Unit I Assignment Essay
Concepts in this unit cover personal factors, environmental characteristics (technological change, globalization, emerging employment relationships), individual challenges, and group or team satisfaction. Assume you are the CEO of a bicycle manufacturing company that has been acquired in a hostile takeover by a competing firm. You have been retained as the CEO of the acquired company to ensure the transition goes smoothly. Your challenges are to reduce the cost of manufacturing, cut staff, and integrate the parent-company’s employees into your division. From an organizational behavior perspective, outline and explain your decision-making actions regarding the areas listed below: employee relationships and integration, technological changes, globalization, and retention of employee talent. Your essay must be at least two pages in length and be double-spaced. Include an introduction, and use at least one source from the Waldorf Online Library to support your essay. All sources used, including the textbook, must be referenced; paraphrased and quoted material must adhere to APA protocols.
Text book is Organizational ehavior by McGraw Hill
Respond to the 2 people nothing fancy can be 40 words.
1. My name is Elizabeth Ibarra, and I live in Britt, Iowa. I am a full-time student here at Waldorf, I work part-time at a sow farrowing farm, and in the Iowa Army National Guard. My goals for right now are to focus on school and focus on family. Once I graduate this May, I hope to attain a job in management. My family includes Me, my husband Gerardo, my 8-month-old son Federico, and our chocolate Lab Zeke. I really enjoy spending time with my family, running, reading, cooking, and traveling. I am excited to get to know you all!
2. I don’t believe leaders should use the same strategies to connect with their remote workers as they would with the onsite team. Usually with their onsite team, there is a lot of talking about what they want, maybe showing, and other co-workers around to support them. Whereas remote workers, typically work on their own and rely on emails, phone calls, texting, etc. They require more information than the onsite team. Dr. Rogers said it’s like an online class, you need to give the students more information than a face to face class. Online students need everything mapped out for them. sometimes in face to face classes maybe most of the class doesn’t understand a certain topic so the professor could push the test back to take extra time on that certain material. Whereas online, we are kind of individuals and must work through things with the professor if we don’t understand. There are also technical problems that come from the technologies, age (older people typically don’t know how to use the technologies as we would), culture/ Diversity, etc. So, like the women were saying in the podcast, you have to take extra time to connect, and get to know your employees and students. This way you can figure out what there needs and wants are. Like, part one of this discussion question. You asked us to talk about our life. So, you can get to know us as individuals. My classes on campus are different, some ask, and some don’t. But we are a small enough University where the instructors get to know us all personally.
My name is Kasey and I am from San Diego, California. I am currently employed with UPS as a preload supervisor for a warehouse in San Marcos and strive to get promoted into Business Development where I would look at multiple companies shipping plans and make deals with them. For my free time I love to go hiking or outdoor climbing locally to recharge.
Reflecting on the Unit 1 podcast, I agree that technological improvements have led to an increase in remote workers and ways to connect with remote team members. I do believe, quite often, that leaders can use the same strategies to connect with remote workers as they would with an on site team by acting professionally and using the same motivational techniques to help the remote worker want to work for the leader. In contrast, the leader will have to acknowledge the cultural differences and respond differently to his worker working for him or her remotely rather than an employee that works for the leader on site.