Assignments

Question 1

What are the personality types identified by Rosenman? And how do they differ?

Answer 1

‘Type A and Type B’. An individual with a Type A personality exerts competitive, aggressive attributes and often has a high need for achievement, making them especially high- strung and susceptible to such workplace stressors. Contrastingly, someone of Type B personality is not preoccupied with achievement, neither are they easily frustrated, making them less sensitive to workplace stressors and less likely to suffer any stress- related illnesses

Question 2

What are the three stress intervention types?

Answer 2

1) Primary prevention focuses on reducing the organisational conditions that are the source of negative stress
2) The secondary prevention focuses on helping an individual to better cope with stress using stress management techniques, to reduce the symptoms
3) Tertiary prevention provides treatment or counselling for employees that exhibit stress related symptoms. For example, ‘Employee Assistance Programmes’ help to identify, refer and treat employees whose personal or professional problems are hindering their performance at work.

Question 3

Explain Salovey and Mayer’s model of emotional intelligence

And what is the name?

Answer 3

Ability model

Question 4

Goleman considers EI as a form of intelligence and has developed the Mixed Model. Explain it

Answer 4

Question 5

What is emotional labour?

Answer 5

Emotional labour is a concept of managing one’s feelings to display the appropriate and socially desired emotions.

Emotional dissonance accompanies surface acting and arises when genuine emotions need to be suppressed or controlled and must be replaced with emotional displays that deliver caring and concern

Question 6

What is organisational justice

Answer 6

Organisational Justice refers to the extent to which employees perceive workplace processes, relations and outcomes to be fair in nature

Question 7

Mention the three types of justice

Answer 7

• Distributive justice is concerned with the perceived fairness of outcome distributions, where outcomes might include salary, benefits, job security, and career progression
• Unlike distributive justice, procedural justice places emphasis on the degree to which the processes that led to a particular outcome are perceived to be ‘fair’
• ** Interactional justice** is concerned with the “appropriateness of the treatment one receives from authority figures”17 in work contexts, particularly as part of formal decision making procedures

Question 8

What is the psychological contract?

Answer 8

A psychological contract is the perceived obligations an employer and employee believe the other has

Question 9

Violation is split into three categories (Rousseau, 1995). These are:

Answer 9

1) Inadvertent (Unaware of obligation)
2) Disruption (Aware of obligation, but unable to fulfil it)
3) Breach (Aware of obligation and able to fulfil it, but choose not to)

Question 10

Mention the 6 types of organisational design

Answer 10

• A functional structure groups
together activities that have the same common
functions stemming from the bottom to the top
of the organisation.
• In divisional structure departments are organized based on specific organisational outputs, such as products or services.
• The matrix structure allows for product and function, or product and geography to be emphasized simultaneously
• Horizontal structure emphasizes cross-functional core processes that span across the organisation’s departments and employs teams of employees all working together to serve customers
• A virtual network structure occurs when the organisation concentrates on its core competencies while major functions or processes are outsourced to companies with distinct expertise in specific areas
• Some companies choose to combine the characteristics of all the different structures to fit their unique business strategy. This is called a hybrid structure

Question 11

Three types (/theories) of cultural aspects of M&A:

Answer 11

1) For one, there are Organizational Learning Theories, which highlight the potential positive outcomes of cultural differences in M&As. These theories suggests that ‘differences in cultures and systems may help acquiring firms break rigidities and decrease inertia, develop richer knowledge and structures, and foster innovation and learning
2) Furthermore, the manager can apply social identity theory, which ‘highlights the constructed nature of cultural perceptions in a merger situation’ (Stahl, 2008 p.441). This theory distinguishes between an ‘in-group’ and an ‘out-group’ in M&A’s
3) Cartwright and Cooper’s model of cultural compatibility. This model’s perspective is that ‘cultures vary in terms of the degree of constraint they impose on individuals and that this has important implications for the integration process’. In order for the integration to succeed, ‘the cultures of the combining organizations must be similar or related types…because the success of the merger depends on the ability to create a coherent “third culture” that combines elements of both premerger cultures’

Question 12

Main model of Whistle-blowing?

Explain it

Answer 12

POB

POB model illustrates the three phase decision-making process a whistle-blower undergoes that determines their response:

1) In phase one, the organisational member evaluates whether the activity is wrongful and whether anyone has a responsibility to stop it.
2) In phase two, it is evaluated whether the organisation is signalling unresponsiveness and whether the wrongdoing is demoralising
3) In phase three, the employee decides whether it is their responsibility to act on the wrongdoing, and whether an action is available that is likely to stop the wrongdoing.