management 200 Final Questions

9C. What could you have done to reduce inequity?

In the previously stated inequitable situation, we could have been a little more pushy with ACS. We also could have expressed ourselves and the time crunch we were in more effectively to our contact at ACS to show how serious we were. However, in the end, we handled that situation in the correct way.

4c. How would you describe the structure and culture of your sponsor organization for your service learning project?

The culture of New Beginnings most closely resembles a clan culture because it values flexibility, is focused on the company/employees, and is very similar to a family. The structure is organic and simple. There are two leaders of the organization that are in charge of their respective area. Jeanna is in charge of all meals and Pauline is the co-director in charge of being a liaison for the church and other organizations

16. part 3. Explain how the two types of leadership differ.

The personalities of transformational leaders tend to be more extroverted, agreeable, proactive, and open to change than non-transformational leaders. (Female leaders tend to use transformational leadership more than male leaders do.) Adaptive, flexible organizational cultures are more likely than are rigid, bureaucratic cultures to foster transformational leadership. ○ Transformational leaders have four key kinds of behavior that affect followers: inspirational motivation, idealized influence, individualized consideration, and intellectual stimulation. ● Whereas transactional leaders try to get people to do ordinary things, transformational leaders encourage their people to do exceptional things—significantly higher levels of intrinsic motivation, trust, commitment, and loyalty—that can produce significant organizational change and results.

1. According to the articles and cases read to date, and the textbook, what are the attributes that make a manager exceptional? Mediocre?

- "What Great Managers Do" explains how to use the employees like playing a game of chess. Using each employee to their strength to have a high performing team. They are romantics (idealists) and notice differences. Exceptional managers plan, lead, organize and control. - Mediocre managers use employees like a game of checkers, they do not use their employees strengths and treat everyone the same. They do not get to know their employees on a personal level and cannot find their strengths in order to utilize their abilities for the better of the team. They are not strong leaders, could have a temper, micromanage and often narcissistic.

3D. What will you do as a manager to overcome a resistance to change by your subordinates?

- By effectively explaining their value and demonstrating their strategic purpose to the organization. Allowing employees to ask questions and giving them the rationale behind the change. Being non-confrontational and friendly when being questioned

3A. Why is change so difficult to manage?

- Change is difficult to manage because it disrupts the current processes and ways of functioning that everyone is accustomed to. Naturally creates unforeskin issues that can be tough to manage. There is also a degree of uncertainty of whether or not the change will work or not.

1. According to the articles and cases read to date, and the textbook, what are the attributes that make a manager exceptional? Mediocre?

- Chapter 1; The most valued traits in managers are the ability to motivate and engage employees, great communication, and have high energy levels to withstand long work days. - Chapter 16; Exceptional managers make continuous improvement a priority, listen and learn from customers and employees, and get everyone involved in the work happening

2A. How are employees threatened by change and how can you help them adjust?

- Employees are threatened by change because of predisposition toward change, surprise and fear of the unknown, mistrust, loss of job status or job security and poor timing. You can help them adjust by becoming more adaptable, which means they must have the 3 following characteristics align; Change Agent Characteristics, Employee Characteristics, and Change Agent-Employee Relationship.

2D. What would happen in your Service Learning Project if you didn't plan?

- If we had not planned for our Service Learning Project we would have had no direction and been lost the entire semester. We also would not have been able to create a Memo of Understanding (MOU) with New Beginnings.

2C. What aspects of the planning process have you implemented for your Service Learning Project?

- Implemented every step of the planning and control process. - - - Can best be seen through our experience with ACS at the beginnings of the semester - 1. Planned on working with ACS 2. Carried out the plan by calling and emailing them 3. Controlled by looking back at plan to check if results match up with goal 4. Controlled direction by switching non profit to New Beginnings - Then reapplied this process to New Beginnings with SMART goals and other tools to keep us aware of our progress.

2B. What is the relationship between planning and control?

