Ebook Fundamentals of management (8th edition): Part 2
➤ Gửi thông báo lỗi ⚠️ Báo cáo tài liệu vi phạmNội dung chi tiết: Ebook Fundamentals of management (8th edition): Part 2
Ebook Fundamentals of management (8th edition): Part 2
CHAPTER 9Basic Elements of IndividualBehavior in Organizations$«9i TK*)h'Ttí*BLearning OutcomesAfter studying this chapter, you should be able to:1Exp Ebook Fundamentals of management (8th edition): Part 2plain the nature of the individual-organization relationship.2Define personality and describe personality attributes that affect behavior in organizations3Discuss individual attitudes in organizations and how they affect behavior.4Describe basic perceptual processes and the role of attributions in o Ebook Fundamentals of management (8th edition): Part 2rganizations.5Discuss the causes and consequences of stress, and describe how it can be managed.6Describe creativity and its role in organizations.7ExEbook Fundamentals of management (8th edition): Part 2
plain how workplace behaviors can directly or indirectly influence organizational effectiveness.Management in ActionPutting In the Hours“They told me CHAPTER 9Basic Elements of IndividualBehavior in Organizations$«9i TK*)h'Ttí*BLearning OutcomesAfter studying this chapter, you should be able to:1Exp Ebook Fundamentals of management (8th edition): Part 2ll have certain understandings about what they are supposed to do for their employer and what they can expect in return. When these factors seem fair and reasonable, people tend to be happy and productive.But when the balance gets out of line, problems can start to set in. This is especially true wh Ebook Fundamentals of management (8th edition): Part 2en people think they are not getting fairly paid for their contributions.For instance, Heather Jennings worked as a customer service representative foEbook Fundamentals of management (8th edition): Part 2
r Verizon and was paid on an hourly basis. However, she was told that she needed to be at her workstation 10 to 15 minutes before her shift officiallyCHAPTER 9Basic Elements of IndividualBehavior in Organizations$«9i TK*)h'Ttí*BLearning OutcomesAfter studying this chapter, you should be able to:1Exp Ebook Fundamentals of management (8th edition): Part 2 employees in her department were given the same instructions.Similarly, Jeffrey Allen was a sergeant in the Chicago police department. He left work each day at 5:00 p.m. but continued to receive dozens of text messages, e-mails, and calls on his department-issued Blackberry until 10:00 p.m. or so e Ebook Fundamentals of management (8th edition): Part 2ach day. Allen felt compelled to respond to each contact, sometimes taking a matter of a few minutes but other times needing an hour or more. No one aEbook Fundamentals of management (8th edition): Part 2
t his precinct told him he had to do this, but he felt subtle pressure to do so.05110 <■**>**Al Ri/ta R4*>n«J May (44 u £up*i.orlacr 41 pm. 1X4 to (L«CHAPTER 9Basic Elements of IndividualBehavior in Organizations$«9i TK*)h'Ttí*BLearning OutcomesAfter studying this chapter, you should be able to:1Exp Ebook Fundamentals of management (8th edition): Part 2 rtoUUlae*Kwww.downloadslide.comChapter 9: Basic Elements of Jndivkv.... ^V..M..V. ...SLWf/ II RadbShack was reccrtty sued tv a largo group ci currentEbook Fundamentals of management (8th edition): Part 2
the floor. He also felt pressured to work all weekend each week just to help meet the store's sales goals. Regardless of the hours he worked, howeverCHAPTER 9Basic Elements of IndividualBehavior in Organizations$«9i TK*)h'Ttí*BLearning OutcomesAfter studying this chapter, you should be able to:1Exp Ebook Fundamentals of management (8th edition): Part 2s something in common: what an employer can expect of its employees in relation to what it pays them. They have also each been the subject of a lawsuit. At the heart of the argument is a decades-old law that mandates overtime payments for hourly operating workers who work more than 40 hours a week b Ebook Fundamentals of management (8th edition): Part 2ut allows firms to pay salaries to professionals regardless of how many hours they work. The Fair Labor Standards Act specifically exempts those in exEbook Fundamentals of management (8th edition): Part 2
ecutive, administrative, or professional jobs from overtime payments.But because so many jobs have shifted from the manufacturing setting to service sCHAPTER 9Basic Elements of IndividualBehavior in Organizations$«9i TK*)h'Ttí*BLearning OutcomesAfter studying this chapter, you should be able to:1Exp Ebook Fundamentals of management (8th edition): Part 2 assembly line, it's pretty simple to step up to the line and start work, and the tasks themselves are clearly defined. Service jobs, though, often have more subjective "boundaries" and may require more start up time.Heather Jennings acknowledges that she is an hourly worker, but lodged complaints i Ebook Fundamentals of management (8th edition): Part 2n order to get paid for the extra 10 to 15 minutes she spends each day getting ready to work. Jeffrey Allen, meanwhile, has filed grievances and wantsEbook Fundamentals of management (8th edition): Part 2
overtime for the extra hours he works each evening. RadioShack eventually settled a lawsuit filed by 1,300 current and former California store manageCHAPTER 9Basic Elements of IndividualBehavior in Organizations$«9i TK*)h'Ttí*BLearning OutcomesAfter studying this chapter, you should be able to:1Exp Ebook Fundamentals of management (8th edition): Part 2tly fined $4.8 million for denying overtime pay to employees working in store visionGọrt/r. Mlâ.Ml Rl/toi IUmcU Mir M u cup*l. -40*1 ur*«■•< «»rkciiri.ft rd Jbfi,totk »nGọi ngay
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