Case Study

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Z212

Business Finance

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link to the movie.

The Devil Wears Prada.


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Case Study Overview: The purpose of this case study is to make connections between and demonstrate your understanding of the different topics we have covered this semester. As you may have noticed, media outlets often provide a rich context for exploring the application of management and organizational behavior theories and themes in a variety of contexts. One such media outlet is cinema, or more specifically, Hollywood’s interpretation and portrayal of people as they relate to their jobs and personal lives. While there are many movies that are directly relatable to management and organizational behavior, one exemplar is The Devil Wears Prada. Assignment: The Devil Wears Prada touches upon several topics we have discussed thus far. This assignment involves watching the Devil Wears and Prada and answering the questions below. The case study should be a maximum of 5 pages in length, double-spaced, using 12-point font and 1” margins all around. One suggestion for successfully completing this assignment is to read and re-read the questions, and then take notes while you watch the movie. This will help in answering the questions and being able to relate this movie to the topics we have covered both in class and in the book. You may use quotes to support your responses, but remember to use quotation marks; and, do not overuse quotes from the movie. Individual Differences and Fit 1. On which personality characteristics were Andy and Miranda different? Identify at least two personality factors and provide at least two examples from the movie to support each of your answers. 2. In your opinion, did Andy experience person-job or person-organization misfit and why? Use at least three specific examples from the movie to support your argument. 3. In class, we discussed the relationship between job attitudes (i.e., satisfaction, commitment), stress, and behavior (e.g., performance, turnover). Please discuss the relationship between these three factors and how it changed throughout the movie. Please use specific examples from lecture and the movie to support your response. Leadership 1. Drawing on two contingency and contemporary leadership theories (see below), discuss how Miranda was effective and/or ineffective as a leader? For each theory you choose, please select three examples from the movie to support your answers. Leadership theories: Authentic Leadership, Transformational Leadership, Servant Leadership, LMX, Moral Leadership, Hersey-Blanchard Situational Leadership, House’s path-goal leadership theory Motivation 2. Drawing on two motivation theories, suggest specific strategies you think the company could implement to increase the work motivation of a person in Andy’s role. Discuss how they would be implemented or applied. Motivation and Job Design Theories • Needs: Maslow's Hierarchy of Needs, Herzberg's Two-factor Theory, McClelland's Acquired Needs Theory • Job Characteristics Model • Equity Theory • Expectancy Theory • Reinforcement Theory Leadership and Power How can you influence others? Professor Rubino What are the differences between personal and position power? POSITION POWER PERSONAL POWER Legitimate Referent Reward Expert Process Influence Strategy Debrief Personal Power: Stepping Stone or Stumbling Block Insert figure 5.1 CONSEQUENCES OF UNQUESTIONING POWER The Asch Study The Milgram Study The Zimbardo Study Evolution of Leadership Theories Leadership depends on the situation Great people are leaders Trait theories Behavioral theories Leadership can be trained Contingency theories Leadership Behaviors Task concerns People concerns • Plans and defines work to be done • Assigns task responsibilities • Sets clear work standards • Urges task completion • Monitors performance results • Acts warm and supportive toward followers • Develops social rapport with followers • Respects the feelings of followers • Is sensitive to followers’ needs • Shows trust in followers In your experience… Reflect on a great leader you have known in your life. This could be a manager, mentor, parent, religious leader, neighbor or anyone else. List at least five traits of the “great leader” and identify the most important trait. 