Module 3 DB

DB 3
Prompt #1: What did you learn about organizations, and/or the behavior of
individuals within an organization? How do the ideas presented in Part Three
(the Human Resource Frame) of the B&D textbook enrich your understanding of
the ways in which organizations and the people working in them function?
I learned that people and organizations need each other, and that a good fit benefits
everyone involved. People need work that is satisfying and meaningful to them, and
organizations need talented and energized people to be successful. Learning the
importance of a good fit between a person and an organization enriched by
understanding of the way organizations and the people in them function. When job
searching, it can be easy to get caught up in the pressure of finding a job but it is
important to remember to find the right job.
Prompt #2: How can you apply the concepts that you have learned about in the
readings to your personal or organizational life? Be specific.
I can apply these concepts when I begin my search for a new job after graduation.
Recently I have been struggling with the feeling that my current organization just isn’t
the right fit for me anymore. Work has become very routine and it leaves me feeling
drained instead of motivated or satisfied. Having this feeling makes me realize that it
will be beneficial for myself and my organization if I move one and find a new job that
motivates me.
Prompt #3: List the reasons cited in the text (Chapter 7) as why managers persist
in pursuing less effective strategies than those obtained through high
involvement, high performance or high commitment management practices. How
have you experienced these organizational pressures in your own work life
(please elaborate)?
Reasons why managers resist better ways of managing people include a fear of losing
control of or indulging workers, investing in people takes time and persistence which
isn’t optimal when faced with relentless pressure for immediate results, and the
dominance of a financial perspective that sees the organization as a portfolio of financial
assets. I have experienced these organizational pressures in my own work life. I had a
manager who didn’t invest time into teaching and training employees. By doing this,
she had several employees that had not experienced any growth within the organization
in 10 years. I am the type of person who likes to continuously be learning and growing,
and I my only opportunity to grow came from transferring to a new location and working
for a different manager.
Prompt #4: As outlined by Bolman and Deal (Chapter 7), although every
organization with productive people management has its own unique approach,
most of their strategies can be captured in six general strategies. What are these
six basic human resource strategies? How have you experienced these general
strategies in your own work life (please elaborate)?
The six basic human resource principles are build and implement an HR strategy, hire
the right people, keep them, invest in them, empower them, and promote diversity.
Starbucks does an amazing job of investing in their people. The number one example
of this is the Starbucks College Achievement Plan (SCAP) which provides Starbucks
Partners with access to an education at ASU Online with 100% tuition reimbursement.
There are many things I love about Starbucks but this benefit is what has kept me
working for the company for so long.
Prompt #5: Throughout your progression in the Organizational Leadership
program, you have had a number of courses that include content complementary
to the human resource frame – perhaps more connections here than with any
other frame (in your various leadership courses – and courses like OGL 220
Behavioral Dynamics in Organizations, or BIS 343 Social Processes). Please
highlight what you would consider to be two of the most important things (ideas,
concepts, theories, models, processes, skills, etc.) that you have learned in
previous coursework that you can relate to the Human Resource frame. Briefly
discuss each key learning, the course where you learned it, and its connection
with the Human Resource frame.
OGL 260: Resource Allocation in Organizations includes human capital as an
organizational resource. This relates back to the human resource frame because it
acknowledges people a resource that organizations should invest in. Another concept
that relates back to the human resource frame is the situational leadership model. This
model matches follower developmental level with leadership behaviors. This relates
back to empowering people because it helps the leader to determine the followers
developmental level and provide them with the most beneficial type of leadership style.
Prompt #6: How do the Human Resource aspects discussed work in an
organization with which you are (or have been) affiliated? What sorts of
personnel policies and management strategies are espoused theories versus
those in use? (This is about the concept/frame not an HR department.)
I believe that Starbucks embraces all the six basic human resource strategies, but they
can sometimes get lost in individual stores. For a Starbucks location to embrace the
human resource principles that corporate embrace, the store managers must promote
them. An example of this is hiring the right people and investing in them. I had a store
manager who would “panic hire” people. Anytime we had trouble finding someone to
cover a shift my manager would start hiring more people. After a few months of this
hiring pattern, we were so overwhelmed with new people that it became difficult to give
everyone the training and attention they needed. We would have more new people
than experienced people on a shift. This was frustrating because as a manager I was
being pulled in too many directions at once trying to support everyone on my team, and
my team didn’t feel supported enough because there weren’t enough people to support
them. Eventually this backfired on us and we had seven people quit at once, three of
them quit with no notice.
Prompt #7: How does morale or other human resource issues affect outcomes in
your place of employment (for customers, employees, stockholders, surrounding
community and/or any other stake-holders). Describe enough of a situation
concretely to provide context and use concepts from the readings in your
response. If you don’t think there are healthy or unhealthy aspects in your
organization relating to the human resource perspective going on, think again
more carefully and perhaps revisit the readings to broaden your definition and
understanding.
Working for Starbucks, morale has a direct effect on our employees and customers. If
the team morale is low it can have a negative effect on our customer’s experience. We
need to be upbeat and friendly to create a positive experience for our customers. In
many cases, we are the first social interaction people have in their day. This means it is
our job to help the customer start their day on a positive note. If our team morale is low
and we have negative interactions with customers, then we are just making things
worse for everyone. Negative experiences directly reflect on our store if the customer
decides to leave us a bad review or share their negative experience with other
customers.

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