Is 360-degree multi-rater feedback better than a boss-based assessment? As a manager, would you elect to use 360? 5. Do you agree with the statement, "Don't criticize"? Do managers tend to give criticism or coaching feedback? How can managers improve? 6. Women and minorities are less likely to have mentors, so should they get mentors? Will you seek out career mentors?
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Is 360-degree multi-rater feedback better than a boss-based assessment? As a manager, would you elect to use 360?
5. Do you agree with the statement, "Don't criticize"? Do managers tend to give criticism or coaching feedback? How can managers improve?
6. Women and minorities are less likely to have mentors, so should they get mentors? Will you seek out career mentors?
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- Would you like working for a company that follows a people-focused, Theory Y view, of its employees? Why or why not? What about Theory X? Why or why not? What types of managers/companies have you worked for in the past, Theory X or Theory Y?If a manager views employees as being creative and seeking responsibility, what management concept best describes this thinking? 1-Job enrichment 2-Equity theory 3-Theory Y 4-Expectancy theoryWhen 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, 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).
- You have been asked to participate in an employee group that will present diversity and inclusion program recommendations to the senior leadership team. Some of the survey results include the following: Employees want more training on diversity and inclusion. Employees do not understand their role or leadership’s role in diversity and inclusion. Leadership does not welcome ideas from employees. Micro behaviors are accepted in the organization.1. How frequently should the organization review its compensation policy? 2. How does organizing for change impact workplace diversity? 3. Do managers need to adopt an autocratic style of leadership to manage diversity in the tourism and hospitality industry?Give a short summary of 20 words about the topic "Women are better managers"
- 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).Managing a variety of personalities can be challenging for an employer who has a mix of Gen Y, Gen X, and Baby Boomer employees. As a manager, it is important to have some knowledge of psychology. It is your job to make sure everyone on your team is being as productive as possible, even if you have to treat everyone a little bit differently to do so.The more effective you are at flexing your managing style, the more effective your employees will carry out their assignments. Devora Zack writes in her book Managing for People Who Hate Managing: "Flexing your style means being versatile in how you lead, communicate and motivate. A tough approach propels one employee; mild-mannered encouragement inspires another. Being flexible requires proficiency in a range of techniques; to draw upon as needed."Why is understanding psychology important for management and organizations? Examine the applicable traits managers must have to manage a wide range of personalities in the workplace.Which management theory would be your choice as the most effective to address the issues presented by this case study; Organization Development Theory or Gulick and Urwick's Management Functions? Why would you choose this theory?
- The Civil Service Board in a midsize city in Indiana decided that a written exam should be given to all candidates for promotion to supervisor. A written test would assess mental skills and would open access to all personnel who wanted to apply for the position. The board believed a written exam for promotion would be completely fair and objective because it eliminated subjective judgements and personal favoritism regarding a candidate’s qualification. Maxine Othman, a manager of social service agency, loved to see her employees learn and grow to their full potential. When a rare opening for a supervising clerk occurred, Maxine quickly decided to give Sheryl Hines a shot at the job. Sheryl had been with the agency for seventeen years and had shown herself to be a true leader. Sheryl worked hard at becoming a good supervisor, just as she had always worked hard at being a top-notch clerk. She paid attention to the human aspects of employee problems and introduced modern management…Description Favoritism shown by managers Need for recognition and social affiliation Regarded as "bread and butter" issues Reason Economic needs Social and leadership concerns HR in Action Dissatisfaction with management You have just been hired as an HR Directo Jothing stores. Today, your CEO came to you and said, "I'm worried we might be having some issues with our employees. Yesterday at lunch, I overheard several of them talking about the fact that they weren't making as much money as the retail clerks for other stores in the mall. In addition, I've had three emails in the last month from employees complaining about their managers. What can I do to prevent my employees from unionizing?" Which of the following would you suggest that your CEO do if he wants to prevent unionization? Check all that apply. Do a survey of employees to find out how they feel about the company. Place a high value on employee performance. Give large bonuses to the top 5% of your employees, and fire the…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…