Tania I Cruz Case Analysis 1 Rick’s New Job 1. Why do you think Rick was let go? How does reinforcement theory apply to this situation? Rick was let go because he failed to behave according to the organization’s culture. He also failed to communicate effectively his plans to his boss and his co workers.
In Shelburne’s report, and your observation at the brand review meeting, Simon shows a pattern of lack of empathy for his subordinates and intolerance for imperfection. Also, he does not understand his position’s boundaries and felt entitled to yell at the staff in production floor, which was out of his scope. In the brand review meeting, with scoffs, scorns, and contemptuous taunts, Simon has created a punitive atmosphere for his staff; he did not question the mistake might have resulted from lack of training or communication among his staff, which is his responsibility to investigate and resolve the issue. Simon’s management style is close to Theory X. He doesn’t think that his staff is offering and contributing to their job as much as he does.
* The culture at Zappos made it possible for the management to delegate and share responsibilities among the peers. This was evident in the vision created by the CEO of a boundary-less organization. * Their egalitarian culture and empowerment aided them in being innovative and helped the management in tapping and maximizing the creative potential of their employees. This was evident in their strong emphasis on cross-training of employees as part of the new hire process and at making it available for various career enhancing training avenues. * Zappos has been highly successful in keeping the professional confines of the employees as an extension of their family.
Therefore, the manager has to continue build his team by encouraging and giving his team constant pep talks. Sometimes a team is motivated by rewards, recognitions, incentives, and bonuses; therefore , the team will rally towards the common goal to accomplish it. Workshops Employers have recognized that continued training is another effective method to assist in motivating their employees to perform at a higher level of productivity. Workshops may consist of online training, webinars, classroom training, and hands-on- training. Alan Chapman of businessball.com stated “Workshops combine training, development, team-building, communications, motivation and planning.
People in such organizations operate in a “win-lose” framework and believe they must work against (rather than with) their peers to be noticed. An overly competitive culture can inhibit effectiveness by reducing cooperation and promoting unrealistic standards of performance (either too high or too low). I never had to compete with another engineer but sometimes you have to call on a senior engineer for help. You never want that person to out shine you in front of your customer. So you hope your problem isn’t so big that he has to come on
Kamprad encourages the workforce to feel part of the family. His leadership or managerial style would be team manager with an equal concern to results as well as people. With his lead by example mentality in addition to his willingness to admit mistakes and own up to weaknesses he instills great confidence in his commitment to the employees, relate to him on a personal level, as well as motivates them to reach their highest levels without fear of rebuke for mistakes or failures. As Kamprad is quoted as saying, “if there is such a thing as good leadership, it is to give a good example and I have to do so for all the IKEA employees” (Nelson & Quick, 2013, p.466). In following with his leadership orientation, the employees at IKEA would most likely fall in the effective followers type of followership as defined by Nelson
My question to this was there a problem in Bartleby’s life? The narrator shows how Bartleby starts to just drift away, he starts off being a very excellent working to just not doing anything. He even begins to just stare at the wall. He is just there not wantingto do anything but just be there. My thought on this is that the lawyer is feeling sorry for Bartleby.
1) It is apparent from the lack of receiving critical information that frontline construction workers / managers are either not aware of (or buy into) the aggressive timeframe for completing the towers. They also appear to lack a clear method to communicate issues beyond the weekly status meetings. While some of the strongest positive feedback received for Erik has been the organization of these meetings, there appears to be a disconnect in how they are perceived: Construction attendees apparently believe this is where all status, including emergencies, are communicated; Erik and Curt appear to expect it as a routine checkpoint with no surprises. 2) Erik's manager, Jeff Hardy, has not done well at clarifying the General Manager's role, or in helping Erik establishing boundaries for the position. No one has put the brakes on Erik's actions, implying agreement.
D. L. Woodside, Sunshine Snacks What traits does Woodside possess that might be helpful to him as he assumes his new position? Would you consider Woodside a people-oriented or a task oriented leader? How might an understanding of individualized leadership theory be useful to Woodside in this situation? Self-Confidence Individuals that are self-confident trust in their own capabilities Woodside showed self-confidence by always trying to move up in the company Consideration A leader who is able to take their subordinates ideas and feelings into account Woodside showed consideration by always listening to the feelings of his colleagues, which created more trust toward him Drive Having the ambition to finish a project and achieve the best results This is shown by Woodside starting a project and not stopping until it was completed to his satisfaction People Oriented Showing support for subordinates Showing respect for their ideas and feelings Woodside gets along and has developed trust with all of his subordinates Task Oriented Being committed to work activities and achieving goals More focused on the products rather than subordinates Woodside showed ambition toward achieving his goals and the company's goals when it came to his projects Woodside is... On the Leadership Grid, Woodside would be a 8,8 Concern for people is an 8 because he respects his subordinates, but does not guide them toward self development Concern for production is a 8 because he is concerned about completion of projects, but lets subordinate problems get in the way Discuss which would be best for the new research director at Sunshine Task oriented would be the best because Sunshine wants new products as soon as possible Woodside was hired because of his project development at his past job Individualized Leadership The process by which a leader will
How do actions of Thomas Green differ from the expectations of Frank Davis? As a result of the actions of Thomas Green, he did not receive an exceptional feedback when his performance was reviewed by this boss Frank Davis. By not updating his Calendar on Outlook, Davis was not able to get in contact with Thomas, which upset his boss. As Davis expects to be informed of the tasks and its progress which are assigned to his specialists and Green not meeting this expectation gave Davis a negative vibe. Along with that Green did not