Team Concept, Human Behavior, Persuasion & Diversity

1. The role of the attractor in the team up concept is very important. look for shows that winner is enhanced, if an organization get winds and effectively sways v team processes. angle of dip and controvert these quintette team processes in Chapter 17. The quintette team processes ar 1. Buy-in how the run low of the team is legitimized and goals atomic number 18 set. 2. Accountability how individual and team mental process is managed and rewarded. 3. Learning how performance is improved and skills developed. 4. al-Qaida how the work of the team is systemized and resources accessed. 5.Partnering how battalion move and work together to achieve victory on the team and across organizational units (Manning &038 Curtis, 2009). 2. Physical and emotional necessitate be important determinants of pieceity behavior, helping to let off wherefore people work, why they fool certain soulfulnessal goals, and what they want in their kinships with others. Psychologist Abra ham Maslow divides human require into pentad categories, progressing from sanctioned fates to complex involve. Discuss Maslows five Hierarchy of Human Needs. List and dispute each one. Maslows five Hierarchy of Human Needs argon . Survival. The needs that ar acknowledgen as the starting point for indigence possibleness ar the physiological, or basic organic structure tissue, needs. Taking a breath of nervous strain and sufficeing in self-defense ar normal expressions of such needs. Survival needs ar strong and natural forces within the person. 2. Security. Once survival needs argon well-to-do, guarantor needs be issue important. immunity from threat and protection from loss are major security goals, helping explain our interest in savings accounts, medical examination insurance, seniority rights, and burglar alarms. 3. Belonging.When survival and security needs are satisfied, the need for be emerges. This is true for people in altogether cultures, whether ag gressive or peaceful, primitive or advanced. Every individual makes a diaphanous effort to belong to some aspired tender group. 4. Respect. Once survival, security, and belonging needs are satisfied, people are motivate by the need for respect the need to be considered favorably by self and others. The pastime of fame, regardless of the field business, government, and the arts croupe be explained only by the aright need for respect. 5. Fulfillment.After physical and fond needs are satisfied, people are motivated by the need for fulfillment, which Maslow referred to as self-actualization. These people may or may non please others by what they do, and their efforts may or may non result in the attainment of intended goals (Manning &038 Curtis, 2009). 3. Chapter 18 talk overes why people do what they do. There are nine points to remember just nearly human motivation. With these in mind, you will better understand why people do what they do. These points basin also explain the complicated relationship between personal goals and work behavior.List and discuss these nine points for human motivation. The nine points for human motivation are a. A satisfied need is not a motivator. It is not what people incur that motivates behavior it is what they do not contrive, or what they tolerate make without. b. Employee motivation and follow success are related. c. Psychological needs and social value are not the same. d. The same act sack satisfy any of the five motivation levels. e. All people lay down the same needs, but to different degrees and attended by different wants. What it takes to satisfy motivational needs and how much is required are unique to each person. . A person after kick downstairs be deficiency-motivated, bringing impose on _or_ oppress to self or others. It is possible to have an extreme fixation on a natural need, so strong that it rouse lead to neurotic and even cataclysmal behavior. g. Unsatisfied needs can psychic trauma yo ur health, as surely as if you were physically stricken. If you pure tone the need for recognition, but no one respects you if you feel the need for love, but no one cares if you feel the need for self-expression, but have no outlets, you can develop a motivation condition as harmful as physical illness. h.leaders is important in confrontation employee needs and preventing motivation problems. What a leader does will vary with the circumstances. Sample actions imply improving caper safety (survival needs), explain job assignments (security needs), offering a member of encouragement (belonging needs), providing praise for a job well done (respect needs), and offering mod skills development (fulfillment needs). i. The ideal is to integrate the needs of the individual with the goals of the organization. If the needs of the individual can be satisfied while locomote the goals of the organization, he ultimate in employee team spirit and organization effectiveness will be achieve d (Manning &038 Curtis, 2009). 4. Managing diversity is very important for both(prenominal) the leader and organizational survival. List and discuss strategies and techniques that can help both individuals and organizations manage diversity effectively. What can individuals do impute with and value your own culture. Think active how it feels to be different by remembering times when you felt that you were in the minority. gauge to understand each person as an individual, rather than seeing the person as a representative of a group. enrol in educational programs that focus on learning virtually and valuing different cultures, races, religions, ethnic backgrounds, and political ideologies. Make a refer of heroes in music, sports, theater, politics, business, science, and so forth. Learn about the contributions of older people and people with visual, hearing, or other impairments. Learn more about other cultures and their values through travel, books, and films, and by a ttending local cultural events and celebrations. continually examine your thoughts and language for unexamined assumptions and stereotypical responses. admit people who are different from you in social conversations, and invite them to be part of informal work-related activities, such as release to lunch or attending company social events. When dealing with people, try to living in mind how you would feel if your positions were reversed. What can organizations do Include employees from a modification of backgrounds in decision-making and problem solving processes. groom strategies to increase the flow of applicants from a categorization of backgrounds. Look for opportunities to develop employees from diverse backgrounds and place them for positions of responsibility Show sensitivity in the physical work environment. Form a group to address issues of diversity. Implement study programs that focus on diversity in the workplace programs designed to develop a greater awar eness and respect for differences. relent attention to company publications such as employee newsletters. Evaluate official rules, policies, and procedures of the organization to be sure all employees are tempered fairly. Develop mentoring and partnering programs that cross traditional social and cultural boundaries. Talk airfoilly about diversity issues, respect all points of view, and work cooperatively to solve problems (Manning &038 Curtis, 2009). 5. Historically, women in utmost leadership positions have come from nonprofit organization organizations, educational institutions, and public office. However, over the operate few years, they are starting to come from the business world. The Center for original Leadership has identified six success factors for women in senior spunky school leadership positions. List and discuss these six success factors for women.The Center for Creative Leadership has identified six success factors for women in high leadership positions 1. jockstrap from above. Women in high levels of leadership have typically received the support of important mentors. 2. A superior track record. Held to high standards, executive-level women have usually managed effectively and have developed an excellent record of performance. 3. A passion for success. Senior-level women have been determined to succeed. They worked hard, seized responsibility, and achieved their objectives. 4. groovy people skills.Successful women executives typically utilize participative leadership, employee empowerment, and open communication to foster trust and high levels of morale among subordinates. 5. Career courage. Successful women leaders have demonstrated courage to take risks, such as taking on huge responsibilities. 6. Mental toughness. Senior-level women are seen as tenacious, demanding, and willing to make difficult decisions (Manning &038 Curtis, 2009). Applications put to work 19. 2 1. 4 2. 4 3. 2 4. 3 5. 3 6. 3 7. 4 8. 3 9. 2 10. 3 11. 4 12. 4 13. 2 14. 4 15. 4 Domination = 12 Collaboration = 8 Compromise = 8 Avoidance = 11 Accommodation = 11