Ảnh hưởng của drone R2D2 đến hành vi nhân viên và đạo đức | Môn Organizational behavior - Đại học Kinh Tế Quốc Dân

lOMoAR cPSD| 58675420
1-11. How might the R2D2 drones influence employee behavior? Do you think they will cause
people to act more or less ethically? Why?
The R2D2 drones could influence employee behavior in several ways, both positively and
negatively. Their impact on ethical behavior depends largely on their use and the organizational context: •
Positive Influence on Ethics:
o Accountability: The presence of cameras on drones may discourage unethical
behaviors such as time theft or inappropriate workplace conduct since employees
are aware they are being monitored.
o Efficiency: Employees may use drones to streamline tasks, enhancing productivity
and reducing workplace stress. •
Negative Influence on Ethics:
o Privacy Concerns: Constant surveillance might lead employees to feel distrust
toward management, fostering resentment and ethical disengagement. o Misuse of
Technology: Employees could misuse drones to spy on colleagues or access restricted
areas, raising ethical concerns.
Overall, the effect on ethics will depend on clear communication of acceptable use, strong
governance, and the organization’s ethical culture. Ambiguous rules or perceived unfairness could
lead to decreased ethical behavior.
1-12. Who should get the drones initially? How can you justify your decision ethically? What
restrictions for use should these people be given, and how do you think employees, both those
who get drones and those who don’t, will react to this change?
Who Should Get the Drones?
The drones should initially be distributed to employees in roles that could significantly benefit
from them, such as facilities management, IT support, and logistics teams. These teams require
mobility and efficiency in navigating the vast campus and handling tasks like deliveries or equipment checks. Ethical Justification: •
Utilitarian Perspective: Allocating drones to roles that maximize efficiency and
organizational benefit supports the greatest good for the greatest number. •
Fairness Principle: Prioritizing job function over personal preference ensures fairness and
transparency in decision-making. Restrictions for Use: lOMoAR cPSD| 58675420 •
Operational Limits: Drones should only be used for work-related tasks, not personal
errands or non-professional purposes. •
Privacy Safeguards: Restrict drones from entering sensitive areas like restrooms or
private offices unless explicitly authorized. •
Accountability: Users must log their drone activities to ensure compliance with ethical guidelines. Employee Reactions: •
Employees Receiving Drones: Likely to feel empowered but may also feel burdened by
the added responsibility or surveillance. •
Employees Without Drones: May feel left out or undervalued if the allocation criteria are
not clearly communicated, emphasizing the need for transparency.
1-13. How will your organization deal with sabotage or misuse of the drones? Preventative Measures:
1. Policy Development: Establish a clear code of conduct regarding drone use, including
specific examples of misuse (e.g., spying, personal errands).
2. Training: Provide mandatory training sessions on ethical and operational drone use.
3. Access Control: Limit drone operation to authorized personnel and secure devices with
password or biometric authentication.
Handling Sabotage or Misuse: •
Investigation: Set up a review process for incidents involving misuse or damage, with
evidence collected from drone activity logs or footage. •
Disciplinary Action: Implement tiered consequences, such as warnings, suspension of
drone privileges, or financial penalties for intentional damage. •
Maintenance and Tracking: Use GPS tracking and automated diagnostics to detect potential sabotage or misuse.
Ethical Considerations:
Ensure that the consequences of misuse are proportionate and applied consistently, maintaining
trust and fairness in the organization.
1-14. In what ways might drone monitoring be better or worse for employees than covert
electronic monitoring of Web or e-mail activity? lOMoAR cPSD| 58675420
Advantages of Drone Monitoring:
1. Transparency: Unlike covert electronic monitoring, drones are visible, making
surveillance more explicit and potentially less invasive.
2. Real-Time Feedback: Drones can provide immediate insights, such as detecting unsafe
behaviors or assisting with live troubleshooting.
Disadvantages of Drone Monitoring:
1. Intrusiveness: Drones are more noticeable and may feel more intrusive than background
electronic monitoring, leading to discomfort or stress.
2. Privacy Concerns: Drones with cameras and microphones could record sensitive
conversations or activities, exacerbating privacy violations.
3. Workplace Atmosphere: The physical presence of drones could create a sense of constant
observation, undermining trust and morale. Ethical Implications: To mitigate potential harm: •
Involve employees in creating drone usage policies to address privacy concerns. •
Clearly outline the purpose and scope of drone monitoring to reduce perceptions of
unfairness or micromanagement. •
Balance surveillance with measures to respect employees' autonomy and dignity.
