1. Consider the three dimensions of trustworthiness (ability, benevolence, and integrity). Which of those dimensions would be most important when deciding whether to trust your boss? What about when deciding whether to trust a friend? If your two answers differ, why do they?
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- Consider the three dimensions of trustworthiness (ability, benevolence, and integrity). Which of those dimensions would be most important when deciding whether to trust your boss? What about whenYou have been employed in the hospital’s business office for 12 years. Starting in a clerical capacity, you worked your way up through several jobs in the department. You consider yourself friends with all 14 other business office employees, and at least two of them are among your closest friends. Recently you were appointed business office manager. You willingly accepted the position. You believe that although one or two persons in the department may feel some slight resentment over your appointment, they are, for the most part, supportive. However, you realize that as a supervisor, it may sometimes be necessary for you to do things that are inconsistent with your feelings for this group of people, these people with whom you have worked for so long. Questions: Describe the effect of interpersonal communication when the supervisor is doing the talking. Describe the effect of interpersonal communication when the supervisor is doing the listening."You have two equally qualified employees who both deserve a promotion. However, you only have one available position. How would you determine who gets the promotion and justify your decision to both employees?" This question challenges managers to consider their decision-making process, their ability to assess and compare employees' qualifications objectively, and their communication skills in handling potential disappointment or conflict.
- Define the characteristics of trust and commitment. In your own words, describe how the dynamic between trust and commitment contribute to establishing a successful business relationship between partners.You have recently been promoted to the position of president of the division from your current role as VP of accounting and finance. Many people thought that the VP of sales and marketing would get the position, but you and he had always been friendly, and you thought that things would go smoothly. After about six months in the new position, you notice that he has been fighting you in small and subtle ways. You recognize his value, so you decide to let things play out and even mention other possibilities for promotion within the organization that he could apply for and that you would be supportive. After 11 months, things have not improved, and you are considering letting your colleague go. You are hesitant, however, because your organization needs a strong sales and marketing department. What should you do? If this power struggle continues, how do you think it will affect the larger organization?Jenna has worked as a secretary for a small tech manufacturer for 45 years. In that time, she has weathered many interpersonal storms, from angry customers to new products to tight deadlines to a moody boss. Just today, she came to work and discovered that the company had been sold to a Chinese conglomerate and that she no longer has a job. As she considers her options, she hears through the grapevine that her boss has been orchestrating this buyout for six months, that he knew the Chinese firm would be terminating her because of her age, and that he will be walking away with a hefty reward for his negotiations. What best categorizes the situation, in regard to the five dimensions of the business environment? a) Competitive environment because of the buyout b) Technological environment because of the competitive advantage of e-commerce, Web presence, and bleeding-edge business technology J c) Global environment because of American outsourcing d) Social environment because of diversity…
- It’s a great feeling to be sought for your opinion and participation when your organization needs to make an important decision. But what happens when the organization’s managers don’t listen? Management consultant Liz Ryan perhaps put it best: “When you work for a company that is not interested in your opinion, you can tell. They make it obvious. Once you know in your gut that your boss is not interested in your opinion, what other choice do you have than to find another job?” Some suggest that these bosses perhaps should be let go. Given that bad members can lower employee satisfaction and engagement, supervisors who exercise this form of control often emphasize politics over productivity and abuse their power, while employees complain because of the lack of support they are getting. They are “thrown under the bus” and forced out of the loop, and communication is all one way. Giving employees a chance to voice their opinions as part of the process leads to improved justice…It’s a great feeling to be sought for your opinion and participation when your organization needs to make an important decision. But what happens when the organization’s managers don’t listen? Management consultant Liz Ryan perhaps put it best: “When you work for a company that is not interested in your opinion, you can tell. They make it obvious. Once you know in your gut that your boss is not interested in your opinion, what other choice do you have than to find another job?” Some suggest that these bosses perhaps should be let go. Given that bad members can lower employee satisfaction and engagement, supervisors who exercise this form of control often emphasize politics over productivity and abuse their power, while employees complain because of the lack of support they are getting. They are “thrown under the bus” and forced out of the loop, and communication is all one way. Giving employees a chance to voice their opinions as part of the process leads to improved justice…what are two fortune 500 companies that model inspiring the trust of their employees and explain why
- Establishing and building trust is key to developing effective and successful relationships with clients and partners. Discuss what building good relationships with clients, customer and partners would entail?Building trust involves: Being sincere. Being polite. Understanding cultural differences. All of the above. Our parents and grandparents generally did not face the following negotiation issues: Cultural differences Gender issues. Different business environments. All of the above. Japanese negotiations involve: Consensus decision-making. Deference to seniority. Non-confrontation. All of the above. When Japanese negotiators advise “we will consider” they are really saying: Give us time to review. Your idea is interesting but novel. We need to review with our senior business leader. None of the above.How to respond to this in 100 words? For this discussion post, we have been tasked with evaluating what is often considered the most challenging job in management: looking into conflict resolution. Although there are many sources of conflict, we will look at the incompatible goals for discussion. Incompatible goals, by definition, occur when individuals or groups within the same organization have different plans, which can either be self-serving or departmentally based, causing conflict to occur within the team (McShane & Von Glinow, 2022). To open discussion, I would like to share a personal experience involving a team with differing goals. In this situation, a sales team of members of a company we will call X, a revenue management company for physician offices, will be used. The department was split into two parts: education on documentation and sales. Sales wished for the training to be increased due to the company's niche, whereas the movement was minimally staffed and…