I have a written assignment due. I will attach the requirements needed to complete this assignment. Please be advised that there is a 400 word minimum for this assignment. Must use required reading for in text-citations. Must use APA formatting.
Note: Only up to 20% of the content in the written assignment can be quotes from third parties.
Since this is the final course in your journey through the PPA program, it is worth reflecting on what you are learning and how it connects with work you have done up to this point. In this module, we are examining accountability and how to measure reforms. Consider your prior coursework. How has your prior learning shaped your experience in, or provided a foundation for, your perspective on this topic?
Submission: Submit this as a Word document. This entry should be at least 200 words in length
Provide a paragraph of at least 150 words for each question.
Discussion: (APA format 300 words + 3 references)
Discuss the effects (both short term and long term) of using deceptive tactics to influence or win in a negotiation.
Mark as done
This assignment focuses on how the management practices of planning, leading, organizing, staffing, and controlling are implemented in your workplace. Using the Ashford University Library and other credible online resources, find three Scholarly, Peer Reviewed, and Other Credible Sources (Links to an external site.) that provide information on Amazon.com’s business structure.
Here is the scenario and situation:
Assume you are an employee working in the Amazon warehouse, and you pack orders and categorize them into small, medium, and large batches. You are considered a packer. You have experience packing all sizes and have been with the organization for two years. You are considered one of their best employees, you have a solid reputation for being a hard worker, and all of your orders are packed correctly. You have also been busy; you recently completed Amazon’s management training program, and you have completed your BABA degree at the Forbes School of Business and Technology at Ashford University.
Congratulations: You have just been promoted to manager. You will be relocated to a new plant that is two hours away that employs 100 employees. You will oversee a team of 10 supervisors and 90 packers and will now oversee the entire warehouse operation. How will you work to use and apply the five functions of management?
Now let’s apply the five functions. In your paper, include the following sections:
Be sure to integrate vocabulary learned throughout this course and citations from the text to support your analysis. The paper should be five to six double-spaced pages in length, must include at least three scholarly sources, in addition to the textbook, and be formatted according to APA style guidelines as outlined in the Ashford Writing Center.
The Team Management Activity and Reflection paper
Carefully review the Grading Rubric (Links to an external site.) for the criteria that will be used to evaluate your assignment.
Overview: For this milestone, review the case study, A.P. Moller-Maersk Group: Evaluating Strategic Talent Management Initiatives, through page 13 (up to HR Customer Initiative at Maersk) and the job posting for a Customer Service – CARE Business Partner. View the SHRM PowerPoint presentation and its note pages: Unit 6: Training Methods, Experiential Learning and Technology.
Using the material on needs assessment and training strategies provided in this week’s lesson and the case study, in a short paper you should:
· Illustrate the value of a training needs assessment in an organization in general, supporting your response.
· Describe the components of a needs assessment used to determine the training requirements of a Customer Service – CARE Business Partner at Maersk.
· Describe the importance of creating Specific, Measurable, Achievable, Realistic, and Time-oriented (SMART) objectives for a training plan.
· Explain the importance of developing learning activities for a Maersk Customer Service – CARE Business Partner training program.
· Describe how you would incorporate adult learning principles and methods of experiential learning from this course into the Maersk Customer Service –CARE Business Partner training program.
Guidelines for Submission: Your submission should be 2–3 pages in length and double-spaced using 12-point Times New Roman font. Be sure to list your references at the end of your paper. Submit journal assignment as a Word document.
Globalization changes the dynamics of projects and adds a layer of complexity. It can adversely affect the project outcome if the project participants are not aware of what they might encounter regarding cultural differences and multinational economic transactions.
Global projects have unique influencing factors,including:
Discussion #1
As described here, Free Trade Agreements with 20 Countries, the United States has free trade agreements in force with multiple countries. Compare and contrast two of the agreements.
Discussion #2
Most unions have opposed free trade agreements, such as NAFTA. On the other hand, most employer lobbying groups have supported such agreements. Create an argument for one side or the other.