Let me know if you'd like deeper exploration of any specific aspect!
1-15. Pros and Cons for Local and Overseas Labor Forces of Apple’s Going Global and Political Implications
Pros for Local and Overseas Labor Forces: • Overseas Labor Forces:
o Employment Creation: Apple’s manufacturing operations in China and other
countries have created hundreds of thousands of jobs, fostering economic
development. o Skill Development: Workers gain valuable industrial and
technological skills that can be applied across various sectors.
o Economic Growth: Local suppliers benefit significantly from large orders,
contributing to regional growth. •
Local Labor Forces (U.S.):
o High-Value Jobs: Apple retains high-value jobs in design, research, and development in the U.S. lOMoAR cPSD| 58675420
o Economic Connectivity: By maintaining headquarters and design teams in the
U.S., Apple supports local economies and attracts top talent.
Cons for Local and Overseas Labor Forces: • Overseas Labor Forces:
o Worker Exploitation Risks: Reports of poor working conditions, low wages, and
excessive hours in Chinese factories have surfaced.
o Economic Dependency: Local economies may become overly reliant on Apple,
making them vulnerable to sudden changes in corporate strategy. •
Local Labor Forces (U.S.):
o Job Losses: Manufacturing jobs are lost, contributing to economic and social
challenges in affected communities. o Skill Gap Exposure: Highlights deficiencies in
U.S. workforce training for hightech manufacturing roles.
Political Implications for Country Relationships: •
Economic Interdependence: Countries hosting Apple’s supply chain may strengthen
economic ties with the U.S., fostering cooperative relationships. •
Trade Tensions: Large-scale outsourcing may provoke trade disputes, tariffs, or
protectionist policies, especially if it is perceived as harming domestic employment. •
Diplomatic Leverage: Countries hosting significant Apple operations may gain bargaining
power in bilateral relations with the U.S.
1-16. Moral Obligation to Provide Jobs for U.S. Employees and Impact on International Employees
Apple’s Moral Obligation: •
Arguments for Moral Obligation:
o Apple, as a U.S. corporation, benefits from infrastructure, education, and market
access in the U.S., which may create an ethical responsibility to prioritize U.S. workers.
o Supporting domestic employment can strengthen the national economy and address
social inequities caused by outsourcing. •
Arguments Against Moral Obligation:
o Apple’s global operations must balance shareholder interests, profitability, and
competitive pressures, which necessitate finding the best workforce globally.
o Limiting opportunities for international employees could be considered unfair,
especially in countries where Apple’s presence significantly impacts local economies. lOMoAR cPSD| 58675420
Impact on International Employees: • Advantages:
o International employees gain access to jobs and professional development
opportunities in growing sectors. • Disadvantages:
o Preference for U.S. employees may limit opportunities abroad and perpetuate
economic disparities between developed and developing nations.
1-17. U.S. Managers’ Ability to Organize, Motivate, and Ensure Quality in Chinese
Manufacturing Facilities Organizing: •
Adaptability: U.S. managers can adapt Apple’s global standards to local contexts,
leveraging cultural sensitivity and robust management frameworks. •
Supply Chain Integration: Managers can establish clear processes and communication
channels to align goals between U.S. headquarters and Chinese operations. Motivating: •
Cultural Awareness: Understanding Chinese workplace values such as collectivism and
hierarchical respect is crucial to developing effective motivation strategies. •
Incentive Programs: Offering performance bonuses, training opportunities, and career
growth can increase employee commitment and productivity. Ensuring Quality: •
Technology and Processes: Utilizing advanced manufacturing techniques and real-time
monitoring systems ensures consistent product quality. •
Quality Audits: Frequent quality audits and feedback loops allow managers to address defects promptly. •
Training: Continuous training for local employees in Apple’s quality standards fosters
alignment with global expectations. Challenges: •
Cultural Barriers: Differences in work ethics, communication styles, and expectations
may lead to misunderstandings. •
Distance Management: U.S. managers must overcome logistical challenges to maintain
oversight and coordination across time zones. lOMoAR cPSD| 58675420
By leveraging cross-cultural management techniques, technology, and ethical practices, U.S.
managers can effectively oversee operations while maintaining Apple’s reputation for innovation and quality.
