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Question
Case 12.1Harvey is considering implementing team-building management in his company. He wants to start with teams that work on the production line. He wants groups of five to fifteen people, responsible for one clearly defined product, and he wants them trained to be able to perform each other's tasks. Harvey believes that effective teams permit free expression of feelings as well as ideas, have members who listen to each other, and have well-understood tasks and objectives.
Cynthia is a first-line supervisor in Harvey's company. She has a high, balanced valuing of both her people and their productivity. She seeks to be proactive in her management and works hard at rewarding the contribution of ideas and recognizing accomplishments. William, in contrast, is far more task-oriented and is more concerned with production than with his people. To William, employees are instruments of production.
Refer to Case 12.1. Assuming William possesses a certain amount of self-awareness, he would be well advised to
a. communicate his expectations more.
b. work on developing his emotional intelligence.
c. adjust his leadership style and behaviors so as to prevent unhappiness and dissension among the employees.
d. all of the above.
Answer
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Related questions
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Case 17.1
William is a 38-year-old computer systems executive. He has come to a point in his life where he is reassessing his ambitions and personal life. He attends professional development conferences regularly and is working on an MBA. Although he eats a low-fat diet and exercises regularly, he works 70-80 hours a week, seldom sees his children except after they are in bed, does not visit his place of worship except on religious holidays, and feels as though his wife is a stranger. William believes that if he can earn just 20 percent more, he can relax because his family will be financially secure.
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Which of the following has notfueled the growth of telecommuting among workers today?
a. The availability of powerful home-office computers and communication technologies
b. Large-scale use of temporary workers due to massive downsizing
c. The demands of workers who want to blend work and family
d. The trend toward team-based projects and work structures
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a. finding female mentors with direct experience working and achieving in similar conditions.
b. demonstrating professionalism through engaging with male colleagues in only formal situations.
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a. Concentrated on the goal of her company.
b. Encouraged the women golfers.
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d. Their balance of work and life is more difficult.
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b. are preconceptions of women held by men and the exclusion of women from informal networks of communication.
c. are family issues that get in the way of their ability to travel and work late.
d. are women who, once in an advanced position, won't help other women advance.
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Case 15.1
Topco, Inc. is a manufacturer of electric fans and other low-tech cooling devices. Joan is the HR director. She is conducting a workshop for her managers on valuing diversity. In an open discussion about the managers' concerns on this topic, Bob says, "I don't care what someone's race or gender, or whatever, is. I just have a tough time with the soft, fat, college-educated kids who come in here and tell me how to do my job." Jane chimes in, "The real issue here is men's inability to relate to women, each other, and minorities. I've yet to meet a male manager who can really understand someone who's not one of his drinking buddies." After a few more comments, Joan continues with the training program.
Joan spends some time demonstrating that highly skilled talented people will leave their company if not valued, how an inappropriate joke creates tension, and how failure to value individual employees could even lead to acts of sabotage. She then moves to brainstorming what each manager can do as an individual to enhance diversity. She closes the day's session with a discussion of how diversity training programs need to be seen as a process and need to have clear objectives that permit assessment and be supported by managers and top managers if they are to succeed.
Refer to Case 15.1. Joan's closing is an example of what steps an organization can take to enhance diversity?
a. Review employment practices.
b. Create additional education programs.
c. Implement an affirmative action program.
d. Consider and begin a committed organizational redesign.
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Which of the following is good definition of subtle discrimination?
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b. Management neglects to respond to an African-American employee's complaints about receiving harassing emails.
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Create two brief case studies of two different individuals: one that clearly illustrates depression and one that clearly illustrates anxiety.