Please use at least three references from class resources to support your argument.
Writing a Thesis and Making an Argument
References 1.
http://usa.usembassy.de/etexts/oecon/chap9.htm
https://ustr.gov/about-us/benefits-trade
https://www.eeoc.gov/laws/guidance/employee-rights-when-working-multinational-employers
Codes of Conduct for Multinational
Corporations: An Overview
James K. Jackson
Specialist in International Trade and Finance
References number 2.
Module 4: Labor Relations in a Global Environment
Topics
Unions, the Global Economy, and Free Trade
Labor Relations and Multinational Corporations
The Labor Relations Environment in Foreign Countries
1. Unions, the Global Economy, and Free Trade
Today international trade and global economic activity are enormous. In recent years, the focus has shifted from the national economy to a more global perspective. Many developing nations are experiencing newfound prosperity, and U.S. firms are rapidly expanding their overseas markets. However, the net benefits of globalization have been uneven. Many American jobs have been lost. Among the hardest hit have been industries with a strong union presence—steel, automobiles, textiles, and consumer electronics. An estimated 17 million American workers have been displaced since the early 1980s. About one-third of these jobs were in manufacturing.
The AFL-CIO has begun to recognize that unions must broaden their perspective. They can no longer concern themselves exclusively with U.S.-based corporations and the domestic economy. If unions are to survive and prosper, they must incorporate a more global perspective. Speaking at a gathering of worldwide trade unions in 2001, AFL-CIO President John Sweeney stated:
[t]he global economy that corporations have forged can only be tamed by the international solidarity of working families everywhere…[w]e must commit to pressuring our governments to champion the cause of building enforceable workers’ rights into the rules of the global market. (Sweeney, 2006)
Sweeney and other union leaders acknowledge the benefits of expanding global trade. They also point out that these new economic realities come with some costs. To fuel their growing economies, countries are sometimes forced to compete among themselves to attract investment capital. This competition does not always translate into higher wages or an enhanced standard of living. In fact, in some instances, competition for new plants and new investment may actually drive down wages. Organized labor also believes that expanding global competition can erode workers’ rights, threatening important job protections.
Pros and Cons of the Global Economy
The pros and cons of the expanding global economy are hotly debated. Some economists agree with the concerns expressed by the AFL-CIO. Unquestionably, global enterprises and keen competition for investment capital have taken on added importance in recent years. As countries scramble for limited capital and investments in new plants and equipment, the effect may be downward pressure on both wages and environmental standards.
Protections for workers (wage-and-hour laws, safety statutes, fair-employment laws, and job security) may follow the same downward path. Other experts sharply disagree. They argue that employers are less concerned with maintaining low wage levels and more concerned with identifying a productive workforce and a good infrastructure to support their business. For example, high-technology companies need to maintain close ties with universities as a ready source of intellectual capital. Finally, supporters of globalization point out that many MNCs have actually raised the labor standards and improved employee working conditions in countries where they have opened production facilities.
Free Trade Agreements
Another dramatic change has been the recent proliferation of free trade agreements. Increasingly nations are forming pacts to reduce trade barriers and encourage the free movement of goods and services across their national borders. Perhaps the best-known regional trade agreement is the North American Free Trade Agreement (NAFTA). The net effects of this and similar agreements are hotly debated. Consumers have clearly benefited because of lower prices and increased selection, and U.S. exports to Canada and Mexico have increased substantially since the 1993 enactment of NAFTA. However, over the same period, the United States has experienced a substantial decrease in manufacturing jobs.
Thus, the overall effects have been uneven. Looking at free trade on a global rather than a regional basis, it is clear that virtually any product can be manufactured more cheaply in China than it can in higher-wage countries of North America and western Europe. Enhanced trade with China has generated a selection of reasonably priced consumer goods for the American market. However, the migration of manufacturing capacity to Asia poses a direct threat to American jobs, both union and nonunion.
