MGT 501 COMPLETE MODULE DQ PACK LATEST-TRIDENT
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MGT 501 Complete Module DQ Pack Latest-Trident
MGT501
MGT 501 Module 1 Discussion Latest-Trident
How to design jobs to enhance satisfaction and
motivation: Job Characteristics Model
Each module’s Discussion Forum in this class
has two topics – one for the first week and another for the second.
In the Module 1 Discussion Forum be sure to
post your responses using the background material, including the reading and
video on the Job Characteristics Model. Here is a shorter synopsis of that
material:
Louis, D.J. (2016) Notes on the Job
Characteristics Model.
In week one, consider a job you have held that
you did NOT find motivating. What job characteristics were missing? Look at
another student’s post and suggest some ways that a manager could redesign that
job to enhance one or more job characteristics and increase the motivating
properties of that job. When someone has posted to your original job
characteristics, go back and comment on whether or not the suggested changes
would have made you feel more motivated. Why or why not?
Remember, after you submit your answer to the
Discussion this week, you also need to respond to at least two of your
classmates’ posts.
(In total for this module’s two-part
Discussion Forum you should have contributed to at least two Discussion
Question posts and four response posts to your classmates.)
Posting early each week will allow for more
opportunities for leading the discussions, making substantial contributions,
and engaging in meaningful and mutual discussions with others.
Week 2 How to design jobs to enhance
satisfaction and motivation: Job Characteristics Model
Read the following: Herzberg’s
Motivation-Hygiene Theory.
http://www.netmba.com/mgmt/ob/motivation/herzberg/
Herzberg’s Theory suggests that pay and
benefits are not motivators, because they do not satisfy the worker (who
doesn’t want more pay or vacation time?). However, they can cause
dissatisfaction if not sufficient. Critically compare and contrast his theory
to the Job Characteristics Model. For example: What factors leading to
satisfaction (motivators) can be aligned with Job Characteristics or Critical
Psychological States? Do you think any of Herzberg’s dis-satisfiers (hygiene
factors) align with Job Characteristics or Critical Psychological States? Does
this mean one or both of these theories is wrong?
(Be sure to include the background material in
your responses.)
Remember, after you submit your answer to the
Discussion this week, you also need to respond to at least two of your
classmates’ posts.
(In total for this module’s two-part
Discussion Forum you should have contributed to at least two Discussion
Question posts and four response posts to your classmates.)
You MUST participate in BOTH Week 1 and Week 2
Discussions to get credit for this module’s Discussion Forum.
Posting early each week will allow for more
opportunities for leading the discussions, making substantial contributions,
and engaging in meaningful and mutual discussions with others.
MGT 501 Module 2 Discussion Latest-Trident
Week 1 Conflict Management
Recall that the discussion for each module has
two parts – one for each week. To get proper credit, be sure you post an
initial posting for each week, as well as respond to the postings of at least
two other students each week. Remember that if someone posts a response to one
of your posts, you should engage with that person as appropriate – as if you
were having a real-time conversation.
Review the background materials on Conflict
Management. You will need the concepts and principles from these readings to
support your responses to the discussion questions. You may also support your
comments with references from outside sources.
Week 1: Conflict Management
What was the worst experience you ever had
with conflict? What was so bad about it? What are some of the things that
caused the conflict? Look at another student’s post and comment on how you, as
an outsider, see the causes of their conflict. What are some suggestions you
would have to mitigate or resolve their situation? When someone has responded
to your post, be sure to go back and comment on if you think that the
suggestions would have worked to resolve the conflict. Why or why not?
Week 2: Active Listening
Active listening is a technique that is
frequently used in conflict situations to increase the effectiveness of
communication. View the following video and short article that teach active
listening skills.
Active listening: Hear what people are
actually saying. (2016). Mind Tools. Retrieved from https://www.mindtools.com/CommSkll/ActiveListening.htm
Now try to practice active listening with a
friend, a spouse, coworker – or even a stranger on the bus! (You can use a
cheat-sheet if you can’t remember all of the steps.) Tell us about your
experience. What were the circumstances of the conversation? Was it easy or
hard? What gave you difficulty in putting the technique into practice? What was
the other person’s reaction? Do you think the experiment was successful?
MGT 501 Module 3 Discussion Latest-Trident
Week 1: Merger and Unit Integration Issues
As a leader/manager, one circumstance you may
encounter is the necessity to integrate or merge two organizational units. This
can be a stressful period which, if not properly managed, can cause a good deal
of tension and/or conflict, often leading to decreased organizational
performance.
Consider that senior management has dictated
that your unit will merge with another manager’s unit over the next three
months. You will be the leader of the newly merged group. The previous manager
will remain on your staff. Senior management has asked you to submit a merger
plan. (If you have previously been involved in an actual unit merger, please
share the organizational dynamics you experienced as well as any lessons
learned.)
Remember, after you submit your answer each
week to the Discussion Question itself, you also need to respond to at least
two of your classmates’ posts.
(In total for this module’s two-part
Discussion Forum you should have contributed at least two Discussion Question
posts and four response posts to your classmates.)
You must participate in BOTH Week 1 and Week 2
Discussions to get credit for each module’s Discussion.
Posting early each week will allow for more
opportunities for leading the discussions, making substantial contributions,
and engaging in meaningful and mutual discussions with others.
Week 1 Discussion Question:
What are the key
issues/challenges/opportunities you face, both short and long term?
Week 2: Merger and Unit Integration Issues
Using the same scenario as Week 1 of this
Discussion, answer the question in bold below.
Remember, after you submit your answer each
week to the Discussion Question itself, you also need to respond to at least
two of your classmates’ posts.
(In total for this module’s two-part
Discussion Forum you should have contributed at least two Discussion Question
posts and four response posts to your classmates.)
You must participate in BOTH Week 1 and Week 2
Discussions to get credit for each module’s Discussion.
Posting early each week will allow for more
opportunities for leading the discussions, making substantial contributions,
and engaging in meaningful and mutual discussions with others.
Week 2 Discussion Question:
Describe three key elements of your merger
plan.
Week 1: Sociopolitical Skills
Organizational structure, norms, values,
culture, etc., all have an impact on a leader’s success. Consider the new or
advancing leader. Such a leader is expected to learn how to effectively perform
all of the important administrative and professional/technical tasks. In
addition, the leader needs to master the necessary social skills associated
with early effectiveness in the new position. Below are 10 “sociopolitical”
categories which may influence a transitioning leader’s early (and enduring)
effectiveness. These include, in no particular order, the ability to:
- enter into an established leader/employee “network.”
- sense, as well as use, appropriate communication;
influence behaviors.
- sense and appropriately act on keen organizational
norms.
- become aware of, and sensitively interact with,
organizational “blockers” and “enablers.”
- build political bridges by identifying and relating to
key formal/informal power sources.
- become known as a “go-to/can-do” individual.
- be perceived as a “team player.”
- sense key organizational issues upon which to create
early vision, initiatives, and value.
- identify and appropriately respond to the requirements
of superiors/peers/subordinates.
- be perceived as having organizationally appropriate ethics, values, and beliefs.
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