1-15. Pros and Cons for Local and Overseas Labor Forces of Apple’s Going Global and Political Implications
Pros for Local and Overseas Labor Forces: • Overseas Labor Forces:
o Job Creation: Provides substantial employment opportunities in developing regions.
o Skill Acquisition: Workers gain access to advanced training and technological
skills, enhancing their long-term employability.
o Economic Boost: Local economies benefit from increased wages, investments, and supplier partnerships. •
Local Labor Forces (U.S.):
o High-Skilled Opportunities: Apple retains roles in innovation, design, and R&D
domestically, which are highly compensated and impactful. o Global Leadership:
Reinforces the U.S.'s position as a hub for innovation and entrepreneurship.
Cons for Local and Overseas Labor Forces: • Overseas Labor Forces:
o Working Conditions: Reports of poor labor conditions and inadequate wages in
manufacturing facilities have raised ethical concerns.
o Economic Overreliance: Overdependence on Apple can destabilize local
economies if Apple shifts its operations. •
Local Labor Forces (U.S.):
o Manufacturing Job Loss: Outsourcing results in fewer blue-collar opportunities,
impacting lower-income communities. o Erosion of Skills: The decline in domestic
manufacturing diminishes industrial expertise over time.
Political Implications for Country Relationships: •
Economic Ties: Strengthened partnerships between Apple and host countries improve
diplomatic and trade relationships. •
Trade Conflicts: Outsourcing may lead to protectionist measures and strained relations
between the U.S. and countries affected by job displacement. •
Leverage Dynamics: Host nations with significant Apple operations may use these
investments as leverage in negotiations with the U.S. lOMoAR cPSD| 58675420
1-16. Moral Obligation to Provide Jobs for U.S. Employees First
Does Apple Have a Moral Obligation? • Yes, They Do:
o National Responsibility: Apple benefits from U.S. infrastructure, education
systems, and legal protections, which could imply an ethical duty to prioritize U.S. jobs.
o Economic Impact: Supporting domestic jobs contributes to addressing income
inequality and economic challenges in manufacturing-dependent areas. • No, They Do Not:
o Global Market Realities: As a global corporation, Apple must optimize its
operations to stay competitive, balancing cost, efficiency, and shareholder interests.
o Inclusive Opportunities:
Prioritizing U.S. employees could unjustly
disadvantage skilled workers in other regions where Apple has expanded its presence.
Impact on International Employees: •
Advantages: o Access to high-quality jobs and economic benefits in developing regions.
o Transfer of knowledge and technology fosters skill development. • Disadvantages:
o If Apple prioritized U.S. workers, opportunities for international employees could
shrink, exacerbating global economic disparities.
1-17. U.S. Managers’ Ability to Organize, Motivate, and Ensure Quality in Chinese
Manufacturing Facilities Organizing: •
Efficient Systems: Implementing streamlined workflows and advanced communication
systems to maintain efficiency and alignment with corporate objectives. •
Cultural Adaptation: Tailoring organizational strategies to suit local norms and practices
while upholding global standards. Motivating: •
Incentives: Offering performance-based rewards and career growth opportunities to engage workers. •
Cultural Sensitivity: Understanding and leveraging local cultural values, such as
collectivism and respect for hierarchy, to foster a positive work environment. lOMoAR cPSD| 58675420 •
Empowerment: Encouraging employee input and collaboration to build commitment and morale. Ensuring Quality: •
Advanced Monitoring: Using real-time quality control systems to identify and rectify issues promptly. •
Comprehensive Training: Providing ongoing training to ensure workers meet Apple’s stringent quality standards. •
Regular Audits: Conducting regular assessments and audits to maintain high-quality output. Challenges: •
Cultural Differences: Misalignments in workplace culture and communication styles may
affect productivity and understanding. •
Geographical Barriers: Physical distance between headquarters and manufacturing
facilities can impede oversight and rapid decision-making.
By addressing these challenges with strategic leadership, cultural adaptability, and technological
innovation, U.S. managers can effectively oversee Apple’s global manufacturing operations while
maintaining its commitment to quality and efficiency.
2-2. How does workplace discrimination undermine organizational effectiveness?
Workplace discrimination negatively affects organizations in the following ways:
1. Employee Morale and Engagement:
o Employees who experience discrimination or observe unfair treatment may feel
demotivated, excluded, and undervalued.
o Reduced engagement often leads to lower productivity and innovation.
2. Turnover and Absenteeism:
o Discrimination increases employee dissatisfaction, resulting in higher turnover rates.
o Absenteeism may also rise as employees seek to avoid a toxic workplace environment.
