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Organizational behavior - Osborn R.N.

Osborn R.N. Organizational behavior - Wiley publishing , 2002. - 371 p.
ISBN 0-471-42063-8
Download (direct link): organization2002.pdf
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To keep connected with her employees on a physical level, our manager meets individually with each employee on a monthly basis in Dallas. She spends an hour going over the priorities they have listed as activities for the month. Throughout the month, the manager and the employees are in constant contact. Through both physical and electronic communication our manager is able to get to know her employees well. As she has noted, meeting with them in person allows her to “see” them over the phone, judging their psychological “space” by voice intonation when there is no physical face to communicate with. Our manager also interacts with other managers and line personnel through telecommuting. For example, she negotiates over the phone what goes into a product, the time line, the product budget, and all other factors necessary to managing a product effectively.
While our manager likes telecommuting and is able to man-
THE OB SKILLS WORKBOOK 279
CASE 8
I'm Not in Kansas Anymore
Developed by Anne C. Cowden, California State University, Sacramento
Telecommuting is defined as work done at home or in a remote location using technology as the link. Approximately 7.6 million people currently telecommute. The decision whether to allow employees to telecommute is controversial, owing to the number of managerial control questions raised by people working and/or managing off site.
age effectively, there are both good points and drawbacks. The advantages include the freedom from commuting every day in full office dress, the complexity and challenge to stay well connected with employees, and the time gained by staying at home. The drawbacks can be the isolation that some initially feel when not having daily physical contact with others. Another drawback may be “workaholism” if one is unable to separate life from one’s job. Burnout can be a factor if one works all the time.
If you are thinking of telecommuting, our manager would advise the following: get a good headset for
talking on the phone; be prepared for the initial feelings of isolation; and keep in daily, close contact with your employees.
Review Questions
1. Is telecommuting the wave of the future, or does top management lose too much control when people are off site?
2. How would you like being a telecommuter, as either a manager or one being managed?
3. Do you think telecommuting is effective for both the employee and the organization? Why or why not? ?
CASE 9
The Forgotten Group Member
Developed by Franklin Ramsoomair, Wilfred Laurier University
The Organizational Behavior course for the semester appeared to promise the opportunity to learn, enjoy, and practice some of the theories and principles in the textbook and class discussions. Christine Spencer was a devoted, hard-working student, who had been maintaining an A- average to date. Although the skills and knowledge she had acquired through her courses were important, she was also very concerned about her grades. She felt that grades were paramount in giving her a competitive edge when looking for a job and, as a third-year student, she realized that she’d soon be doing just that.
Sunday afternoon. Two o’clock. Christine was working on an accounting assignment but didn’t seem to be able to concentrate. Her courses were working out very well this semester, all but the OB. Much of the mark in that course was to be applied to the quality of groupwork, and so she felt somewhat out of control. She recollected the events of the past five weeks. Professor Sandra Thiel had divided the class into groups of five people and had given them a major group assignment worth 30 percent of the final
grade. The task was to analyze a seven-page case and to come up with a written analysis. In addition, Sandra had asked the groups to present the case in class, with the idea in mind that the rest of the class members would be “members of the Board of Directors of the company” who would be listening to how the manager and her team dealt with the problem at hand.
Christine was elected “Team Coordinator” at the first group meeting. The other members of the group were Diane, Janet, Steve, and
Mike. Diane was quiet and never volunteered suggestions, but when directly asked, she would come up with high-quality ideas. Mike was the clown. Christine remembered that she had suggested that the group should get together before every class to discuss the day’s case. Mike had balked, saying “No way!! This is an 8:30 class, and I barely make it on time anyway! Besides, I’ll miss my ‘Happy Harry’ show on television!” The group couldn’t help but laugh at his indignation. Steve was the businesslike individual, always wanting to ensure that group meetings were guided by an agenda and noting the tangible results achieved or not achieved at the end of every meeting. Janet was the reliable one who would always have more for the group than was expected of her. Christine saw herself as meticulous and organized and as a person who tried to give her best in whatever she did.
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