EDUC 240 Lecture Notes - Lecture 3: Main Plot, Teleconference, Extranet

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4 Sep 2018

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Short answer questions will focus on the big ideas (i. e. main plot) of each lesson. When an organization invests in training and development, not only can it result in a positive effect on its bottom line, but it can also benefit its employees, as well as the society in which it operates. When an organization invests in the training and development of its employees, either by implementing it themselves and/or by providing an environment that fosters it, the benefits reverberate at numerous levels directly and indirectly. More positive attitudes towards their job and organization. Help organizations achieve their short- and long-term goals. Better productivity, fewer errors, fewer accidents, less supervision needed. A company"s training and development program can help recruit new employees, and retain the ones they have. https://docs. google. com/document/d/1bg9ddzadhqrjoz1s8practatbl3f7u01emlnxqpn1gs/edit# Helps to create an educated and skilled workforce. Provides skills that also serve employees outside of the work environment.

Related Questions

Case Study 6.1 Netflix

Introduction

Motivation practices and applications influence processes such as leadership, power and politics and communication affecting the organizational outcomes. Organizational outcomes such as individual performance, job satisfaction, team performance affect the organizational goals. The organization goals are affected by the entire process on how organizational behavior is handled in the entire organization.

Unit Learning Outcomes

ULO 1: Analyze the concept of intrinsic motivation and its primary determinants. (CLO 1 & 3)
ULO 2: Evaluate the various types of extrinsic rewards. (CLO 4)

Directions

Mini-case studies: The students are expected to answer the questions associated with the case. These questions are intended to elicit thoughtful reactions to contemporary organizational behavior initiatives and challenges. The students are expected to carefully read the assignment instructions, then thoroughly and explicitly address each component of the corresponding case study questions.

The responses should reflect higher level cognitive processing (analysis, synthesis, and evaluation), which is essential for someone in any industry, as diversity decisions affect all levels and stakeholders within the organization and in the external marketplace.

There is no minimum number of references that need to be utilized to support the completion of this assignment; however, it is generally understood that any good case study analysis will incorporate the appropriate quality and quantity of scholarly sources to support any suppositions and recommendations.

The submission will not exceed four (4) pages in length, excluding the title and references pages.

The document must adhere to the APA writing style.

The document should be prepared as a Microsoft Word file.

Case Study 2

Read the case study 6.1 Netflix in your text.

Intrinsic Motivation

http://www.theatlantic.com/business/archive/2015/05/being-a-go-getter-is-no-fun/393863/ (Links to an external site.)Links to an external site.

âNew research suggests that competent employees are assigned more workâbut they don't always like it.â

This resource relates to Learning Objective 6.1. Read more on page 141.

Answer the case questions in a written APA paper format

1. How does Netflix use intrinsic motivation to support its HR practices?

2,why would a creative firm choose to use intrinsic motivation where an industrial firm would probably choose to use extrinsic rewaeds.

copperlion173

Rachelâs Day Off Swimwear

Rachelâs Day Off Swimwear is a successful chain of high end swim suit boutiques. Recently, several smaller shops and boutiques were acquired to expand its operations. The new company is much larger than the original company and it has outgrown its accounting software. The original accounting system was a package from Peachtree Software, which initially ran on a stand-alone PC and later on a network. Now, the firm is preparing to install a powerful, scalable accounting package that can support the companyâs current and future operations. You have been asked to implement the new system.

Tasks

Who should receive training on the new software, and what topics should the training cover?

Students should include training topics for IT staff members, who will be responsible for the system maintenance, managers who will rely on system information and reports, and users who will interact with the system on a daily basis. Students should mention training topics similar to the examples listed in Figure 11-30 on page 447.

Go online and investigate the Sage 50 product to learn whether it can import and upload existing data.

Sage 50 is the successor to Peachtree, which was used by many small businesses. Students can visit Sageâs site at http://na.sage.com/sage-50-accounting-us/ to review product features and ask questions, or they can visit local software retailers or businesses to learn more.

What changeover strategy would you suggest for the new accounting system? Explain your answer.

Whichever changeover method a student chooses, he or she should be able to back up the choice with supporting facts from the textbook. Each method has pros and cons, and the decision should be based on the specific situation. An accounting system, such as the one proposed by Victorian Creations, probably is modular, with features such as accounts receivable, accounts payable, payroll, and so on. This system might lend itself to a phased changeover. Because accounting data is so critical, however, a parallel operation might be desirable. It is unknown whether there are individual stores or divisions, so it is unclear whether a pilot method might be considered. Of all the methods, the only one that clearly is undesirable is direct cutover, for the reasons stated in the chapter.