3. Legal and Financial Repercussions:
o Companies may face lawsuits, regulatory penalties, and legal settlements due to discriminatory practices.
o The costs extend beyond legal expenses to include damaged reputations and lost business opportunities.
4. Reduced Collaboration and Trust: lOMoAR cPSD| 58675420
o Discrimination fosters division among employees, reducing teamwork and the exchange of diverse ideas.
o It can create an atmosphere of distrust and hostility.
5. Barrier to Diversity Benefits:
o Discrimination undermines efforts to build a diverse and inclusive workplace,
preventing organizations from realizing the benefits of diverse perspectives and experiences.
2-18. What changes in employment relationships are likely to occur as the population ages?
As the workforce population ages, several changes in employment relationships are likely to occur: 1. Extended Careers:
o Employees may work longer due to increased life expectancy and the need for
financial stability, requiring employers to offer more flexible retirement policies and roles for older workers.
2. Flexible Work Arrangements:
o Older employees might seek part-time, remote, or project-based roles, altering
traditional full-time employment structures.
3. Training and Development:
o Organizations will need to invest in lifelong learning programs to help older workers
keep pace with technological and industry advancements.
4. Mentorship Opportunities:
o Older employees can transition into mentorship roles, transferring institutional
knowledge to younger generations.
5. Evolving Benefits Packages:
o Benefits may shift to focus on health care, wellness programs, and financial planning for retirement.
6. Intergenerational Collaboration:
o As workplaces become more age-diverse, building collaborative environments that
leverage the strengths of all age groups will become crucial.
2-19. Do you think increasing age diversity will create new challenges for managers? What
types of challenges do you expect will be most profound?
Yes, increasing age diversity will likely create new challenges for managers, including: lOMoAR cPSD| 58675420 1. Communication Gaps:
o Generational differences in communication styles may lead to misunderstandings or conflicts.
2. Technology Adoption:
o Older employees may need additional support to adapt to rapidly changing
technologies, creating training demands.
3. Bias and Stereotypes:
o Age-related stereotypes, such as viewing older employees as less productive or
innovative, could affect workplace dynamics.
4. Work Style Differences:
o Older and younger employees may have varying preferences for work hours, team
collaboration, and management approaches.
5. Career Progression Concerns:
o Younger employees might feel stalled in career advancement if older workers occupy senior roles longer.
6. Retention and Succession Planning:
o Balancing the retention of experienced older workers with opportunities for younger
talent will require careful planning. 7. Wellness Needs:
o Older employees may have different health-related needs, increasing the complexity
of workplace accommodations and benefits.
2-20. How can organizations cope with differences related to age discrimination in the
workplace? How can older employees help? For Organizations: 1. Raise Awareness:
o Conduct training programs on age discrimination and unconscious bias to foster a more inclusive culture.
2. Policy Development: o Implement and enforce policies that explicitly prohibit age discrimination.
3. Flexible Work Options:
o Offer remote work, reduced hours, or phased retirement programs to accommodate older employees’ needs. lOMoAR cPSD| 58675420
4. Upskilling Initiatives:
o Provide training and development opportunities for older employees to stay competitive.
5. Leverage Experience:
o Create mentorship or knowledge-sharing programs that utilize the expertise of older employees.
6. Equitable Performance Metrics: o Evaluate employees based on results and contributions, not age.
7. Promote Diversity Benefits:
o Highlight the advantages of age diversity, such as enhanced decision-making and a
broader range of perspectives.
How Older Employees Can Help: 1. Mentorship:
o Serve as mentors for younger employees, transferring knowledge and fostering
intergenerational collaboration. 2. Stay Adaptive:
o Embrace lifelong learning and demonstrate openness to new technologies and processes.
3. Advocate for Inclusion: o Act as role models in advocating for diverse and inclusive workplace practices. 4. Engage in Teamwork:
o Build relationships with colleagues across age groups to break down generational barriers.
5. Contribute to Organizational Strategy:
o Leverage their experience to provide valuable insights into strategic decisionmaking and customer understanding.
By addressing discrimination proactively and fostering an inclusive culture, organizations can
benefit from the strengths of an age-diverse workforce.
3-6. What are the three outcomes of job satisfaction? 1. Job Performance: lOMoAR cPSD| 58675420
o Satisfied employees tend to perform better and be more productive.
