Creativity and Read Ch.

1. Identify the criteria and factors, identified in this week’s reading, that are relevant when making decisions as a manager or leader.

2.1 Evaluate the decision making models which are used to support decision making 2.2 Identify those to be involved in analysing information and decision making 2.3 Evaluate methods of presenting decisions made

Give examples of how the Behaviour and actions of individuals could affect others within the workplace.

Following the procedures of Festejian et al. (2014) and Sy et al (2010) the participants will be told that the study is about personal decision making in work settings. Their task will be to evaluate an employee in a U.S.

Explain the role that inductive and deductive reasoning play in the decision-making process. Analyze how emotion and culture affected the process. Describe the problem solving strategies that you would use to resolve the challenges associated with your selected scenario. Analyze the role of perception, attention, memory, and language played in your selected scenario. All Weeks DQs Included, 3 DQs for each week

b) With reference to these models, discuss how individual attitudes and assumptions can influence your behaviour as a manager.

4. Tell me about a model that you have not internalized. What are its strengths/weaknesses?

Both Douglas McGregor 's Theory X and Theory Y have their strengths and its weaknesses. One of the advantages that this theory is quite understandable. On the other hand, it can help managers focus on two different types of individuals: individual work and personal hate willing to work. Because of the weaknesses and shortcomings, the theory can hardly be used right now. According to McGregor, theory X assumes people dislike work, lack ambition, are irresponsible and prefer to be led, while theory Y assumes people are willing to work and accept responsibility, and are self-directed and creative. Based on some research, theory

What are some of the assumptions that shape the mindset of Sam Nolan? Of Tom Carr? Tom Carr’s mental model is the Human Resources department processes are meant to be handled on a personal basis. He does not believe in technology as he’s never visited the company’s intranet site. Tom Carr seems to put the project down as he’s not sold on the idea.

At the beginning he was told to report to Jenkins, however, once he got to the site he was assigned to Jeff Hardy.  After the company reorganization, he found himself wondering whether he should report to Knight or Hardy. However, despite the confusion, he never brought up this question to Hardy, Jenkins or Knight. He perhaps then fell into the trap of a “boss­subordinate relationship” and went with the structure he felt was assigned without truly understanding its reasoning. ii. He didn’t take enough time to understand HQ’s perspective on various issues a. Replacing the chief engineer, rejecting frequency reuse patterns, or failing to get sign off on agreements for GMCT cell sites indicate failures in managing upward management relationships. Problem #2: Employee Dynamics Strengths 1. Peterson was committed to building an empowering environment for employees. i. Peterson called weekly construction meetings, which invited all to report on the company’s weekly progress and issues. Shortcomings 2. He failed to consider alterations in team dynamics when making hiring and salary decisions. i. He hired Trevor at a higher salary rate to the resentment of other employees, causing significant damage to the trust and respect between employee and manager.

White: The problem with Bob White is that even after retirement, he still had huge influence on White Cap’s management and employees, since they were used to his friendly and employee-oriented management style. Changes in management style could incur negative response within the company. To deal with White’s legacy, Browning should make current employees known he’s achievement and capabilities to accept and trust him. Also, he should persuade the employees the changes are necessary due to new competitors and new technologies in market.

Compare and contract each of the five models of organizational behavior and give the advantages and disadvantages of each.

11. THEORY X THEORY Y • Work is inherently distasteful to most people. • Most people are not ambitious, have little desire for responsibility, and prefer to be directed. • Most people have little capacity for creativity in solving

This course has expanded my knowledge and view of reading and writing vastly. Following each paper, reading, and class discussion I learned more about myself as a student, and the world as a whole. I have found the books Rules for Writers and Ways of Reading thoroughly helpful throughout the course. This class entails a variety of aspects of the problem-posing concept of education; it truly involves the students and teaches them to think, read, and write individualistically, analytically, and clearly.

Theory X assumes employees are inherently lazy and will avoid work if they can and that they inherently dislike work. As a result of this, management believes that workers need to be