The most effective disciplinary action addresses the employee's ________.

Answer to #1

Answer: B

Answer to #2

The primary options for trying to turn individuals into team players include:
a) Selection. Some people already possess the interpersonal skills to be effective team players. When hiring team members, in addition to the technical skills required to fill the job, care should be taken to ensure that candidates can fulfill their team roles as well as technical requirements. Many job candidates don't have team skills. This is especially true for those socialized around individual contributions. When faced with such candidates, managers basically have three options. The candidates can undergo training to make them into team players. If this isn't possible or doesn't work, the other two options are to transfer the individual within the organization to a unit without teams (if this possibility exists) or don't hire the candidate. In established organizations that decide to redesign jobs around teams, it should be expected that some employees will resist being team players and may be untrainable. Unfortunately, such people typically become casualties of the team approach.
b) Training. On a more optimistic note, a large proportion of people raised on the importance of individual accomplishments can be trained to become team players. Training specialists conduct exercises that allow employees to experience the satisfaction that teamwork can provide. They typically offer workshops to help employees improve their problem-solving, communication, negotiation, conflict-management, and coaching skills. Employees also learn the five-stage group development model.
c) Rewards. The reward system needs to be reworked to encourage cooperative efforts rather than competitive ones. Promotions, pay raises, and other forms of recognition should be given to individuals for how effective they are as a collaborative team member. This doesn't mean individual contributions are ignored; rather, they are balanced with selfless contributions to the team. Examples of behaviors that should be rewarded include training new colleagues, sharing information with teammates, helping to resolve team conflicts, and mastering new skills that the team needs but in which it is deficient.

Answer to #3

Answer: TRUE

Answer to #4

C
Explanation: C) Evidence indicates that work specialization contributes to higher employee productivity, but at the price of reduced job satisfaction.

Answer to #5

Answer: TRUE

Answer to #6

TRUE
Explanation: Samsonite CEO agrees: A conference call cannot substitute for face-to-face interactions. Automated performance reviews have allowed managers to review their subordinates without discussions, which is efficient but misses critical opportunities for growth, motivation, and relationship-building.

Answer to #7

Answer: A

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