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The Ropes to Know & the Ropes to Skip Paper

Words: 2602, Paragraphs: 23, Pages: 9

Paper type: Essay

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 sugarless of his race. The Company was breaking the psychological contract with Claude by treating him as a token. Ted has no faith in Clause’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 molesters.

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 ion 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. . 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. (Clinical pig. 562) Unions are effective at building allies through the process of exchange. Especially in an Analytic setting, ten manager needs to gal. adequate International auto ten ally before they can lead effectively.

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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 insistently 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. ” (Lealer Ill pig 589) 3.

Is Frankly a Toxic Manager? Why or why not? According to Roy Lubing, “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 ell with such people can improve one’s own health and capability in the workplace. In my opinion, Frankly exhibits traits of a toxic manager, specifically, he chooses favorites in the company “the world is divided in two-his people and other people”(Rite, pig 89).

In my opinion, he does not fully understand the requirements of being an effective manager. Instead of using the strengths and weaknesses of his team, he pits employees against one another by “playing favorites” in turn creating an unhealthy work environment for anyone who is not “on his list. ” Ben may have not been a toxic manager I the earlier years in The Company, but the organization has changed. Ben does not adjust well to change. Leadership values Ben’s ability to get the Job done, but his difficulty to work well with others forces managers to view him as a threat. Do you think Ben would like the corporate life here? Oh lord No” (Rite pig 237). Interpersonal Communication 4. Provide an example of the effective use of communication from the Rite Book. Use the Achieving Purpose list from the class notes to substantiate your example. To be an effective communicator, one must master the art of active listening. A large part of effective communication is achieved by focusing on the receiver and truly existing. Equally important is making sure the receiver(s) understand what has been communicated and responding appropriately to questions and concerns.

A good example of effective communication in the Rite book occurred in Chapter 18: Ted suggests open communication to deal with the issues of opening the new Expander’s Plant in Poachable. Ted cuts to the point and looks for a simple and direct way to communicate his thoughts and feelings. While Ted may not always be the best listener, overall this character provides us with a good insight into effective communication. Many of the other characters in Rite lack the skill set according to en Canceling Purpose last to De class as detective communicators. . Which characters in Rite are assertive, aggressive, and non assertive in their communication styles? Provide examples. Aggressive: Ben Frankly is an aggressive manager. Aggressive Managers are highly receive to certain things and seek to intimidate others. An example of Ben’s aggressive behavior is shown in chapter 18 of the Rite book. In this section, Ben and Ted are debating about a meeting that needs to be held. Ben is aggressive in his delivery on when and how the meeting will be held. “Never you mind says Ben, I now what I am doing”(Rite pig 93).

Assertive: Ted Shelby has characteristics of an assertive manager. Ted is one of the most effective managers in the book. Ted does not take advantage of others, and is expressive and self enhancing. The differences in management styles between Ted Shelby and Ben Frankly are shown in chapter 9 of Rite. Ben and Ted are arguing about Stanley promotion in The Company. Ben is aggressive in stating that Stanley needs to stay put. Ted is clear I his reasons why Stanley deserves to move up in the company. “Ben has kept him there so long that most people think of Stanley and the Lana web system as an inseparable team.

Only rarely will someone like Ted Shelby think of some other kind of Job for him”(Rite pig 53) Ted is highly successful because he knows what is best for himself and for others like Stanley in the Company. Non Assertive: Lessee landed a big sale and she expected her Boss Kerry Drake to reward or acknowledge her accomplishments. Kerry Drake is not very personable. Instead of rewarding, he identifies all the ways that Lessee should improve. It shows in this section that Kerry does not understand motivational theory and he shows self- denying characteristics and timid behavior.

Subordinates viewed him as completely fair minded, a workaholic…. He lacked the human touch”. (Rite pig: 80) 6. Place at least 3 Rite characters on the Management grid and explain why you place them where you did. Ted Shelby IV is the impoverished manager. I think of Ted as the empty suit in the office. He exert minimum effort to get certain tasks done. In chapter 40 of Rite Ted Shelby is rearranging furniture in his office. Ted has plenty of extra time to attend Dry Faustus classes on participative management. Occasionally Ted Shelby might have a lapse of memory, but Kerry or Ben will be quick to set them straight. (Rite pig 187) Ted Shelby Sir. Believes that “you catch more flies with honey than vinegar. ” (Rite P 189) Ted creates a good environment to attend to the needs of people in the organization. He is The Country Club Manager. Ted is an effective manager of professionals. Ben Frankly although toxic at times creates a team of committed people. Ben develops a level AT trust Ana respect to tense employees Tanat support Nils Otto Chapter 14 supports my notion that Ben is a team manager.

In this section there is talk that upper management will do a review of Ben’s plant and his employees. Jimmy Kelley, one of Ben’s subordinates has been working the line for many years. The Company wants to evaluate the speed of Ben’s workers. “That dumb bastard (Ted) is trying to come I her and hold a stop watch on our guys. “(Rattier). Ben, although aggressive to upper management, is extremely loyal to those that keep his plant running the way that Ben likes it. Ben may not be a team manager to all in The Company, this section shows that his team comes first. 7.

Level 5 leaders have the ability to set their individual needs aside I order to support the company. They want to build and stand behind a great company. Most executives over the last few years I the financial industries were not thinking like level 5 leaders. Greed and self interests plagues many companies which led to one of the largest recessions that our nation has ever experienced. If the organizations had more level 5 leaders, perhaps more attention would be placed on the financial statements and what is best for the company rather than excessive bonuses and lavish lifestyles.