2. Organizational Citizenship Behavior (OCB):
o Satisfied employees are more likely to go above and beyond their formal job roles.
3. Reduced Turnover and Absenteeism:
o Satisfied employees are less likely to quit or miss work.
3-7. How do employees respond to job dissatisfaction?
1. Exit: o Actively looking for a new position or leaving the organization.
2. Voice: o Attempting to improve conditions through discussion or suggesting changes.
3. Loyalty: o Waiting for conditions to improve while remaining supportive of the organization. 4. Neglect:
o Reducing effort, absenteeism, or letting performance deteriorate.
These responses can be categorized into active/passive and constructive/destructive dimensions,
reflecting how employees handle dissatisfaction.
3-14. Do you think only certain individuals are attracted to flexible work arrangements? Why or why not?
Yes, certain individuals might be more attracted to flexible work arrangements, and here's why:
1. Generational Differences:
o As the case mentions, Gen X employees seem to benefit the most from flexible work
arrangements. This could be because they are at a stage in their careers where work-
life balance is highly valued, and they might have family or personal commitments
that make flexible hours and remote work attractive. On the other hand, younger
generations like Gen Y (Millennials) might still be building their careers and
looking for opportunities to collaborate in person, while Baby Boomers may not
value flexibility as much, as they may have been accustomed to more traditional work structures.
2. Work Style Preferences:
o People who are self-motivated and can work independently might be drawn to
flexibility, as they don’t require constant supervision or a structured environment
to thrive. Conversely, employees who prefer social interaction or struggle with self-
discipline may find flexible work arrangements less appealing or more challenging. 3. Life Circumstances:
o Individuals with caregiving responsibilities (parents, caretakers for elderly relatives,
etc.) or those who have long commutes may find flexible work schedules more
attractive as it helps them manage these responsibilities more effectively. Similarly, lOMoAR cPSD| 58675420
those who prefer to work from home to reduce stress or enjoy a better work-life
balance may be more likely to choose flexible arrangements.
Thus, while flexible work arrangements may appeal to a broad range of individuals, it is
particularly attractive to those with specific lifestyle needs, work preferences, and career stages.
3-15. How might flexible work place more pressure on managers to organize their employees?
Flexible work may place additional pressure on managers in several ways:
1. Maintaining Accountability:
o With employees working remotely or at flexible hours, managers might find it more
challenging to track productivity and ensure that the work is getting done as
expected. They will need to develop systems to measure output effectively and hold
employees accountable without direct oversight.
2. Communication Challenges:
o Communication can be harder to manage when employees are working at different
times or from different locations. Managers will need to ensure that there are
regular check-ins and that information is shared efficiently across the team, without
the spontaneous interactions that happen in a traditional office.
3. Coordinating Team Efforts:
o Flexible work could lead to coordination issues, especially for projects that require
collaboration. Managers will need to ensure that team members are aligned, that
deadlines are met, and that work is synchronized despite varying schedules.
4. Maintaining Company Culture:
o When employees are not physically present in the office, it becomes harder for
managers to foster a sense of community and maintain company culture. Managers
will need to make a deliberate effort to create opportunities for team bonding, even
in virtual or flexible work settings. 5. Individual Needs:
o With flexibility, employees may have different needs regarding hours and work
styles. Managers must be adept at balancing these differences while ensuring
fairness and consistency across the team. This can involve negotiating with
employees individually to accommodate their preferences while still meeting the organization’s goals.
In summary, managers must adapt their leadership and organizational skills to ensure that flexible
work arrangements are successful, requiring more proactive management, clear expectations, and
robust communication strategies. lOMoAR cPSD| 58675420
3-16. How might flexible work affect a company’s bottom line?
Flexible work can have both positive and negative effects on a company’s bottom line: Positive Effects:
1. Increased Productivity:
o Employees may be more productive when they work in environments and at times
that suit them best. As seen in the case of Learner's Edge, when employees were
allowed to work how and when they wanted, productivity improved. Less time
spent on commuting and more control over their work environment can lead to higher output. 2. Cost Savings:
o Companies can save on overhead costs such as office space, utilities, and
equipment. With remote work, businesses can reduce their need for large office
spaces, which translates to significant cost reductions.
