Part II. Definitions and terminologies.
Destructive stress is something physical or emotional that restrains a person from completing tasks. For example, a lousy attitude stifles a leader from assigning specific people specific tasks even when they are best in those areas.
Constructive stress is anything that motivates a person to reach their goals and perform their tasks. For example, a person observes a mentor’s achievements and gets motivated to work hard and be like a mentor.
Communication and teamwork are some of the elements that bring change in an organization. The mode of information delivery in an organization affects how tasks are executed. When information is delivered with a sense of urgency, tasks are taken seriously. Teamwork encourages task completion in good time.
Control systems include output, behavioral and clan control. Output control is concerned with results, while behavioral control enhances or restricts behavior. For example, they are restricting smoking in the workplace. Clan control is concerned with workplace traditions, values, and expectations.
Job designs provide satisfaction with the interest of people in specific tasks. Approaches adopted for job design are job analysis, quality of work life, job rotation, job specification, job enrichment, and job enlargement. The methods form the requirements look for while hiring employees in all vacancies.
Part III. Short answer.
A leader may assign tasks under the perception that they are comfortable. The receiver of the communication might give the job less sense of urgency and allocate less time for the task. The recipient may even dismiss the task for later.
Avoiding does not resolve conflict. Competing creates a win-lose situation. In accommodation, issues remain unresolved as one party gives in to another party’s opinion to avoid conflict. Collaborating and compromising solves conflict.
Employees who work to satisfy basic needs have constructive stress. They work hard to improve their status and while at it, improve performance. According to Herzberg’s theory, achievements like promotions motivate employees. They desire to complete tasks in good time and even make extra efforts. Their development guarantees better pay to service their personal needs.
Attitudes toward change may be positive or negative. Positive attitudes are a result of constructive stress as well as understanding intentions. Negative attitudes are a result of negative pressure as well as failure to understand plans.
Part IV. Case study.
Planning ensured that Schneider Foods satisfied customer needs, which led to recognition as the leader of meat processing in Canada.
The company has continued to advance products to satisfy customer needs despite the founder’s death. Creativity enhances a group’s performance, and customers trust in the group’s products.
Schneider Foods enjoys operational planning through its motto, and tactical planning through a continued introduction, advertising and promotion of products to customers. Further, it enjoys strategic planning through its plan to form alliances with other countries. Strategic planning will expand the company’s areas of operation, and its products will be used widely.
Schneider Foods should use a business-level strategy to reduce rivalry and controls the entry of new competitors.
Schneider Foods adopted a motto that guides its employees. It has a website where customers find information on products and communicate with the company. Both tools are the strengths of the company because they concern both employees and end users of a product.
Schneider Foods management should engage employees, seeking their opinions. The opinions will be used to determine changes around the workplace as a short term tool. The company should undertake research to identify the strengths and weaknesses of competitors. The findings will be used to identify long term tools for the company.
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