The Workplace Of A Corporation Can Be Categorized As Four Archetypes

Every organization that aspires to be successful must address the value of emotional intelligence in the work place. How people relate to each other determines if the organization eventually moves from

“Life is a popularity contest. We want to work with people that make us feel good to be around them. Likeability is the tiebreaker to almost anything.” (Sanders, 2005). Being likeable is much more critical than confidence because people gravitate towards others who create a positive emotional response in them as it delivers psychological benefits. In other words, likability is the ability to produce a positive emotional experience in someone else, such as making co-workers feel good about themselves. Being likeable and having a positive demeanor is essential because if others like you, then that means that you have the ability to get along with others, which is a highly valued workplace skill and in addition, your colleagues will encourage and support you in the workplace. According to Sanders, in order to develop a likeable personality, it involves for you to be friendly, relevant, empathetic and authentic. Being disliked can disrupt the effectiveness of coworkers working together and can also isolate the customers. People would rather choose to work with someone who is less skilled and likeable than someone who is capable but isolates their coworkers. The outcome then comes to some companies having put on less emphasis on abilities and more on determining the employees’ likeability. The impression is that if someone is lacking a certain skill, they

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.

In hiring, we really don’t care how much people know until we know how much they care. We like to say that we hire for attitude and train for aptitude. We provide the tools and training that team members need to succeed in their work, and we want them to be responsible and accountable for their businesses and functions.”(Vision and Values - Wells Fargo)

Justin Racz’s “50 Bosses Worse Than Yours” introduces an observation on the account of working with a bad boss. This featured video gives an outline of bad bosses based on author’s personal experience. In the beginning of the segment, we are asked a simple question, “Just what makes a boss bad? As a rule, they do not have the relationship building abilities necessary to be prominent business leaders. Bad bosses have been described as patronizing and dishonest individuals who do not think about the welfare of their employees in the workplace. With a bad boss you can expect a strained work atmosphere and stressful environment. The working conditions turn out to be severe to the point that numerous employees consider leaving their jobs in light

While getting a job employers opinion of a person can determine whether one gets the job or not. In the book, Of Mice and Men, George told Lennie not to talk because he was scared the boss would think Lennie couldn’t work that well and fire them before they even get started. If the boss had fired them he wouldn't have gave Lennie the chance to show his great work skills. Many times in society people have been known for “judging a book by its cover” and that's exactly what George was afraid the boss was going to

An employment relationship is a linkage between employer and employees. Through this linkage a reciprocal relationship is built upon and when reciprocity is lacking it is detrimental to both employee and employer. It is this law of reciprocity, when someone does something nice for you; you do something nice in return that keeps American society maintained and running. Therefore, this theory of reciprocity is very important in today’s society when it comes to handling business. In Jeffrey Pfeffer’s journal article ‘Human Resources from an Organizational Behavior Perspective: Some Paradoxes Explained’, he discusses the pervasive distrust employees have with employers. In Daniel Pink’s book, Drive: The Surprising Truth about What Motivates Us,

That is, IM systems endeavor to deal with one's picture and venture a fancied personality to others (Bozeman and Kacmar 1997; Turnley and Bolino 2001), with the desire that one's upgraded picture will at last prompt coveted results. As far as IM, it is likely that people higher in political skill will accomplish more constructive pictures while overseeing impressions than will their low political skill partners. Likewise, by utilizing each of the five IM strategies can prompt either positive or negative impressions relying upon an individual's political skill. An example is: individuals who are high in political skill have the ability to create better supervisor impressions when they use these tactics frequently. Moreover, political skill is simply one more key individual variable that will show a solid impact on the viability of IM strategies (Levy, Collins, and Nail, 1998). Political skill furnishes a person with the capacity to comprehend others and utilize that learning to adequately impact

Allport defines personality as ‘the dynamic organisation within the individual of those psychological systems that determine his unique adjustment to his environment’ (Allport, 1937). An individual’s unique personality traits and attributes are a powerful indicator of how he/she will interact with the work environment. The difference between average and outstanding employees can often be solely personality related. As the employee is the most valuable asset to the company, ‘selecting the right employee during the process is critical’ (Carbery and Cross, 2013, pp. 41-53)

He (2001: ) further mentions that “it is the people who work in the business that really count. Treating employees badly...will inevitably come to haunt us in the long run”.

Power and conflict skills. Schank reveals, “A good question is an irritant…[yet] a closed mind [is] a mind that doesn’t ask itself questions or face questions from others” (p. 173). Therefore, “personality tests [are] a means of helping [me] come to terms with the ways that God has equipped [me] to serve His purposes in whatever organization He has [me] in” (Fischer, K. J. (2006). p. 1). In ambiguous situations, low Machiavellianism (MACH) score indicates that I am least likely to shade the truth or act unethically when persuading others. Preferred persuasive power tactics are expert, referent, legitimate and reward. Though I don’t currently carry formal capacity of authority, I am powerful bcause score very high in political skills. “Politically skilled are able to exert their influence without others detecting it, which is a key element in being effective” (Robbins & Judge, p. 458). In accord to impression management score, I have little use for supplication, intimidation, exemplification, self-protection and ingratiation. Preferred conflict handling styles are insightful accommodating, compromising, and collaborating tendencies all of which favor cooperative, reasonable, and direct negotiating styles.

Present day managers have an obligation to their employees and organization to be effective and efficient leaders. Leaders are expected to create an atmosphere that values a supportive work environment and transparent communication. In the case of Two Tough Calls, Susan frequently criticizes Phil’s and Terry’s work performance due to poor work performance. However, Susan outlines several managerial imperfections throughout the entire case; weaknesses such as irreverence, unequivocal personality, and a lack of motivational skills.

Within their jointly authored case study entitled Deep Smarts, Harvard professors Dorothy Leonard and Walter Swap seek to quantify the intangible set of intellectual abstractions which combine to form the foundation of extreme competence in an employee. Citing that rare but harmonious connection between "raw brainpower" and "emotional intelligence," Leonard and Swap posit the existence of "deep smarts," which they define as "the stuff that produces that mysterious quality, good judgment" (2004). Seemingly an amalgamation of human attributes which aid in decision making and critical judgment, deep smarts would appear to be the highly functioning union of intuition, instinct, intelligence and insight. The authors base their conception of deep smarts on the value of firsthand experience, by noting repeatedly that deep smarts are "based more on know-how than on facts; comprising a system view as well as expertise in individual areas" (Leonard & Swap, 2004). According to the authors, most corporations and large-scale organizations have members, from executives to temporary employees, who possess deep smarts through the "judgment and knowledge - both explicit and tacit - stored in their heads and hands" (Leonard and Swap, 2004), but these valuable assets are routinely overlooked and underutilized. The purpose of the case study is to present managers, and others responsible for maximizing an organization's efficiency, with viable methods for identifying those employees with deep

The latter qualities are quite attractive and show the character of a great employee. However, these attractive characteristics may be harder to come by than the unattractive ones.

In the early 1980s, Henry Mintzberg’s, constructed the organizational archetypes. In this model Mintzbeg introduces five types of organization structure and how they influence the functions of organizations. On the organizational model there are five categories which are: Entrepreneurial, Machine (Bureaucracy), Professional bureaucracy, The Divisional (Diversified), and Adhocracy. Entrepreneurial organization consists of one large unit with one or a few top managers. The organization is relatively unstructured and informal compared with other types of organization, and the lack of standardized systems allows the organization to be flexible.