Answers for the Question in Chapter 3

Perception and Learning in Organizations

1. During a diversity management session, a manager suggests that stereotypes are a
necessary part of working with others. I have to make assumptions about whats in
the other persons head, and stereotype help me do that, she explains. It is better to
rely on stereotypes than to enter a working relationship with someone from another
culture without any idea of what they believe in!. Discuss the merit of and problems
with the manager s statement.
Personally, I do agree with the manager to a certain extend. Stereotype is a means of
simplifying the process of perception and making judgements of other people, instead of
dealing with a range of complex and alternative stimuli. However, relying too much on
stereotypes may lead to some inaccuracies, overestimation or underestimation in real life
situation.
The Positive Side of Stereotypes
Stereotypes usually occur when an individual is judged on the basis of the group to which it
is perceived that person belongs to. Especially when it comes to work, sometimes, in order to
interact effectively, you have to make assumption of what the person is likely to think and
what are some of the behaviours that they can accept. As such, only stereotypes help to do
that. This also explains why the manager suggests that stereotyping is necessary during
work.
For example, if you are a manager and you need to meet someone from another culture
whom you never met before. Usually, the first thing that you will do is to gather information
about the persons culture and develop a cultural profile. These profiles are often highly
generalized. Then from the profile, this is where you will use stereotyping to make an
assumption of the persons character and his believes.
The Negative Side of Stereotypes
Stereotypes are useful as they are quite accurate in some ways. It only becomes a problem
when it turns out to be inaccurate; especially those inaccuracies are negative and hostile.

Answers for the Question in Chapter 4

Workplace Emotions and Attitudes

submitted by:Jennifer malabrigo-MBA203

1. Emotional intelligence is more important than cognitive intelligence in influencing

an individual success. Do you agree or disagree? Support your answer.
Yes, I agree that Emotional intelligence is more important in influencing an indivudal success
than cognitive intelligence. Because emotional intelligence is an understanding of your own
emotions and those of others, and being able to use this information to bring about the best
outcome for all concerned. Knowing where emotions come from and being able to manage your
own and those of others. Knowing what emotions mean and what information they are
providing. Being able to work well with others as well as alone. It is accounts for more success
and happiness in life than cognitive intelligence. Because cognitive Intelligence is based only on
Intellectual abilities such as logic, reason, reading, writing, analyzing and prioritizing. These go
on in your own head and utilize only the neocortex, not the emotional centers of the brain which
also provide crucial information. These abilities do not require any social skills, you can solve a
math equation by yourself, or write an essay, or balance a business books by yourself.
But we need to learn and to develop our emotional intelligence as well as skills and technical
expertise, for doing better in our career.

2. What factors influence an employees organizational loyalty?

Source: 2005-9 Olympic Performance, Inc.
Building loyalty and retaining employees does not take a lot of money. In fact, money usually
doesn't even show up on the list of reasons why employees leave. Building loyalty takes time
and attention to issues important to employees. Another study, the Walker Employee Relations
Benchmark of 1999, reports that the six factors that have the greatest influence on employee
commitment to an organization are:

Fairness
Care and Concern from Management

Satisfaction with Day to Day Activities

Trust by Management and Other Employees

Reputation of the Organization

Job Related Resources

Clearly, how management treats employees and how management values them is evaluated daily by
employees. Employees can tell if they are valued by watching management actions and evaluating
how decisions are made in the organization...and what they perceive is not necessarily what

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management either intended or even what actually took place. Conducting regular employee
surveys and have frequent conversations with employees about what they are perceiving is critical.
Research indicates that there are four areas almost every organization can improve that will increase
their employee loyalty.
First, engage all employees in understanding the organization's mission and goals. Employees want
to be part of something that is meaningful and be involved in ways that they see will make an
impact. Doing work without an understanding or appreciation of how that work makes a difference
eventually leads almost every employee to a mindset of compliance, rather than a mindset of
engagement. Having meaningful assignments that are challenging and obviously aligned with a
valued and understood mission is important. When possible, let employees in on creating mission
and goals. Regardless, let them know the value of the work they are responsible for.
Second, help employees be effective. Seeing the impact that you have in achieving a goal is very
satisfying to most employees. Make sure that employees have measurable goals. Then make sure
they have the right tools and resources, including time, to do the work. It is frustrating to employees
when they want to do a good job and believe in the goal, but do not have the support to be
successful. People leave organizations that they perceive don't support their desire to achieve at a
higher level.
Third, give feedback. Give lots of feedback. Even if you are one of the few organizations that give
quarterly performance reviews, give more feedback. A good rule of thumb is that for every critical
(negative) piece of feedback, you should have already (not at the same time) given that employee two
positive pieces of feedback. Take time to find out what each of your employees are interested in and
help them develop that interest. Employees want more attention around career and skill
development. Guide them to use their strengths. Help them overcome weaknesses, but try hard to
recreate the system around them to avoid their having to reinvent themselves. They will accomplish
far more improvement much faster by building on their strengths than by trying to move away from
weaknesses. Provide mentorship and support where appropriate.
Lastly, you can raise loyalty in your organization by helping the uncommitted employees leave.
These are the employees that everyone knows are just taking up space. They often get (or are
believed to get) the same pay raises as the average employees except they are below average in
performance. They drag morale down because employees think "why should I try so hard when I get
treated just like them?" Remember that not all employees fit. Be proactive and create the kind of
organization that will be successful. Sometimes that means removing the unproductive or
uncommitted employee.
Inspiring loyalty does not take a lot of money but it does take good management. Following the
Loyalty Path means treating employees fairly and with respect. Employees with a sense of loyalty
to the organization will treat your customers with that same respect. When customers feel good
about the interactions they have with your employees, they become loyal customers and ensure the
long-term profitability of your company. The Loyalty Path makes sense for everyone

