency:
• The inclination to rate people in the middle scale even when the performance
clearly warrants a substantially higher or lower rating.
• The attitude of the rater is to play safe.

2. Halo Effect:
Inappropriate generalizations from one good aspect of a person’s performance to all
areas of that person’s performance.

3. Horn Effect:
One negative aspect might influence an employee’s overall performance
assessment.

4. Rater Effect:
• Includes favouritism, stereotyping, and hostility to influence the
evaluation.
• Evaluation determined by rater’s attitude towards the subject

and not on actual outcome or behaviour

5. Severity:
A rater’s style of evaluation either being overly critical of the employee’s
performance.

6. Primacy Effect:
The rater’s ratings are heavily influenced either by behaviour exhibited by the
subject during the early stages of the review period.

7. Recency Effect:
Outcomes or behaviours exhibited near the end of the review period.

8. Contrast Effect:

The rater to evaluate people in comparison with other individuals rather

than against the standards of the job.

9. Stereotyping:

The tendency to generalize across groups and ignore individual differences.

10. Taking the appraisal as a tool of punishment and/or reward:

Performance appraisal is taken as the best opportunity to settle the scores or
reward those who are liked, that mars the spirit of the performance appraisal like
trusted Management activity.

Question 1
Diversity Management competencies
⚫ Active, non-judgment listening;
⚫ Willingness to change one’s own concepts about diversity;
⚫ Collaboration skills;
⚫ Experience with conflict resolution and change management;
⚫ Sensitivity towards terms labelling groups regarding diversity;
⚫ Ability to identify diversity issues and understand related
tensions;
⚫ Intercultural team building – ability to express respect and
appreciation;
⚫ Openness to learning about others who are different;
⚫ Ability to educate others on how to build diverse people skills;
⚫ Ability to provide appropriate responses

7 leadership styles

⚫ Authoritarian Leadership

Pros
it is best used in crisis. It can be an efficient and effective tool when quick
decisions are needed, and work needs to get done.

Downside
People may resent being treated this way. Consistently using this style may lead to a
loss of team members, and high turn over.

⚫ Laissez-Faire Leadership

Pros
This leadership style can be effective if the leader monitors performance and gives
feedback to team members regularly. It is most likely to be effective when individual
team members are experienced, skilled,
self-starters.

Downside

it can be damaging if team members don't manage their time well or if they don't
have the knowledge, skills, or motivation to do their work effectively.

⚫ Servant Leadership

Pros
Subordinates have a better chance to express their needs and use their rights through
self-sacrifice of leaders and prioritization of employees.

Downside

leader is weak in authority and easily overcome by adversaries.

 ⚫ Transactional Leadership

Pros
It can help the leaders can assert their authority due to the clearly established
roles and boundaries in a hierarchy and clarifies everyone's roles and
responsibilities. People who are ambitious or who are motivated by exchanges and
rewards of a leader often thrive.

Downside
Too conventional to allow much creative innovation.

⚫ Democratic Leadership

Pros
Team members tend to have high job satisfaction and are productive because they're
more involved in decisions. This style also helps develop people's skills. Even
participation takes time, but the result is often good and the approach can be most
suitable

Downside

It can often hinder situations where speed or efficiency is essential because it needs
to take some time to gather people's input. Some team
members are also might not have the knowledge or expertise to provide high quality
input.

⚫ Bureaucratic Leadership

Pros
Each person is only responsible for a specific task. That allows each person to focus
their strengths toward what they do best, including the leader, who helps to ensure
that all questions are solved by the correct people.

Downside

It will limit productivity because bureaucratic leaders use rules and regulations to
create consistency. As more rules are added into the mix, workers are forced to
slow down to ensure they are meeting required standards.

⚫ Transformational Leadership

Pros
Employees are motivated easily by the leader's passion and influence to do what is
asked of them. The productivity will gain when everyone is pulling in the same
direction, as all people can see the big picture and feel united in a common cause.
Downside

They would need support from more detail-oriented and organized people, which
means that other executives, assistants or certain team members would be needed
to help maintain a transactional focus that can keep the vision of these leaders
moving in the right direction.

Question 2

Tuckman’s theory of group development

Forming: Team acquaints and establishes group rules. Formalities are preserved
and members are treated as strangers

Storming: Members start to communicate their feelings but still view themselves as
individuals rather than part of the team. They resist control by group leaders and
show hostility.

Norming: People feel part of the team and realize that they can achieve work if they
accept other viewpoints.

Performing: The team works in an open and trusting atmosphere where flexibility is
the key and hierarchy is of little importance.

Adjourning: The team conducts an assessment of the year and implements a

plan for transitioning roles and recognizing memders’ contributions.
Characteristics of a good team

⚫ Clear objectives
⚫ Roles for all members clearly understood
⚫ Appreciation of each others qualities
⚫ Openness of thoughts , beliefs and actions
⚫ Trust among members
⚫ Co-operation in team members
⚫ Effective leadership
⚫ Ability to deal with conflict
⚫ Good communication
⚫ Purpose of unity
⚫ Shared goals and objective