Ubens Assessment of James as a Type B Personality Behavior - Assignment Example

Mid Term Exam Personality and Behavior Question James is type B: Correct: Therefore Reuben’s assessment ofJames as a type B personality behavior is correct. Support: This is demonstrated by his concern for others. James explains during the meeting the new graduates are talented individuals who are ready to learn. He therefore calls on the senior members of the organization to give the graduate recruits an opportunity to learn. Moreover, James seems relaxed, patient and easy going during his speech which reflects his attributes for type B personality behavior. Question 2 Judging Type: Judgment (J) Support: According to the Myers-Briggs type indicator Reuben’s behavior is based on judgment (J). Reuben exhibits a judging behavior as demonstrated by his speech during the meeting. He judges what his colleagues says by revealing that he does not agree with everything. His judging behavior is also illustrated by his judgment of the opinions of his colleagues by arguing that they are entitled to their opinions. Furthermore, Reuben shows that he would be judging the progress that each individual would have made in the next meeting. Reuben warns that the accountants should be able to back up their decisions during their next meeting which reveals his judging behavior. Question 3 Perpetual Error: Inequality Support: Inequity in the reward structure of the organization is one of the perpetual errors made in the management of the organization. This is revealed by Joan’s assertion that “I believe that there is enormous inequity in this organization’s rewards and structure. As I look around the room, I don’t see any other female representatives.” Joan adds that “This Company seems to be run like an old boys club. To Cameron’s point, we encourage teamwork, while rewarding only individual effort. Perpetual Error: Failed learning opportunities Support: Another perpetual error is the failure of the employees to give the graduate recruits an opportunity to learn and become better. This is revealed by James when he points out that “we have a tendency to ‘jump in and fix things before they mess up’, as they put it. It’s as though they feel we aren’t giving them the opportunity to learn or become better”. Question 4 Major Personality Attribute: which is exhibited in the case study is the outgoing or sociable attribute By whom: this attribute is seen in Reid. Support: This is because Raid shows his admiration for teamwork. He further says that an individual achieves success only if the team succeeds. Furthermore, Raid reveals his outgoing personality by revealing that there was need for the workers to know each other beyond their professional life. Question 5 Person Exhibiting Long Term Orientation: Long term orientation is exhibited by Reuben. Support: This is due to the fact that he demonstrates relationships with the competitors whom he says are not offering better compensations for the graduate the company does. Reuben is persistent as a long term orientation attribute by showing that the graduates should work effectively within the compensation package which they are accorded. Question 6 Orientation: The Company has a collectivist orientation. Support: This is expressed by Joan who revels that even though they are encouraged to work collectively as a group, the compensation that individuals get is unequal and biased against the female employees. Reid further reveals the collectivist orientation of the company by saying that they need to work as a team. This is the reason why raid says that the members of the organizations need to know each other so that they would work effectively as a team and not as individuals. Question 7 A high Power Distance: The Company is experiencing high power distance. Support: This is demonstrated by the inequality in the organization structure and compensation schemes which have not been questioned for a long time. Additionally, the graduates who are newly employed within the company are considered less equal as compared to the senior members of the company. This is seen through the disparity in the compensation which is resulting to reduced morale among the employees. Reuben further reveals the high power distance that the company is experiencing by dictating the expectations that he would be requiring from the senior accountants in the next meeting. Question 8 Except: C High Uncertainty Avoidance Support: The leadership team is displaying high power distance, long term orientation and high masculinity. However there is no display of high uncertainty avoidance within the leadership team. Question 9 Person: Scott Support: Scott reveals his affective commitment to the organization through is personal and emotional commitment to his roles regardless of his job not being treated as a career as he had been promised by Reuben when he was being hired. Furthermore, Scott is affectively committed to the organization as shown by his assertion that the organization needs to examine its values. The emotional attachment of Scott to the organization is also seen through his speech at the meeting when he argues that people needs to be given more say in the decisions which are reached by the management. Moreover Scott says that “I honestly believe the time has come for us to empower and support, whereas now we seem (instead) to control and exhort” and thus revealing is positive emotional attachment to the organization. Question 10 Theory X: Reuben Support: Reuben demonstrates Theory X mindset when he says that the graduates who are employed by the company should be contented by the compensation that the company offers and work hard without complaining. Theory Y: Joan Support: On the other hand, Joan has theory Y mindset because she calls equality of gender in compensation so that the female gender is not regarded in low esteem. Question 11 Needs Level: Love needs Theory: Maslow’s hierarchy of needs Support: Within Maslow’s hierarchy of needs, love needs are reflected upon by James in his speech. James argues that the senor employee’s needs to be mindful about the graduates whom they coach so that they would feel loved and appreciated. James further shows that the senor employees must demonstrate that they are concerned about the future careers of the graduates whom they coach by providing an effective social and learning environment. Question 12 Joan’s Level of Dissatisfaction: High Support: In accordance to Herzberg’s theory, Joan is demonstrating a high level of dissatisfaction. This is seen through her assertion that the female gender is treated discriminately through the inequality in the employment and rewards. She shows that the female employees earn 20% less than their male counterparts and hence revealing a high level of dissatisfaction. Question 13 E-P: The Effort-Performance coloration of the Expectancy theory can be used to explain why Joan quit. This is likely because regardless of her effort to demonstrate why equality was necessary in the organization, the senior management did not regard the performance of the female gender as effective to warrant equality in payment. P-O: Performance-Outcome is also a logical explanation for Joan’s quitting because it seems that the outcome of the recommendations of the meeting did not change the situation within the organization. V: The Valence that the management placed on the reward needs of the female employees must not have met their needs for motivation, preferences, needs and goals which explain the quitting of Joan. Question 14 Organizational justice Type: Equality and fairness Question 15 No: Reuben’s vision does not meet the SMART criteria as key performance indicators of his team. Support: This is because the recommendations at the meeting are not attainable without the support of the senior management. Additionally, the recommendations for providing more support for the graduates during coaching could not be measurable. Furthermore, Reuben was not specific on the things on each of the issues he wanted the team to address and the specific outcomes. Instead he argues that he would not condone excuses. Question 16 Current System: The Company is using merit based pay system which is not contended by Joan Proposed System: Joan is proposing equality based pay system. Question 17 Type of Reinforcement: Negative enforcement Support: The management team is exhibiting negative enforcement when they fix problems for the graduates before they would make a mistake. This is because they do not encourage the graduates to learn by doing this hence negative enforcement. Question 18 Comment on Reward System: The inequality in the pay system has led to the reduced motivation among the employees. As a result of this, the performance of the employees has reduced. Recommendation: It is in the light of these illustrations that it is recommended for the top management to approve and promote equality in payment. Moreover, the company should provide reward systems for highly performing or creative employees to motivate achievement of high productivity within the organization. Question 19 Theory: Equity theory Explanation for the declined offer: The 15% rise in the pay that Reuben is proposing for Joan is not enough to show that there is equity in the payment of the employees in the company which justifies why Joan is declining the offer. Additionally, meaningful work as said by Reuben would be relative and not clearly defined which demonstrates that there is no guarantee that the working environment will adhere to the equity theory. Read More