CH-12-13 Motivating Job Performance – Management : Book Guide

This Document Contains Chapters 12 to 13 Chapter 12 Motivating Job Performance END OF CHAPTER FEATURES • Terms to Understand – encourage students to make use of the flashcards available on the student website. Also, suggest they visit the Manager’s Toolkit section on the website for tips and suggestions for aspiring managers. • Action Learning Exercise – Quality of Life Survey. Have students complete the survey and respond to the questions for discussion that follow. • Ethics Exercise – Do the Right Thing – Is Corporate CEO Pay Out of Control? Have students review the case presented. In addition, you may want to introduce the perspective of those outraged over CEO compensation such as the Occupy Wall Street protestors. Have students respond to the ethical questions that follow. Possible responses they are likely to offer are included. What are the ethical implications of the following interpretations? 1. CEO pay should be determined by the marketplace, like it is with top professional athletes, musicians, and movie stars, and not subject to arbitrary limits by the government or stockholders. Top talent requires top money. Answer: If corporate executives and entrepreneurs did not have the earnings potential that exists today we run the risk that innovation would stagnate as these leaders watch their compensation decline. To keep America strong we need to reward top performers. The market place will naturally weed out the poor performers. 2. CEO pay is definitely out of control. Corporate executives need to exercise some self-restraint when it comes to their compensation packages to avoid alienating their employees and customers. Answer: Although this is a good point, it is unlikely that most CEO’s will see it this way. CEOs are like premier athletes, their compensation packages are reflection of their value as compared with their peers in the marketplace. As a result, their total package not only feeds their bank accounts it also feeds their egos. 3. CEO and executive pay should be tied to measurable performance. What dimensions of performance? Answer: This sounds much easier than it is. Of course, every company will measure the financial performance of the company but how about including the results from an ethics review and a social responsibility audit? In addition, as Graef Crystal recommends, put in place a stock option program that cannot be exercised for five years. These stock options should also have a clause stating that they can be retracted if it is later determined that the basis (performance measures) for the award was achieved through fraudulent, unethical or reckless behavior that later caused financial harm to the business, its employees and shareholders. If this clause was in place for Enron executives perhaps they would have thought twice before cooking the books. 4. Your own ethical interpretations? Answer: When framing my own ethical interpretations regarding management's social and ethical responsibilities, I believe that ethical management involves a commitment to transparency, fairness, and accountability. Managers must prioritize the well-being of employees, customers, and the community while making decisions that balance profit with social good. Ethical responsibilities also include respecting environmental sustainability, promoting diversity and inclusion, and upholding integrity in all business practices. Ultimately, ethical management requires a proactive approach to identifying and addressing ethical dilemmas, fostering a culture of ethical behavior, and ensuring that the organization contributes positively to society • Managers-In-Action Video Case Study – Flight 001 CHAPTER 12 MANAGERS-IN-ACTION VIDEO CASE STUDY: FLIGHT 001 – EMPLOYEE MOTIVATION Length: 7 minutes and 48 seconds Topics: Recruitment, Retention, Engagement, Participative Management, Motivation, Work Ethic, Values, Attitude, Encouragement, Compensation, and Loyalty. Company Background From Flight 001’s website January 10, 2010 http://www.flight001.com FLIGHT 001 (pronounced flight one) was conceived in 1998 aboard Air France flight 023 somewhere between New York and Paris. John Sencion and Brad John were two business travelers who had spent far too much time preparing for their trip envisioned a travel store as streamlined as flight itself. Luckily for travelers of every kind, their midair detour resulted in a jet setter's dream: an all-inclusive, retro modern retail experience that satisfies the frequent traveler's every need. For over 10 years now Flight 001 has been scouring the globe for products as functional and unique as the travelers that frequent the stores. When not curating the best travel products in the world, Flight 001 has and continues to develop travel products for the world. Synopsis of Video Flight 001 Motivating Employees Crew development manager Emily Griffin discusses the personal connection employees have to Flight 001 and how this effects recruitment, retention and performance. Retail store leaders share their perspective and what motivates them – and it is not just money! Learn from this video how the owners’ values and attitudes impact employees and what motivates their employees to do their best. For more information about Flight 001 visit their website: http://www.flight001.com Previewing Questions 1. What motivates you to do your best? Answer: Personal opinion 2. What are a few examples of intrinsic motivators? Answer: Feeling good about helping someone A sense of accomplishment after achieving a challenging goal. Feeling like I am valued and I belong when invited to participate on an important committee 3. What do you think are the top three extrinsic motivators? Answer: Personal opinion question, answers will vary but pay and good benefits are likely to be on the list. Postviewing Questions 4. Motivation is often a challenge in retail stores. What has Flight 001 done to ensure a happy and motivated workforce? Answer: Flight 001 recognizes the contributions of their employees, they know they are appreciated and they feel supported and valued. The owners listen to employees, which is a sign of respect and employees feel they are part of the company’s growth. Flight 001 also makes an effort to set people up for success by positioning them to use their strengths. Employees enjoy a pleasant working environment where they have a chance to learn and they feel the rewards are fair and balanced. In addition, Flight 001 is committed to developing employees and promotes from within which also motivates employees to do their best. 5. How does the values, attitudes and actions of the Flight 001 owners’ impact employee behavior? Answer: The owners are actively involved in their stores which shows they care. As one employee stated, “if it is important to them, it’s important to me.” Although the owners have high performance expectations they are also tolerant of mistakes which fosters an environment where employees are constantly learning, trying new things, and growing. The owner’s values and attitudes set the tone for the organization, as one employee observed, their attitudes are contagious. If they’re excited so is everyone else. 6. In this chapter you learned about motivation through employee participation. Provide a few examples of how Flight 001 demonstrates a participative management approach? Answer: Employees feel a personal connection with the owners because they can pick up the phone and call them anytime. The owners will answer their questions. Employees are frequently asked for feedback, suggestions, and input which keeps them plugged into the big picture and they feel they are part of the company’s growth. 7. In this chapter you also learned about employee engagement. What are the benefits to Flight 001 as a result of their employee engagement efforts? Answer: The benefits to Flight 001 include employee loyalty, commitment, retention, happy customers, new ideas, a pleasant working environment, and a successful company. CLOSING CASE: SOLUTION BEST BUY SMASHES THE TIME CLOCK 1. Results-Only Work Environment (ROWE) is based on outcomes. Therefore, goals are essential to measuring results. The real motivation for employees is schedule control however goals are their path to this reward. 2. Although ROWE has been a huge success for the 4,000 corporate employees participating, it will be a much bigger challenge to implement this model with the employees working in the retail stores. Everyone cannot just leave the store to go to the car show…..who would take care of the customers? Well defined jobs such as computer programmers, bank lending officers, accountants and research scientists are good examples of jobs that are well suited to ROWE. Nurses, police officers, and chefs are occupations that could not fully implement ROWE. However, they could be elements of the model to incorporate into their performance measures. 3. Assuming that Best Buy involves employees in the goal setting process and everyone together prioritizes projects to determine the outcomes to be measured this is a great example of participative management. The biggest risk is that Best Buy fails to keep employees engaged and focused on the overall mission and purpose. To prevent this, Best Buy needs to continue the pattern started with mutually agreed upon goals that are challenging and relevant to the strategic plan. This will minimize the potential for employee abuse or misuse. 4. Through the ROWE program, Best Buy has learned that they can trust their employees. The foundation is there for open-book management to be very successful. 5. Based on the data, employee turnover has significantly declined which leads to one of the four key factors for participative management: long-term employment relationships. Clearly, the fact that employees have total freedom is an indication that another key is present: protection of individual employee’s rights. One can assume that there is concerted effort towards group cohesion or the ROWE model would not have lasted more than a few months. Profit sharing is not mentioned. 6. Personal opinion question. INSTRUCTIONAL TIPS 1. You can promote understanding of Maslow’s theory, Herzberg’s theory, and expectancy theory by having students use each of the theories of motivation to design a method for getting a friend to write a paper or help them study. This can end up as a humorous approach to the process that also illustrates the differences and effectiveness of various motivational theories. 2. By having your students report on the “best” and “worst” jobs they ever had, you can get them to interrelate Herzberg’s satisfiers and dissatisfiers with extrinsic and intrinsic rewards. 3. To help students appreciate the motivational power of goal setting, you may want to have each student set a goal of completing one thing in his or her work, school, or personal life that he or she has been putting off. Have students write the completion goal in measurable terms, with the deadline set before a specific class meeting in the following week. You may want to have several students volunteer to share their goals with the class. The following week, ask the students how many achieved the goal they had set. Chances are, a number of them will be completed. It may also be interesting to see whether the students who announced their goals in class did a better job of meeting them than the ones who kept their goals to themselves. 