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Principles of Management Responces

Principles of Management Responces.

I don’t understand this Business question and need help to study.

Respond with 150 to each.

Lesson 11

Shakiena – In the equity theory of motivation, employee’s motivation depends on their perception of how fair is the compensation and treatment for their work input. Equity Theory states that the employees perceive what they get from a job situation (outcomes) about what they put into it( inputs) and then compare their inputs- outcomes ratio with the inputs- outcomes ratios of others.
The equity theory of motivation describes the relationship between the employee’s perception of how fairly is he being treated and how hard he is motivated to work. J. Stacy Adams developed equity theory.
This theory shows-
* Inputs: Inputs include all the rich and diverse elements that employees believe they bring or contribute to the job – their education, experience, effort, loyalty, commitment. Typical inputs include time, effort, loyalty, hard work, commitment, ability, adaptability, flexibility, tolerance, determination, enthusiasm, personal sacrifice, trust in superiors, support from co-workers and colleagues, and skills.
* Individuals make contributions (inputs) for which they expect certain outcomes (rewards).
* Outcomes: Outcomes are rewards they perceive they get from their jobs and employers’ outcomes include- direct pay and bonuses, fringe benefit, job security, social rewards and psychological. Typical outcomes are job security, esteem, salary, employee benefits, expenses, recognition, reputation, responsibility, sense of achievement, praise, thanks, and stimulus.
* Unrewarded: unrewarded who feel they have been unrewarded and seek to reduce their feeling inequity through the same types of strategies but the same of this specific action is now reverse.

Joshua – There are countless possible consequences for an employee perceiving an inequity between their inputs and outcomes. It would affect not only how they work, but why they work. For starters, if an employee finds out their coworker is doing the exact same job as they are, but making more money, they’ll start to derive less satisfaction from their job. They may change their work habits as well to make a statement. For example, he/she may start to work less which would in turn, hurt the company, but would make him/her feel as if they’re doing the right amount of work for the money they’re making. Of course though, the question asked was regarding what could happen if the employee perceived an inequity wrong. If they made a false assumption, they would be working less and feeling less satisfied for no reason. Essentially, a huge setback. If at any point an employee feels inferior to someone who is said to be on their same level, the “inferior” employee’s production rates will show a major decline and the organization will feel the damage. There are two sides to everything though; what if an employee perceives themselves to be higher up than someone else doing the same thing. This could inflate their ego and confidence which would in turn have an affect on how the other employees think of them. This would eventually affect the relationships among colleagues in the workplace. All in all, it’s important that all employees correctly examine all inputs and outcomes of an organization to avoid any potential inequities.

Lesson 12

Mark – Yes, I definitely agree with this statement. Managers have a responsibility to lead employees by example. As this chapter discussed several leadership theories, leaders typically have identifiable attributes that make them suitable to be great managers. Behavioral theories of leadership provided insight that not only did researchers need to focus on defining the important characteristics or traits of elite employees but also recognizing which different leadership styles would succeed in different situations. Not every individual who would be considered to have great leadership skills should be managing others. Sometimes these individuals are not best suited for managing a team of individuals because their communication skills are significantly lacking compared to their technical skills.

I don’t know about you, but I thought of an individual immediately when I read the section on page 367 about the least-preferred coworker questionnaire (LPC). I’m sure we’ve all had exposure to individuals who had been promoted to holding the title of manager prior to their true capabilities. Sometimes, companies promote individuals that have above average job or task knowledge (technical skills), but not acquire interpersonal or creative skills. I believe that in order to be an effective leader, you have to have a desire to improve the lives of others whom you work with. Leaders can’t do it all alone!

I really connected to the concept of emotional intelligence. Self-awareness, self-management, self-motivation, empathy and social skills promote a “star performer”. “Without the adequate emotional intelligence a person can have outstanding training, a highly analytical mind, a long-term vision, and an endless supply of terrific ideas but still not make a great leader. Emotional intelligence has been shown to be positively related to job performance at all levels.” This makes alot of sense to me because I work in a field with a high degree of social interaction.

Ralph – I agree with this statement that all leaders should be managers For a couple reasons. Having leaders in all levels of work is a great business model. Having employees that strive high and lead the teams around them makes the other same level employees work harder, sometimes more than managers do. Having leaders is an essential part of what makes the world go round. Having a leader without a manager being that person is a really good thing. it promotes self motivation. Its better to have that drive from within because there will not always be someone there to tell you what to do in your daily life whether it be at work or not. Another reason is that a leader might not be suitable for a management position they might not have what it takes to have that extra responsibility bestowed upon them. They need to maybe work on having accountability or other management aspects. Being a leader isn’t the only thing that will make you a manager you need to have the other aspects of organizing, controlling, planning among leading. Having those skills in line with those leadership qualities is very important should you be promoted from a leader to a manager. So all in all I believe in this statement to be truthful. Overall the aspiration’s and desires of being a leader simply is not enough to be a manager and more is needed to become one.

Principles of Management Responces