Petrie's Electronics Case, Chapter 10, Questions 1, 2, 5 & 6

Lower level of members within an organisation who have a low level of trust don’t believe that higher management will create favourable outcomes and the individual with low level of trust will need to take further action.

In the book The Invisible Spotlight, Craig Wasserman and Doug Katz write that all managers work in the danger of an invisible spotlight, where actions are scrutinized by their own employees. What is more fascinating, the managers do not even suspect this is really happening. Consequently, future leaders underestimate the influence of the particular events that are in the core of the structure of the business. The book is easy to read and understand, as Wasserman and Katz present their own examples, which make the ideas clearer. The unrevealed spotlight of their weaknesses and strengths are revealed in the book. Every single situation may be found in the realities of management.

The employees can be afraid that the observations of their weak performance can eventually result in dismissal or extra

Evaluate how implementing best practices would have reduced the chances for failure. Provide support for your rationale.

In my previous milestone paper, I identified a fundamental challenge that we must overcome in the launch of our application to our target market: Users must be educated in using our application the right way. I identified this as a fundamental problem because our application will not be able to keep the promise of safeguarding users if they do not use the product correctly. The consequences deriving from untrained users are considerably important, as the life of our users can depend on it.

The effort-performance relationship deals with belief of the employee that increased effort will result in improved performance. The performance-reward relationship focuses on the degree to which the employee believes their improved performance will lead to a desired outcome. The rewards-personal goals relationship is the degree to which the rewards of improved performance will meet the personal desires of the employee. Throughout the case, Stacy makes it clear that she feels undervalued by Royce. The case discusses how Stacy’s department has had to deal with a number of cutbacks that have resulted in a decrease in performance and higher turnover. This has undoubtedly had a negative effect on the image of the Student Activities department, which has clearly bothered Stacy. Furthermore, Royce has acknowledged that Stacy has “managed it all,” however he has not recognized this as an accomplishment on Stacy’s part. That feeling of being undervalued has resulted in a lack of motivation on Stacy’s end. The expectancy theory explains how an employee might ask themselves “if I give maximum effort, will it be recognized in my performance appraisal?” If Stacy were to ask herself that question, her answer would be a resounding “no.” She acknowledged this by admitting to having thoughts

At a time when many companies experience a difficult economic situation, they have to cut costs by laying off workers, and worse if your employees decided to leave for other competitors. Losing a talented worker is costly and to replace your top employee’s knowledge, experience and customer relationships is not something as simple as ones might think. So why do good employees quit? Even with high wages or great benefit, employees can still depart from the company if they do not get along well with their managers. So in order to keep good employees on board, the managers play an important role in knowing and matching their workers’ needs. In what follows, I going to analyze the case study: “Why are we losing all our good people?” which is about a fictional firm called “Sambian Partners”; what's really the reasons that is driving talented people out of the company and offering some solution to help Sambian stop the talent drain.

Use the scenarios in the Bugusa, Inc., link located on the student website to answer the following questions.

Specifically, Billy Riggan is experiencing a “free-rider” problem with his fellow research scientists. Moreover, Billy is dealing with a sense of responsibility due to the fact that he is the one in charge of making the choices on product innovations and technological developments. However, the other research scientists are counting on his sense of responsibility for him to actively work to ensure the success of the company. Furthermore, Billy could be experiencing some low confidence in his management abilities due to the lack of involvement from these research scientists. In any case, there could be a possible risk of derailment with his job if he were to take this problem to higher management, which could look as if he is not management material and the upper-management could demote him.

By the same token, when treated everyone fairly regardless if the employee is new or has been with the organization for a number of years when they make a mistake the leader must hold them accountable. Leaders must have the courage to hold other’s accountable for their actions. There is a reason why a person is a leader and one of the beliefs are that as a leader you will hold your direct reports accountable and will deal appropriately with the weaker direct reports. (Bushey, p. 15)

The key problem that is described for this case “Improvements at ServeNow" involves the management practices of Mr. Bushley, who has been too busy to standardize a training program for his management team, and has no potential successors for the 4 mangers he is losing to entrepreneurship and retirement. Faced with this challenge, he has hired a consultant to assist with this transitional period and plan for better training and effective communication in the future. Mr. Bushley says that he does not have time or experience to help alleviate the situation. The use of technology for training and communication

Many Problems in Organizations are created because of Faulty Incentives and Flawed reward systems that are setup to accomplish one thing but actually does the opposite.

As it may not seem like a conscious choice, any time an employee offers an excuse for a poor performance, he or she is trying to clear themselves of any responsibility. This can create tension between the employee and the manager as the executive’s focus tends to be not on the excuse itself, but on the issue of responsibility. Along with excuses, silence acts in a negative manner for many reasons; it is obvious that it makes the employee feel awkward. Silence can also be used as manipulative power play as well as a means of intimidation which can lead to a multitude of other negativities such as irrelevancies and misconception.

Some managers were reluctant in differentiating between their employees and allow any unfamiliar person to evaluate them. Because of this true performer might miss his/her rewards and incentives.

Hogan, M. (2014, June 16). 6 qualities of bad managers that send employees running. Retrieved from http://www.ragan.com/Main/Articles/6_qualities_of_bad_managers_that_send_employees_ru_48433.aspx