When should a post-implementation evaluation be conducted? Explain your answer.

Students should be able to suggest a timeframe based on the concepts discussed in the chapter. Specifically, students should recognize that evaluation should not occur until the system has been in operation for a reasonable period of time â soon enough to allow smooth and effective resolution, but late enough to allow system bugs and problems to surface.

I need a diferent point of view and someones opinion on this article.

Reforming the U.S. system of collective bargaining Collective bargaining procedures and relationships between labor and management must reflect less conflict, more cooperation as the Nation's economy struggles to meet international competition and domestic needs D. QUINN MILLS Rules as a productivity drain Rules alone cannot ensure that an organization will perform well. They may keep it from dissolving into self-defeating open warfare, but often do not permit it to achieve its potential. An organization which depends upon adherence to a myriad of rules will always be vulnerable to competition from other organizations which operate in a more consensual and cooperative fashion, even when the latter have fewer resources. And, although an organization of rules may sometimes pull it-self together to respond to an emergency, this need not necessarily occur. It follows, then, that primary dependence on establishing and enforcing rules is a very poor way to run an economic enterprise. The existence of a multitude of rules, many of which attempt to "stretch the work" to maintain jobs in ways reminiscent of depression-era tactics, constrains productivity and raises costs. For example, maintenance classifications may prohibit an employee from doing incidental work outside the strict limits of his or her trade; multiple job classifications may exist even where a person in a single combined classification could do the work effectively, without undue effort and stress; and, job classifications may be perpetuated although technological change has rendered the incumbents' work trivial. Other restrictions may limit the amount of work a person may be assigned, such as permitting a mechanic to open only two flanges. The location of materials and inventory may be restricted by contract or past practice to retain jobs in now-inefficient areas of the plant. In some cases, rules may prohibit employees being assigned work during breaks, and simultaneously prohibit supervisors from doing the employees' work, so that emergencies occurring at coffee breaks or lunchtime cannot be legally handled under the agreement. Over time, rules tend to become increasingly costly and constraining as technology, materials, products, and other aspects of production change. Even rules which made great sense at first become out-of-date under changing conditions. But the rules are difficult to change, and particular employees may be further benefited the more outdated the rules become. Sometimes a company can pay a high price and "buy the rules out," or a union can persuade some workers to give up favored positions for the good of the membership as a group. But often, change cannot be accomplished without a bitter struggle between management and labor. Furthermore, the rule making process promotes a set of attitudes which are inimical to successful enterprise. The existence of the rulebook encourages both management and labor to assert their rights under the contract, rather than to attempt to work out problems. It gives rise to "shop-floor lawyers," rather than problem solvers. It fosters conflict and controversy. It undermines trust. To a large degree, it seems that unions have become captives of their origins. Born in adversity and conflict, they continued to act as opponents of management even when their strength had become much greater. In some instances, unions have created thickets of rules in which to immobilize management, just as spiders build webs to ensnare prey. But when the thickets of rules have crippled productivity, the unions have discovered themselves to be caught alongside management in the trap. Plants have declined in competitiveness, and jobs have been lost. The unions have discovered too late that a snare is no less a snare because they have set it themselves. A prescription for change In a recent survey conducted by the Harris organization, a majority of the general public professed the belief that unions contribute less than they once did to the growth and efficiency of business. Not surprisingly, only 15 percent of union leaders agreed with this judgment.' The need for unions to assist companies in the light of increased foreign competition is apparent to the public. To the inhabitants of the Snow Belt, it is similarly evident that unions should cooperate with local business to stem the outflow of industry and jobs to the South and West. Public perceptions of a productivity problem are supported by Bureau of Labor Statistics estimates, which show particularly sluggish growth in output per labor hour after 1973.3 Collective bargaining practiced primarily as rule making has become self-defeating for both unions and management. It interferes with management's efficient operation of the enterprise, and ensnares employees with legitimate grievances in a web of red tape. It also contributes to the vehemence of employer attempts to resist union organization drives. Study after study of U.S. managers has shown that managers fear the imposition of restrictive work practices far more than the higher wages and benefits which unionization may bring. Companies' efforts to make competitive operations out of older plants often fail because changes in current work rules take the form of additional complex rules which do not provide the flexibility needed to turn a facility around. What management really needs is fewer rules altogether, and willing cooperation from the work force. The union, for its side, needs a management sensitive to the needs of people. Both are very difficult to obtain in the U.S. labor relations environment.

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EDUC 240 Lecture Notes - Lecture 3: Main Plot, Teleconference, Extranet

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