The lack of level 5 organizations has led to a collapse of many large companies. The businesses that were not “built to last” have created a trickle- down effect that has spread over a variety of industries and social classes. 8. The Company appears to want only managers and not leaders. Agree or disagree with this statement and provide examples from Rite to support your conclusion. Look carefully at Professor Faustus comments. The company is searching for both leaders and managers. A manager can maintain control of the organization while being able to administer a shot term view.

A leader is innovative and has a more long term view. Leaders challenge the status quo and look to inspire. Dry Faust is a leader who knows how to be an effective manager. His role in the company as a university chairman and coach has many leadership characteristics. In chapter 29, Dry Faust provides a great distinction between a leader and a manager. “Managements greatest folly is to believe that organizational members, when called upon to supply information that can affect their own organizational well-being can be neutral with regard to that information.

Mangers pore over pages of stats that are tributes to little else than human creativity'(Rite pig. 135) this is a great example of how Dry Faust distinguishes his thought process from that of a manager in The Company. . 5 Bases of Power: Referent Power: Ben Frankly defends his subordinates interests. This is best shown in chapter 14 when Ben protects Jimmy Kelsey from the other managers. Ben although aggressive, is also sensitive to his subordinates feelings. In chapter Ted sensed Is In Tabor AT tens “rating game ( pig dens flew AT ten world Is Tanat you take care of your people.

Upper management finds it to be a challenge to work with Ben because he possesses such strong Referent Power as this section in the book indicates. Expert Power: Ted Shelby is knowledgeable in the framework of the organization. Ted coziness the concerns of his employees and promotes and image of an expert in his field. “As far as he is concerned, the key to successful business is to apply the most modern management techniques. He cannot believe that anyone without an MBA could possibly know anything about running a company. Legitimate Power: Although Dry.

Faust is not a manager per SE, he fits the characteristics of polite, confident, cordial, and provides the reasoning behind some of the other manager’s behavior. Throughout the book, Dry. Faust is looking to verify understanding from Stanley and others in The Company. Chapter 47 provides opportune details to why I believe Dry Faust would have legitimate Power. “In Truth, Faustus reputation is more important than Stanley current 219) Reward Power: Ted Shelby IV is reasonable with his perception of how his subordinates should be rewarded. Coercive Power: Ted Shelby shows traits of coercive power.

Ted administers punishment to his subordinates consistently throughout the book. In particular, chapter 23 shows how Ted warns Stanley before punishing him after he laid out the rules of working for The Company in New York. “Keep your eyes open and your mouth shut” (Rite 114) yelled Ted to Stanley. As a result of Stanley disagreeing with Tee’s presentation, Stanley is punished and needs to go all around The Company and get to know his colleagues. 10. 8 Political Tactics 1 . Attacking/ Blaming others: In chapter 52, most of the characters in the book fell victim to the blame game.

Ted Shelby passed a mess of papers to Stanley that said “please exercise this at your earliest convenience”(Rite pig 253)The chain of messages traveled through many channels of the company. No one ever stopped and asked for clarity. This was a great example of how each person saw plausible tenability in eyeing able to blame someone else out of their fears of being wrong about the interpretation of the message. 2. Using Information as a political tool: When Ted Shelby rolled out the Subordinate Readiness program in chapter 51, Kerry Drake was not completely in favor of the project.

Kerry did however want to keep a high effectiveness rating with Ted. Kerry used the information he had about Stanley to his benefit. He knew Stanley was trying to get In good Walt upper management, so en passed ten outlet on to ml. Stanley was the messenger back and forth between Kerry and Ted. Stanley was being used as Seeker’s political tool. 3. Creating a Favorable Image: Ted Shelby IV was rearranging furniture in his office to accommodate a more welcoming feeling. He replaced a traditional executive table with a round table in an attempt to promote feedback.

Kerry Drake was quick to educate Ted on the importance of creating a favorable image that upper management is elite and needs to be feared in a sense and also respected. 4. Developing a base of support: Stanley throughout the book uses this tactic as has way to improve his position in The Company. Stanley makes continuous efforts to support others while also earning the respect and support that he needs to move round within The Company. 5. Praising Others-ingratiation: Ted Shelby praises Erne “Ernie” Ron, the chief accountant in chapter 23.

Despite Ermine’s monotone, routine presentation that lacked energy, Ted is praising Erne for a Job well done. This political tactic was used in this context because the presentation was part of the required process, and Ted intelligently knows to protect the integrity of the organization and its people. Stanley disagreed with Ted and was punished as a result. 6. Forming power coalitions with strong allies: In many chapters within the book, Ben Frankly uses his team to create strong allies from other departments and management within the company.

Ben uses this political tactic as a way to try and avoid change in his plant and The Company. 7. Associating with Influential People: Stanley does this thought the book. As a result of his efforts, he moves swiftly through The Company and learns many valuable lessons on the Journey. 8. Creating obligations- reciprocity: Ted uses reciprocity o chapter 50. This chapter exposes the fundamental differences between Ted and Ben. Tees perception focuses on creating a corporate mentality that each subordinate will be rewarded if they play the game” and and put forth a solid effort.

Ben however has no interest in increasing his position in the company, and is therefore not motivated by the obligations that Ted is trying to create. 1 1 . Wright and Cropland believe that happiness should produce better Job performance and a better environment for their co-workers. I agree with the article. When employees are happy, they tend to be more optimistic and find positive outcomes in more undesirable situations. The articles both agree that psychological well being is the driving force for effective employee behavior.

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This sample is completed by Emma with Health Care as a major. She is a student at Emory University, Atlanta. All the content of this paper is her own research and point of view on The Ropes to Know & the Ropes to Skip and can be used only as an alternative perspective.

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