Questions On Management MLA

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Questions on Management

1. Identify your top five strengths. Describe how each of these strengths might benefit an

organization.

As an individual, various features make me more productive to the organizations with

which I interact. The fact that I possess various strengths and characteristics enable others to

interact with me easily and include me in their teamwork initiatives. At personal level, I do my

best to ensure I initiate worthwhile processes, monitor the progress of activities, support others

with whom we work, and adapt to changing situations to ensure all organizational goals are met

(Mercado 110). Leading strengths that help me achieve these include adaptability, determination,

mobilization, and cautiousness.

While being cautious may make me delay organizational decisions at times, the quality

ensures that I end up with the best decisions, which benefit the organization. Before arriving at

decisions, I review all the circumstantial issues and potential consequences of the same. I

evaluate all issues to ensure the outcome will be as desired. At the same time, I make the effort

to eliminate any problems that may arise between a process and a goal. This strength is relevant

in ensuring an organization partakes only in activities that are worthwhile and beneficial.

Creativity and adaptability are other advantageous features in my personality that would

ensure the success of organizational initiatives. Being creative makes me resourceful and full of

ideas with the ability to generate solutions to many organizational challenges. Being adaptable

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ensures that I change and institute modifications to overcome challenges that may intercept

initiatives before their ultimate goals are achieved. In any organization, the best ideas result in

the best outcomes, hence more profits. Contributing creative ideas to an organization increases

the options available and diversifies the reasoning of management teams. It cannot be assumed

that all organizational projects can run as planned to the end. Hence, adaptability allows the

modification of goals and projects. It ensures improved input and the elimination of challenges

that might have arisen midway a project.

The ability to mobilize others is another feature that ensures my contributions to

organizations are beneficial. I easily convince others and get them onto my side of ideas with

minimal effort. Benefits an organization can gain from this feature include the fact that all

stakeholders can easily be convinced to adopt a unified front towards a course. By achieving

such unity, most initiatives are likely to succeed. I can easily be an organization’s mobilizer, who

ensures teams believe in the organization’s goals and missions. At the same time, I can help

convince dissidents into reasoned courses once an organization adopts the latter.

To add to these, I am a determined person who does not give up after believing in an

idea. I take pleasure in pushing tasks to their ends and put in perseverance to ensure the goals of

such tasks are met. I am resilient, and I have a general positive attitude that helps me overcome

frustration and failure. Even without any form of external reward, I pursue my courses as long as

they satisfy the ultimate desired goal. I believe this feature is important in ensuring all initiated

projects in an organization are followed up to their achievement at the end. It helps me inspire

others towards the success of organizational goals while acting as a motivation to them.

Overall, being creative, adaptable, determined, cautious, and with the ability to mobilize

others would be useful to organizations by helping me to make resourceful initiatives, mobilizing

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others for organizational activities, following up institutional activities, and ensuring the success

of such initiatives in all ways for the organization.

2. List at least five specific behaviors that illustrate organizational citizenship behavior

(OCB). How are coworkers likely to view and collaborate with those who display high

levels of OCB?

Defined as discretionary and unrecognized by organizations, organizational citizenship

behavior explains the individual acts of an employee that are voluntary and a sign of their belief

in and loyalty to the organization. These acts are defined by high levels of personal choice and

sacrifice, and are non-compensable by the organization. Nonetheless, they still benefit the

organization in one way or another (Borman and Stephan 74). Five specific behaviors illustrating

OCB include altruism, courtesy, sportsmanship, conscientiousness, and civic virtue.

Altruism defines the desire and willingness to assist others while expecting no

compensation or rewards in return. In organizational set-ups, this behavior can be extended to the

organization itself or to fellow employees. The overall goal results in benefits that aid the success

of the organization. Typical examples of such activities include participating in uncompensated

charitable drives, offering to drop and pick a co-worker who has no car, and volunteering to

participate in unpaid but beneficial organizational activities.

Courtesy defines polite, considerate, and respectful behavior towards coworkers and

other members of an organization. Being courteous enhances social relationships and builds

group positivity in workforces. Cases of courtesy include greeting one another warmly, inquiring

about the welfare of individual projects and personal life, and supporting one another by being

good mannered and willing to assist and accommodate others.

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Sportsmanship is defined by accts of accommodation and determination. It stands when

individuals fail to exhibit negative behaviors and attitudes even in the face of challenges,

difficulties, and frustrations. A typical example of this case may be seen in an employee who

goes out of their own way to put in more effort and even use personal resources in organizational

routines, then ends up being scorned for other issues without such effort being recognized again

and again. In such cases, the employee makes the sacrifice of still believing in the organization.