Organized labor has taken a strong stand against the expansion of free trade pacts. Indeed, the AFL-CIO has launched protests at several trade conferences aimed at reducing trade and tariff barriers. Union concerns extend beyond the mere loss of jobs. Unions also see free trade agreements as responsible for an overall deterioration in worker rights. Fundamental worker rights were addressed in one of the supplemental agreements to NAFTA, the so-called North American Agreement on Labor Cooperation (NAALC). Through the NAALC, Canada, Mexico, and the United States adopted a statement of principles. These include a shared commitment to enforce 11 basic worker rights, including protection for the right to strike, prohibitions against child labor, and appropriate compensation for occupational injuries.
Like NAFTA itself, NAALC has yielded mixed results. The agreement fails to provide specific remedies where a worker’s rights have been violated. In addition, there are no simple mechanisms to sanction governments that do not adhere to the letter or spirit of the agreement. The procedures to address infractions are cumbersome. However, labor and human rights groups have used NAALC as a basis to convene conferences and studies on worker rights and have raised public awareness of the problem. When claims of abuses have surfaced, NAALC members have sought to avoid public airing of the accusations, which has resulted in the informal resolution of many worker complaints.
2. Labor Relations and Multinational Corporations
In addition to contending with the overall expansion in world trade and the growth in free trade agreements, unions must also contend with the growth of multinational corporations (MNCs). Corporations that produce and market goods across national borders and maintain a presence in several countries are not new. Many large U.S. corporations sought to tap foreign markets as early as the 1950s. In addition, the notion of moving a portion of manufacturing operations abroad is hardly a new concept. Nevertheless, some of these enterprises have grown enormous in size and impressive in their influence. Some authors have pointed out that the annual revenues of Wal-Mart stores, which operate in a multitude of countries, are about same as the gross national product of Austria. Other examples of very large MNCs are Exxon Mobil, an integrated producer and marketer of energy products, and General Motors, which manufactures cars and trucks in locations as diverse as Brazil and Australia.
American unions have not kept pace with the explosive growth of these behemoth enterprises. For example, when Japanese or European auto manufacturers opened U.S. assembly plants, unions used the same organizing tactics traditionally used with U.S.-based manufacturers. They also appealed to the workers’ sense of patriotism and directed negative publicity toward these offshore companies.
The companies responded with a blend of traditional American tactics as well as approaches from their home countries. For example, Japanese firms do not hesitate to hire labor lawyers and consultants to help them remain union free. In addition, they have emphasized trust between managers and employees, restricted executive “perks,” and encouraged work teams. This positive approach to human resources management combined with traditional American tactics has created additional challenges for unions. Union efforts to organize these foreign manufacturers operating on U.S. soil have been no more successful than when unions try to organize domestic corporations. In both arenas, they are winning around 50 percent of all secret-ballot elections conducted by the NLRB.
MNCs present additional challenges for unions. Strikes may be less effective. The purpose of a strike is to place economic pressure on the enterprise. The union does so by denying the employer its labor source in hopes of choking off production. The notion is to starve the enterprise of its revenue source until it succumbs to the union’s demands. But an MNC can often divert production to an alternative overseas location or obtain goods from one of its outlying manufacturing facilities. In fact, unions perceive that MNCs are actually on the offensive against organized labor, insisting upon cuts in employee benefits or demanding more favorable work rules. Some of these companies simply say to the union, “if you don’t give us the concessions we want, we will move our facilities overseas or send a portion of our work to an alternative facility.”
Bargaining in a transnational setting also requires unions to overcome a number of obstacles. For example, labor relations laws and collective bargaining structures vary from country to country. Indeed, trade unions themselves often have difficulty collaborating across national borders. Local union leaders are reluctant to share authority with foreign counterparts. In addition, American unions are often uncomfortable with the socialist or communist political affiliations of overseas unions. Finally, MNCs have generally resisted any sort of centralized or transnational bargaining. Most experts agree that this attitude will change only if unions can surmount some of the other issues just mentioned.