- Planning; 1. Make the plan, 2. Carry out the plan. - Control; 3. Control direction by comparing results with the plan, 4. Control direction by taking corrective action.

3C. How are employees threatened by change and how can you help them adjust?

- Resistance to change is an emotional/behavioral response to real or imagined threats to an established work routine. - Chapter 10 lists 10 reasons why employees resist change: Individual predisposition to change ○ Surprise/fear of unknown ○ Climate of mistrust ○ Fear of failure ○ Loss of status/job security ○ Peer pressure ○ Disruption of cultural traditions/group relationships ○ Personality conflicts ○ Lack of tact/poor timing ○ Non Reinforcing reward systems -Can help by being confident and constantly reinforcing the change

11. Explain the four key areas of focus for millennial leaders. What are the management fundamentals that millennial leaders need to learn?

1) Developing a leadership mindset- changing their mind set from contributor to leader. learn how to build trust and credibility in their decisions. 2) Leading yourself- personal agility to survive in today's environment, need to be able to delegate and manage stress 3) Leading others- accelerating talent development and building high performing teams 4) Leading the business- Goal should be to drive execution and make decisions in a manner that results in their team members feeling like they have been listened to The Management fundamentals that millennial leaders need to learn is how to lead and communication. The 4 main points from the article "millennial in training" all revolve around leadership. Fortunately, leadership is a trait that can be learned through the 5 different types of power talked about in Chapter 14 (legitimate, reward, coercive, expert, and referent). Also, being in the generation of social media, millennials need to learn how to communicate correctly.

15. Jorge, a restaurant manager, has to make a decision about firing a server who has had customer service issues. Discuss how Jorge can use the steps of rational decision making to address the issue. Be sure to specifically outline how you would implement the solution. a) first four steps

1. Identify the problem w/ the worker 2. Think of solutions to solve his problem, fire this worker or give additional training 3. Evaluate solutions (weight the positive and negatives of each and consider the consequences on the organization as a whole) and choose one 4. Implement and evaluate solutions outcome

16. part 1. What is a transactional leader?

A transactional leader is one that focuses on clarifying employees' roles and task requirements. Transactional leaders provide rewards and punishments contingent on performance. Transactional leadership also encompasses setting goals and monitoring progress.

9B. Share a team experience where you witnessed an equitable situation and an inequitable situation.

An equitable situation we experienced was when we were faced with securing the rest of the donations at the end of the semester. We worked as hard as we could to get the donations and complete the necessary course work and in turn finished the donations and all the work. An inequitable situation we experienced was when we first tried to partner with ACS. They weren't giving us the fair amount of attention that we needed so we ended up dropping them.

17. Answer the following questions and relate to 12 Angry Men. You do not need to know the jury person's #; instead, you can just describe pertinent scenes that he or she was in: 2. Relate the movie to the stages of group development and groupthink.

At first when no one was comfortable, most jurors sided with the majority and voted guilty. This could be due to the way that they voted by just raising their hands; no one really wanted to be an outcast and vote the other way. This is very characteristic of groupthink. The beginning of the movie is characterized by the first 2 stages of group development: forming and storming. The group is formed and their individual attitudes begin to show. They are also storming because conflict arises. By the middle, they are in the norming stage when they begin to understand how each person thinks and votes. The end shows performing and adjourning. The group performs by finding reasonable doubt that the kid wasn't guilty and the group is then adjourned.

5a. What is the design thinking process?

