Some or all such authority may be in fact unlimited. This is when a committee can counterbalance authority and diffuse power within an organization since effectively only a small faction is making important decisions. The best use of committees is to have limited power to make decisions but have unlimited power to make recommendations on how things should be done.
2. Identify the initial issue that should always be thoroughly addressed when the establishment of a committee is recommended.
The initial issue that should be addressed is that of making sure that those on the committee are the people capable of carrying out the agenda of the committee and that the committee will have limited power to make organizational decisions.
3. In what ways may committees be said to dilute the recognition and diffuse the blame or responsibility? Where, based on your personal experience, have you seen one of these impact an organization?
Committees are often seen as one entity as opposed to a group of people. If something very good comes out of a committee then the group as a whole often is recognized, when in reality the success may have been attributed to one or two people. I have seen this happen when a committee recommended the implementation of a policy because of the leaders push that was on the committee and when the policy was a huge disaster the entire committee was admonished when in reality it was the fault of one individual.
4. Why should employee teams be kept from addressing employee benefits and other conditions of employment?
Employee teams should be kept from addressing employee benefits and other conditions of employment because these are very personal things that should only be dealt with by professionals who are trained to address these types of issues.
5. Explain the fundamental difference between a committee and a task force.
A task force is typically organized to deal with a particular task. When the task is done, the task force is dispersed. A committee is typically appointed for a specific purpose, and usually out of a larger body, in order to deal with many issues.
1. What various means are often used to secure compliance with an organization's work rules? Evaluate each of these and select the most effective in your opinion.
Quality processes are characteristically utilized in order to make sure that compliance is attained with an organization's work regulations. These processes include such things as: setting quality goals to be met, taking the measures necessary to gauge quality, recognizing quality matters and enhancements and reporting the overall level of quality attained (Quality Management Process, 2003). When it comes to securing compliance with the rules it is important for the rules to be clearly set and explained and if there is an issue with compliance it is important that the issue be identified as quickly as possible and an action plan be put into place to improve the non-compliance.
2. According to Maslow's theory of human motivation, why can we describe an individual's quest for need satisfaction as a progressive process?
An individual's quest for need satisfaction can be described as a progressive process because a person is always trying to satisfy a need. A person has to satisfy one need before they can move on to the next need, so the process is always progressive.
3. How can we conclude from Herzberg's theory that the primary motivators are inherent in the work itself?
Everyone's motivators are different. What motivates one person does not necessarily motivate the next person. Because of this it can be said...
Why is some degree of conflict inescapable in the organizational setting? Is conflict ever productive within the organizational setting?
There are always going to be differing opinions when more than one person is involved, which means that there will always be conflict. There are times when conflict can be productive in an organizational setting because from good conflict can come new and innovative ideas that can be used to improve and enhance processes and procedures.
Compare and contrast the three patterns of accommodation (upward mobility, indifference, and ambivalence). For each, describe the management style that would most likely apply in supervising individuals who strongly exhibited adherence to each pattern.
Upward-mobility describes upward-mobiles as regulation and process oriented people who want to attain and identify with the organization's objectives and work hard to attain the organization's objectives. Upward-mobiles see the organization's power and regulations as genuine, have high faithfulness, and tend not to question the organizations regulations and choices. Upward-mobiles want to do well in an organization, and move forward in the hierarchy of the organization's makeup. Indifferent describes indifferent people as persons who look at their lives as disconnected from work. Indifferent people see their association with the company as a business swap where the company gets a set quantity of time of labor in swap for a paycheck. Being indifferent is not automatically negative, in fact, a large percentage of people are indifferent people. Ambivalent describes ambivalent people as introverts who do not acclimatize well to companies. These people look negatively upon top down power, and frequently express criticisms against the company makeup, regulations and operations. These people have value because while the upward-mobile acknowledge the organization's status quo and the indifferent blindly follow the organization's status quo, the ambivalent will persist to evaluate the company's rules, regulations, and operating actions (Tibbles, 2006).
1. What is the relationship of orientation, training, and staff development to motivation?
The more information and training that an employee has the more motivated they will be to do a good job because they will feel that they have been given the tools to do the job to the best of their ability.
2. Identify the specific content of the orientation program for which the department manager is responsible.
The part of the orientation program for which a department manger should be responsible is that in which that department and its functions are explained along with how this department fits into the entire organization.
3. Describe in detail your understanding of the differences between on-the-job training and mentoring.
on-the-job training is something that a person receives in order to give them the basic tools that are needed to do their job. Mentoring on the other hand is a personal relationship that one has with someone in the organization in order to help them further their career within the company.
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