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Final Exam Review Role Plays and Jaffe/DuBrin Models
Role Plays
Found below are some role plays that were done in class. These 8 employees are in need of your expertise and management skills. This is the format you should use when doing the final exam-CLEARLY IDENTIFY THE PROBLEMS, AND THEN THE SOLUTIONS.
Most of the time you will find that a solution or problem identification can be found in the passage so READ THEM CAREFULLY and underline, as you read, what you may think are potential problems. Usually look for the opposite of a definition in the text to come up with an identification. USE TERMS CORRECTLY!
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Employee 1
-Mother is ill
-need to take off work but doesn’t have time
-no one else can take care of her
FAMILY MEDICAL LEAVE ACT- PERSON MAY TAKE UP TO 1 WEEKS OF UNPAID, JOB PROTECTED LEAVE
Employee
-up for an evaluation
-does not get along with supervisor
-negative impression if evaluation from supervisor
60 DEGREE PERFORMANCE EVALUATION
Employee
-leader of group controls everything
-group is frustrated and not motivated
-falling behind
CHARACTERISTIC OF AN AUTOCRATIC LEADER
NEEDS TO BE PARTICIPATIVE SO EVERYONE HAS A SAY
Employee 4
-works in a big city and work late hours
-extremely nervous about walking to car at night
-no security guards
-worried about getting home safely
MASLOW’S SECURITY HIERARCHY OF NEEDS
Employee 5
-coworkers goof off
-pull pranks to get reaction
-no rules or policies against behavior
PUNISHMENT OR EXTINCTION
Employee 5
-heard I was leaving the company
-it’s not true
-entire office thinks I am leaving
RUMOR CONTROL
Employee 6
-keep approaching manager about the same problem
-in denial and tells boss everything is on schedule
-not able to fix problem if it is not addressed
FILTERING (COMMON BARRIER) DEFENSIVE COMMUNICATION
Employee 7
-Overworked and underpaid
-has no input on the creative process
-only handle boss’s instruction
-doesn’t have time to consider my thoughts and ideas
OLD MANAGER VS. NEW MANAGER
PARTICIPATIVE STYLE
Employee 8
-difficult time balancing personal and professional life
-no flexibility in the work schedule
-heard I might be terminated
a) TELECOMMUNITIG POSSIBILITY (based on type of job)
b) COMPANY COULD BE SOCIALLY RESPONSIBLE AND OPEN DAY CARE
c) RUMOR CONTROL
Note be sure to mention characteristics of a telecommuter (self motivating…)
Employee
-interesting in applying for a position on the 6th floor
-confined to wheelchair
AMERICANS WITH DISABILITIES ACT- REASONABLE ACCOMODATIONS WITHOUT UNDUE HARDSHIPS
Employee 10
-I want to improve quality and improve costs
-need workers of different specialties to blend knowledge
NEED TO CREATE A CROSS FUNCTIONAL TEAM!
