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

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

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter2: The Evolution Of Management Thinking

Section: Chapter Questions

Problem 1EE

See similar textbooks

Similar questions

This week's topic focuses on getting along at work. 1a. Describe a conflict you observed or participated in on the job. What conflict resolution strategies did you observe from each party? Which, in your view, were effective and why? Which were ineffective and why? How might either party have approached the situation differently to achieve a more positive resolution? 1b.Please share an experience at work about someone that you're having some difficulty getting along with. Don't forget to protect the privacy of individuals by not using their actual names or positions.
Recently, a management accountant went on sick leave and had to be replaced by another member of the work team. The sick leave happened right before annual performance appraisals were to take place, and the replacement was required to meet with each of the staff, provide feedback about their performance over the past year, and convey their salary increases. The manager assigned Ruby, who felt very uncomfortable she is an introvert. Ruby's discomfort is most likely derived from: a. intrasender role conflict b. boundary role conflict c. person-role conflict d. low power conflict e. personality clash
Mr. Shah has been running a Small and Medium enterprise (SME) for the last 10 years. He manages a workforce of around 300 employees. In recent years, he has witnessed negative attitude and withdrawal behavior among his employees. After conducting job satisfaction survey, it was found that employees have lost loyalty and commitment with their organization that leads to conflicts and politics in the organization. In your opinion, which individual power should be used by Mr. Shah to overcome this situation. Justify your answer by providing proper explanation of your answer. Subject: Organizational Theory and Design
Top of FormWhich of the following is true of facility management organization approval of strategic objectives for a tactical plan?Strategic objective approval is at the sole discretion of executives/clients, never the facility manager.Strategic objectives above a certain value or planning complexity may require executive/client approval.Strategic objectives and tactical plans never need approval.Strategic objective approval is always at the discretion of the facility manager regardless of cost or planning complexity.Bottom of FormWhich of the following is true when developing rules for organizational codes of conduct?Rules are intended to replace reason with position power.Rules intended only for facility management staff need not be compatible with the organizationâ€™s rules.Rules generally need to be more detailed than principles.Rules that reinforce organizational culture should be included even when not enforceable.When facility managers and staff know when they or…
Mangement The success of the coordination improvement initiative highlighted the critical role played by leadership in fostering a collaborative work environment. The company's leadership actively supported the implementation of the new coordination strategies by providing the necessary resources, encouraging a culture of open communication, and leading by example. Key performance indicators were established to monitor and evaluate the effectiveness of the coordination enhancements continuously. Leadership also played a crucial role in instilling a sense of accountability among team members. By emphasizing the importance of clear communication, defined roles, and shared goals, leaders contributed to the creation of a more cohesive and motivated workforce. The success of the coordination improvements not only enhanced the current project but also laid the groundwork for future endeavors, as the lessons learned from this case were integrated into the company's project management…
Managing conflicts is an inevitable aspect of organizational life, and effective conflict resolution is a vital skill for managers. Conflicts can arise due to differences in personalities, work styles, or competing priorities. Managers must be adept at identifying and addressing conflicts promptly to prevent them from escalating and affecting team morale. Implementing open communication channels, fostering a culture of respect, and providing conflict resolution training are strategies that can help managers navigate and resolve conflicts constructively. Question: How can managers proactively cultivate a workplace culture that minimizes the occurrence of conflicts and equips team members with the skills necessary for constructive conflict resolution?
Almost everyone agrees that national cultures differ, but they disagree on what the differences are and the importance of them. Recall that 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, societies that accept strong hierarchical boss-subordinate relationships likely score high on the dimensionality of ________. A) subordination B) collectivism C) long-term orientation D) uncertainty avoidance E) power distance
now a day many people are facing challenges in effectively managing their work and family responsibilities. This is because of the advancement of information communication technologies such as smartphones and email, which have made it possible to access work anytime and anywhere. To achieve a better balance between work and personal life, employees need to negotiate their work arrangement from time to time. Explain this fundamental principles of integrative negotiation. 1. Separate relationship issues from substantive issues2. Focus on interests, not positions – negotiate about the things people need, not the things they say they want3. Look for new solutions to the problem that will allow both sides to win4. Insist on outside, objective fairness criteria
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?
Each student was responsible for developing a set of interviews or dialogue points to provide for the leader prior to their virtual meeting and/or phone conversation. Each student should set up a minimum of three meetings, one of which can be, with the leader’s permission ask questions about their leadership at work, in the community, and or family. The analysis should include the leaders: • Leadership philosophy • Vision and goals for the organization • Conflict management techniques and suggestions • Methods for establishing and building trust • Methods for empowering others.
Mr. Ahmed is an experienced manager but he is not very highly qualified. Recently few experienced employees who are very well qualified joined as a subordinate to Mr. Ahmed. Thus, Mr. Ahmed got worried that one of these subordinates may become his superior in future. Therefore, he was now sending only few communication to these employees and important communication he was not informing them. What type of communication barrier developed in this situation? a. Lack of incentive b. Lack of confidence in subordinates c. Fear of challenge to authority d. Nurturing of typical attitude
Fred always gets his way when he and his girlfriend of two years go out, and he likes that she always let's him win. He seems to have a _____________ style of conflict management. avoidant superior competitive collaborative