(Case cident 1 Chapter 1 1. What are some of the things managers can learn by walking around and having daity contact with line employees that they might not be able tolearn from looking at data and ports? Mangers canobuin vakable iirmation ant imight fom tek the enployees. These employees can tel the mangers anew process effcien, sues with products, and cistomer comphins or satiation. Management fas dierent view ofthe onganzation tht ices ‘traegic planing, increasing sales, and developing new praia. Workers can weethe deta of ‘company produced produc or service, For example, emplbyees fnve daly experince with a product and ate able to aricute ite quay & poor, Managers are notable ter that form the company’s halance sheet or statement of cash fos Inercing wit enphyoes caneitance he mang’s human skh. Human skis are ‘the ably towork wih undensaad, and mothe other people, both halal an in ups" (Robbin & Jule, 2013,p.9). By speaking wit ant stamping to understand te tne employees, mamges are ab tofurer develop ths abity, Managers can ascertain what wil truly motivate te peop aml work towards providing &. Pets it increased wages, improved working conttion,, or greater appreciation from the company. na recent survey, 86 percent of managers thougit their organization was teating thir employees well but only 55 percent ofthe empbyees thought so” (Robbins & Judge, 2013, p. 11), Managers coull have a perception of how the empbyees feel about working for the company, but is t conect? This survey shows that managemem can be wrong, Communicating wih workers can albw mangement o have amore accurate grasp on emplyee ophions2. Asan employee, would you appreciate knowing your supervisor regularly spent time with workers? How would knowing top executives routinely interact with line employees affect your attitudes toward the organization? Thelisve i could be awkward when supervisors initially bepin wo spend tine wah workers However, a the teraction becomes more of the normal day process # can become beneficial to he superstor and the enpbyces. The dally meractons can become the founlation of a mew rebtioship between managemen ant empbyees, Michelle L. Buck, Clhecal Profswr of Mamgenert and Organizations at the Keloge School of Management mmade this satement regurding leadership. “Leadership isa rebtiomship, and tke any rebtionship, i evhes and credbiity” (O'Conmeil, 2010). This rebtionship can become a valuble key to the organization's future suees. When top executes began to communicate wat ther empbyees they tum may fel more valid by the company. Tis increased apprecition cou cause a greater nunber of ‘workers to increase ther citizenship behavior. Citienship behavior & “scretiomry beluvior that mx par of menphyce's formal job requirements, and tht contrbutes to the Psychobgical and socal environment of the workplace” (Robbins & Judge, 2013, p. 27). Ako, 1 beleve a megane workplace, sch as withraval beluvor, coud decrease, Ths behavior “s the set of actions emphyees take to separate themselves. fom the orgtization” (Robbies & Julg:, 2013, p27). An increase in vabe inplis that employees wil become mre productive and go beyond tht assigned duis. Having more satsfed. workers and ess disgrutle workers proposes a mre successfil organization,4. What ways can executivesand other organisational leaders learn about day-to-day business operations besides going “undercover?” ‘One way op executives can leam about business operations i to instill a change in ccuture at their organizations. Michele L. Buck, Clnical Profesor, chins “a CEO or top exeattie won't be able to go undercover or even do a walk around to meet al employees. But they can institute and create the organizational culure where the top kader has to be the 1k ‘modef” (O'Comell, 2010). ‘The CEO proposes an ntiative, anew company cure. ‘This new corporate cuture inches receiving input ftom lower kel emphyees These empbyees are able to reveal significate data conceming. daysto-day business operations, 4. Are there any dangers nthe use of a management bywalking around strategy? Could this strategy lead employees to feel they are being spied on? What actions on the part of ‘managers might minimize these concems? Managers perform four mongemeit functions which clue: comrlling, plain. organizing, and leading Uheleve the pling Anion coul! ar # amanager, by walking around strategy, was implemented at an onginzation “The phmning finction encompasses othing an orguizaion’s guak, exablshing an overall seateyy Sor actoving Use goak, and devebping acomprebensive set of px to iegste ant coondinte actives” (Robbiew & Judge, 2013, p.6). Executive mumgament’s time is vaable and limited. The time spert with employees