4. Since dull jobs are often a fact of life for those who work their way through college, your students can be a rich source of anecdotes about the “specialization of labor” dilemma. Emphasize the human costs and the de-motivating impact of fragmented work. From these reports, your class can suggest alternative job design strategies to help fix the problems. 5. To help students understand that people are motivated by different things, have them write down their top five motivators and then compare their lists in small groups or in class discussion. Encourage an awareness of which motivators are extrinsic and which are intrinsic. 6. Many students will have had some experience with working in groups, either in school or at work. Have them draw on this experience to discuss the plusses and minuses of quality circles and self-managed work teams. From this, encourage them to develop suggestions for resolving the problems via ideas generated internally in the groups involved, management intervention, or the structural design of the groups. 7. Assuming a 40-hour workweek, have each of your students design an ideal work schedule. You can then put them in groups, assign a “manager,” and have them negotiate to get the schedules they want, while still completing their work effectively. Each group can be assigned a different type of business—a bank, a retail store, an insurance company, a manufacturing plant, and a hospital, for example. The in-class discussion can focus on meeting the needs of the diverse workforce without compromising the needs of the business. Using a variety of businesses will help illustrate that flextime works better for some businesses than others. ADDITIONAL DISCUSSION/ESSAY QUESTIONS 1. What has research told us about Maslow’s hierarchy of needs theory? Answer: Maslow’s hierarchy of needs theory, proposed by Abraham Maslow in 1943, is a psychological framework that suggests human motivation is driven by a progression of needs, structured in a five-tier pyramid. Research has explored and provided insights into the validity and applicability of this theory in various contexts. Here are some key findings from the research on Maslow’s hierarchy of needs theory: 1. Empirical Support and Criticism: • Support: Some studies have found partial support for the hierarchical nature of needs. For example, basic physiological and safety needs often take precedence over higher-level needs such as self-actualization when individuals face severe deprivation. • Criticism: Critics argue that the hierarchy is too rigid and doesn't account for cultural or individual differences. Needs might not always follow a strict order, and multiple needs can be pursued simultaneously. 2. Cultural Variability: • Research indicates that cultural factors significantly influence the prioritization of needs. In collectivist cultures, social needs such as belongingness might take precedence over individualistic pursuits like self-actualization. Conversely, individualistic cultures may emphasize personal achievements and self-actualization more prominently. 3. Revised Models: • Scholars have proposed modifications to Maslow’s original model. For instance, the inclusion of cognitive and aesthetic needs, and later the addition of transcendence needs, suggest that human motivation is more complex and multifaceted than the original five-tier model. 4. Application in Organizational Settings: • Maslow’s theory has been applied extensively in organizational behavior and management to understand employee motivation. It helps managers design incentive systems, job roles, and work environments that aim to fulfill employees' different levels of needs. However, the effectiveness of this application varies, as employees' perceptions and priorities can differ widely. 5. Modern Theories and Integration: • Contemporary motivational theories, such as self-determination theory and ERG theory (Existence, Relatedness, Growth), have integrated and expanded upon Maslow's concepts. These theories offer more flexibility and account for the dynamic nature of human needs. In summary, while Maslow’s hierarchy of needs theory has been foundational in understanding human motivation, research has highlighted its limitations and prompted the development of more nuanced models. Its application in various fields, especially in management, continues to provide valuable insights, but it must be adapted to account for cultural and individual differences. 2. What does the expectancy theory of motivation involve? Answer: The expectancy theory of motivation, formulated by Victor Vroom in the 1960s, posits that individuals are motivated to act in a certain way based on the expectation that their efforts will lead to a desired outcome. This theory is predicated on the idea that people will choose behaviors that they believe will lead to the greatest reward. Expectancy theory involves three key components: expectancy, instrumentality, and valence. 1. Expectancy: • Expectancy is the belief that one’s effort will result in the attainment of desired performance goals. This component addresses the perceived likelihood that increased effort will lead to improved performance. Factors that influence expectancy include self-efficacy, goal difficulty, and perceived control over outcomes. If individuals believe that their efforts will not significantly affect their performance, their motivation to exert effort will be low. 2. Instrumentality: • Instrumentality is the belief that a given level of performance will be instrumental in achieving a certain outcome or reward. This component concerns the perceived relationship between performance and outcomes. If individuals perceive that performing well will lead to the rewards they value, their motivation to perform will increase. Instrumentality is influenced by factors such as trust in the reward system, the clarity of the relationship between performance and rewards, and the consistency of the reward process. 3. Valence: • Valence is the value an individual places on the rewards of an outcome. It reflects the anticipated satisfaction or dissatisfaction that an individual feels towards a particular outcome. If the rewards are highly valued, the motivation to achieve the outcome will be stronger. Valence can vary significantly among individuals based on personal preferences, needs, goals, and values. In summary, the expectancy theory of motivation suggests that individuals are motivated to engage in behaviors when they expect that their efforts will lead to performance that will be rewarded with outcomes they value. This theory emphasizes the importance of clear communication, fair reward systems, and alignment between individual goals and organizational objectives to enhance motivation and job performance. 3. How do goals motivate job performance? Answer: Goals play a crucial role in motivating job performance by providing direction, fostering persistence, and encouraging the development of strategies to achieve desired outcomes. The goal-setting theory, developed by Edwin Locke and Gary Latham, outlines how specific and challenging goals can enhance performance. Here are the key ways goals motivate job performance: 1. Providing Direction and Focus: • Goals help clarify what is expected from employees, providing a clear target to aim for. This focus allows employees to concentrate their efforts on relevant tasks and activities that contribute directly to achieving the goal, reducing the likelihood of distractions and wasted efforts. 2. Encouraging Effort and Persistence: • Setting challenging yet achievable goals can inspire employees to exert higher levels of effort. Difficult goals require sustained effort and persistence, motivating employees to push through obstacles and remain committed over time. This increased effort and persistence can lead to improved job performance. 3. Fostering the Development of Strategies: • Goals encourage employees to develop action plans and strategies to achieve them. This strategic planning helps employees organize their work more effectively, identify necessary resources, and anticipate potential challenges. As a result, employees are better prepared to achieve their goals, leading to enhanced performance. 4. Providing a Sense of Achievement: • Achieving goals provides employees with a sense of accomplishment and satisfaction. This positive reinforcement can boost morale and motivation, encouraging employees to set and pursue new goals. The sense of achievement also enhances self-efficacy, which further motivates employees to tackle future challenges. 5. Facilitating Feedback and Self-Regulation: • Goals provide a benchmark for measuring progress and performance. Regular feedback on goal progress allows employees to adjust their efforts and strategies as needed, ensuring they stay on track. This self-regulation helps employees stay motivated and focused on achieving their goals. 6. Aligning Individual and Organizational Objectives: • When individual goals are aligned with organizational objectives, employees understand how their efforts contribute to the broader success of the organization. This alignment enhances motivation by creating a sense of purpose and connection to the organization’s mission and goals. In summary, goals motivate job performance by providing clear direction, encouraging effort and persistence, fostering strategic planning, offering a sense of achievement, facilitating feedback and self-regulation, and aligning individual efforts with organizational objectives. Effective goal-setting practices can significantly enhance employee motivation and performance. 4. How does job enrichment differ from job enlargement? Answer: Job enrichment and job enlargement are two distinct strategies used in the workplace to enhance employee motivation and job satisfaction. Both approaches aim to improve job performance, but they do so in different ways. Here’s how they differ: Job Enrichment 1. Focus: • Job enrichment focuses on increasing the depth of a job by adding more meaningful tasks, responsibilities, and challenges. It aims to make the work more rewarding and fulfilling by enhancing the intrinsic motivators associated with the job. 2. Nature of Changes: • The changes introduced through job enrichment are qualitative in nature. This includes giving employees more autonomy, opportunities for personal growth, greater responsibility, and involvement in decision-making processes. 3. Examples of Job Enrichment: • Allowing employees to take on more complex projects • Providing opportunities for professional development and training • Involving employees in problem-solving and decision-making • Increasing the variety of tasks to reduce monotony • Offering opportunities for leadership and advanced roles 4. Objective: • The primary objective of job enrichment is to enhance job satisfaction, motivation, and performance by making the work itself more engaging and fulfilling. Job Enlargement 1. Focus: • Job enlargement focuses on increasing the breadth of a job by adding more tasks and responsibilities at the same level of complexity. It aims to make the job more diverse and reduce boredom by expanding the range of activities an employee performs. 