Kevin is a middle manager who has always worked in an organisation with a plant, process and product-centred workplace culture. He is not prepared to adjust his interpersonal style or methods to be consistent with his new organisation's people-centred work culture. Give at least three examples of how his attitude could impact on the organisation.
Explain in 120 words the characteristics of a workplace culture that focuses on plant, processes and products at the expense of employee needs.
. When would it be appropriate to guide and support colleagues to resolve work difficulties themselves rather than intervening? (75-100 words)
. You are a manager in an organisation which develops software for use on game consoles. Although you like to play computer games, you have no programming skills.
Your organisation is comprised of three managers, 36 employees who are responsible for programming, 12 employees who undertake administrative tasks, one employee in charge of compliance and two public relations and marketing officers.
The organisation is overseen by a board of directors.
You have been asked to review and improve workplace outcomes in consultation with relevant personnel.
a. With whom will you consult and why? (75-100 words)
b. List at least six tings you would consider during the review process.
1 List three reasons why it is important to manage poor work performance.
2 Consider this statement:
It is always better to replace an underperforming employee rather than manage poor work performance-even if suitable performance management processes are used.
Explain in 100 words what this means.
3 You have been asked to develop a procedure regarding management of poor performance, for the section of the organisation you manage. Prepare a written document procedure that could be used in a workplace. (1 page)
2 Discuss the role negotiation plays in conflict resolution. Include information on strategies leaders can use to negotiate toward win-win solutions. (375-400 words)