Design thinking process- Methodology that inspires the full spectrum of innovative activities with a human-centered design. It is centered around observation of people's wants and needs and the ability to satisfy those needs with what is feasible. Five Steps: - Empathize: This involves consulting experts to find out more about the area of concern through observing, engaging and empathizing with people to understand their experiences and motivations, as well as immersing yourself in the physical environment so you can gain a deeper personal understanding of the issues involved. This step allows design thinkers to set aside their own assumptions about the world in order to gain insight into users and their needs. - Define: This involves putting together the information you have created and gathered during the Empathize stage. This is where you will analyze your observations and synthesize them in order to define the core problems that you and your team have identified up to this point. Create a human-centered problem statement. - Ideate: With this solid background, you and your team members can start to "think outside the box" to identify new solutions to the problem statement you've created, and you can start to look for alternative ways of viewing the problem. Brainstorm and Worst Possible Idea sessions are typically used to stimulate free thinking and to expand the problem space. It is important to get as many ideas or problem solutions as possible at the beginning of the Ideation phase. - Prototype: The design team will now produce a number of inexpensive, scaled down versions of the product or specific features found within the product, so they can investigate the problem solutions generated in the previous stage. This is an experimental phase, and the aim is to identify the best possible solution for each of the problems identified. The solutions are implemented within the prototypes, and, one by one, they are investigated and either accepted, improved and re-examined, or rejected on the basis of the users' experiences. By the end of this stage, the design team will have a better idea of the constraints inherent to the product and the problems that are present, and have a clearer view of how real users would behave, think, and feel when interacting with the end product. - Test: Designers rigorously test the completed product using the best solutions identified during the prototyping phase. This is the final stage of the 5 stage-model, but in an iterative process, the results generated during the testing phase are often used to redefine one or more problems and inform the understanding of the users, the conditions of use, how people think, behave, and feel, and to empathize. Even during this phase, alterations and refinements are made in order to rule out problem solutions and derive as deep an understanding of the product and its users as possible.

6a. Define emotional intelligence and describe the four traits of Emotional Intelligence. How can it contribute to becoming a great manager?

Emotional intelligence is the ability to monitor your and others' feelings and to use this information to guide your thinking and actions. The four traits include self-awareness, self-management, social-awareness, and relationship management. ○ Self awareness- The most essential trait. This is the ability to read your own emotions and gauge your moods accurately, so you know how you're affecting others. ○ Self-management- This is the ability to control your emotions and act with honesty and integrity in reliable and adaptable ways. You can leave occasional bad moods outside the office. ○ Social-awareness- This includes empathy, allowing you to show others that you care, and organizational intuition, so you keenly understand how your emotions and actions affect others. ○ Relationship management- This is the ability to communicate clearly and convincingly, disarm conflicts, and build strong personal bonds. ● Emotional intelligence can contribute to someone becoming a great manager by allowing them to fully understand the employees that work for them and therefore create an operation that maximizes each employee's potential. High emotional intelligence will also help you stay level-headed and make it so people want to be around you. When employees know that their manager cares about them and can communicate clearly, they will be more willing to not only perform but exceed expectations.

9D. How do employees reduce inequity?

Employees will adjust their behavior by changing their inputs of time, effort, and motivation when they make comparisons to other employees. If they see other employees not trying and getting the same reward they will decrease effort and motivation. However, if they see other employees working hard and going above and beyond they will match to receive the same outcome (higher pay possibly).

9A. What is Equity Theory?

Equity theory is a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships.

8C. What Hygiene factors are apparent here?

Hygiene factors are factors associated with job dissatisfaction. In this case; company policy, supervisors, salary are apparent because the policy isn't motivating the employees to work and the salary is the same as a normal worker and a night manager

6b. Give an example of a situation where you witnessed someone exhibiting high EQ and low EQ. What was the outcome of each?

Example of High EQ: There was a point during the semester in which all group members felt overwhelmed with testing and work outside of management. Therefore, our group leader Ryan, suggested that we all take a breath from the management project for a few days, and focus on other parts of school. ○ Outcome: This allowed the group to destress and after all the chaos, focus on the service project and do much more effective and efficient work. Example of Low EQ: Two friends were in their room, and one of them was tearing up because of a death of someone close to him. His friend showed no emotional intelligence though, and responded by stating how they thought the person died. ○ Outcome: This obviously did not help the man in his sadness, and people around had to step in and confront the friend about it.

10C. How can expectancy theory explain a team member who is a social loafer?