Employee 11
-Group members feel removed from individual responsibilities
-tend to free load
SOCIAL LOAFING
CONFRONTATIONAL PROBLEM SOLVING
Employee 1
-recently posted new performance standards
-heard I could be fired for not “measuring up”
-I just graduated from school and am learning the ropes
RUMOR CONTROL, AGE DISCRIMINATION IN EMPLOYMENT ACT
Employee 1
-Working conditions hindering job performance
-stressed employees
-bad equipment
-not comfortable talking with human resources director due to fear of being labeled as incompetent
ERGONOMICS
ENCOURAGE OPEN DOOR POLICY
Employee 14
-Needs some one to show them around
-don’t know much about the company
-buys from company competitors b/c they give to charity
ORIENTATION
NEED TO BE MORE SOCIALLY RESPONSIBLE
Employee 15
-Bored with job
-doing the same thing day in and day out
-not receiving any variety
-don’t care (apathy)
a) JOB ENRICHMENT- OFFER MORE UNIQUE ABILITIES/RESPONSIBILITIES
b) JOB ROTATION, JOB ENLARGEMENT, JOB VARIETY
c) NEED BETTER MOTIVATION (GOAL THEORIES,SATISFIERS, GAINSHARING)
Employee 16
-Not given a fair chance to explain to manager before being discharged
DUE PROCESS
Employee 17
-manager confronted me about ineffective job performance
-very repetitive, physically demanding, office poorly designed
-comes home aching
ERGONOMICS AND JOB ROTATION
Employee 18
-a lot of unnessessary work
WORK STREAMLINING
INCREASE IN WORK HABITS
Employee 1
-boss gives overwhelming tasks that I fear I will fail at doing
-I put them off until the last minute
PROCRASTINATION, OLD MANAGER
Employee 0
-hired person w/o experience
-employee not performing well
-company is losing $
-unhappy with selection procedure
-afraid to confront boss
COACHING, FEEDBACK PROBLEM (ENCOURAGE OPEN DOOR POLICY),IMPROVE RECRUITMENT PROCEDURE
Employee 1
-7 months pregnant
-afraid of exhaustion
-back is starting to hurt due to office chairs
-want to have time off but then come back part time
-another woman in dept. shares my ideas
FAMILY MEDICAL LEAVE ACT
TELECOMMUTING
ERGONOMICS
Employee
-coworker not very productive
-nervous and stressed
-works late and is last to leave
MASLOW’S HEIRARCHY OF NEEDS
Employee
-frustrated with commute
-part time job
rather work from home
TELECOMMUTING
Employee 4
-not enough time to focus on important tasks
-all time allotted to clerical tasks
-not able to utilize skills and put strengths to work
JOB REDESIGN AND RECRUITMENT
JOB ENRICHMENT
Employee 5
-frustrated with benefits plan
-not enough medical benefits but a lot of vacation time
-very sick lately and had to use vacation time for sick time
FLEXIBLE BENEFITS PACKAGE
Employee 6
-close friend fired
-concerned I may be next
-not trained enough
-extra vacation time
MORE TRAINING, RUMOR CONTROL
Employee 7
-not challenged at work
-no feedback
-would like more variety
JOB ROTATION, JOB ENLARGEMENT, OLD MANAGER, JOB DESIGN (MAKE MORE CHALLENGING)
Employee 8
-feel limited in what I can do
-not properly trained
-want to be better at everything
MORE TRAINING AND DEVELOPMENT PROGRAM
Leadership Continuum
Amount of authority held by leader
Autocratic Participative Free Rain Style
--------------------------------------------------------------------------
Consultative Consensus Democratic
Amount of authority held by Group members
general trend seems to be moving towards a participative approach. DON’T MAKE THE GROUP DEMOCRATIC BUT THEN MAKE AN AUTOCRATIC DECISION!
JAFFE VS. DUBRIN
Dubrin Model
Plan Org. Lead Control
PhysicalInformational GoalsHumanFinancial
Jaffe Model
1) PACER
-Problem
-Alternative
-Consequences
- Evaluate
-Result
) TEAM Involves trust and respect, Commitment, Common State, win-win-win, high concern for people AND high concern for results
) SITUATIONAL Understand the Leadership Continuum, Never imply that you give authority to a group or a individual and then take it away. Example Let the class decide when to take the next test, then overlook that and make it a totally different day that they class decided on., Jaffe thinks that one should use participation approach.
4) PROACTIVE PTSP Program To Stimulate Productivity
5 Manager Skills (know all 5)
- Human/interpersonal
- Technical
- Conceptual
- Political
Diagnostic
Top three are generally used
Outside concerns
- social responsibility
- ethics
- economy
For the final
v compare and contrast two models
v Jaffe model has more human resource aspects
v Dubrin- Classical approach
v Jaffe � Behavioral approach
v Both have a decision making factor (PACER and Planning)
v Control is a reactive strategy which utilizes proactive approach.
v Jaffe model uses an entirely proactive approach
v Dubrin- more logical approach
v Jaffe- more idea oriented
Jaffe model- from the EMPLOYEE perspective Great!
Dubrin model- from the managerial approach- Great!
Jaffe-
If you have an organization where people will work hard with you, you then the jaffe model is perfect!
This requires a very good working relationship!
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