Your manager has recently participated in a study on culture. She scores high on universalism, individualism, and monochronic time perceptions. She also scores low on uncertainty avoidance. What are the implications of these results for working for her?
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Your manager has recently participated in a study on culture. She scores high on universalism, individualism, and monochronic time perceptions. She also scores low on uncertainty avoidance. What are the implications of these results for working for her?
Note that other cultural dimensions could be substituted.
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- Managers and employees should have a positive mind set, “Once your mindset changes, everything on the outside will change along with it”. Steve Maraboli. “I truly believe in positive synergy, that your positive mindset gives you a more hopeful outlook, and belief that you can do something great means you will do something great”. Russell WilsonIn Africa, managers tend to frame their employees to do things the way they want them to be done without allowing them to think outside the box. Employees also tend to have a negative mind set towards management and work environment. Based on the book of Mind set; The New Psychology of Success – Carol S. Dweck. Discuss the importance of positive mind set.based on the concepts that define Hofstede's Cultural Dimensions Theory, please match each cultural scenario to its corresponding cultural construct. Select either individualism vs collectivism, power distance or masculinity vs. femininity for each cultural scenario. A) In Malaysia, team members will not initiate any action, and they like to be guided and directed to complete a task. If a manager doesn't take charge, they may think that the task isn't important. B) If you open an office in Japan, you should recognize you are operating in a hierarchical, deferential and traditionally patriarchal society. Long hours are the norm, and this, in turn, can make it harder for female team members to gain advancement, due to family commitments. C) In Central American countries such as Panama and Guatemala, a marketing campaign that emphasizes benefits to the community would likely be understood and well received, as long as the people addressed feel part of the same group.Too Much of a Good Thing? Not long ago, Jessica Armstrong, vice president of administration for Delaware Valley Chemical Inc., a New Jersey–based multinational company, made a point of stopping by department head Darius Harris’s office and lavishly praising him for his volunteer work with an after-school program for disadvantaged children in a nearby urban neighborhood. Now she was about to summon him to her office so she could take him to task for his dedication to the same volunteer work. It was Carolyn Clark, Harris’s secretary, who’d alerted her to the problem. “Darius told the community center he’d take responsibility for a fund-raising mass mailing. And then he asked me to edit the letter he’d drafted, make all the copies, stuff the envelopes, and get it into the mail—most of this on my own time,” she reported, still obviously indignant. “When I told him, ‘I’m sorry, but that’s not my job,’ he looked me straight in the eye and asked when I’d like to schedule my upcoming…
- Too Much of a Good Thing? Not long ago, Jessica Armstrong, vice president of administration for Delaware Valley Chemical Inc., a New Jersey–based multinational company, made a point of stopping by department head Darius Harris’s office and lavishly praising him for his volunteer work with an after-school program for disadvantaged children in a nearby urban neighborhood. Now she was about to summon him to her office so she could take him to task for his dedication to the same volunteer work. It was Carolyn Clark, Harris’s secretary, who’d alerted her to the problem. “Darius told the community center he’d take responsibility for a fund-raising mass mailing. And then he asked me to edit the letter he’d drafted, make all the copies, stuff the envelopes, and get it into the mail—most of this on my own time,” she reported, still obviously indignant. “When I told him, ‘I’m sorry, but that’s not my job,’ he looked me straight in the eye and asked when I’d like to schedule my upcoming…Can a manager use tools and techniques from several different perspectives at the same time? For example, can a manager use both classical and behavioural perspectives at the same time? Explain how will it increase managerial effectiveness? Also explain the problems/limitations of this hybrid approach. PLease provide detailed answer in 200-300 wordsDo you think it is wise for a top executive to fire a manager who is bringing in big sales and profits for the company but not living up to a cultural value of "showing respect for employees"? Justify your answer with appropriate examples.
- According to the research in our text book, 26% of new managers feel they are unprepared to transition into management roles 58% of new managers don’t receive any training to help them make the transition 50% of first-time managers fail in that transition It seems moving to a management position isn’t easy as these statistics indicate. What could organizations do to make the transition into a management role easier? If you have found yourself making the transition from peer to manager, you know how difficult it can be. If you have not had that opportunity, you likely will at some point in your career. The below video gives some great practical advice on how to navigate this professional transition.Do you think it is wise for a top executive to fire a manager who is bringing in big sales and profits for the company but not living up to a cultural value of “showing respect for employees”?State whether each of the following statements is TRUE or FALSE. and explain Role ambiguity is related to higher emotional exhaustion, more thoughts of leaving an organisation, and lowered job attitudes and performance. Individual objectives within the overall framework of the group are not important, and therefore managers should not focus on trying to achieve them as opposed to group objectives. Designing jobs to increase employee’s motivating potential, empowerment, setting goals, evaluating performance using performance appraisals, and tying employee pay to individual, group, or organisational performance using incentive systems are methods through which motivation theories are put into action. Job satisfaction is not related to the general attitude towards the job. A person having a high level of satisfaction can display a negative…
- You spend the initial few weeks observing the culture of the organization. In this period, you observe that highly rigid and weak culture prevails in this company. For instance, employees never appreciate each other, always try to focus on individual tasks rather than team work, hide information, never trust each other and don’t show willingness to initiate things out of the box. Manager Performance and Planning, you are responsible for the delegation of various tasks, therefore, observing the current behavior of employees and the impact over their performance you look forward to bringing change in the attitudes and behaviors of employees so that openness in culture can be promoted which will eventually boost organizational success. Q1) What kind of leadership style would you implement to compel employees to be motivated as well as boost performance? What possible strategies will you develop? Justify in the context of the scenario only. Q2) What power tactics would you apply to…When it comes to managing people, managers must be able to create an environment that encourages employee engagement. Based on the course reading as well as your own experiences, identify the areas that a manager must address with employees that will help facilitate and strengthen engagement with their work. For this essay, you can assume that the employees are already paid fairly and have the appropriate benefits package in place (in other words, pay and benefits are not issues or barriers to increasing employee engagement).Do you believe that leaders can vary their style to demonstrate directive, supportive, achievement-oriented and participative styles with respect to different employees? Or does each leader tend to have a personal style that he or she regularly uses toward all employees?