Expectancy theory explains a social loafer because this person doesn't believe that the level of effort they put in will lead to the outcome they want. This makes them not try and they see the outcome they expect- doing poorly.

5f. What does "fail early to succeed sooner" mean?

Fail early to succeed sooner" means it is okay to make mistakes early and take risks early on in the progress of your solution because it will be easier to bounce back and learn from your mistakes.. Sticking to the basics or one idea and realizing later on that you were not headed down the right path or didn't consider things will lead to much bigger consequences.

6c. Did Hiram from Best Laid Incentive Plans have high or low EQ and how did it influence his ability to successfully implement changes at RainBarrel?

Hiram demonstrated a low level of EQ because he failed to recognize the unrest in his employees until it was too late. He implemented changes that he knew would improve the company from a numbers standpoint, but he did not show the social-awareness to ensure employee-satisfaction. He also demonstrated a low level of relationship management because his implementations led to dissatisfaction among customers. An example of this is his definition of shipping, which he defined as "having left company property." This led to shipments never being delivered and or not being delivered on the promised date. While many of Hiram's implementations may have looked good on paper, in reality they caused a lot of problems at RainBarrel due to his demonstration of such low EQ.

5c. How does design thinking differ from a more traditional approach?

It largely focuses on the people/ customers/ employees involved in a problem and targets their specific needs when coming up with solutions to current problems. It requires a very in-depth understanding of people through observations to gain insights

15. Jorge, a restaurant manager, has to make a decision about firing a server who has had customer service issues. Discuss how Jorge can use the steps of rational decision making to address the issue. Be sure to specifically outline how you would implement the solution. c) Jorge's gameplan

Jorge's gameplan 1. Jorge sees that this worker is not good at customer service, one of the main aspect of being a server in a restaurant. 2. He can choose to fire this worker 3. Firing this worker can give to opportunity for a better worker to replace this one, or give this worker a second chance to better themselves for this job 4. Firing this worker is the best decision, in the restaurant industry, customer service is a must, so finding a new worker is better than wasting time and money on the current one. Survival of the fittest

3B. How does Lewin's approach to handling the change process facilitate change?

Lewin's approach allows managers to implement change permanently, without disrupting operations. Facilitates through 3 steps: - Unfreezing; Where managers motivate employees to change and encourage them to let go of attitudes and behaviors that are resistant to innovation (employees become dissatisfied with old way). - Changing; Learning new ways of doing things - employees are given the tools for change (new info, perspectives, models of behavior). Managers provide benchmark results, role models, mentors and training. - Refreezing; Making the new ways normal - managers encourage employees to integrate the changed attitudes and behaviors into their normal ways of doing things. They will reinforce employees for exhibiting the desired change.

8D. Explain the need-based perspective on motivation.

Need based perspective:theories that emphasize the needs that motivate people. Basically once you satisfy basic needs you can begin to develop the employee. ie maslows theory, mcClellands acquired needs theories, deci and ryans self determination theories, etc

12A. Since a manager cannot physically change an employee's personality, to what advantage is it for the manager to understand the relationship between personality and behavior?

Personality is defined as psychological traits and behavioral attitudes that gives someone their identity. Explained in chapter 11, it is extremely important for a manager to understand the relationship between personality and behavior. To be able to manage someone you need to know what they are like and how they like to be treated.

12B. Specifically, what are some of the ways in which personality theory explains behavior?

Personality ultimately determines behavior. For example, if someone scores low on emotional stability in the Big Five Personality Test they are unlikely to respond well to punishment. For reference- The Big 5 are Extroversion, agreeableness, conscientiousness, emotional stability, openess to experience.

17. Answer the following questions and relate to 12 Angry Men. You do not need to know the jury person's #; instead, you can just describe pertinent scenes that he or she was in: 1. Give at least two specific examples of "soft and hard tactics" being used by two of the jurors.