2. Nature of Changes: • The changes introduced through job enlargement are quantitative in nature. This includes adding more similar tasks to an employee’s existing responsibilities without necessarily increasing the complexity or difficulty of the job. 3. Examples of Job Enlargement: • Assigning additional tasks that are similar to current duties • Rotating employees through different positions to increase task variety • Combining tasks from several jobs into one broader role 4. Objective: • The primary objective of job enlargement is to prevent job monotony and boredom, thus improving job satisfaction and reducing turnover. However, it does not necessarily aim to increase job depth or provide more intrinsic rewards. Summary In essence, job enrichment and job enlargement differ in their approach to enhancing job roles. Job enrichment seeks to improve the quality of the job experience by adding depth and meaningful responsibilities, aiming to satisfy higher-level psychological needs. On the other hand, job enlargement expands the quantity of tasks to provide more variety and reduce boredom, primarily addressing lower-level needs for job diversity. Both strategies can contribute to improved job performance, but they target different aspects of job design and employee motivation. 5. How can management enhance the motivating potential of extrinsic rewards? Answer: Management can enhance the motivating potential of extrinsic rewards by ensuring that these rewards are meaningful, fair, and aligned with employees' needs and expectations. Here are several strategies to achieve this: 1. Align Rewards with Performance • Clear Performance Criteria: Establish clear, measurable performance criteria that are directly linked to rewards. Employees should understand exactly what is expected of them to earn specific rewards. • Timely Feedback and Rewards: Provide timely feedback and deliver rewards promptly after the achievement of goals. This reinforces the connection between performance and rewards. 2. Ensure Fairness and Transparency • Equitable Distribution: Ensure that rewards are distributed fairly based on performance and contributions. Perceived fairness in reward distribution enhances motivation and reduces feelings of resentment. • Transparency in Reward Systems: Clearly communicate the reward system and criteria to all employees. Transparency helps build trust and ensures that employees understand how rewards are earned. 3. Tailor Rewards to Individual Preferences • Understand Employee Preferences: Recognize that different employees value different types of rewards. Conduct surveys or have conversations to understand what motivates each employee. • Flexible Reward Options: Offer a variety of reward options, such as bonuses, extra time off, recognition, professional development opportunities, and tangible gifts, allowing employees to choose what they find most motivating. 4. Enhance the Perceived Value of Rewards • Meaningful and Significant Rewards: Ensure that the rewards offered are meaningful and significant enough to motivate employees. Rewards should reflect the importance of the achievement. • Recognition and Prestige: Incorporate elements of recognition and prestige into the reward system. Public recognition, awards, and titles can enhance the perceived value of rewards. 5. Link Rewards to Organizational Goals • Alignment with Organizational Objectives: Align individual and team rewards with broader organizational goals. This ensures that employees' efforts contribute to the success of the organization and that rewards reinforce desired behaviors. • Team-Based Rewards: In addition to individual rewards, consider team-based rewards to foster collaboration and collective effort toward common goals. 6. Create a Positive Work Environment • Supportive Leadership: Foster a supportive leadership style that recognizes and appreciates employees' efforts. Positive interactions with management can enhance the motivational impact of extrinsic rewards. • Opportunities for Growth: Combine extrinsic rewards with opportunities for career growth and development. Employees are more motivated when they see a clear path for advancement. 7. Regular Review and Adjustment • Continuous Improvement: Regularly review and adjust the reward system based on feedback and changing employee needs. A dynamic reward system that evolves with the workforce remains effective and motivating. • Monitor Effectiveness: Assess the effectiveness of the reward system in motivating employees and achieving organizational goals. Make data-driven adjustments to enhance its impact. Summary By implementing these strategies, management can enhance the motivating potential of extrinsic rewards, making them more effective in driving job performance and employee satisfaction. Aligning rewards with performance, ensuring fairness and transparency, tailoring rewards to individual preferences, enhancing the perceived value of rewards, linking rewards to organizational goals, creating a positive work environment, and regularly reviewing the reward system are key steps in maximizing the motivational impact of extrinsic rewards. 6. What are the advantages of using realistic job previews? Answer: Realistic job previews (RJPs) offer several advantages for both organizations and employees. These previews provide potential candidates with a clear understanding of what the job entails, including both the positive and negative aspects. Here are the advantages of using realistic job previews: 1. Improved Job Satisfaction: • Candidates who receive realistic job previews are more likely to have accurate expectations about the job. This alignment between expectations and reality can lead to higher job satisfaction, as employees are less likely to be surprised or disappointed by the actual job duties and work environment. 2. Reduced Turnover: • RJPs can help reduce turnover rates by ensuring that candidates fully understand the demands and challenges of the job before accepting an offer. Candidates who are well-informed about the job are more likely to stay in the position longer, reducing the costs associated with turnover. 3. Enhanced Organizational Commitment: • When candidates have a realistic understanding of the job and its requirements, they are more likely to feel committed to the organization. This commitment stems from the belief that the organization is honest and transparent in its communication, which fosters trust between employees and the organization. 4. Better Job Fit: • RJPs help candidates assess whether the job aligns with their skills, interests, and values. This leads to better job fit, as candidates who are a good match for the job are more likely to perform well and be satisfied in their roles. 5. Increased Performance: • Employees who have realistic job previews are better prepared for the challenges and demands of the job. This preparation can lead to higher performance levels, as employees are more mentally and emotionally equipped to handle the job responsibilities. 6. Enhanced Recruitment Efforts: • RJPs can also improve the recruitment process by attracting candidates who are genuinely interested in the job and are a good fit for the organization. This can result in a more efficient and effective recruitment process, saving time and resources for the organization. 7. Positive Employer Branding: • Providing realistic job previews demonstrates that the organization values honesty and transparency in its communication with candidates. This can enhance the organization's reputation as an employer of choice, attracting top talent in the long run. In summary, realistic job previews offer several advantages, including improved job satisfaction, reduced turnover, enhanced organizational commitment, better job fit, increased performance, improved recruitment efforts, and positive employer branding. By providing candidates with an accurate understanding of the job, organizations can set the stage for successful employee engagement and retention. 7. What are the benefits and challenges of using open-book management? Answer: Open-book management (OBM) is a management approach that involves sharing financial and operational information with employees to improve transparency, engagement, and performance. While OBM offers several benefits, it also presents certain challenges. Here are the benefits and challenges of using open-book management: Benefits of Open-Book Management: 1. Increased Transparency: • OBM promotes transparency by sharing financial and operational information with employees. This transparency can build trust and improve communication between management and employees. 2. Improved Employee Engagement: • By involving employees in understanding and interpreting financial information, OBM can increase their engagement and commitment to organizational goals. Employees feel more connected to the company's performance and are motivated to contribute to its success. 3. Enhanced Financial Literacy: • OBM can improve employees' understanding of financial concepts and business operations. This increased financial literacy can empower employees to make better decisions and contribute more effectively to the organization's success. 4. Alignment of Goals: • OBM helps align employees' goals with the organization's goals. When employees understand how their work contributes to the company's financial performance, they are more likely to focus on activities that drive value. 5. Innovation and Problem-Solving: • OBM encourages employees to think creatively and suggest innovative solutions to improve performance. Employees are more likely to identify inefficiencies and propose improvements when they have access to financial and operational data. 6. Improved Performance: • By fostering a culture of accountability and empowerment, OBM can lead to improved overall performance. Employees are motivated to achieve financial targets and contribute to the organization's success. Challenges of Open-Book Management: 1. Resistance to Change: • Implementing OBM may face resistance from employees who are accustomed to traditional management practices. Some employees may be uncomfortable with the level of transparency and accountability that OBM entails. 2. Complexity of Financial Information: • Financial information can be complex and difficult for employees without a financial background to understand. Providing adequate training and support is essential to ensure that employees can interpret and use the information effectively. 3. Confidentiality Concerns: • Sharing sensitive financial information may raise concerns about confidentiality and data security. Organizations must establish clear guidelines and protocols for handling and sharing financial information to address these concerns. 4. Potential for Misinterpretation: • Without proper context and explanation, financial information can be misinterpreted by employees. This can lead to confusion and misunderstanding, undermining the effectiveness of OBM. 5. Time and Resource Constraints: • Implementing OBM requires time and resources to educate employees, establish new processes, and maintain transparency. Organizations must be prepared to invest in these activities to ensure the success of OBM. 6. Sustainability and Consistency: • Maintaining transparency and engagement over the long term can be challenging. Organizations must continuously reinforce the principles of OBM and ensure that it remains a central part of their culture. In summary, open-book management offers several benefits, including increased transparency, improved employee engagement, enhanced financial literacy, alignment of goals, innovation, and improved performance. However, it also presents challenges such as resistance to change, complexity of financial information, confidentiality concerns, potential for misinterpretation, time and resource constraints, and the need for sustainability and consistency. Addressing these challenges requires careful planning, communication, and commitment from both management and employees. 