Ken is a manager; the major reason for Ken's subordinates' issues with him is a lack of trust and emotional connection. From the feedback Ken's manager provided, it appears that Ken does not listen to ideas and is focused on his own way of doing things. Additionally, he is distant from his team members, which decreases a feeling of camaraderie. This shows that Ken is not taking the time to build relationships with his subordinates, which is necessary for developing trust. Without trust, Ken's subordinates will be more likely to fear mistakes and criticism from him. Question what recommendations will you give to ken?
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Ken is a manager; the major reason for Ken's subordinates' issues with him is a lack of trust and emotional connection. From the feedback Ken's manager provided, it appears that Ken does not listen to ideas and is focused on his own way of doing things. Additionally, he is distant from his team members, which decreases a feeling of camaraderie. This shows that Ken is not taking the time to build relationships with his subordinates, which is necessary for developing trust. Without trust, Ken's subordinates will be more likely to fear mistakes and criticism from him.
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- By nature, Harsha is friendly by nature and ready to help those in need. Franklin is silent in ready to help if approached personally and always somewhat selfish in nature. They Have successfully completed 4 years in the organization. And the management is very satisfied with both because they are equally talented and consistent performers. Harsha felt that Nowa Dav's Franklin was not like he used to be in the past. Harsha noticed changes in behavior on Franklin's part. During general conversations, she feels that Franklin is laughing at the fact that she is famous among the employees of the organization, on the other hand, he is not even recognized by his colleagues. What arguments can Mr. Metha HR manager use to prevent the resignation of Franklin, one of his employees who says he feels humiliated by his colleague and training promoter Harsha whom Frankiln believes him to be more competent than him, more respected by other company personnel?Ken is a manager or leader in a company; Ken's subordinates’ issues with him are that they cannot work at their highest levels without feeling micromanaged by him; he is unable to listen to their ideas and comes across as though he knows everything, and his subordinates’ feel as though they cannot make any mistakes without being reprimanded. Ken has been advised and recommended to Show employees that He has trust in them. If Ken can display trust in his employees, he can also instill confidence in them. Giving them the opportunities to make decisions will allow the employees to feel less micromanaged by him. Question: Do you agree with the recommendation given? if yes, why?power distance is a measurement of employee preferences of interaction between superiors and subordinates. Evidence suggests that people perform better when these interactions fit their preferences, thus companies should consider aligning relationship styles effectively. With this in mind, and according to Hofstede, the extent to which subordinates accept a hierarchical system in a company is score high on the dimensionality of ________. According to Hofstede, known as ________. A) masculinity B) uncertainty avoidance C) power distance D) individualism
- Ken is a manager. The lack of communication and trust are the leading reasons Ken’s subordinates are having issues with him. Toxic leadership relationships will influence followers in a negative way. His lack of interpersonal relationships with his team has created a negative perception of him. Although he has authority, it is imperative that Ken understands the severity of disconnected followership. Effectively communicating and working as a cohesive team will aid as a preventative to reactions. Ken’s goal must be to focus on empowering and healthy partnerships with his subordinates to achieve success. However, this begins with building creditability through trust. It is notable that Ken is only around his subordinates when he has a task that he is demanding to be completed, with full supervision. Employees are seeing his use of authority but have not seen his influence or power. Question what suggestions will you give to Ken that he should carefully review to enhance his future…Effective leadership is a cornerstone of successful management, and different leadership styles can significantly impact team dynamics. Whether employing a transformational, democratic, or situational leadership approach, managers influence the culture, motivation, and performance of their teams. Understanding the strengths and limitations of various leadership styles is crucial for adapting to different situations and team compositions. Additionally, fostering open communication, promoting collaboration, and recognizing individual contributions are key elements in building a cohesive and high-performing team. Question: How can managers identify and apply the most appropriate leadership style for different situations to maximize team effectiveness and create a positive work environment?Successful management goes beyond mere task delegation; it involves understanding the strengths and weaknesses of team members, motivating them, and providing constructive feedback. A manager's ability to communicate clearly and empathize with employees plays a pivotal role in building trust and fostering a positive work culture. Open communication channels facilitate the exchange of ideas, leading to innovation and problem-solving. Moreover, effective conflict resolution skills are essential to address disagreements within the team and maintain a cohesive working atmosphere. In the realm of modern management, embracing diversity and inclusion is crucial for harnessing a variety of perspectives, which can enhance creativity and overall team performance. Question: How can managers cultivate effective communication and conflict resolution skills to promote a positive work culture and maximize team productivity?
- Jenneille has just started work at ABC Co. and believes that it was the best career move she ever made. She really believes in the work the company is doing and sees herself as an important member of the team. Jenneille demonstrates strong ______. A) agreeableness B) extroversion C) organizational commitment D) openness E) psychological attitudeYou are the manager of both John and Martha. John has a resentment toward Martha. John has been monitoring Martha's every move for about 3 months, but you just found out about it last week. John watches when Martha gets to work, how long she takes for lunch and whether or not she gets better assignments. John isn't very polite to Martha, and sometimes makes inappropriate comments to Martha. John thinks Martha is lazy and not a team player. You are tired of hearing all of the minor complaints from John. You want to tell him to 'grow up and mind his own business'. However, you know that won't be the best course of action. Fortunately, you have taken MBA OB and instead, you decide to use empathy to approach John. You ask John to come to your office, and you close the door so you can have a private conversation. You say 'Thanks for coming to meet with me John'. Using the EAR model, write the first three sentences that you would say to John:Managing people has always been considered as a critical and tough role. You were elected as president of your class. You are expected to manage the class in terms of overall class behavior, cooperation that they show in maintaining class discipline, doing assignments, observing a program of studies, and actively participating during class discussions. All your classmates, at the start of your administration, have shown willingness to cooperate, except Alex and Josephine who are sweethearts. They go to class late and they do not do their assignments consistently. What will you do to gain their cooperation?
- Since violated expectations often lead to conflict for individual and team relationships, explain some of the most common expectations that leaders and subordinates often violate. Share personal work-related or community-based examples to solidify your understanding of the concept. In addition, discuss how these types of problems were handled in your workplace or team-building scenario. Were the methods used correct or incorrect? Explain your answer.Manager A - the traditional view of conflict. This person is a caring, empathetic leader with many good qualities. Manager B - the contemporary view of conflict. This person is ambitious and supports their team to exceed expectations. When conflict occurs on Manager A's team, how might it be resolved? When conflict occurs on Manager B's team, how might it be resolved?Workplace conflict is common and likely to happen whenever people are asked to work together. For the scenario below, you are the manager of the two direct reports described in this scenario. An employee in your department (Sarah) who has always performed at the highest level, communicated effectively with team members, and is a strong candidate for promotion recently became more reserved in her office interactions, is coming in early, and working late - but just does not seem to be herself. You've asked her if everything is okay and offered resources, but she indicates everything is fine in your discussions. While making copies in the copy room, you hear part of a conversation between a newer employee (Sam) and what appears to be a representative from one of Sarah's top sales accounts. You are not concerned as it is common for team members to help each other out during busy times of the year. A few days later at the monthly team update meeting, there is obvious tension between…