suggests ss tne avaible for orgsiztiona planing ‘THis srtegy conll came enphyees tobefeve they ae bey spied on. Several years ‘gp Thal a personal experience wil manager usig i sstegy. worked the ovemight sift at apaticubr musing home, The filly obtained anew diector of mining. ‘This DON decided1. How does workplace bullying violatethe rales of organisational justice? Orpariztiona! jusice i “wn overall perception of what i iri the workplace composed of dbwrbutne, procedural, and ineractioral jute” (Robbin & Jule, 2013, p. 223) Employees donot belewe they should be bullied and work ithey ae a visi of workphce bullying. Workplace bulbing voltes the ineraction jusice component of organizational jutbe, “lImeractonal justice deserbes an individual's perception of the degee to which she is treated wih dity, concem, and espe” (Robbins & Julge, 2013, p.223), When an employee is being bulled at work they ai not being weated with dignty, conmem and respect. 2. What aspects of motivation might workplace bullying reduce? For example, are there Likely to.be effects. on an employee's self-efficacy? If so, wht might those effets be? Do you think bullying would motivate youto retaliate? {believe bulling woul affct an empbyce's motivation. The employee coud be less ‘motivated to gp to work because the bully is there. The employee's self-efficacy is afbcied. Sol-cfficacy ian inlvidual’s belief that he or she is capable of peromming a task” (Robbins & Judge, 2013, p.215). Bulying damuges the employee's bie in their own ability tw do their job tasks. IFT was a vetim of workplace bullying I don't believe I would retaiste. I would report the bulying ani # no action was taken I woudl look for another phce of employment.2. Ifyou were avictim of workplace bullying, what steps would you take totry ana reduce its occurrence? What strategies would be most effective? Least effective? What would you do if one of your colleagues were a viciin? If was a victim of workplace bulbing I would fist address the buly. My flowing step would beto speak io human resources regarding atramér to amiher department. If mone of these steps were successful I woul seck ouside assisance, ‘The Workplace Bullying Instite (WBD would beone such resource. I woul! impkmedt their 3 sep urget acon plan Step one ‘would beto pula mme tothe kind of bulving Lam experincing The second step taking time ‘off fom work, The final step i to expose the person that & bullying me, Teliove tat the WB strateges. woul! be mst efictive. For example, a pat of step 3 1 ‘woud “Imke a busness case th the buly & too expansive to keep” (Workplace Bulying Insinte, 2014). This suategy is pointing out to the employer the economic costo keeping the buly employed at he company, Employers donot want 0 bse money so that strategy fs the potential of working. The kat effective staleges would be my india plan Confronting the bly would not be este and ¥ the bully my supervisor the tuner request could get eried. If one of my coleagues was victim of workplace balling I woul! reer that vidal tothe Workphce Bulying Insitue, I woud encourage ny colleague touse the resources and seat ges suggested. 4. What factorsdo you believe contribute toworkplace bulbing? Are bullies a product of the situation, oF do they have flawed personalities? What situations and what personality {factorsmight contribute tote presence of bullies?Acconting tothe WBIargts appear to be the veteran and most skiled person inthe workgroup” (Workplce Bullying Insite, 2014). It appearstat the buly wil target aperson that they fel & theatened by itimidation, I belive bulles Inve a wed persomity fkd by ‘ewronment, Bulls canbe insecure people anf are unabk to share credit win the departmect so they rewit to baling. ‘Targets ofbulles tend wo be now-conftonttional so when a bully targets them they do not respond aggessively. Peopl that are bufed often tne more devebped social sks than those ‘that become the buly. Bullies ako target people that ne high ethical standards, Global mplicationséeancepts Workphice bullying agbbal ksie. Its acitical sue on the organizational level “Psychnsocial factors such as bulying are now beng generally acknowkdged as gobal sues affecting all courts, profession, and workers” (Cobb, 2015). Workplace bulbing is mot only ‘an ssue in the United States. Ths sue & affecting companies across the work Many nations are passing los to protect employees fom workplice buying. “Camda, Australia, and nine European counties have enacted anti-bullying laws, incading Sweden France, and Denmark” (Cobb, 2015). Workphce bullhing has economic consequences for busineses in temns of lost wages, bst production, and hing and waining arephicemeit for the bullied employee.