8. How can managers help employees balance work and the rest of their lives? Answer: Managers can help employees balance work and the rest of their lives by implementing several strategies that promote flexibility, support well-being, and foster a positive work-life balance. Here are some ways managers can help employees achieve this balance: 1. Flexible Work Arrangements: • Offer flexible work hours or telecommuting options to allow employees to better manage their personal commitments and work responsibilities. This flexibility can reduce stress and improve job satisfaction. 2. Clear Expectations and Deadlines: • Clearly communicate expectations and deadlines to help employees prioritize tasks and manage their time effectively. This clarity can reduce ambiguity and help employees achieve a better work-life balance. 3. Encouragement of Time Off: • Encourage employees to take their allotted vacation and personal days. Recognize the importance of time away from work for rest and rejuvenation, and lead by example by taking time off yourself. 4. Promotion of Wellness Programs: • Implement wellness programs that support employees' physical and mental health. This could include access to gym facilities, mental health resources, or stress management programs. 5. Recognition of Personal Commitments: • Acknowledge and respect employees' personal commitments outside of work, such as family responsibilities or personal interests. This recognition can help employees feel valued and supported. 6. Training and Development Opportunities: • Provide opportunities for employees to learn new skills or pursue interests outside of their immediate job responsibilities. This can enhance job satisfaction and improve work-life balance by making work more fulfilling. 7. Open Communication: • Foster an open and supportive work environment where employees feel comfortable discussing their work-life balance needs. Encourage honest communication and be receptive to feedback. 8. Setting Boundaries: • Encourage employees to set boundaries between work and personal life. This could include limiting after-hours work emails or calls to ensure that personal time is respected. 9. Lead by Example: • Demonstrate a healthy work-life balance yourself as a manager. By prioritizing your own well-being and personal life, you set a positive example for your team to follow. 10. Regular Check-ins: • Schedule regular check-ins with employees to discuss their workload, stress levels, and work-life balance. This can help identify issues early and provide support where needed. In conclusion, managers play a critical role in helping employees balance work and the rest of their lives. By implementing these strategies, managers can create a supportive work environment that promotes well-being, reduces stress, and improves overall job satisfaction and performance. Discussion Starter: Motivation and Rewards As budgets tighten in both for profit and non-profit organizations managers face the challenge of finding meaningful rewards to continue to motivate their employees. Consider for a moment what you have learned in this chapter about Contingent Time Off (CTO) or earned time off as well as extrinsic and intrinsic rewards. For Discussion: 1. How would you feel about the opportunity for CTO? Would this motivate you to work more efficiently and effectively? Explain. Answer: The opportunity for CTO is often seen as a significant career milestone and a validation of one's skills and expertise in the technology field. For many, it represents a chance to lead and influence technological innovation within an organization, which can be incredibly motivating. 1. Sense of Achievement and Recognition: • Being considered for the CTO role can instill a sense of achievement and recognition for one's hard work and dedication. This recognition can be a powerful motivator to continue performing at a high level. 2. Opportunity for Growth and Development: • The CTO role offers significant opportunities for professional growth and development. It can motivate individuals to work more efficiently and effectively to acquire the skills and experience necessary to excel in the position. 3. Increased Responsibility and Impact: • The CTO role typically comes with increased responsibility and the opportunity to make a significant impact on the organization. This sense of importance and influence can drive individuals to work harder and more effectively. 4. Career Advancement and Financial Rewards: • Becoming a CTO often leads to enhanced career advancement opportunities and potentially higher financial rewards. These incentives can be strong motivators to work more efficiently and effectively to reach this career milestone. 5. Personal Fulfillment and Job Satisfaction: • For many individuals, the opportunity to become a CTO represents a goal they have been working towards for a long time. Achieving this goal can bring a sense of personal fulfillment and job satisfaction, motivating them to continue working hard. In conclusion, the opportunity for Chief Technology Officer can be a highly motivating factor for individuals, driving them to work more efficiently and effectively to achieve this prestigious role. The sense of achievement, recognition, opportunity for growth, increased responsibility, career advancement, and personal fulfillment associated with the CTO position can inspire individuals to perform at their best. 2. What are good examples of extrinsic rewards that cost little or no money to implement? Answer: There are several examples of extrinsic rewards that can motivate employees and cost little or no money to implement. These rewards focus on recognition, flexibility, and opportunities for personal and professional development. Here are some examples: 1. Flexible Work Hours: • Allowing employees to have flexible work hours can be a valuable extrinsic reward. This allows employees to manage their work around personal commitments, leading to greater work-life balance and job satisfaction. 2. Remote Work Options: • Offering remote work options can be a cost-effective extrinsic reward. This gives employees the flexibility to work from home or a location of their choice, which can improve morale and productivity. 3. Recognition and Praise: • Recognizing employees for their achievements and praising them for their hard work costs nothing but can have a significant impact. Simple gestures like a thank-you note, a public acknowledgment, or a shout-out in a team meeting can go a long way in motivating employees. 4. Opportunities for Learning and Development: • Providing employees with opportunities for learning and development can be a valuable extrinsic reward. This can include access to online courses, workshops, or mentoring programs that help employees enhance their skills and knowledge. 5. Flexible Vacation Time: • Offering flexible vacation time can be a low-cost extrinsic reward. This allows employees to take time off when they need it, without the constraints of traditional vacation policies. 6. Job Rotation or Job Enrichment: • Job rotation or job enrichment can be an effective extrinsic reward. This involves expanding an employee's role to include more challenging or meaningful tasks, which can increase motivation and engagement. 7. Wellness Programs: • Implementing wellness programs can be a cost-effective way to reward employees. This can include initiatives such as yoga classes, mindfulness sessions, or health and fitness challenges that promote employee well-being. 8. Casual Dress Code: • Implementing a casual dress code can be a simple yet effective extrinsic reward. This can help create a more relaxed and comfortable work environment, which can boost morale and employee satisfaction. 9. Flexible Breaks: • Allowing employees to take flexible breaks throughout the day can be a low-cost extrinsic reward. This gives employees the opportunity to recharge and refocus, leading to improved productivity and job satisfaction. 10. Opportunities for Leadership: • Providing employees with opportunities to take on leadership roles or lead projects can be a valuable extrinsic reward. This can help employees develop new skills and gain valuable experience, which can boost morale and motivation. In conclusion, there are several examples of extrinsic rewards that can motivate employees and cost little or no money to implement. These rewards focus on recognition, flexibility, and opportunities for personal and professional development, which can lead to increased job satisfaction and performance. 3. Which of the rewards listed above would be most appealing to you? Explain. Answer: The most appealing reward would vary depending on individual preferences and circumstances. Some people might find flexible work hours most appealing because it allows them to better balance work and personal life. Others might value remote work options for the flexibility and convenience it offers. Recognition and praise are also highly appealing to many individuals, as they provide a sense of validation and appreciation for their efforts. Opportunities for learning and development can be appealing to those who are eager to enhance their skills and advance their careers. Ultimately, the most appealing reward would be one that aligns with an individual's values, goals, and needs. For example, someone who values work-life balance might find flexible work hours most appealing, while someone who values professional growth might prefer opportunities for learning and development. BONUS VIDEOS BIZFLIX VIDEO CASES FROM THE TEXTBOOK WEBSITE Discussion Questions and Guide Video Case: Friday Night Lights (II) VIDEO CASE SYNOPSIS According to Video Hound’s Golden Movie Retriever, the Odessa, Texas, passion for Friday night high school football (Permian High Panthers) comes through clearly in this cinematic treatment of H. G. (Buzz) Bissinger’s well-regarded book of the same title. Coach Gary Gaines (Billy Bob Thornton) leads them to the 1988 semifinals where they must compete against a team of much larger players. Fast-moving pace in the football sequences and a slower pace in the serious, introspective sequences give this film many fine moments. This sequence starts with Coach Gaines asking one of his young players, Mike Winchell (Lucas Black), “Can you get the job done, Mike?” A direct, yet poignant, pep talk follows. VIDEO CASE DISCUSSION QUESTIONS AND SUGGESTED ANSWERS 1. The chapter states that managers try to motivate people by “administering rewards fairly, building trust and teamwork, and creating a stimulating work environment.” Which of these motivators is Coach Gaines using in this scene? Give examples from the scene to support your answer. Answer: Although Coach Gaines does not promise any specific rewards, he does tell Mike that if he tries hard enough, he may be able to work his way out of his small town, on to college, and eventually enjoy a future life where he will “seriously fly.” The coach’s words and body language suggest that he truly cares about this boy’s future, which helps to build trust. Although teamwork and the work environment are not mentioned in the video clip, students may also infer, based on their own experiences, that the prospect of playing on a championship team is highly motivating. 