Wednesday, July 17, 2019
Team Concept, Human Behavior, Persuasion & Diversity
1. The role of the draw in the group concept is very important. look shows that victory is enhanced, if an organization looks and effectively fill ins quin team processes. disposition and establish these atomic number 23 team processes in Chapter 17. The quintsome team processes argon 1. Buy-in how the realize of the team is legitimized and goals be set. 2. Accountability how individual and team exertion is managed and rewarded. 3. Learning how performance is improved and skills developed. 4. basis how the work of the team is systemized and resources accessed. 5.Partnering how concourse motion and work together to achieve success on the team and across organisational units (Manning & Curtis, 2009). 2. Physical and emotional postulate be important determinants of kind beings behavior, helping to apologize why people work, why they film certain someoneal goals, and what they want in their races with others. Psychologist Abraham Maslow divides human ask in to five categories, progressing from basal gets to complex ineluctably. Discuss Maslows five Hierarchy of Human Needs. List and wrangle each one. Maslows five Hierarchy of Human Needs ar . Survival. The needs that argon administern as the starting point for motivating system be the physiological, or basic body tissue, needs. Taking a breath of furrow and acting in self-defense be normal expressions of such needs. Survival needs are strong and natural forces deep down the person. 2. Security. Once survival needs are fit, aegis needs be fuck off important. exemption from threat and protection from loss are major security goals, helping apologise our interest in savings accounts, medical checkup insurance, seniority rights, and burglar alarms. 3. Belonging.When survival and security needs are satisfied, the need for belong emerges. This is true for people in every(prenominal) cultures, whether aggressive or peaceful, primitive or advanced. Every individual makes a pellucid effort to belong to some aspired sociable group. 4. Respect. Once survival, security, and belonging needs are satisfied, people are do by the need for respect the need to be considered favorably by self and others. The credit line of fame, regardless of the field business, government, and the arts nonify be explained only by the sizable need for respect. 5. Fulfillment.After physical and neighborly needs are satisfied, people are motivated by the need for fulfillment, which Maslow referred to as self-actualization. These people may or may not please others by what they do, and their efforts may or may not result in the attainment of intended goals (Manning & Curtis, 2009). 3. Chapter 18 discoursees why people do what they do. There are nine points to remember round human motivation. With these in mind, you will better understand why people do what they do. These points piece of tail also explain the complicated relationship between personal goals and work behavio r.List and discuss these nine points for human motivation. The nine points for human motivation are a. A satisfied need is not a motivator. It is not what people arrive at that motivates behavior it is what they do not call for, or what they make through without. b. Employee motivation and participation success are related. c. Psychological needs and social set are not the same. d. The same act slew satisfy any of the five motivation levels. e. All people postulate the same needs, but to different degrees and attach to by different wants. What it takes to satisfy motivational needs and how much is required are unique to each person. . A person poop be deficiency-motivated, bringing malign to self or others. It is possible to have an extreme fixation on a natural need, so strong that it notify lead to neurotic and even insalubrious behavior. g. Unsatisfied needs can stultification your health, as surely as if you were physically stricken. If you flavour the need for rec ognition, but no one respects you if you feel the need for love, but no one cares if you feel the need for self-expression, but have no outlets, you can develop a motivation condition as harmful as physical illness. h. leadership is important in run across employee needs and preventing motivation problems. What a leader does will vary with the circumstances. Sample actions allow improving origin safety (survival needs), elucidate job assignments (security needs), offering a tidings of encouragement (belonging needs), providing praise for a job well done (respect needs), and offering impertinent skills development (fulfillment needs). i. The ideal is to integrate the needs of the individual with the goals of the organization. If the needs of the individual can be satisfied while forward the goals of the organization, he ultimate in employee morale and organization effectiveness will be achieved (Manning & Curtis, 2009). 4. Managing diversity is very important for both(prenomi nal) the leader and organizational survival. List and discuss strategies and techniques that can help both individuals and organizations manage diversity effectively. What can individuals do relate with and value your own culture. Think approximately how it feels to be different by memory times when you felt that you were in the minority. reach to understand each person as an individual, rather than seeing the person as a representative of a group. move into in educational programs that focus on learning or so and valuing different cultures, races, religions, social backgrounds, and political ideologies. Make a appoint of heroes in music, sports, theater, politics, business, science, and so forth. Learn well-nigh the contributions of older people and people with visual, hearing, or other impairments. Learn more about other cultures and their values through travel, books, and films, and by attending local cultural events and celebrations. continually examine your though ts and language for unexamined assumptions and stereotypical responses. allow people who are different from you in social conversations, and invite them to be break of informal work-related activities, such as handout to lunch or attending company social events. When dealing with people, try to exert in mind how you would feel if your positions were reversed. What can organizations do Include employees from a motley of backgrounds in decision-making and problem solving processes. stupefy strategies to increase the flow of applicants from a florilegium of backgrounds. Look for opportunities to develop employees from diverse backgrounds and bring up them for positions of responsibility Show sensitivity in the physical work environment. Form a group to address issues of diversity. Implement upbringing programs that focus on diversity in the workplace programs designed to develop a greater awareness and respect for differences. give in attention to company publications such as employee newsletters. Evaluate official rules, policies, and procedures of the organization to be sure all employees are do by fairly. Develop mentoring and partnering programs that cross traditional social and cultural boundaries. Talk renderly about diversity issues, respect all points of view, and work cooperatively to solve problems (Manning & Curtis, 2009). 5. Historically, women in gamey leadership positions have come from not-for-profit organizations, educational institutions, and public office. However, over the cobblers last few years, they are starting to come from the business world. The Center for notional Leadership has identified six success factors for women in advanced leadership positions. List and discuss these six success factors for women.The Center for Creative Leadership has identified six success factors for women in eminent leadership positions 1. answer from above. Women in high levels of leadership have typically received the support of au thoritative mentors. 2. A superior track record. Held to high standards, executive-level women have usually managed effectively and have developed an excellent record of performance. 3. A passion for success. Senior-level women have been determined to succeed. They worked hard, seized responsibility, and achieved their objectives. 4. slap-up people skills.Successful women executives typically utilize participative leadership, employee empowerment, and open communication to foster trust and high levels of morale among subordinates. 5. Career courage. Successful women leaders have demonstrated courage to take risks, such as taking on huge responsibilities. 6. Mental toughness. Senior-level women are seen as tenacious, demanding, and willing to make difficult decisions (Manning & Curtis, 2009). Applications make 19. 2 1. 4 2. 4 3. 2 4. 3 5. 3 6. 3 7. 4 8. 3 9. 2 10. 3 11. 4 12. 4 13. 2 14. 4 15. 4 Domination = 12 Collaboration = 8 Compromise = 8 Avoidance = 11 Accommodation = 11
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