3. The Labor Relations Environment in Foreign Countries
As with residents of other countries, those of us in the United States tend to view other countries in terms of our own culture, practices, and patterns of living. However, our system of labor relations is unique. No other country has a system that operates in quite the same manner. The major features of a nation’s labor relations system can be evaluated by examining three key dimensions: (1) union density, (2) recognition procedures, and (3) bargaining structures.
Union Density
Union membership is in sharp decline in the United States. With the exception of unions representing public employees (state, county, municipal, federal, and so forth), major U.S. unions have been losing members for more than 20 years. Recent data from the Bureau of Labor Statistics show that only about 12 percent of American workers belong to unions. In contrast, several northern European countries boast unionization rates exceeding 80 percent. That is nearly seven times greater than membership in the United States. Even in neighboring Canada and Mexico, more than 20 percent of active workers belong to unions, a rate nearly double the U.S. rate. Membership is on the rise in both countries (Holley, 2005, p. 682; Baltimore Sun, 2007, p. 6E).
Recognition Procedures
Under U.S. labor laws, employers may insist upon a secret-ballot election as a precondition to recognizing and dealing with a labor organization. In addition, employers are permitted to conduct sophisticated campaigns to convince employees to vote “no union.” This is not the case in many other countries. Employers are generally more accepting of unions in Canada, for example, and are less likely to engage in antiunion tactics.
Card checks are a widely accepted means to gain union recognition in Canada. This method denies employers the opportunity to conduct protracted antiunion campaigns. Canadian labor laws themselves are more restrictive concerning permissible antiunion campaign tactics. Mexico permits the closed shop, a practice that is illegal in most U.S. industries. This system requires than an individual join a union before he or she is hired. Mexican unions may also insist upon the termination of an individual who refuses to maintain union membership and pay required dues.
Bargaining Structures
The relationship between an employer and a union in the United States is based on the concept of exclusivity—the basic notion that if the employer must deal with a union, it need only deal with a single union as the representative of a given group of employees. In Great Britain, exclusivity is not the prevailing model. Most bargaining does not take place at the company level. Agreements are forged between large multiemployer associations and union umbrella organizations. A manufacturing company might have ongoing relationships with as many as six or seven different unions. In sharp contrast to the United States, there are no national labor laws compelling negotiations or the resolution of employee grievances. Although deeply entrenched in the national culture, Great Britain’s collective bargaining system is purely voluntary in nature.
Germany has 16 major national unions. However, the most important collective bargaining agreements are not negotiated at the national or plant level. Instead regional agreements are the most important. Companies and unions within a specific geographic area of the country reach agreements applicable to all employees within the region. Also typical of the European model, the government is a much more active and visible participant in the labor relations process. Senior government officials will often intercede directly in collective bargaining and may play a vital role in brokering a final agreement.
In both Europe and Latin America, labor unions and political parties are intimately intertwined. Union members depend upon sympathetic politicians to support laws protecting employee rights and enhancing benefits. In turn, politicians look to the unions for political and financial support. Nowhere are unions more visible than in Great Britain. There, organized labor has its own highly influential political party, the Labour Party. Recently, the British government has been led by prime ministers from the Labour Party, and the government has enacted legislation making it easier for unions to organize new groups of employees.
Try This Try This 4.1: International Labor Relations Terms
Module 4 Self-Assessment Questions – Please go to My Tools > Self Assessments > to complete this self assessment.
References
Holley, W. H., Jr. (2005). The labor relations process (8th ed.). Mason, OH: Southwestern.
Sweeney, John. (September 9, 2006). Labor unions and globalization. [Online]. University of Iowa Center for International Finance and Development. Available: www.uiowa.edu/ifdebook/issues/globalization/reading table/labor.shtml
Union membership declines. (2007, January 26). The Baltimore Sun, p. 6E.
2.