9 Drive Honesty and integrity Flexibility Selfconfidence Important Traits for leadership success Motivation Jobrelevant knowledge Creativity Cognitive ability 10 Contingency Approaches to Leadership The Role of Context Fiedler’s Contingency Theory Situational Leadership Path-Goal Theory of Leadership Situational Leadership Theory Leader should choose leadership type based on employee readiness Readiness = Willingness X Ability TELL*Employees are committed but need constant direction SELL*Leaders explain and encourage to gain results PARTICIPATE *Leaders provide guidance and employees make decisions DELEGATE *Leaders assign and make employees responsible Situational Leadership Theory High Low competence High commitment High competence High commitment TELL DELEGATE Commitment Low Low competence Low commitment Moderate-High Competence Variable Commitment SELL PARTICIPATE Low High Competence Path-goal leadership styles Leaders should tailor their behavior to the needs, abilities, and personalities of individual employees and job characteristics Can use all styles, switching back and forth based on individual needs Directive leadership • Communicate expectations • Give directions • Schedule work • Maintain performance standards • Clarify leader’s role Supportive leadership • Make work pleasant • Treat group members as equals • Be friendly and approachable • Show concern for subordinates’ well-being Achievementoriented leadership • Set challenging goals • Expect high performance levels • Emphasize continuous improvement • Display confidence in meeting high standards Participative leadership • Involve subordinates in decision making • Consult with subordinates • Ask for subordinates’ suggestions • Use subordinates’ suggestions Contemporary Approaches to Leadership Transactional vs. Transformational Leadership The theories discussed so far tend to focus on a fairly straightforward exchange Employees behave correctly because the leader provides resources in exchange E.g., leader uses participatory style and employee comes up with good ideas But there is more to leadership than THAT… Transformational Leadership- Employees focus on company’s well being rather than individual pursuits Transformational Leaders Inspirational motivation Intellectual stimulation Individualized consideration Charisma Transformational Leaders Optimism rules. Be prepared. Be charismatic! Be energetic. Develop passions. Ask Questions. Use your hands while talking. Genuine interest in the people you talk with. Do you think this is true of leadership? “It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead….” - John Greenleaf Do you think that you can be a servant and leader at the same time? How so? Are most business leaders like this? Servant Leadership Commitment to serving others Followers more important than leader “Other centered” not “self-centered” Power not a “zero-sum” quantity Focuses on empowerment, not power Culture of Trust Acts with humility Authentic Leadership Leaders are self aware Not afraid to act the High levels of way they are personal integrity Leaders are introspective Understand where they are coming from Thorough understanding of their own values and priorities How authentic are you? 1. My leader solicits feedback for improving his/her dealings with others. 2. My leader clearly states what he/she means. 3. My leader shows consistency between his/her beliefs and actions. 4. My leader asks for ideas that challenge his/her core beliefs. 5. My leader admits mistakes when they occur. 6. My leader uses his/her core beliefs to make decisions. 7. My leader shows that he/she understands his/her strengths and weaknesses. 14-25 Where Will You Lead? I suppose leadership at one time meant muscles; but today it means getting along with people. Mahatma Gandhi Management is doing things right; leadership is doing the right things. Peter Drucker Leadership and learning are indispensable to each other. John F. Kennedy http://www.youtube.com/watch?v=TuuTlQ0FzEU Don’t forget…. • Quiz and OA due TUESDAY!!! • Exam 1 in two weeks! Motivation Theories and Performance Performance Performance Motivation Ability When a person is … (1) Energized, (2) Directed, and (3) Persistent …toward achieving a goal. Environment Theories on Motivations Content Theories Process Theories Maslow’s Hierarchy Expectancy Theory Alderfer’s ERG (existence, relatedness, growth) Equity Theory Herzberg’s Two-factors Theory (Hygiene & Motivators) McClelland’s Acquired Needs (n-Ach, n-Aff, nPwr) Reinforcement Theory Goal-Setting Maslow Hierarchy of Needs Self-actualization: learning, growth, achieving one’s potential, etc. Esteem: self-respect, recognition, mastery, etc. Social: love, acceptance, friendship Safety needs: no physical or emotional harm Physiological needs: air, water, food, 4 Alderfer’s ERG Theory Existence Multiple Needs Can Coexist Growth FrustrationRegression Relatedness Acquired-Needs Theory McClelland Need for achievement: Want to do things better, solve problems, master complex tasks Need for affiliation: Need for power: Desire to establish and maintain relationships, seek approval, avoid conflict desire to control people and resources Two-Factor Theory Dissatisfaction Hygiene Factors • Company policy • Supervision and relationships • Working conditions • Salary • Security Satisfaction Motivators • Achievement • Recognition • Interesting work • Increased responsibilities • Advancement and growth Equity Theory My outcomes = Other’s outcomes My inputs Other’s inputs Inputs: quality of work performed, job knowledge, cooperation with others, experience, education Outputs: Pay, amount of work, status, possibility of growth 8 Reactions to Perceived Inequity Increase their outputs Decrease their inputs Modify their comparison by choosing another person for comparison Distort reality by rationalizing that the inequities are justified (when