3. Increased Employee Satisfaction and Retention:
o Offering flexible work arrangements can lead to higher job satisfaction, which in
turn improves employee retention. A satisfied and loyal workforce reduces turnover
costs, recruitment expenses, and the training costs associated with hiring new employees. 4. Wider Talent Pool:
o Flexibility can attract a broader range of candidates, including those from different
geographical locations or those who require non-traditional work hours, such as
parents or caregivers. This can lead to better hiring outcomes and a more diverse workforce. Negative Effects:
1. Coordination Challenges:
o As mentioned earlier, managing a distributed team can present challenges in terms
of coordination, communication, and collaboration. These challenges might hinder
efficiency and require additional resources to manage effectively.
2. Potential for Reduced Engagement:
o Employees who work remotely or have flexible schedules may feel detached from
the company, which could impact their engagement and loyalty. If employees feel
disconnected, their work quality and enthusiasm may decline, negatively affecting company performance.
3. Difficulties in Performance Management:
o With less oversight, performance management can become harder to monitor. This
might lead to some employees underperforming without consequences, affecting
overall productivity and potentially hurting the company’s bottom line.
In conclusion, flexible work arrangements can positively affect a company’s bottom line by
increasing productivity, reducing costs, and improving employee retention, but they also come lOMoAR cPSD| 58675420
with challenges that need to be carefully managed to ensure that the benefits outweigh the potential drawbacks.
3-17. Fatima chose to remain in her old job rather than looking for a new one elsewhere.
What are her constraints?
Fatima’s decision to stay in her current job instead of seeking a new one may be influenced by several constraints: 1. Economic Situation:
o Fatima’s financial situation is a significant constraint. Leaving her current job might
not be financially feasible, especially if she doesn’t have another position lined up
that matches her passions or provides a similar income.
2. Job Security and Stability:
o Her current job seems stable, with recognition of her potential by senior
management. Leaving a stable position for an uncertain opportunity could be a
risky decision, especially in an uncertain job market.
3. Limited Career Options:
o Fatima might not be able to find a job that aligns with her passions (such as social
media marketing) in her current field, or in a different organization that matches
her salary and other benefits.
4. Professional Relationships and Reputation:
o Fatima has built strong relationships and a reputation within her current company.
Starting over in a new company could mean losing those connections and starting
from scratch, which can be challenging and may not guarantee career advancement.
5. Fear of Starting Over:
o A new job may require starting from a lower position or may involve a steep learning
curve, which could be a deterrent. Fatima might prefer to leverage her existing
experience and career trajectory rather than face the uncertainties of a career shift.
These constraints influence her decision to stay in her current role, and instead of leaving, she opts
to recraft her job to better align with her interests and passions.
3-18. Fatima is described as having a proactive personality. What does this mean and what
is the prerequisite for it?
A proactive personality refers to an individual’s tendency to take initiative, seek improvements,
and create opportunities rather than passively reacting to situations or waiting for instructions. lOMoAR cPSD| 58675420
People with a proactive personality do not wait for change to come to them; instead, they actively
make changes in their environment to better suit their needs or goals.
For Fatima, being proactive means that she: •
Actively seeks ways to make her current job more fulfilling, rather than waiting for the
organization or her manager to offer opportunities that align with her interests. •
Takes charge of her professional development, like pursuing the integration of social media strategies into her role. •
Seeks to reconfigure her responsibilities and relationships with her team to align more closely with her passions.
Prerequisite for a proactive personality: •
Self-awareness and autonomy: Fatima must first have an understanding of her own needs,
strengths, and passions, as well as the autonomy to make changes to her role. •
Confidence and a sense of self-efficacy: She must believe that her actions can lead to
positive changes and that she has control over her work environment and career trajectory. •
Motivation and willingness to take risks: Proactive individuals often step outside their
comfort zones and take calculated risks, like Fatima taking on new responsibilities outside her original job description.
In summary, a proactive personality is about taking charge of one’s work life and making
intentional, positive changes, and the prerequisites for it include self-awareness, confidence, and motivation.
3-19. Are there any potential drawbacks to the job crafting approach? If so, how can they be minimized?
While job crafting can be an effective way to enhance job satisfaction and engagement, there are
potential drawbacks that need to be addressed:
1. Overstepping Boundaries:
o In some cases, employees might change their roles in ways that conflict with the
organization’s needs or go beyond the scope of what is expected of them. For
example, Fatima might devote so much of her energy to social media strategies that
she neglects her original duties, causing frustration among her team or managers.
Minimizing this risk: Clear communication with supervisors and managers about the
changes being made and ensuring that new roles or responsibilities align with the
company's goals can prevent overstepping boundaries.