2. Which of Maslow’s needs discussed earlier in this chapter does Mike appear focused on early in the sequence? Which needs become his focus later in the sequence? Answer: Mike focuses on lower order needs, especially safety needs early in the scene. Coach Gaines guides him to a focus on higher order needs such as esteem and self-actualization. 3. Apply the various parts of Goal-Setting Theory to this sequence. Which parts of that theory appear in this sequence? Answer: This sequence includes goal specificity, goal difficulty, and goal acceptance. Goal specificity includes playing winning football (“Can you get the job done, Mike?”, asks Coach Gaines). It also includes playing college football and leaving the family home. Goal difficulty is the wrenching decision to leave his mother. Goal acceptance appears late in the scene when Mike appears committed to “seriously fly.” BONUS COOPERATIVE LEARNING TOOL: INSTRUCTOR NOTES The Self-Motivation Process With the current shifts in the workplace, self-motivation has increased in importance. With concepts such as employee empowerment, fewer layers of management, people working at home, and flextime, many employees have to rely more on their own motivational skills to stay productive rather than having supervisors looking over their shoulders. In addition to the workplace benefits, self-motivation can provide support for personal goals such as going back to school or getting on track with an exercise program. For students, effective self-motivation can mean the difference between success and failure—A’s or C’s—work done according to a schedule or crammed in through late nights at the last minute. There are two activities related to self-motivation provided on the following pages. The first, “How Self-Motivated Are You?” is an assessment tool that allows students to evaluate their own self-motivation practices to see whether they are taking advantage of the tools that are available. The second is a “Motivaction Sheet.” This is a tool students can use to design their own motivation action plan for an upcoming project. It amounts to a contract or commitment the student makes with herself or himself that builds motivating tools into the process. A scoring evaluation for “How Self-Motivated Are You?” is provided in the transparency masters. This scoring key is shown below. 0–20 points: Low self-motivator. This person may find it difficult to start projects, stay on track, and finish in time. 21–39 points: Moderate self-motivator. This person uses some techniques but could improve personal productivity with the addition of others. 40–50 points: High self-motivator. This person knows how to get things done and enjoys the process. One approach you can take with these activities in the classroom is to start with a discussion of self-motivation. Follow this with the “How Self-Motivated Are You?” assessment tool to get students thinking about how they approach self-motivation. After a debriefing on that, divide the students into small groups and have them list various self-generated motivation tools, including possible rewards, and have the groups share their results with the class. The final piece could be the “Motivaction Sheet.” Have students individually design a personal motivation plan for some upcoming project or responsibility. Volunteers can then share their plans with the class. HOW SELF-MOTIVATED ARE YOU? This quiz is designed to help you evaluate how well you use the tools you have at your disposal for personal motivation. Rate yourself on the following continuum for each statement. NEVER SOMETIMES ALWAYS 1 2 3 4 5 ____ 1. I set goals and expectations before I start a project. ____ 2. The goals I set for myself are challenging, but I generally have a good chance of making them. ____ 3. My expectations of a project generally come close to the reality. ____ 4. I structure projects with as much variety as possible. ____ 5. When working on projects in which I have some choice, I choose activities in which I already have an interest. ____ 6. I designate a specific area of my work or living space for my project and schedule specific times to work on it. ____ 7. During the course of the project, I schedule regular time away from it. ____ 8. I build key progress markers or subgoals into my project plans so I can have tangible evidence of my progress along the way. ____ 9. I use written measurements such as checklists, matrices, or graphs to chart my progress with a project. ____ 10. I plan some sort of personal reward for every minor and major goal I achieve. MOTIVACTION SHEET Use this sheet to design a self-motivation action plan for important projects and responsibilities. It will help you start projects and follow through in a timely manner. 1. PROJECT GOAL (Include completion date and specific and measurable criteria for satisfactory completion.) __________________________________________________________ __________________________________________________________ 2. PROJECT REWARD ______________________________________________ 3. PROGRESS MILESTONES (subgoals) AND REWARDS GOAL _________________________ REWARD ________________________ GOAL _________________________ REWARD ________________________ GOAL _________________________ REWARD ________________________ 4. DEDICATED WORK AREA FOR PROJECT 5. TIMES DEDICATED TO PROJECT DATE ____________________ TIME ________________________ DATE ____________________ TIME ________________________ DATE ____________________ TIME ________________________ 6. MEASUREMENT TOOLS I WILL USE TO RECORD PROGRESS __________________________________________________________ __________________________________________________________ __________________________________________________________ Chapter 13 Group Dynamics and Teamwork END OF CHAPTER FEATURES • Terms to Understand – encourage students to make use of the flashcards available on the student website. Also, suggest they visit the Manager’s Toolkit section on the website for tips and suggestions for aspiring managers. • Action Learning Exercise – Management Teamwork Survey. Have students complete the survey or ask a manager to complete it. After compiling the results, have them respond to the questions for discussion that follow. • Ethics Exercise – Do the Right Thing – The Art of Friendship? Have students read Peter Bregman’s comments and then respond to the ethical questions that follow. Possible responses they are likely to offer are included. What are the ethical implications of the following interpretations? 1. Friends come and go, but one’s performance record at work is permanent. Friendships often get in the way of getting the job done quickly. It is best to keep your professional and personal lives separate. Answer: This is one where most people will strongly agree or disagree. Those who strongly agree may be in management positions and they don’t want to mix personal and professional because they afraid to let their employees see them in a more relaxed setting. Do they have something to hide? 2. True friendship is a treasure and the key to successful teamwork on the job. What are the pros and cons of working with your best friends? Answer: Groupthink is the biggest risk. If you don’t want to hurt a friend’s feelings you may choose to go along with their idea rather than being candid. When I hired one of my best friends as a staff accountant, we had to communicate very openly. I admit, I held him to a higher standard of performance and we agree to not talk about work outside of the office. It worked fine but it was a relief when we grew to a point where he could report to a different manager. On the plus side, I knew I could count on him and trust him with our company finances. 3. Workplace friendships can be either productive or counterproductive, depending on the situation and personalities involved. Any recommendations or advice for the new hires? Answer: Agree to some ground rules BEFORE something bad happens. Communicate openly and honestly. It may be best to agree to not talk about work outside of the office or workplace. Also, don’t bring personal things (good or bad) into the workplace. This blurs the lines and it could potently alienate your coworkers. 4. Your own ethical interpretations? Answer: This sounds much easier than it is. Of course, every company will measure the financial performance of the company but how about including the results from an ethics review and a social responsibility audit? In addition, as Graef Crystal recommends, put in place a stock option program that cannot be exercised for five years. These stock options should also have a clause stating that they can be retracted if it is later determined that the basis (performance measures) for the award was achieved through fraudulent, unethical or reckless behavior that later caused financial harm to the business, its employees and shareholders. If this clause was in place for Enron executives perhaps they would have thought twice before cooking the books • Managers-In-Action Video Case Study – Numi Organic Tea CHAPTER 13 MANAGERS-IN-ACTION VIDEO CASE STUDY: NUMI ORGANIC TEA – GROUP DYNAMICS AND TEAMWORK Length: 6 minutes and 27 seconds Topics: Teamwork, Group, Corporate Culture, Passion, Work Ethic, Company Values, Sense of Ownership, Group Dynamics, and Team Development. Company Background From the Numi Tea website January 10, 2011 http://www.numitea.com/ Numi Facts At-a-Glance What is Numi? Numi Organic Tea is a leading purveyor of premium-quality, full-leaf organic and Fair Trade Certified teas. Numi lets Nature speak for itself, blending organic teas and herbs with only real fruits, flowers and spices. Since Numi never uses bitter-tasting tea dust or fannings, it is not necessary to mask the tea with “natural” flavors, oils or fragrances. Numi’s authentic practices mean you can pronounce the ingredients, know exactly what you’re sipping and savor the true gifts of nature. The Numi team shares the commitment to bring the best tasting organic tea, sourcing directly from fair trade gardens that guarantee livable wages and better opportunities for farmers and their families. Numi History After spending many years apart traveling the world and pursuing interests in art, brother and sister Ahmed and Reem Rahim met up during a family vacation to the Grand Canyon and discussed starting a tea business. Ahmed had been living abroad and had owned and operated teahouses in Europe while Reem had been studying art in Northern California. They wanted to create an entity that would encompass both of their passions. In 1999, after observing that competing brands in the U.S. tea market differed little from one another in quality, consistency, and selection, Numi was created in a tiny 750 sq/ft apt in Oakland, CA. Inspired by art and exotic teas, Reem and Ahmed created a company whose hallmark is super-premium, organic and Fair Trade Certified, full leaf teas and herbal teasans. Numi pioneered the introduction of exotic herbs such as Rooibos, Lemon Myrtle, Honeybush and Dry Desert Lime that were popular in Europe but were completely unknown in the United States. Numi also is known for their innovative line of Flowering Tea, handsewn tea leaves that blossom open