Module 4: Labor Relations in a Global Environment
Topics
Unions, the Global Economy, and Free Trade
Labor Relations and Multinational Corporations
The Labor Relations Environment in Foreign Countries
1. Unions, the Global Economy, and Free Trade
Today international trade and global economic activity are enormous. In recent years, the focus has shifted from the national economy to a more global perspective. Many developing nations are experiencing newfound prosperity, and U.S. firms are rapidly expanding their overseas markets. However, the net benefits of globalization have been uneven. Many American jobs have been lost. Among the hardest hit have been industries with a strong union presence—steel, automobiles, textiles, and consumer electronics. An estimated 17 million American workers have been displaced since the early 1980s. About one-third of these jobs were in manufacturing.
The AFL-CIO has begun to recognize that unions must broaden their perspective. They can no longer concern themselves exclusively with U.S.-based corporations and the domestic economy. If unions are to survive and prosper, they must incorporate a more global perspective. Speaking at a gathering of worldwide trade unions in 2001, AFL-CIO President John Sweeney stated:
[t]he global economy that corporations have forged can only be tamed by the international solidarity of working families everywhere…[w]e must commit to pressuring our governments to champion the cause of building enforceable workers’ rights into the rules of the global market. (Sweeney, 2006)
Sweeney and other union leaders acknowledge the benefits of expanding global trade. They also point out that these new economic realities come with some costs. To fuel their growing economies, countries are sometimes forced to compete among themselves to attract investment capital. This competition does not always translate into higher wages or an enhanced standard of living. In fact, in some instances, competition for new plants and new investment may actually drive down wages. Organized labor also believes that expanding global competition can erode workers’ rights, threatening important job protections.
Pros and Cons of the Global Economy
The pros and cons of the expanding global economy are hotly debated. Some economists agree with the concerns expressed by the AFL-CIO. Unquestionably, global enterprises and keen competition for investment capital have taken on added importance in recent years. As countries scramble for limited capital and investments in new plants and equipment, the effect may be downward pressure on both wages and environmental standards.
Protections for workers (wage-and-hour laws, safety statutes, fair-employment laws, and job security) may follow the same downward path. Other experts sharply disagree. They argue that employers are less concerned with maintaining low wage levels and more concerned with identifying a productive workforce and a good infrastructure to support their business. For example, high-technology companies need to maintain close ties with universities as a ready source of intellectual capital. Finally, supporters of globalization point out that many MNCs have actually raised the labor standards and improved employee working conditions in countries where they have opened production facilities.
Free Trade Agreements
Another dramatic change has been the recent proliferation of free trade agreements. Increasingly nations are forming pacts to reduce trade barriers and encourage the free movement of goods and services across their national borders. Perhaps the best-known regional trade agreement is the North American Free Trade Agreement (NAFTA). The net effects of this and similar agreements are hotly debated. Consumers have clearly benefited because of lower prices and increased selection, and U.S. exports to Canada and Mexico have increased substantially since the 1993 enactment of NAFTA. However, over the same period, the United States has experienced a substantial decrease in manufacturing jobs.
Thus, the overall effects have been uneven. Looking at free trade on a global rather than a regional basis, it is clear that virtually any product can be manufactured more cheaply in China than it can in higher-wage countries of North America and western Europe. Enhanced trade with China has generated a selection of reasonably priced consumer goods for the American market. However, the migration of manufacturing capacity to Asia poses a direct threat to American jobs, both union and nonunion.
Organized labor has taken a strong stand against the expansion of free trade pacts. Indeed, the AFL-CIO has launched protests at several trade conferences aimed at reducing trade and tariff barriers. Union concerns extend beyond the mere loss of jobs. Unions also see free trade agreements as responsible for an overall deterioration in worker rights. Fundamental worker rights were addressed in one of the supplemental agreements to NAFTA, the so-called North American Agreement on Labor Cooperation (NAALC). Through the NAALC, Canada, Mexico, and the United States adopted a statement of principles. These include a shared commitment to enforce 11 basic worker rights, including protection for the right to strike, prohibitions against child labor, and appropriate compensation for occupational injuries.