2. Imbalance or Overwork: lOMoAR cPSD| 58675420
o In job crafting, employees might take on too many new tasks or responsibilities,
leading to burnout or an imbalance between work and personal life. For instance,
Fatima may begin to stretch herself too thin by trying to incorporate her passions
while still handling her team's performance and other duties.
Minimizing this risk: Employees should focus on gradually integrating changes into their
jobs and ensure that they are not overwhelming themselves. Regular reflection on work-
life balance and workload can help maintain a sustainable approach.
3. Resistance to Change from Others:
o Job crafting could create friction within teams if others perceive it as unfair or feel
that roles are being redefined without input from the team. For example, if Fatima’s
changes are not aligned with the team’s goals or other members feel excluded, it
could result in a lack of collaboration or resentment.
Minimizing this risk: Involving key colleagues in the job crafting process, getting their
input on changes, and ensuring transparency about the modifications can reduce resistance and increase team buy-in.
4. Undervaluing the Original Job Role:
o By focusing too much on the parts of the job that one enjoys, employees might
neglect or undervalue other important aspects of their role. Fatima, for example,
may focus so much on creative tasks that she neglects her leadership and
teambuilding responsibilities, which are crucial for her role as a manager.
Minimizing this risk: Employees should strive to balance the changes they make to their
job with their core responsibilities, ensuring that no critical tasks are neglected.
In conclusion, while job crafting can be a powerful way to enhance job satisfaction, it is important
for employees to manage the changes they make carefully, communicate with supervisors and
teams, and maintain a balance between personal interests and organizational needs to minimize potential drawbacks.
4-14. Do you think the strategic use and display of emotions serve to protect employees, or
does covering your true emotions at work lead to more problems than it solves?
The strategic use and display of emotions at work can serve both protective and potentially
harmful purposes, depending on the context and how emotions are managed: •
Protecting Employees: Strategic emotional displays, such as showing professionalism and
controlling negative emotions (e.g., anger, frustration) can help employees navigate
challenging work environments, avoid conflict, and maintain professional relationships.
For example, suppressing emotions like frustration during a stressful meeting can prevent
escalating tensions and help employees focus on solutions rather than conflict. lOMoAR cPSD| 58675420 •
Negative Consequences of Covering Emotions: While regulating emotions can be
beneficial in some situations, suppressing emotions entirely can lead to problems.
Covering true emotions might cause emotional dissonance, where there’s a disconnect
between how employees feel and how they’re expected to behave. Over time, this can lead
to burnout, disengagement, and increased stress. For example, if employees feel they can’t
express dissatisfaction with their workload or workplace environment, it can create
resentment and lower morale, which ultimately affects productivity and job satisfaction.
In short, while strategically managing emotions can protect employees from negative outcomes in
certain situations, consistently hiding or suppressing emotions can create long-term problems,
especially if employees feel stifled or unable to communicate openly.
4-15. Have you ever worked where the free expression of emotion was part of the
management style? Describe the advantages and disadvantages of this approach from your experience.
In a workplace where the free expression of emotion was part of the management style, the
advantages and disadvantages may be as follows:  Advantages:
1. Authenticity and Openness: Employees might feel more authentic in their
interactions, as they can express themselves freely without fear of judgment. This
can lead to stronger trust and more honest communication among colleagues and leaders.
2. Improved Problem-Solving: When emotions are openly expressed, it can allow
for more creative thinking and effective problem-solving, as employees are not
suppressing feelings that may influence their ability to contribute ideas or perspectives.
3. Emotional Relief: Allowing employees to express emotions like frustration or
sadness may provide emotional relief, potentially lowering stress levels in the long run.  Disadvantages:
1. Disruption to Workplace Dynamics: Too much emotional expression can lead to
disruption, making it harder to focus on tasks and creating a potentially
uncomfortable atmosphere. For instance, constant emotional outbursts, whether
positive or negative, can be distracting to others.
2. Potential for Conflict: Emotions, especially negative ones, can easily escalate
conflicts. If not managed properly, expressing anger or frustration can lead to hurt
feelings, resentment, and poor interpersonal relationships.
3. Lack of Professionalism: In some workplaces, freely expressing emotions may be
seen as unprofessional or inappropriate, particularly in more conservative or
formal industries. This might harm one’s reputation or career prospects. lOMoAR cPSD| 58675420
In my experience, when emotional expression is balanced and managed with respect to
professional boundaries, it can foster an environment of trust and collaboration. However, if
emotions become too frequent or intense, it can negatively impact the work culture and employee relationships.
