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Question
Case 17.1William 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.
Refer to Case 17.1. The most glaring lack of a nonfinancial resource in William's life is which of the following?
a. Self-esteem
b. Education and training
c. Leisure time
d. Healthy diet
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.
Refer to Case 17.1. William has decided to change a significant habit in his life. At this time, he is reading about the habit and gathering ideas on how to change it. William is in which stage of the change process?
a. Motivation
b. Knowledge
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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.
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