Again, sportsmanship in organizations defines the loyalty and willingness of members of an

organization to defend it anywhere any time.

Conscientiousness defines individual behaviors that relate to self-control, personal

initiative, and personal discipline. A good example would be the case of working for the future

of a company by an individual. This could include not only completing planned tasks, but also

planning for future ones. An employee who does such is enthusiastic and conscientious because

they do not even know if they will be dismissed from their positions and duties any time soon.

This is a display of uncompensated personal sacrifice.

Civic Virtue: When outside official or employment capacities, individuals face questions

or issues related to the organizations with which they associate. How well they speak of such

organizations and how positively they represent their employers is what defines civic virtue. As a

feature of organizational citizenship, many employees speak well of their organizations and even

market without being instructed or paid to do the same.

As explained by Borman and Stephan, OCB inculcates the spirit of togetherness and

unity of purpose in organizations. Co-workers find those with high levels of OCB easy to

associate with and helpful in their lines of duty. Because of being polite, willing to assist, and

good ambassadors, co-workers easily trust such people, share with them ideas, and issue

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necessary contributions to them freely and willingly. They are always willing to freely

collaborate with such people because of the belief that the latter act in favor of success and

goodwill to the organization and to them (74). In this way, organizations realize their goals more

effectively while the workers develop a united front that aids their success as a team.

3. List at least five specific behaviors that illustrate counterproductive work behaviors

(CWBs). How are coworkers likely to view and collaborate with those who display high

levels of CWBs?

In an organizational environment, counterproductive work behaviors (CWBs) define

employee behaviors whose effects and outcomes hamper the achievement of the missions and

goals of their employers and organizations. However, such behaviors do not include unconscious

acts or accidental occurrences. All of them involve an employee acting out of consciousness.

As explained by Britt and Steve (35), common elements of CWB get displayed through

production deviance, property deviance, political deviance, and personal aggression. Five

specific typological examples of these include abuses against others, intentional sabotage, theft

of organizational property, withdrawal, and negative attitude towards work.

Production deviance defines behaviors by the employee that hamper the production

process in various ways. Activities that could lead t such outcomes include the taking of

unjustified long breaks between work sessions, reporting to work latter than one should without

permission or reason, leaving work earlier than specified and working slowly intentionally.

Property deviance on the other hand defines the misuse, plundering, and sabotage of

organizational property. Typical examples of such CWBs include the sabotage of organizational

equipment, the receipt of kickbacks and bribes when negotiating for an organization, and the

theft of company property.

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Political deviance is the opinionated or biased behavior that expresses viewpoints and

results in activities that harm an organization’s goals. Examples of political deviance in

organizational setups include acts of favoring others, tribalism, and nepotism in organizational

reward systems. It may also include acts of gossip and those of blaming others intentionally for

faults that are not theirs. Lastly, the categories of personal aggression may include sexual

harassment and abuse, verbal harassment, revenge, and physical violence. Overall, individuals

with such traits also exhibit extreme limits of emotionality and antisocial behaviors.

Britt and Steve explained that numerous negative trends ensue in employee relationships

because of CWBs (35). To begin with, personal aggression results in indifference and consistent

disagreements among workers. Coworkers to individuals in this category develop fear that the

former may harm them. They also become hateful and separated from the perpetrators of CWBs.

As a result, their collaborations are usually broken apart and compelled only by the fact that they

have to work together. Political deviance in which the display of CWBs involves gossip and

biased decisions also casts coworkers against the perpetrators. In this case, many coworkers

avoid the perpetrator because they believe they may be targeted by slander, gossip, of other

negative aspects by the perpetrator. Notably, all employees who have coworkers with property

deviance consider the latter dangerous, harmful, and corrupt. In situations where one receives

kickbacks or gets into corruption deals, others avoid them because of fear of being victimized.

Other coworkers even consider reporting those involved in theft and sabotage.

Unlike organizational citizenship behavior, counterproductive work behaviors are

destructive to the unity among workers. They sow seeds of discord, increase mistrust, create

animosity, and leads to the overall disunity of a workforce. The ultimate loser in the whole

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situation is the involved organization. Hence, organizations should find ways of streamlining or

doing away with workers likely to exhibit CWBs.

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Works Cited

Borman, Walter C, and Stephan J. Motowidlo. Organizational Citizenship Behavior and

Contextual Performance: A Special Issue of Human Performance. Hoboken: Taylor and

Francis, 2014. Print.

Britt, Thomas W, and Steve M. Jex. Thriving Under Stress: Harnessing Demands in the

Workplace. Oxford: Oxford University Press, 2015. Print.

Mercado, Juan A. Personal Flourishing in Organizations. Cham: Springer International

Publishing, 2017. Print.

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Questions on Management MLA

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