4-16. Research shows that the acts of coworkers (37 percent) and management (22 percent)
cause more negative emotions for employees than do acts of customers (7 percent). What can
Laura’s company do to change its emotional climate?
To change the emotional climate at Laura’s company and reduce negative emotions caused by
coworkers and management, the following actions could be taken:
1. Promote Emotional Intelligence (EI): Laura’s company can train employees, especially
managers, in emotional intelligence. This would help individuals recognize, understand,
and regulate emotions in themselves and others. Training could include active listening,
empathy, and emotion management strategies, leading to better communication and fewer emotional conflicts.
2. Implement Clear Communication Guidelines: Establishing and communicating clear
guidelines for emotional expression can create a more supportive and constructive
emotional climate. Encouraging respectful and professional ways to express emotions—
such as through feedback channels, employee forums, or one-on-one meetings—would
give employees a safe space to express concerns without fear of retaliation.
3. Encourage Empathy: Encourage employees to understand the perspectives and feelings
of their colleagues. This could be facilitated through team-building activities and training
that focus on improving interpersonal relationships. When coworkers and management
practice empathy, it can reduce emotional friction and foster collaboration.
4. Address Negative Leadership Behavior: If leaders are creating a negative emotional
climate by using fear or anger to control employees (as described with the chairman), there
should be efforts to retrain or replace those leaders. Managers should be taught to lead by
example, demonstrating emotional regulation and constructive feedback. Instead of yelling,
leaders can focus on solutions-oriented conversations and remain calm when addressing problems.
5. Encourage Constructive Conflict Resolution: Providing employees with tools and
strategies to resolve conflicts constructively can help address negative emotions caused
by disagreements. This might involve conflict resolution workshops or implementing
mediation processes for employees experiencing tension.
6. Foster a Positive Organizational Culture: Laura’s company could work to create a
culture of appreciation and recognition where positive behaviors are rewarded. This
would help shift the emotional climate away from fear and anger, toward more positive
emotions like satisfaction, motivation, and belonging.
By taking these steps, Laura’s company could foster a more emotionally intelligent and supportive
work environment, reducing negative emotions caused by interpersonal dynamics and ultimately
improving employee morale and productivity. lOMoAR cPSD| 58675420
4-14. Do you think the strategic use and display of emotions serve to protect employees, or
does covering your true emotions at work lead to more problems than it solves?
The strategic use and display of emotions can serve both protective and problematic roles,
depending on how emotions are managed: •
Protecting Employees: In the workplace, being able to manage and strategically express
emotions can protect employees from negative consequences. For example, showing
professionalism by controlling anger or frustration during stressful situations helps
maintain harmony and prevents emotional outbursts that could escalate into conflicts. It
also helps employees avoid being judged for appearing weak or ineffective, which is crucial
in maintaining their standing within the organization. •
Problems with Covering Emotions: On the flip side, covering true emotions can lead to
emotional dissonance, where employees suppress their genuine feelings, leading to stress,
disengagement, and burnout. If employees feel they can't express frustration or
dissatisfaction, this emotional suppression can create resentment, lower morale, and hinder
long-term job satisfaction. Covering emotions may also lead to a lack of trust and
authenticity in the workplace.
Ultimately, while strategically managing emotions can be beneficial in certain contexts, longterm
suppression of emotions without healthy outlets is detrimental to both the individual and the organization.
4-15. Have you ever worked where the free expression of emotion was part of the
management style? Describe the advantages and disadvantages of this approach from your experience.
In a workplace where free expression of emotion was encouraged as part of the management
style, here are some potential advantages and disadvantages:  Advantages:
1. Authenticity and Transparency: Employees felt they could express themselves
honestly without fear of judgment. This fostered a culture of openness, where
people were more likely to share ideas, concerns, or feedback.
2. Stronger Relationships: Free emotional expression often led to deeper emotional
connections between coworkers. When people could openly express their
emotions, it contributed to stronger teamwork and support.
3. Conflict Resolution: Expressing emotions allowed for the quick resolution of
conflicts. For example, if there were misunderstandings or grievances, they could
be addressed directly and immediately, preventing long-term resentment.  Disadvantages:
1. Emotional Exhaustion: Constant emotional expression can sometimes feel
overwhelming or lead to emotional exhaustion. If employees are encouraged to