when steeped. Most recently, Numi was the first U.S. company to bring a revolutionary new tea category, including four USDA certified organic Puerh tea blends, six ready-to-drink Puerh Iced Tea bottles and Puerh Brick to market. Numi Mission Numi’s mission is to be the most innovative tea company in the world dedicated to quality, sustainable values and a commitment to community. Numi Vision Numi’s vision is to inspire well-being of mind, body and spirit through the simple art of tea. Numi elevates the tea experience through innovation and quality, as well as a commitment to the environment and our global community. Numi hopes to educate and influence others to make a difference in their contribution to society. Numi is an organization that celebrates difference and creativity; the company occupies a vibrant office space and tea garden that invites all to find their own thoughts and visions and take the tea transformation. Synopsis of Video Group Dynamics and Teamwork Ahmed Rahim, Co-founder and CEO of Numi Organic Tea, shares his secrets to success in fostering a work environment where employees’ passion inspires a work ethic where people go above and beyond what is expected to help the group achieve their goals. Having the right group dynamics or as Rahim describes it, the right people and the right formula are integral to his company’s growth. In this video managers from Numi Tea share their insights about team development, corporate culture, and how values impact team cohesion and performance. For more information about Numi Tea visit their website: http://www.numitea.com/ Previewing Questions 1. What are the keys to team effectiveness? Answer: Having a common goal, a diverse team where everyone can contribute, roles and expectations are clear, and there is a high level of respect and trust. 2. Why is there so much emphasis on group dynamics and teamwork in the workplace? Answer: There is strong evidence that highly effective teams are more productive. The world is moving too quickly for one person to be good at everything, therefore, we need to count on expertise from group members. Of course, managers need to understand group dynamics and how to foster great teamwork. 3. Trust has often been considered an essential ingredient for high functioning teams. As a team leader how can you build trust with your team members? Answer: • Clearly define roles and expectations. • Be fair and consistent – no favorites! • Provide the necessary resources and information to set the team up for success. • Celebrate success and give credit where credit is due. Postviewing Questions 4. Several of the Numi Tea employees in this video mentioned passion as one of the essential characteristics for success. How would you describe passion in the workplace? Answer: Personal opinion, answers will vary. For Numi, passion in the workplace leads to hard work, the ability to be flexible, to cover for a coworker on a moment’s notice. Passion inspires a work ethic that goes above and beyond, a willingness to do whatever it takes to get the job done. 5. Do you agree that passion is important? Explain. Answer: Yes, passion is important for motivation and teamwork. When team members are passionate about their work, they are more likely to be engaged, enthusiastic, and committed to achieving shared goals. Passion drives individuals to go above and beyond, to persist in the face of challenges, and to collaborate effectively with others. It can also inspire creativity and innovation, as passionate individuals are more likely to think outside the box and explore new ideas. Moreover, passion can be contagious within a team, spreading enthusiasm and motivation to other members. This can create a positive and energized work environment, enhancing overall team performance. Additionally, passion can help team members overcome obstacles and setbacks, as they are fueled by their strong belief in the importance and value of their work. In conclusion, passion plays a crucial role in motivating individuals and fostering effective teamwork. It fuels commitment, creativity, and perseverance, ultimately leading to greater success and fulfillment in both individual and collective endeavors. 6. How does Numi Tea develop group cohesion to achieve their organizational goals? Answer: It starts with their hiring process. The first question co-founder and CEO, Ahmed Rahim asks a candidate is, “what interests you about Numi?” The key to success is having a great product and great people; people who meet the culture, have the right experience for the position and will be ambassadors for the product. The group cohesion stems from this passion for the product and a commitment to one another. Everyone sticks around until the work is done. 7. What did you learn from Dannielle Oviedo, the Distribution Center Manager, about leading teams? Answer: Work within the organizational culture. She reminds her team members that they achieve better results when they work together. Her mantra is, “We succeed together, we fail together”. As a result, they help each other out. The impact is positive as other department’s feedback is reinforcing the message – their teamwork is paying off! CLOSING CASE: SOLUTION TRUE TEAM SPIRIT AT CHICAGO’S TOTAL ATTORNEYS 1. Cross functional teams bring together a wide variety of individuals with different skills, abilities and experience. As we learned in this case study, this model helps to break down large departmental silos which improves communication and efficiency. Ultimately the organization can get more done in less time. A potential downside occurs when people with diverse expertise fail to find common ground andor don’t respect other team members. 2. For “controlled chaos” to work at Total Attorneys, group norms are necessary. Cultural norms need to include the commitment to rapid turnaround – meet the deadlines. Communicate openly and honestly. Listen to one another and our customers. Protect one another, if a mistake occurs, bring it back to the source for resolution without judgment. 3. Explain the group development process. Have a trusted group member take the lead in moving the group from conflict to cohesion. Clarify expectations and make a concerted effort to develop relationships of trust among team members. 4. Politics and groupthink will be a threat to any organization, particularly one like Total Attorneys that is growing rapidly. Scanlon can help minimize this potential by continuing to do what he does now, meet face to face for a brief face to face every day. Empower employees and encourage creative, respectful dissent. He has built the right culture; he just needs to be sure they don’t out grow it. 5. Managers can build trust within their cross-functional team by following the suggestions below: a. Be consistent & fair b. Communicate often and openly c. Clarify roles, responsibilities and expectations d. Set mutually agreed upon goals & deadlines e. Celebrate success and give credit where credit is due. INSTRUCTIONAL TIPS 1. To point out the value of distinguishing between formal and informal groups, have your students give personal examples of situations in which the two types of groups overlap, such as coworkers who are also friends. 2. To help your students realize that they have had personal experience with the factors that enhance or detract from group attractiveness and cohesiveness, you can have them reflect on their involvement with athletic teams, fraternities and sororities, or clubs. Looking at groups in their own lives can also help them understand a number of group issues, including groupthink, conflict triggers, and conflict resolution techniques. Ask them how they would handle various situations differently now that they are more aware of the way groups operate. 3. An open class discussion of the pros and cons of each of the six political tactics presented in Chapter 13 can highlight the importance of personal values in this area. To supplement this, you may ask the group to give examples from their own experience of each tactic and to describe the effect it had on the environment where it was observed. 4. By giving your students an opportunity to explain in class why they trust some people and mistrust others, you can pave the way for general class discussion about trust and effective management. ADDITIONAL DISCUSSION/ESSAY QUESTIONS 1. How do sociologists define the term group? Answer: Sociologists define a group as a collection of people who interact with each other, share some sense of identity or belonging, and have a common goal or purpose. Groups can vary in size and structure, ranging from small, informal gatherings to large, formal organizations. One key aspect of groups is that they involve social interaction, which means that members communicate with each other, influence each other, and develop relationships over time. This interaction can take place face-to-face or through various forms of communication, such as phone calls, emails, or social media. Another important element of groups is their shared identity or sense of belonging. This means that members of a group see themselves as part of the group and identify with its goals, values, and norms. This shared identity helps to create cohesion within the group and can lead to a sense of loyalty and commitment among members. Groups also typically have a common goal or purpose that unites their members. This goal could be anything from completing a project or task to achieving a certain status or position within society. The pursuit of this goal often requires cooperation and coordination among group members, which can lead to the development of roles, norms, and structures within the group. In summary, sociologists define a group as a collection of people who interact with each other, share a sense of identity or belonging, and have a common goal or purpose. Groups play a central role in society, shaping our identities, influencing our behavior, and providing a sense of belonging and support. 2. How do roles and norms affect how individuals behave in groups? Answer: Roles and norms play a significant role in shaping how individuals behave in groups. Roles refer to the expected behavior patterns associated with a particular position in a group, while norms are the rules and expectations that guide and regulate behavior within the group. Roles help to establish a structure within the group and define the responsibilities and expectations of each member. When individuals are assigned specific roles, they tend to adopt the behaviors and attitudes associated with those roles. For example, a team leader may be expected to take charge, make decisions, and delegate tasks, while team members may be expected to follow instructions, contribute ideas, and support the leader. Norms, on the other hand, provide a framework for acceptable behavior within the group. Norms can be explicit, such as rules regarding punctuality or respect for others, or they can be implicit, based on the group's values and culture. When individuals are aware of the norms within a group, they are more likely to conform to those norms in order to be accepted and avoid conflict. For example, if a group values open communication, members may feel pressure to speak up and share their thoughts and ideas, even if they are hesitant to do so. Together, roles and norms help to shape the behavior of individuals in groups by providing structure, guidance, and expectations. They can influence how individuals perceive themselves and others within the group, as well as how they interact and collaborate to achieve common goals. By understanding and managing roles and norms effectively, groups can enhance their cohesion, communication, and overall performance. 