QUESTION 1 CHAPTER 8

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QUESTION 1 CHAPTER 8

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QUESTION 1 CHAPTER 8

The control of human capital reveals how people strategically treat themselves as organizational personnel. This includes the supervision of procurement, wages for the employees, and the proposal of preparation and development programs. HR consultants are advisers and not independent business employers; they advise managers about the issues of various workers and how they relate to their goals. There are several examples of vacancies in the HRM sector, including human capital management, partner administrators, conformity experts, and managers in human resources.

QUESTION 2 CHAPTER 9

The attitude of the individual may measure worker happiness. If an individual has a constructive stance, works well with his colleagues, has a low degree of absenteeism, and is usually able to do his job, he may assume he is comfortable with his job. The boss would ensure first that the employee is satisfied with the task. This is the first move towards corporate engagement. Unless the employee is comfortable and happy with his condition at work, he cannot draw any more significant attention to items in his psychological profile. An organization’s commitment is more of the subconscious than the job an individual performs. Staff may perform an outstanding job in terms of his tasks, but he cannot be wholly committed to the organization.

Only when workplace fulfillment is reached will a manager attempt to inspire a worker to dedicate himself to the organization. This means performing something well outside the usual reach. For instance, he may attempt to train new hires or volunteers to work extra to enable him to cope. Ultimately, he can appear like his own organization. It takes time, and the manager must make sure that any small move is noticed and rewarded.

QUESTION 3 CHAPTER 9

Personality evaluations are a general evaluation of the behavior and disposition of a person. However, they are generally not an absolute checklist for recruiting. The answers differ based on a specific case as the applicant is posed during the exam. A general response assessment may therefore act as a reference at best. The drawbacks are that specific assessments need the test individual to respond between two alternatives. In actual life scenarios, depending on the case, you can settle in either direction. Such circumstances are often not plain black or white in a business situation. Some are in gray tones. Many experiments do not take account of these eventualities.

QUESTION 4 CHAPTER 10

The two-factor hypotheses of Hertzberg’s motivation hypothesis indicate that pleasure and unhappiness are affected by two different factors, motivation, and grooming. Hygiene considerations are fundamental physical and psychological needs that induce discontent or demotivation, but that may not inspire people if met. Motivational causes are satisfying and motivating individuals, such as professional growth prospects, work reorganization, etc. These two hypotheses aim to propose forms of growing employee morale. Thus, meeting specific desires contributes to human behavior.

The difference is that in five categories, Maslow’s motivation factors inspire the individual. At the same time, the principle of need is more straightforward and more descriptive. Hertzberg divides the happiness element into two large groups leading to encouragement or demotivation. The two-factor principle is also more prescriptive in design.

QUESTION 5 CHAPTER 10

In an organization, there are various types of job arrangements. This job structure motivates and inspires the staff to work flexibly. Any of the latest work modes include Flexible, customizable job hours, Work schedules, sharing of jobs, and telecoms.

Variable working hours are a job system in which workers may choose their working hours. Working hours are split between flexible hours and critical hours in a flexible calendar. Here, staff may pick their own time during flexible hours. The workers are required to be at their workstations during core operating hours.

These job schedules require workers to choose their working times to encourage employees to spend their personal life with their families. And also allows the staff to make time for their passions, activities, and other personal needs. This satisfies them and motivates them to do more.

QUESTION 6 CHAPTER 11

Functions of managers

• Management or administrators are primarily responsible for preparing the operations to be carried out and focusing on establishing strategic strategies and the allocation of resources required to attain these objectives.

• Organize or provide an appropriate framework for the plans to provide them with proper human capital.

• Regularly track workers’ actions and verify when items happen according to their schedules.

Leader’s activities

• A leader focuses primarily on having a specific view of the future and developing the plans needed to achieve these visions.

• It also contributes to aligning people for developmental tasks.

• It motivates the team members to maximize results.

A company definitely has both a manager and a leader. Both are important for the organization’s successful efficiency. Necessary reforms can be achieved through leadership, and management can yield orderly outcomes. They will establish an orderly transition in the organization, which maximizes the organization’s overall success.

QUESTION 7 CHAPTER 12

Problems typically emerge at the communication stage. One of the main issues is noise, which is usually present and may interfere with contact. Noise may sound like two people talking close to each other or some outside noise from cars running close to each other. There may be other complications at the transmitting stage, such as a missed mail or misplaced mail.

Managers ought to use the correct contact form to minimize noise and other disturbances. In the case of any emergency emails or information, managers may call and relay the message personally. If the managers want to send the letter over the internet, a consecutive mail must be delivered to prevent disturbances.

QUESTION 8 CHAPTER 13

Stages of group development

Forming: a team is created in which individuals with various talents come together as a team on one board.

Storming: In this stage, there are many disputes and disagreements to be managed efficiently by the boss.

Norming: the hurricane and confusion fall, and the squad starts getting well.

Much of the teams evolve across all these steps; new teams certainly will need to go through these stages. Still, older teams in which the same workers are once again operating on a separate project and individuals do not have to go through every step of the process.

Teams who are not yet mature may have more tensions and problems than mature teams, so it becomes the duty of the management of the inexperienced team to calm down and attempt to alleviate the stuff at all stages before normalization is reached. Informal leaders are those who do not yet display power and incredibly well carry the whole squad. Their behavior does not see authority and authority. Mahatma Gandhi and Nelson Mandela are two examples of such informal figures.

A leader may be structured and informal, depending on the staff he or she manages, the team’s level of maturity and expertise, the present phase of the project, and the intended company priorities through this project

QUESTION 9 CHAPTER 12

Causes of conflict in an organization

Clashes of personality

People have various characteristics, approaches, views, etc. There are cases when individuals with very different personalities are brought together to take advantage of the circumstance that contributes to disagreements.

Sensitive individuals

If an individual is emotional or anxious, he or she can be harmed, often with a mild difference of opinion or statement, which may contribute to confrontation.

Various beliefs and systems of belief

The team consists of individuals from various countries, cultures, and therefore value systems. – person’s core values are different, and the importance of each principle is often different. This contributes to tension, particularly when those ideas have to be given an overall interest backseat.

Facts that do not compare

When individuals have various sets of data points, such as information from different websites, data or data points cannot correspond. Each individual can continue to prove that his facts and thus his views are more valid.

Perhaps the immediate targets for two individuals can be incompatible, so different interests may be addressed. There are also risks that they do not agree to follow the same course. In the case of a disagreement, the first task as a manager is to meet each person individually and consider his or her point of view and then research the matter entirely. A structured joint consultation should then be held and facilitated such that each attempt to consider what the other party says and the underlying assumptions. Because everybody has the same view, there are risks of an individual being distracted by his or her working methods much of the time and not realizing that there may be a different direction.

QUESTION 10 CHAPTER 14

A robust hierarchical framework will also mark the distinction between a smooth and chaotic business organization. By forming an organizational hierarchy with a consistent chain of control, corporations will improve their organizations as bureaucracies. A bureaucracy is a logic, order, and legal usage of proper authority forms of organization. Bureaucracies should be orderly, equal, and highly effective. Its characteristics encompass divided labor, rigid authority structure, structured standards and procedures, and competency-based promotion. A company may be organized according to its goals in several different forms. The layout of an organization determines the modes of operation and performance. The organizational arrangement permits the express assigning of tasks for various roles and procedures to various bodies, such as branches, departments, working groups, and individuals.

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