Like NAFTA itself, NAALC has yielded mixed results. The agreement fails to provide specific remedies where a worker’s rights have been violated. In addition, there are no simple mechanisms to sanction governments that do not adhere to the letter or spirit of the agreement. The procedures to address infractions are cumbersome. However, labor and human rights groups have used NAALC as a basis to convene conferences and studies on worker rights and have raised public awareness of the problem. When claims of abuses have surfaced, NAALC members have sought to avoid public airing of the accusations, which has resulted in the informal resolution of many worker complaints.
2. Labor Relations and Multinational Corporations
In addition to contending with the overall expansion in world trade and the growth in free trade agreements, unions must also contend with the growth of multinational corporations (MNCs). Corporations that produce and market goods across national borders and maintain a presence in several countries are not new. Many large U.S. corporations sought to tap foreign markets as early as the 1950s. In addition, the notion of moving a portion of manufacturing operations abroad is hardly a new concept. Nevertheless, some of these enterprises have grown enormous in size and impressive in their influence. Some authors have pointed out that the annual revenues of Wal-Mart stores, which operate in a multitude of countries, are about same as the gross national product of Austria. Other examples of very large MNCs are Exxon Mobil, an integrated producer and marketer of energy products, and General Motors, which manufactures cars and trucks in locations as diverse as Brazil and Australia.
American unions have not kept pace with the explosive growth of these behemoth enterprises. For example, when Japanese or European auto manufacturers opened U.S. assembly plants, unions used the same organizing tactics traditionally used with U.S.-based manufacturers. They also appealed to the workers’ sense of patriotism and directed negative publicity toward these offshore companies.
The companies responded with a blend of traditional American tactics as well as approaches from their home countries. For example, Japanese firms do not hesitate to hire labor lawyers and consultants to help them remain union free. In addition, they have emphasized trust between managers and employees, restricted executive “perks,” and encouraged work teams. This positive approach to human resources management combined with traditional American tactics has created additional challenges for unions. Union efforts to organize these foreign manufacturers operating on U.S. soil have been no more successful than when unions try to organize domestic corporations. In both arenas, they are winning around 50 percent of all secret-ballot elections conducted by the NLRB.
MNCs present additional challenges for unions. Strikes may be less effective. The purpose of a strike is to place economic pressure on the enterprise. The union does so by denying the employer its labor source in hopes of choking off production. The notion is to starve the enterprise of its revenue source until it succumbs to the union’s demands. But an MNC can often divert production to an alternative overseas location or obtain goods from one of its outlying manufacturing facilities. In fact, unions perceive that MNCs are actually on the offensive against organized labor, insisting upon cuts in employee benefits or demanding more favorable work rules. Some of these companies simply say to the union, “if you don’t give us the concessions we want, we will move our facilities overseas or send a portion of our work to an alternative facility.”
Bargaining in a transnational setting also requires unions to overcome a number of obstacles. For example, labor relations laws and collective bargaining structures vary from country to country. Indeed, trade unions themselves often have difficulty collaborating across national borders. Local union leaders are reluctant to share authority with foreign counterparts. In addition, American unions are often uncomfortable with the socialist or communist political affiliations of overseas unions. Finally, MNCs have generally resisted any sort of centralized or transnational bargaining. Most experts agree that this attitude will change only if unions can surmount some of the other issues just mentioned.
3. The Labor Relations Environment in Foreign Countries
As with residents of other countries, those of us in the United States tend to view other countries in terms of our own culture, practices, and patterns of living. However, our system of labor relations is unique. No other country has a system that operates in quite the same manner. The major features of a nation’s labor relations system can be evaluated by examining three key dimensions: (1) union density, (2) recognition procedures, and (3) bargaining structures.
Union Density
Union membership is in sharp decline in the United States. With the exception of unions representing public employees (state, county, municipal, federal, and so forth), major U.S. unions have been losing members for more than 20 years. Recent data from the Bureau of Labor Statistics show that only about 12 percent of American workers belong to unions. In contrast, several northern European countries boast unionization rates exceeding 80 percent. That is nearly seven times greater than membership in the United States. Even in neighboring Canada and Mexico, more than 20 percent of active workers belong to unions, a rate nearly double the U.S. rate. Membership is on the rise in both countries (Holley, 2005, p. 682; Baltimore Sun, 2007, p. 6E).