they are positive) Decreased job satisfaction and commitment Leave the situation (quit) 9 Expectancy Theory Effort Expectancy Performance Instrumentality Outcome Valence Based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes 1. Effort-to-performance 2. Performance-to-OUTCOME 3. Valence Effort-to-performance (E to P) Expectancy: Will the effort lead to a good performance? Probability (i.e., from 0 to 1) e.g., believing that you have the capacity to meet a sales quota Question: How would you increase this? Effort Performance 11 Performance-to-outcome (P to O) Instrumentality: Will a good performance lead to organizational rewards? (e.g., bonus, promotion, recognition, etc.) Probability (between 0 and 1) e.g., believing that meeting your sales quota will lead to a promotion Question: How would you increase this? Performance 12 Outcome 1 Outcome Valence (O) Valence: Will the rewards be valued? Perceived value: Negative or positive, unlimited range. Related to how well the outcome meets needs and drives e.g., whether a promotion is something that you value Question: How would you increase this? Outcome 1 13 Types of Outcomes Extrinsic outcomes rewards that come from outside oneself pay, promotion, benefits, safety, incentive pay rewards that come from within oneself achievement, pride, satisfaction, impact, contribution relationship between the worker and the task Outcomes can also be 14 Reinforcement Theory Manager praises the employee Manager stops nagging the employee Manager demotes the employee Manager ignores the behavior Motivation through Job Design: Job Characteristics Model Core Job Characteristics Psychological States Outcomes • Skill variety • Meaningfulness • Motivation • Task identity • Responsibility • Performance • Task significance • Knowledge of results • Satisfaction • Autonomy • Feedback • Absenteeism • Turnover Skill Variety The opportunity to do a variety of job activities using various skills and talents. E.g., A professor teaches, conducts research, and performs service to the university 17 Autonomy The freedom to schedule one’s own work activities and decide work procedures. E.g., telemarketer 18 Task Significance The impact that a job has on other people. E.g., The time I worked at selling graveyard plots vs. the time I worked at NASA 19 Task Identity The extent to which a job involves doing a complete piece of work, from beginning to end. E.g., the wing vs. a bolt of an airplane 20 Feedback Information about the effectiveness of one’s work performance. E.g., A chef gets immediate feedback from customers 21 Integrated Model Do you expect goal success? (Expectancy) Performance Extrinsic Outcomes Instrumentality and Reinforcement LowerLevel Needs VALENCE Do I Find the outcomes desirable? Intrinsic Outcomes HigherLevel Needs Your Needs ERG Growth Needs --------------Job Characteristics Model -------------Maslow’s Need Hierarchy --------------Herzberg Two-factor ----------------n-Ach, n-Pow, nAff How you do compared to others??? (Perceived Equity)22 Dan Pink (author of Drive) What people want in knowledge /creative work: ✓ Autonomy ✓ Mastery ✓ Purpose What are some ways that organizations make jobs more interesting? …. enrichment, enlargement, rotation. WHAT IMPACTS OUTCOMES Org Characteristics Job Characteristics/design Work Relationships Work-Life Balance Personality Cognitive Ability Values Motivation Perceptions Well-Being • • • • Engagement Burnout Stress Physical symptoms Job Satisfaction Organizational Commitment Performance Person-Environment Fit Psychological Contract Turnover
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The Devil Wears Prada

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From the film, The Devil Wears Prada, Miranda is depicted as a business person.
Emotional stability is a major personality trait that Miranda has that Andy does not have.
From the film, when she was aware that the boss would swap the chief of Runway, Miranda
was composed and never panicked. Miranda figured out a solution and made consultations
with her boss to preserve her position. On the other hand, when Andy heard about the boss’
decision, she got anxious and thus panicked. For example, Andy went and knocked at
Miranda’s door. Such was an act that Miranda disliked, and Andy was fully aware of it. In
this part of the film, Miranda is depicted as an effective leader. Miranda possesses emotional
intelligence and never rushes to react. She thinks through every issue that requires her to
make decisions in the organization. Another sound illustration of her personality trait can be
deduced from the moment where Miranda discovers that her partner wants to divorce her.
When she gets the news regarding the divorce, Miranda appears calm and composed.
Compared to Miranda, Andy’s personality characteristic is agreeableness. Andy is
trustworthy, caring, sensitive, joyous, accommodating, and generous and values harmony. For
instance, from the play, we discover that Andy gets devastated when she failed to get rewards
from Miranda. Also, Andy feels very pleased when she discovers that Nigel...


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