submitted by:Jennifer malabrigo-MBA203

Answers for the Question in Chapter 5

Motivation in the Workplace
1. This chapter begins by suggesting that motivating employees has become more
challenging in recent years, partly because younger employees ( Generation X and
Generation Y) have different expectation than baby boomer. How do you think these
younger and older generation groups differ in their expectations? Generally speaking,
what would motivate typical Generation Y worker ( under 25 years old more than the
a typical baby boomer worker (over 45 years old)?
Personally, I haven't seen a major conflict in the workplace with the different generations.
However, there are some conflicts between generations in some companies. Diversity
organization in the business is the key to creating an efficiency of bridging the gap between age
groups. Between the baby boomers and generations x and y, there is a difference in values, sales
practices, and personalities.
According to the article of Clay Mosley.
Baby Boomers. Born between 1946-1964. Boomers have the mind set of "organize life around
work and work around life" and "work your way to the top." They are working longer and
retiring later. Among many things, the language and fashion in the workplace is also a constant
reminder of the ever changing differences.
Generation X. Born between 1965-1977. X-ers supposedly have the "slacker" mentality since
some have the Boomer way of thinking. This is sort of a blend of Boomers and Y-ers, depending
on which end of the year span you were born.
Generation Y. Born between 1978-1987. Y-ers are basically Xers on fast-forward and self-esteem.
They have a much more positive and optimistic outlook to things. They have high expectations
of salaries after college graduation (unlike boomer thinking of working your way up) and expect
to be the boss faster than sooner.
Differences between Boomers, X-ers, & Y-ers:
1. Make more calls. Back in the day, this is the way selling was done. It wasn't a problem back
then. There was no Do-not-call list, everyone had a landline, and people didn't mind to take a
cold call or two. Nowadays, it doesn't work. We are in the Information Age. However, it is still

submitted by:Jennifer malabrigo-MBA203

done today because the boomer is your sales manager. Cold calling sucks. Don't increase your
activity. Change it!
2. Technology. Since we now live in an Information Age, everyone has a blog, email address,
website, myspace, instant messenger, internet browser, etc. X-ers and Y-ers bring that technology
knowledge and sophistication to the workplace that some boomers cannot bring, which can
bring an advantage to your company.
3. Expectations. Boomers, said above, believe in working your way up. Whether you have a
degree or not, experience is more important than a degree. All Y-ers, and some X-ers, expect
high salary and respect straight out of college. This could cause some tension to the workplace.
4. Team Players. Gen X-ers will say "I'll be on the team, but let me do my piece." And then Gen
Y-ers will say "Sure, I want to do this by myself and by the way, who can I get to help." Sales
managers need to make sure that Gen X-ers are put on a team with the best coworkers that do
mind working with young folks.
5. Dress to Impress. This could mean something different to the X-ers and Y-ers compared to
the boomers. These days the younger generation could be wearing something totally different
than a traditional suit and tie, but feel they are dressing professionally. Managers need to be
specific when they say "dress professionally."
6. Work Ethic. Baby boomers think that "younger people" do not have a good work ethic as they
do and that makes their own work harder. Some Gen X-ers feel the same way. However, the Yers feel they have the good work ethic for which they are not given credit. Another thing is the
difference between X and Y. Gen X-ers want to do their work and go home. Gen Y-ers will work
as long as needed...or until they get bored.
Not only are there differences from baby boomers, there are differences between X-ers and Yers themselves.
7. Loyalty. I can see why it is difficult to manage both X-ers and Y-ers as a baby boomer. X-ers
are committed as everyone else working there. Like I said in number four, they are team players
and committed to the entire company. Y-ers are already working on their exit strategy before
they even start. They usually have a bigger plan that probably involves them opening up their
own business or starting their own practice.
8. Rewards. Baby boomer managers need to customize the reward system to the generations.
Gen X-ers would pick freedom as the ultimate reward. They would love to be able to take a dayoff with no question. Gen Y-ers only see is money. Money talks to them more.

submitted by:Jennifer malabrigo-MBA203

9. Autonomy. As a manager, you need to manage differently towards these two generations. You
need to give X-ers direction, and then leave them to it. Gen Y-ers have questions, questions,
questions.
10. Meaning of money. This is along the same lines as number eight. What does it do for X-ers?
It gives them freedom and independence. Statistically, they are better money managers. Even
though money talks to Y-ers louder than X-ers, it gives Y-ers just something that allows them to
maintain their lifestyle.

submitted by:Jennifer malabrigo-MBA203