Recognition Procedures
Under U.S. labor laws, employers may insist upon a secret-ballot election as a precondition to recognizing and dealing with a labor organization. In addition, employers are permitted to conduct sophisticated campaigns to convince employees to vote “no union.” This is not the case in many other countries. Employers are generally more accepting of unions in Canada, for example, and are less likely to engage in antiunion tactics.
Card checks are a widely accepted means to gain union recognition in Canada. This method denies employers the opportunity to conduct protracted antiunion campaigns. Canadian labor laws themselves are more restrictive concerning permissible antiunion campaign tactics. Mexico permits the closed shop, a practice that is illegal in most U.S. industries. This system requires than an individual join a union before he or she is hired. Mexican unions may also insist upon the termination of an individual who refuses to maintain union membership and pay required dues.
Bargaining Structures
The relationship between an employer and a union in the United States is based on the concept of exclusivity—the basic notion that if the employer must deal with a union, it need only deal with a single union as the representative of a given group of employees. In Great Britain, exclusivity is not the prevailing model. Most bargaining does not take place at the company level. Agreements are forged between large multiemployer associations and union umbrella organizations. A manufacturing company might have ongoing relationships with as many as six or seven different unions. In sharp contrast to the United States, there are no national labor laws compelling negotiations or the resolution of employee grievances. Although deeply entrenched in the national culture, Great Britain’s collective bargaining system is purely voluntary in nature.
Germany has 16 major national unions. However, the most important collective bargaining agreements are not negotiated at the national or plant level. Instead regional agreements are the mo
Please view the attachment and no negotiations on firm price.
Your team’s approach is to involve everyone, to help people be generalists, and to share information openly. What is your team’s approach?
Self-censorship
Mind guarding
Continuous improvement
Direct pressure
A long-range, big-picture process to assist companies in better overall management for the entire organization is known as:
Long-range goal analysis
Productivity
Value-added analysis
Total Quality Management (TQM)
What should effective motivational programs do in terms of offering rewards?
Make a distinction between workers based on seniority
Not make a distinction between workers
Make a distinction between workers based on performance regardless of effort
Make a distinction between workers based on effort
What is the natural tendency of people in resolving problems?
Select the last solution possible after evaluating all the alternative.
Select the first reasonable problem that comes to mind
Select the first reasonable solution that comes to mind
Select the best solution after evaluating all the alternatives
Which is best when generating alternatives?
Focus on the short term; bad decisions in the short term means there is no long term to worry about.
Evaluate the alternatives after all alternatives have been proposed.
Separate alternatives from one another.
Evaluate the alternatives as they are proposed; this saves time.
You are a manager of a team of 50 professionals. One particular professional persists in accusing you of having your priorities out of order. Since the planning activity you do often is not urgent, this particular professional tries to undermine the activity. Which research-based principle should the manager remember?
People who experience the most time stress are those who allow others to generate their personal principles statement for them through their demands for time.
Relationship conflicts should be handled at the end of the day so that the important things can be given your best energy in the morning hours.
People who steal time from you should be removed from your work environment in order to avoid situational stress.
People who steal time from you can be dealt with by talking to them while standing.
As a manager, you are trying to hire someone for a critical position in your department. You have called references on three applicants. Bob’s reference, his former supervisor, said, “Bob has more information and communication flowing through him than anyone in our company.” Joe’s reference said, “Joe can get others to get things done better than anyone I know.” Albert’s boss said, “Albert is the greatest person to be around. He is so optimistic and giving.” Based on the information in the text about creating positive change, who should you hire?
Bob
Albert
Joe
Not enough information to determine
Which of the following is an unconscious aspect of an organization’s culture?
Dress codes
Office furniture
Mission statements
Perceptions
According to the text, Management, one approach to translate a performance development vision into a reality involves a three-tier quality and innovation approach focused on:
benchmark, strategic monitor, progress monitor
universal, selected, targeted
facilities, process, and talent
early prevention, targeted intervention, intensive intervention
If you would like to expand your power base horizontally, what could you do?