3. What does the group development process involve? Answer: The group development process, often referred to as the "forming-storming-norming-performing" model, describes the stages that groups typically go through as they form, mature, and become effective teams. 1. Forming: In the forming stage, group members come together and get to know each other. They establish the purpose and goals of the group and begin to define their roles and responsibilities. This stage is characterized by a sense of excitement and anticipation, as members are eager to get started and make a positive impression. 2. Storming: The storming stage is marked by conflicts and disagreements as group members start to assert themselves and their ideas. This stage is crucial for the development of the group, as it is where members negotiate their roles, resolve conflicts, and establish norms for behavior. While this stage can be challenging, it is necessary for the group to progress and become more cohesive. 3. Norming: In the norming stage, group members begin to resolve their differences and develop a sense of unity. They establish norms for communication and decision-making and start to work more collaboratively towards their goals. This stage is characterized by increased trust and cohesion among group members. 4. Performing: The performing stage is where the group is fully functional and working effectively towards its goals. Group members are able to work together smoothly, make decisions efficiently, and solve problems effectively. This stage is characterized by high levels of productivity and satisfaction among group members. 5. Adjourning: Some models also include an adjourning stage, where the group disbands after achieving its goals. This stage involves reflecting on the group's accomplishments and experiences and preparing to move on to new challenges or projects. Overall, the group development process involves a series of stages that groups go through as they form, mature, and achieve their goals. By understanding these stages, group members and leaders can better navigate the challenges and dynamics of group work and improve their effectiveness as a team. 4. Briefly, what is the nature of each stage? Answer: 1. Forming: In the forming stage, group members are polite and tentative. They are eager to get started but may be unsure about their roles and the goals of the group. There is a sense of excitement and anticipation, but also a degree of anxiety and uncertainty. 2. Storming: The storming stage is characterized by conflicts and disagreements as group members start to assert themselves and their ideas. There may be power struggles and challenges to the group's direction. Communication can be tense, and trust may be low as members negotiate their roles and establish norms. 3. Norming: In the norming stage, conflicts are resolved, and group cohesion begins to develop. Members start to establish norms for behavior and communication, and trust and mutual respect increase. There is a sense of unity and collaboration as the group works towards its goals. 4. Performing: The performing stage is where the group is fully functional and working effectively towards its goals. Communication is open and efficient, and decision-making is streamlined. There is a high level of trust and cooperation among group members, leading to high levels of productivity and satisfaction. 5. Adjourning: In the adjourning stage, the group disbands after achieving its goals. There may be a sense of accomplishment and closure, but also feelings of sadness or loss as members say goodbye. It is a time for reflection on the group's achievements and experiences. Overall, each stage of group development has its own unique nature and challenges. By understanding these stages, group members and leaders can better navigate the dynamics of group work and improve their effectiveness as a team. 5. What is groupthink, and what can management do to avoid it? Answer: Groupthink is a phenomenon that occurs when a group of people prioritize harmony and consensus over critical evaluation of ideas, leading to flawed decision-making or lack of creativity. In a groupthink scenario, members may suppress dissenting viewpoints or avoid raising concerns to maintain group cohesion. To avoid groupthink, management can take several steps: 1. Encourage diverse perspectives: Management should promote an environment where different viewpoints are welcomed and valued. This can help prevent the formation of a consensus-driven mindset. 2. Foster open communication: Encourage members to express their ideas and opinions freely, without fear of judgment or reprisal. This can help surface potential issues or concerns that might otherwise be overlooked. 3. Assign a devil's advocate: Designate a team member to challenge prevailing opinions and assumptions. This can help prevent groupthink by ensuring that alternative viewpoints are considered. 4. Encourage critical thinking: Encourage group members to question assumptions, evaluate evidence, and consider alternative solutions. This can help ensure that decisions are based on sound reasoning rather than group consensus. 5. Seek outside perspectives: Consult with external experts or stakeholders to gain fresh insights and perspectives. This can help counteract groupthink by introducing new ideas and viewpoints. By taking these steps, management can help prevent groupthink and promote more effective decision-making and teamwork within the group. 6. What are virtual teams, and what particular challenge do they present to management? Answer: Virtual teams are groups of individuals who work together across geographic, time, and organizational boundaries, relying on communication technology to collaborate. These teams can be made up of members from different locations, time zones, and even cultures, who come together to achieve common goals. One particular challenge that virtual teams present to management is the difficulty of building and maintaining trust and cohesion among team members. Without the benefit of face-to-face interaction, team members may struggle to establish rapport and develop the strong interpersonal relationships that are often crucial for effective teamwork. Additionally, communication can be more challenging in virtual teams, as members rely on technology such as email, video conferencing, and instant messaging to collaborate. This can lead to misunderstandings and misinterpretations, as non-verbal cues are often lost or misinterpreted in digital communication. To address these challenges, management of virtual teams can take several steps: 1. Foster a sense of community: Encourage team members to get to know each other on a personal level and build relationships beyond just work. This can help create a sense of belonging and trust within the team. 2. Establish clear communication norms: Set expectations for how and when team members should communicate, and provide guidelines for using different communication technologies effectively. 3. Use technology wisely: Provide training and support for using communication tools, and ensure that team members have access to reliable technology. Consider using video conferencing or other tools to help bridge the gap between virtual and face-to-face communication. 4. Encourage regular check-ins: Schedule regular meetings or check-ins to keep team members informed and engaged. This can help prevent feelings of isolation and ensure that everyone is on the same page. 5. Provide opportunities for collaboration: Encourage team members to work together on projects and tasks, even if they are in different locations. This can help build trust and foster a sense of teamwork. By addressing these challenges and implementing strategies to support virtual teams, management can help ensure that these teams are able to collaborate effectively and achieve their goals. 7. What role does trust play in effective teamwork? How can you build trust with team members? Answer: Trust plays a crucial role in effective teamwork as it is the foundation of strong relationships and collaboration. When team members trust each other, they are more likely to communicate openly, share information, and support each other, leading to higher levels of performance and satisfaction. Building trust with team members requires consistent effort and attention. Here are some strategies to build trust within a team: 1. Communication: Encourage open and honest communication among team members. Make sure everyone feels heard and valued, and address any issues or concerns openly and transparently. 2. Reliability: Demonstrate reliability by following through on commitments and meeting deadlines. This shows that you can be trusted to deliver on your promises. 3. Respect: Show respect for your team members' opinions, ideas, and contributions. Treat others with kindness and empathy, and avoid gossip or negative behavior. 4. Competence: Demonstrate your competence by performing your job effectively and efficiently. Show that you are knowledgeable and skilled in your area of expertise. 5. Consistency: Be consistent in your actions and behavior. This helps build predictability and reliability, which are key components of trust. 6. Empathy: Show empathy towards your team members by understanding their perspectives and feelings. This can help build rapport and strengthen relationships. 7. Feedback: Provide constructive feedback to team members in a respectful and supportive manner. This shows that you care about their growth and development. 8. Conflict resolution: Handle conflicts and disagreements in a constructive way. Work towards finding mutually acceptable solutions and avoid personal attacks or blaming. By focusing on these strategies, team members can build trust with each other, creating a positive and productive team environment. Discussion Starter: Group Dynamics; Teamwork Forming highly effective teams that include individuals with diverse skills, experience and ability is a challenge for managers, yet the results are typically good. However, this approach requires a sound understanding of group dynamics and the ability to recognize people’s strengths, what they bring to the project and the maturity to overlook their perceived weaknesses. For Discussion: 1. Why is this an “easy to say, hard to do” management practice? Answer: This management practice is often considered "easy to say, hard to do" because while the concept of effective group dynamics and teamwork may seem straightforward in theory, it can be challenging to implement in practice. There are several reasons why this practice can be difficult to execute: 1. Complexity of human behavior: Managing group dynamics and fostering teamwork involves understanding and navigating the complexities of human behavior. People have different personalities, communication styles, and motivations, which can lead to conflicts and misunderstandings within a group. 2. Building trust: Trust is essential for effective teamwork, but building trust among team members takes time and effort. It requires consistent behavior, open communication, and a willingness to be vulnerable, which can be challenging in a professional setting. 