You have been working as a general manager for a small gasket company for several years. You have been able to increase the company’s sales from $10 million 3 years ago to $17 million last year. However, several of your employees are starting to complain. The owner of the company has told you that the employees feel like you are micromanaging them. They say that you will not let them do their job and that you are always hovering around them. The owner has asked to meet with you to address these concerns.
Please answer the following questions:
As the general manager, you are also a leader in the company. What actions would best exemplify your role as a leader?
As a leader in the organization, what outcomes best describe the interactive process between you and your team?
Based on the comments from your team, which of the bases of power are you using to influence them?
What kind of leadership strategy are you using if you address the concerns of your team by telling them that the reason you micromanage is that a few years ago you left another group of workers to manage themselves and their quality of work went down?
As the general manager, one of your key responsibilities is to evaluate and take corrective action concerning the allocation and use of human, financial, and material resources. Which of your managerial responsibilities does this describe?
The owner of the company tells you that as the general manager, one of your critical roles is to train, counsel, motivate, and direct your subordinates. What role does this represent?
What type of conflict does your team have with you as their general manager?
In which stage of the conflict process were your employees when they went to the owner of the company to discuss the issues that they are having with you?
In which stage of the conflict process were you when you discussed your employees’ concerns with the owner of the company?
What type of conflict strategy are you engaging if you acknowledge your employees’ concerns about your behavior but do not change your behavior?
Identify a school district administrator, school administrator (i.e., principal) or business manager or a childcare facility director or owner to interview for this assignment. Use the administrator as a resource to assist you in completing the case study assignment.
Case Study Scenario
You are the superintendent of a school district or director of a childcare center which has 75% of next year’s expenditures already in reserve as you begin the current school year. Unfortunately, your school district/center is spending substantially more than the revenues you receive. This deficit is projected to grow dramatically over the next few years as expenditures escalate and revenues remain relatively flat. If you don’t begin to respond soon, the district/center will face a major financial crisis in the not-too-distant future. However, the reserve will provide time to address the problem without resorting to crisis management.
As part of your interview, please minimally include the following questions:
From your experience, what are the key factors that could have contributed to the district’s/center’s deficit situation?
What strategies would you employ to maximize this school district’s/center’s revenues?
What strategies would you employ to minimize this district’s/center’s expenditures?
How would you prioritize the various proposed actions?
What potential issues would the administration have to consider as they address the budget deficit problem?
What political, psychological, and ethical implications would the district administration have to weigh?
CASE STUDY SITUATION
Times are slow for your company right now and with the rising costs of materials and wages, your profits
are at an all time low. Because of this unfortunate situation, you will need to let some employees go. The senior management team has already compiled the list of people whose employment will be terminated two weeks from today. However, the people on the list will not know until the day of the termination.
You have called a meeting of your department managers and supervisors (judges). The managers and supervisors do not know that a list has been created, so you will need to let them know this at some point in the conversation. Also, they will not be able to see the list until the day of the terminations. Obviously, this is a very confidential topic and should not be shared with anybody outside of this meeting.
The purpose of your meeting today is to confide in this group and assure them that none of them are on the list. You also want to get their feedback on how the general employee base will react to the news and event in two weeks. Next, you’d like to understand and anticipate any questions that they believe will arise so that appropriate answers can be prepared. Finally, you would like to devise an action
plan/transition plan for the day after the event. What you can tell the managers is the number of people they will each be losing, if you find that information important to share. Here is the breakdown:
Order Processing will lose four of its 12 people
Human Resources will lose two of its five people
Production will lose eight of its 40 people
After introductions, you should begin discussing this upcoming event with your managers (judges). Spend as much time on each of the following questions as your group feels is necessary.
Why is this happening?
How will this impact the areas?
How will the department managers plan for this without breaking confidentiality?
How will the departments transition after the event?
Anything else you feel your managers and supervisors would want to know or need to know. Each member of your team (individual) should deliver some piece of the conversation to the employees (judges).
How Brit Marling uses ethos, logos, and pathos throughout her article “Harvey Weinstein and the Economics of Consent”
a 2–3-page essay APA format and in the third person analyzing Brit Marling’s
article “Harvey Weinstein and the Economics of Consent.” Other instructions/ rubric is in files along with the article.
In this Discussion Board, you will work with problem-solving.
- First review the material on problem-solving in the text.
Next, go to http://www.engin.umich.edu/~problemsolving/ and read about problem-solving.
Third, go to http://www.greylabyrinth.com/puzzles/puzzle.php?puzzle_id=puzzle151 and try to solve this problem.
Post your solution here (Please do NOT check the solution first). Tell us how you tried to solve the problem, and what method might have been more successful. Be sure to refer back to the information in the textbook.
Post your solution here (Again, do not check the solution. Use your own good thinking).
Read Chapter 11 in the text, the articles by Baez (2013), Hogan, Barrett, and Hogan (2007), Morgeson, Campion, and Dipboye (2007), Peterson, Griffith, Isaacson, O’Connell, and Mangos (2011), and the Maximizing Human Potential Within Organizations (Links to an external site.), Building Better Organizations (Links to an external site.), and Top Minds and Bottom Lines brochures (Links to an external site.) on the Society for Industrial and Organizational Psychology (SIOP) website.
Evaluate the MMP1-3 Police Candidate Interpretive Reports for Mr. E Download Mr. E. and Ms. F Download Ms. F. For this discussion, you will take on the role of an industrial-organizational psychologist recently awarded a contract to evaluate potential police candidates. The purpose of the evaluations is to determine the psychological capability of the applicants to be certified as police officers in your state. The applicants you are examining are applying for certification and will be vested with a position of public trust. If certified as police officers, the individuals will likely be required at some future time to exercise significant physical strength and undergo high emotional stress. As the examining psychologist, you are required to comment on the applicants’ social comprehension, judgment, impulse control, potential for violence, and/or any psychological traits that might render her or him psychologically at risk to be certified. The state requires that each applicant’s examination include the following elements:
Interview and History: The psychologist must personally interview the applicant and provide a summary of the applicant’s personal, educational, employment, and criminal history.
If you were the CEO of a major firm, how would you plan and execute a Global Strategy to see your products sold abroad?
Spa and salon management: operational objectives and management of products and services
Chapters six and seven of “Surprise Attack,” by Ephraim Kam discusses a number of factors (to include groupthink, organizational hierarchies, and other pressures for conformity) capable of pressuring analysts to modify their analysis or run the risk of being ostracized by individuals or groups.
describe (1) a personal or professional instance in which you either experienced organizational hierarchies; (2)Discuss the factors that contributed to pressures being exerted; and (3) Speak to a strategy that could have been employed to mitigate or prevent the pressures from being exerted.
Define innovation, discovery and invention.
Define globalization and identify some positive and negative impacts of the era.
Define McDonaldization and identify some positive and negative impacts of the process.
Define material and nonmaterial culture and identify aspects of each in your life.
Define subcultures, argot, counterculture and culture shock. Give examples of each.
Define language and semiology. Given the arbitrary relationship between a sign’s signifier and signified, between
denotation and connotation, what are the implications?
How do norms and sanctions help us to understand a culture?
Define values and give examples of those that are important to you and why.
Define “culture war” and give examples. How might such “wars” be avoided?