Have lunch with co-workers in your department every day
Do an excellent job on all your assignments
Have lunch with workers from other departments
Focus on increasing your power through the formal organizational power
If someone believes that the possible alternatives to a problem must conform to her perception of the boss’s expectations, which conceptual block is she a victim of?
Ignoring commonalities
Artificial constraints
Perceptual stereotyping
Not separating figure from ground
Dividing a company into sub-units where each unit would be assigned a specific function and employees would perform different tasks, and a manager(s) would be put in place to oversee the department is an example of which technique?
diversification
differentiation
integration
Implementation
In the workplace, people are most likely to interact with which co-workers?
Co-workers with diverse social values
Co-workers with different self-awareness traits
Co-workers similar to the.
Creative co-workers
You need a little extra money, so you added an extra $100 to your expense reimbursement statement before handing the receipts over to accounting. Your co-worker Sara added over $1000 to her statement. If you believe Sara’s actions are worse than yours, what is your level of values maturity?
Third level of maturity
Second level of maturity
First level of maturity
Theta level maturity
You understand the importance of two-way communication during the delegation process. What does this mean?
That you, as the manager, remain available for consultation and idea exchange
That you, as the manager, should answer every detailed question and provide continual advice
That you, as the manager, provide information on a need to know time frame
That you, as the manager, empathize totally with the process
Your boss prefers that you act on your own initiative and report to her when the final results have been accomplished. Which initiative does your boss practice?
Wait to be told
Recommend, then take action
Act, then report
Ask what to do
Standardization, formalization, and delegation are used to provide clarity to which of the following processes?
implementation
diversification
integration
Differentiation
Which information systems help organizations with their decision-making processes?
ERP
DSS
MIS
ESS
As manager, you have decided to enforce a new policy restricting dating in the office. You are comfortable with the policy and have decided that the policy will affect you also. Which ethical test did you most likely employ?
Golden rule test
Personal gain test
Cost-benefit test
Equal treatment test
According to the Management text, quality may be defined as:
an inherent or distinguishing characteristic
a measure of product or service excellence minus the amount of defects.
peculiar and essential character
the attribute of an elementary sensation that makes it fundamentally unlike any other sensation
If your boss encourages your team to ask questions and obtain and search for data, she is trying to overcome which conceptual block?
Separating figure from ground
Compression
Bias against thinking
Noninquisitiveness
Which of the following characteristics are important sources of personal power?
Flexibility
Knowledge
Criticality
Relevance
The processes and systems built to assist in the daily activities of production are known as:
automation
logistics.
operations management.
management science.
Relationships must be formed and trust established. Clarity of direction is needed from team leaders. Your team is at what stage?
Storming
Norming
Performing
Forming
Employees at Turner, Inc. are engaged in a debate over the merits of an individual vs. a team-based compensation program. Based on Trompenaars’ dimensions of national culture, which cultural dimension does this debate most closely relate to?
Universalism vs. particularism
Achievement vs. ascription
Individualism vs. collectivism
Affective vs. neutral
_____________ help organizations run more efficiently by incorporating people, technology, and information systematically.
DSS
ESS
MIS
IT
What guideline should a firm follow to attain the greatest motivational impact from a new awards programs?
Give the awards privately
Make sure the award is meaningful to the families of employees
Only acknowledge current recipients
Use awards infrequently
Which is the most accurate summary of the differentiation some writers have given between leadership and management?
Management is about setting direction and leadership is about creating something new.
Management is about controlling variance and leadership is about initiating change.
Management is about equilibrium and leadership is about refining current performance.
Management is about facilitating stability and leadership is about managing change.
Events, situations, objects, people, or other artifacts that provide greater meaning to the organization are the company’s ___________.
symbols
stories
ceremonies
Rituals
To become a better manager, what is one of the first things one should do?
Manage one’s time better
Seek knowledge of oneself
Improve one’s communication skills
Empower one’s employees