3. Managing conflicts: Conflict is a natural part of group dynamics, but managing conflicts constructively requires strong leadership and communication skills. Resolving conflicts in a way that strengthens relationships and promotes teamwork can be challenging. 4. Balancing individual and team goals: Effective teamwork requires balancing the needs and goals of individual team members with those of the team as a whole. This can be challenging, as individuals may have competing priorities or interests. 5. Cultural differences: In today's globalized world, teams often consist of members from diverse cultural backgrounds. Managing cultural differences and ensuring that everyone feels included and valued can be a complex and challenging task. Overall, while the benefits of effective group dynamics and teamwork are well-documented, achieving and maintaining these dynamics can be a difficult and ongoing process that requires dedication, skill, and patience from management. 2. Why do people from different technical fields often have a hard time getting along? Answer: People from different technical fields often have a hard time getting along due to several reasons: 1. Differences in language and jargon: Each technical field has its own set of specialized language and jargon, which can be confusing or unfamiliar to those from other fields. This can lead to misunderstandings and communication barriers. 2. Varied perspectives and approaches: Different technical fields often have different ways of approaching problems and finding solutions. This can lead to conflicts when individuals from different fields try to work together, as they may have different ideas about the best way to approach a task or project. 3. Silo mentality: In many organizations, people from different technical fields work in separate departments or teams, leading to a "silo mentality" where individuals focus on their own area of expertise and are reluctant to collaborate with others. This can hinder communication and collaboration between different technical fields. 4. Lack of understanding and respect: People from different technical fields may not fully understand or appreciate the expertise of others. This can lead to a lack of respect and appreciation for the contributions of individuals from other fields, further hindering collaboration. 5. Competition for resources: In some cases, people from different technical fields may compete for resources, such as funding or recognition, leading to tension and conflict between groups. Overall, overcoming these challenges requires open-mindedness, effective communication, and a willingness to collaborate and learn from others. By fostering a culture of collaboration and respect for different technical fields, organizations can help people from different fields work together more effectively. 3. How important to team success is friendship among coworkers? Answer: Friendship among coworkers can play a significant role in team success, but its importance can vary depending on the context and the nature of the work. Here are some ways in which friendship can impact team success: 1. Trust and Communication: Friendship often leads to higher levels of trust and communication among team members. When team members are friends, they are more likely to be open and honest with each other, which can improve collaboration and problem-solving. 2. Morale and Motivation: Friendship can boost team morale and motivation. When team members are friends, they are more likely to support each other during challenging times and celebrate successes together. This can create a positive and supportive team environment. 3. Conflict Resolution: Friends are often better at resolving conflicts constructively. When team members are friends, they may be more willing to listen to each other's perspectives and find mutually acceptable solutions to conflicts. 4. Team Cohesion: Friendship can strengthen team cohesion. When team members are friends, they are more likely to work together cohesively towards common goals, even in the face of challenges. However, it's important to note that while friendship can enhance team success, it is not always necessary. Teams can be successful without members being close friends, as long as there is mutual respect, trust, and effective communication among team members. Ultimately, the importance of friendship in team success depends on the specific dynamics and needs of the team. BONUS VIDEOS BIZFLIX VIDEO CASES FROM THE TEXTBOOK WEBSITE Discussion Questions and Guide Video Case: Welcome Home Roscoe Jenkins VIDEO CASE SYNOPSIS Hollywood talk-show host Roscoe Jenkins (Martin Lawrence) returns to his Georgia home for his parents’ 50th wedding anniversary. Cultures clash between the big-city Roscoe and other family members. The culture clash becomes even more severe because of the presence of his upper-class fiancée, Bianca Kittles (Joy Bryant), who does not understand this family and feels superior to them. This sequence starts with Roscoe and his brother, Sheriff Otis Jenkins (Michael Clarke Duncan), carrying a tub of fish and ice from Monty’s butcher shop to Sheriff Jenkins’s pickup truck. This sequence ends after Sheriff Jenkins knocks out his brother. VIDEO CASE DISCUSSION QUESTIONS AND SUGGESTED ANSWERS 1. Based on your understanding of a group as described in this chapter, do Roscoe Jenkins and his brother Sheriff Otis Jenkins form a group in this film sequence? If so, what type of group are they? Answer: As defined in the chapter, a group is “two or more freely interacting individuals who share a common identity and purpose.” Because the two men are brothers engaged in an activity together, they could be considered a group. Although their conversation ends in conflict, we can also assume that there is mutual concern and friendship between the two, so their relationship would best fit the description of an informal group. They are associating by choice, not because their jobs depend on it. 2. In your opinion, what does the conversation reveal about each man’s perception of his own role in this organization (their family) and in life? Answer: Otis seems very comfortable with his role as a family man and small-town sheriff. He is not living in the past and does not regret his lost role as a professional athlete. Students may also observe that, as the older brother, he is probably accustomed to taking a leadership role in his extended family. But perhaps it is this same comfort with these roles that leads him to become so offended when his younger brother questions and criticizes some of his life choices. We can assume that Roscoe has carved out a role for himself as an urban professional, and he appears to be redefining his role within his family. He no longer wants to be associated with many of the Southern traditions apparently typical of his family, and he is no longer willing to play the subservient “little brother” role. He speaks to his brother in a direct manner, as an equal. 3. Based on the conversation you witness in this video clip, how would you describe the level of trust in this relationship? Use the characteristics from the book to support your answer. Answer: Communication is certainly clear and honest between Otis and Roscoe, but Roscoe’s words have offended and angered Otis, which has damaged Otis’s trust in Roscoe. If Roscoe wants to rebuild the trust between them, he is going to have to work on being supportive, respectful, fair, and consistent. BONUS COOPERATIVE LEARNING TOOL 1: INSTRUCTOR NOTES Whom Do You Trust? The questions in the following exercise are based on the components most commonly considered when it comes to trust issues. These include truth, confidentiality, fair play, fair representation, support, sharing, reliability, concern, and consistency. Trust is a critical component of successful team efforts. Trust includes the trust among team members and the trust the team feels in its management. This particular exercise is designed for evaluating the trust felt in a coworker. However, it can easily be modified for use in evaluating trust in management. (In most cases, all that needs to be done is to substitute “management” or “my manager” for “this person.”) The scoring for the test is shown below. 40–50 Eagle Scout This is someone who you know is totally trustworthy. This helps reduce workplace conflict and creates a more positive team atmosphere. 30–39 Ol’ Reliable This may not be someone you would bare your soul to, but she or he is overall a good coworker and someone you can generally rely on. Team efforts can succeed at this level of trust, but not as well as in the 40–50 point range. 20–29 Questionable This is someone you would rather avoid working with if possible. When you have to work with this person, you are more careful about what you say and do. Team success will be limited at this level of trust. 10–19 Watch Your Back Someone who falls into this range may actually cause unneeded problems and conflicts. Your inclination is to stay away from this person as much as possible. At this level of trust, teamwork is impossible. BONUS COOPERATIVE LEARNING TOOL Whom Do You Trust? Trust is an important component of any successful workplace relationship. Whether it is a question of believing management is telling the truth or knowing that you can rely on a coworker, both individual and team productivity are improved when people work in an atmosphere of mutual trust. The following exercise allows you to evaluate how much you trust your most trusted coworker. To complete it, simply rate your responses to the statements below using the scale provided. 1 2 3 4 5 Totally disagree Disagree somewhat Neither agree or disagree Agree somewhat Totally agree ____ 1. Whenever this person tells me something, I can be sure that it is true. ____ 2. I can tell this person things and know that they will always be kept confidential. ____ 3. When we work together on a project, this person can be counted on to take a fair share of the workload. ____ 4. When this person discusses me or my opinions with others, I know this person will represent my viewpoints fairly and accurately. ____ 5. When I run into difficulties, I know this person will listen and provide support. ____ 6. If we are working on a project, I know that this person will make sure that I get my share of the credit, and if we make a mistake, I know this person will voluntarily take an appropriate share of the blame. ____ 7. When this person promises to do something for me, I know it will be done. ____ 8. Whenever I lend this person something, I know that it will be well cared for and that I will get it back promptly. ____ 9. I know this person has a sincere concern for my welfare. ____ 10. I can count on this person to react consistently and appropriately in any situation. TOTAL SCORE: ________ WHOM DO YOU TRUST? 40–50 EAGLE SCOUT 30–39 OL’ RELIABLE 20–29 QUESTIONABLE 10–19 WATCH YOUR BACK TEN TIPS TO HELP EMPOWERED TEAMS WORK • SEEK COMPLETE COMMITMENT • DON’T ASSUME TEAM COMPETENCY • EXPECT STRESS, FEAR, AND CHAOS • TRUST MUST BE EARNED OVER TIME • THERE WILL BE SOME EMPLOYEE FALLOUT • NEW STRUCTURES, NOT NO STRUCTURES • ORGANIZATIONAL SUPPORT SYSTEM NEEDED • BALANCE OF CONTROL AND AUTONOMY • CREATE A POSITIVE WORK ATMOSPHERE • NO BARRIERS OR CLASS DISTINCTIONS Solution Manual for Management Robert Kreitner, Charlene Cassidy 9781111221362