Soft: The foreign juror tried an inspirational approach to appeal the other juror's by telling them not to take that process for granted because it is their right as American Citizens. The Juror to stand alone at the beginning and say the defendant was not guilty used rational persuasion by demonstrating how the old man could not have possibly gotten out of bed and to his door in 15 seconds Hard: They demonstrated the pressure tactic when they took their votes by just raising their hands. One juror tried to use an exchange tactic by telling everyone if they all voted guilty then they would just be able to go home.

5b. Why approach problem solving using design thinking?

Sparks new perspective on things which leads to the creation of innovative ideas and solutions that have been overlooked.

13A. Your team member has had a very bad day, and has come to the team meeting extremely unhappy. This is the third meeting in a row she has arrived to the meeting upset. How do her emotions influence her attitude during the team meeting? How can her emotions and attitude influence the level of satisfaction among team members?

There are different ways that a team leader can try and solve this dilemma. This member is upset and more than likely she will be upset during the meeting. Her emotions can lead to personal conflict among others and work not being completed or being inconsistent or unsatisfactory. She is likely to be disengaged and potentially drag other group members' motivation and excitement down, negatively impacting productivity. It can also lead to power and status differences. All of these are negative effects that can impact a group

13B. What can you, as the team leader, do to improve overall team satisfaction?

To improve overall team satisfaction, a leader can use things such as the dialectic method, openness, empathy, positiveness, and supportiveness. The leader can also try avoiding, accommodating, forcing, compromising, and collaborating to solve this issue. A leader can improve overall satisfaction by increasing this person's involvement in the problem. They can also try stronger motivation as well.

16. part 2. What is a transformational leader?

Transformational leaders transform employees to pursue organizational goals over self-interests. Transformational leaders are influenced by two factors, individual characteristics and organizational culture.

10B. How could you have used this theory to improve the outcome of your service learning project?

Ultimately it was this model that motivated us to complete our project. We had the expectancy to know that the level of work we were doing would produce the performance we wanted for New Beginnings and ourselves. This gave us the instrumentality that we will be successful if we keep up our hard work. Finally, it was the valence that really completed the project. We wanted to help New Beginnings as much as possible and this motivated us to get it done.

12C. Understanding this relationship between personality and behavior, how can a manager use personality characteristics to create more effective work teams?

Understanding personality characteristics can allow a manager to create the most effective team possible. They can put extroverted individuals in charge of communicating with customers because they are social people. Managers can allow proactive people to work fairly unsupervised while those who aren't proactive need more direction.

5e. What should you look for when you observe?

When observing the company you should look for how they think, their needs, and their wants in order to get an in-depth understanding of them. This ties into the empathize stage of design thinking.

5d. How could you have applied the Design Thinking process to your service learning project from the outset? Be specific.

When we first went to our non profit, we were introduced to a ton of issues. The design thinking process could have helped us with narrowing down solutions to there many problems. - Empathize: We'd gain a deeper understanding of the many issues involved. - Design: This could have helped us narrow down their many problems to just the core issues. We were overwhelmed at first. - Ideate: This could have helped us come up with many more solutions, and maybe even change what we chose to do as our service. - Prototype: This would have allowed us to understand which solutions would be most effective and doable. We just jumped into the project we all agreed would be best. - Test: This would have allowed us to further modify our service.

15. Jorge, a restaurant manager, has to make a decision about firing a server who has had customer service issues. Discuss how Jorge can use the steps of rational decision making to address the issue. Be sure to specifically outline how you would implement the solution. b) what else should he consider

needs to also decide whether or not he wants to fire or take other action, ie further employees training - jorge needs to make sure he is within his legal boundaries as an employer when firing employee -can also talk to employee during evaluations about performance, talk about subjective behavior(behaviors/traits) -have employee do 360 feedback appraisal, have clients, superiors, and peers evaluate his performance and let him know

10A. Define and explain Expectancy Theory.

