We reviewed several personality models this week and learn about how personality shapes the workplace environment. What does the most current research indicate about ways to custom-manage different employees, keeping in mind individual differences? Please reply in no less than 150 words with 2-3 in text references.
Then Please provide an anecdote from your own experience to illustrate your points in 100 words and if you state any opinions support them with references.
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Below is an example from another student...
Everyone is different and even the most talented manager cannot devise exact management plans and means to cater to the individual differences of his or her subordinates. Given this reality, an effective but overlooked avenue to custom-manage employees is to allow the employees to manage themselves. At first glance this appears to be a radical idea doomed to fail, but it can apply to both creative work (Pink, 2009) and routine work (Perschel, 2010). According to Daniel Pink (2009), autonomy, mastery, and purpose energize intrinsic motivation and intrinsically motivated people are more creative and satisfied. The degree to which companies use this idea varies from those such as W.L. Gore and Associates (Shipper & Manz, n.d.) that fully embrace self-management and self-organization to those such as Google and 3M (Rice, n.d.) that allow dabble time. Moreover, while self-management is usually associated with creative knowledge work, Zappos applies self-management to the routine work of call centers and warehouses (Perschel, 2010). Unlike most call centers that carefully monitor conversation times, Zappos’ call center employees can talk as long as is needed to satisfy the customer’s needs (Rick, 2012). Moreover, Zappos doesn’t use other typical call center metrics and depends on its employees to manage their own work (Rick, 2012). Zappos, a unit of Amazon.com, is remarkable since its employee management schemes do not conform to Amazon.com’s strict command and control management methods (Head, 2014).
Among other enterprise I am an active consultant. My consulting project team is a loose confederation of like-minded professors. We all prospect for work. The projects we seek involve a variety of research studies undertaken for organizations, businesses, and agencies. Depending on the project and the scope of work we sometimes work alone and sometimes we work in dyads or triads. In all situations we self-organize and self-manage the projects. The project are managed in a results only work environment (ROWE) in which schedules, work assignments, and compensation are mutually agreed. Unlike most consultants we do not care about billable hours--we are concerned with results and that the projects are completed on-time, in-budget, and to the satisfaction of the client. These consulting projects allow the team members autonomy, mastery, and purpose. I have successfully use ROWE-based consultancy for almost a decade and have earned hundreds of thousands of dollars doing so. In all instances the projects’ processes and products have been highly favorable. In addition to practical experience with ROWE, I also co-authored an academic paper on the subject with a Colorado State University graduate student and another colleague that has been presented at an academic conference (Elrick, Ondracek, & Saeed, 2013) and is slated for publication.
Elrick, J., Ondracek, J., & Saeed, M. (2013, October). Application of results-only work
environment to professional service firms. International Academy of Business and Economics Conference, Las Vegas, NV.
Head, S. (2014). Worse than Wal-Mart: Amazon’s sick brutality and secret history of ruthlessly
intimidating workers. Retrieved
Perschel, A. (2010). Work-life flow: How individuals, Zappos, and other innovative companies
achieve high engagement. Global Business & Organizational Excellence, 29(5), 17-30.
Pink, D. (2009). Dan Pink on motivation. TED Talks. Retrieved from
Rice, B. K. (n.d.) Dabble time. Leadership ConneXtions International. Retrieved
Rick, E. R. (2012). HDAW: Zappos product manager says companies have to take their eyes off
the scoreboard and focus on behaviors that drive results. Trailer / Body Builders, 53(5).
Shipper, F., & Manz, C. C. (n.d.). W. L. Gore & Associates, Inc. Retrieved from