The Ropes to Know & the Ropes to Skip

Topics: Management, Faust, Aggression Pages: 9 (2794 words) Published: October 20, 2010
The Ropes to Know & The Ropes to Skip
1.Psychological Contract

The common beliefs and perceptions between an employer and an employee make up the psychological contract. It sets the dynamics for the relationship and defines the framework for the work to be done. Unlike a written contract it goes beyond generalized job descriptions. Claude is a well developed character, providing us with insight on the obstacles facing minorities within an organization. Chapter 41 provides solid examples of why Claude was hired: specifically as an “Equal Opportunity Employee” (pg189). “Claude was a black, black in speech, dress, appearance, and in a thousand and one minor ways….” Claude’s role in The Company is valuable to their organization. Diversity is essential for a well functioning organization. Placing Claude in a recruiting position serves two functions. First, Claude is a role model for black males who can now relate to an individual in The Company. Second, The Company is trying to develop the image of being diverse by welcoming equal opportunity.

According to his dialogue with Stanley on page 53, it seems that Claude feels like he is singled out for being black instead of being viewed as an asset to the company regardless of his race. The Company was breaking the psychological contract with Claude by treating him as a token. Ted has no faith in Claude’s ability to increase their recruitment of professional minorities. While Claude was not interested in taking the recruitment position, he also felt he did not have the option to turn it down. Claude decided to put his best efforts in the recruitment of minorities. He assessed the situation and identified a more effective process to increase test scores among black recruits.

2. Motivation & Management

Achieving managerial goals involves strategy. Both interdepartmental teams and union employees are led by managers who do not have direct authority over their employees. In this situation, managers need to sell their idea rather than be direct. Using persuasive relationship behavior requires an understanding of the 6 tendencies of human behavior: 1.Through the art of “reciprocation” employees will feel an obligation to return a favor if the manager uses this tool accurately. 2. The use of “consistency” to control and direct future actions will set expectations. 3. “Social validation” is important for a manager to understand because people look to what others are doing as a guide. 4. People prefer to say yes to those they “like”. 5. Expressing “authority” does not always support effective results. 6. A sense of “scarcity” produces an increased desire.(Cialdini pg. 562)

Unions are effective at building allies through the process of exchange. Especially in an indirect setting, the manager needs to gain adequate information about the ally before they can lead effectively. Unions often pay overtime if an employee works extra hours on the weekends. If there was no benefit to the employee, the process of reciprocity would not work.

The virtuous spiral as described on page 588 explains the manager’s importance of consistently rewarding individuals for their performance. “Proctor & Gamble...has been marked b y many forward thinking efforts to establish a virtuous spiral relationship with its employees based on employee involvement and the development of leaders throughout the company.” (Lawler III pg 589)

3. Is Franklyn a Toxic Manager? Why or why not?

According to Roy Lubit, “toxic managers are a fact of life . . .” (The Organizational Behavior Reader, 2007). Individuals with this style of management generally complicate work, drain precious energy and essentially derail progress. Learning to deal with such people can improve one’s own health and capability in the workplace. In my opinion, Franklyn exhibits traits of a toxic manager, specifically, he chooses favorites in the company “the world is divided in two-his people and other people”(Ritti, pg...
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