→ expectancy theory suggests that people are motivated by two things: (1) how much they want something and (2) how likely they think they are to get it. 3 elements 1. Expectancy- belief that a particular level of effort will lead to a particular level of performance (believe your efforts matter) 2. Instrumentality- expectation that successful performance of the task will lead to the outcome desired (performance-to-reward) 3. Valence- how much do I want the outcome? Importance worker assigns to the possible outcome or reward

4b. How would the culture differ for a mechanistic organization versus an organic structure?

● Mechanistic: org in which authority is centralized, tasks and rules are clearly specified, and employees are closely supervised. ● Organic: authority is decentralized, there are fewer rules and procedures, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks. ● In a mechanistic org, the org culture would most likely value stability and control. (hierarchy or market) There is a higher chance of having leaders who don't listen to their employees feedback or concerns. ● an organic org, the culture would value flexibility (clan or adhocracy).On average the bonds between employees in an organic org would be stronger and trust would be higher

14. Contrast the viewpoints for and against social responsibility. Which leading economist argued against social responsibility?

● Social responsibility: a manager's duty to take actions that will benefit the interests of society as well as of the organisation ○ Against: the social responsibility of business is to make a profit- unless a company focuses on maximizing profits, it will become distracted and fail to provide goods and services, benefit the stockholders, create jobs, and expand economic growth ○ Late free market economist Milton Freidman argued AGAINST social responsibility in business saying, "Few trends could so thoroughly undermine the very foundations of our free society, as the acceptance by corporate officials of social responsibility other than to make as much money for their stockholders as possible." ○ For: since businesses create problems (such as pollution), the firm should help solve these problems. Most businesses also tend to have resources to help solve these problems that the nonprofit sector does not. Being socially responsibility gives a firm a positive and reputable public image which may help head off government regulation

7. Explain Deci and Ryan's Self -Determination Theory and discuss how you would use the model to motivate fellow students on a project team for one of your classes.

● Theory assumes that people are driven to try to grow and attain fulfillment with their behavior and well being, influenced by three innate needs: ○ Competence- (wanting to feel a sense of mastery) need to feel qualified, knowledgeable, and capable of completing a goal or task to learn different skills ○ Autonomy- (wanting to feel independent and able to influence their environment) feel they have freedom and the discretion to determine what they want to do and how they want to do it ○ Relatedness- (wanting to feel connected to others) feel a sense of belonging and attachment to others ● It focuses on intrinsic motivation and rewards ● Using model to motivate students: ○ Make sure members have the information they need to complete their tasks/ perform, so supply them with resources to do so or teach them how to go about researching or doing that task (increase their competence) ○ Establish trust with teammates by empowering them through delegating important tasks to them→ tells them you trust them and have confidence in their abilities (autonomy) ○ Plan team events or meetings that are not work heavy/ centered around completing tasks, for the team to bond and get to know one another (example: team dinner)→ build stronger relationships (Relatedness)

8A. If you were the president of the Perfect Pizzeria franchise, what changes would you make to improve the performance of the franchise operations?

●Implement manager training because currently there is none ●Find a way to intrinsically motivate the employees ●Give workers incentives (such as giving these workers their breaks back) to work and follow leadership ●Give night managers power over their subordinates in the form of a pay raise and training ●Decrease worker turnover rate by increasing job satisfaction

8B. What theories of motivation best explain the behavior of employees in the case?

●Negative reinforcement: took away food and break to improve work... weren't motivated and problems still happened ●Equity theory: the night managers were receiving same pay for same work... inequitable so they didn't have any power ●pay for performance/bonuses: managers would be given a bonus if they met the sales requirement

4a. 4. What is the relationship between organizational culture and structure? In other words, how does structure influence culture?

●Org structure is the formal system of task and reporting relations that coordinates and motivates an org's members so that they can work together to achieve the org's goals ●Org culture is the set of shared taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments ●The challenge for managers is to align the org's vision and strategies with its org culture and structure ○To implement any strategy in an org, managers must determine the right kind of org culture and structure which mutually influence each other ○Culture and structure drive group and social processes which drive work attitudes and behaviors, which ultimately drive overall performance