English - Homework [PDF]

Zitiervorschau

MANAGERS AND MOTIVATION 1. According to Krishna, what is the disadvantage of working in auditing compared to banking? - A disadvantage of working in auditing compared to banking is the pays that are typically really low when compared the ones in banking! 2. How did Krishna’s company retain its staff? - Krishna’s company retained its staff by giving them challenging problems that they have to solve. 3. According to Carlo, what is the main reason why people leave their job? - According to Carlo the main reason why people leave their job is a problem with their boss. They leave their boss before the company – he says! 4. According to Carlo does a company need a set of motivational incentives? - According to Carlo a company needs a set of motivational incentives, but they are not enough. It’s up to the manager to engage people by being both a leader and a manager. Manager needs to be someone with a vision and to be able to inspire other people…. 5. What does Carlo say a manager needs to do to engage his/her team? - Carlo says a manager needs to be both a manager and a leader, someone with a vision an ability to inspire other people, someone who can help them develop in order to get them more engaged. 6. According to Saktiandi, do the staff have to do what the organization wants, or vice versa? - According to Saktiandi staff should do what the organization wants, but it is up to an influential manager to intermediate between senior management and staff to motivate them by doing things that staff wants. 7. What does Saktiandi say about the importance of influencing and convincing people? - Saktiandi says that it is important for an organization to have an influential manager who is able to motivate people by convincing the organization to do what staff wants. So maybe, by doing so, staff would be motivated to do their job better and more efficient. OUT – OF – WORK ACTIVITIES 1. How long had some of Janine’s operational team been working in their jobs? - Some of the Janine’s operational team member had been working for 40 years in their jobs. 2. What kind of company in Janine talking about? - Janine is talking about a detergent factory. 3. How long are the working days? - The working days are organized in 12 hours shifts. 4. How did she find the workers when she arrived at the company? - When she arrived at the company she found the workers being really bored. 5. What did she do to rectify the situation?

-

In order to rectify the situation she organized small group meetings for each shift. 6. What did she find out at the meetings? - At the meetings she found out what sports her members were interested in, and also what things they were doing outside of work. 7. What examples does she give of out-of-work activities that the company was able to draw on to motivate the staff? - In order to motivate the staff she proposed to create a staff soccer team, or to start a book club inside work. 8. What was the lesson of this experience for Janine? - The lesson of this experience for Janine was that it’s up to the managers and leaders to become creative and to try to understand their people about who they are and what they like in order to motivate them to do their job better, with more passion. 9. Janine talks about activities that are not “related to the bottom line”. What does this mean? - “The bottom line” as she refers, is their work, their everyday assignments, the product they produce in their factory. The activities that are not “related to the bottom line”, are these activities that doesn’t concern their everyday working assignments. By encouraging them to create a soccer team or a book club, she made them become more passionate about their work, and more willing to come in on their off-shifts. 10. Janine says managers should “think outside of the box”. What does she mean by this and why do you think she apologizes for using this expression? - Janine says that managers should “think outside of the box” so they could motivate their staff to do their job better. Maybe even to make them feel better about their job, that it shouldn’t be a place where they’d hate to come. Thinking outside of the box is being creative to make things better beside formal “standard operating procedures”. I think she apologized for the expression, because maybe she is not allowed to do something that in not proscribed by companies official rules and regulations. She found out another, less formal way to motivate people to do their job better and more efficient.