Employees who are highly engaged are committed to their work and see themselves as helping “build a cathedral.” Disengaged employees have essentially checked out—they are merely “laying bricks” for a paycheck, not building a cathedral. According to the Gallup report of 2013, only about 30% of the American workforce was “engaged,” and international data showed essentially the same results. In 2019, Gallup found that engagement had risen somewhat since 2013. (Both reports are in the attachments) With this in mind, address these questions:
What is the impact of “engaged” versus “disengaged” employees on a company’s profits? For the purposes of this assignment, treat “engaged” as if it means the same thing as “inwardly committed to the good of the business.” (You can ignore whether or not they participate in company bowling or softball leagues.) Why do you believe this?
Using Lewin’s 3-Stage Model, how would you re-engage disengaged employees at every level in the organization? What conditions need to be in place in order to accomplish this? How would you make sure that their engagement results in a measurable increase in the productive effort? (See Lessons 7 and 8 in attachments)
How would you use Drucker’s Management by Objectives, combined with Lewin’s 3-Stage Model, to secure the commitment of all employees, at every level of an organization (all the way to the bottom)? (See Lesson 1)
What can leaders do to preserve this commitment once it is attained? Is there a specific style of leadership that you believe would best serve this purpose? Why? How is EQ related to this style?
Requirements:
At least 7 pages long, not counting the title page and references.
Papers need to be formatted in proper APA style.
It’s a formal academic paper that must include an introduction and a conclusion.
A minimum of at least five credible sources for your references.
You must include the lectures material in attachments.
Don’t just summarize the materials you got from your research. Explain why you believe it to be true–or not true. To do that, you can use theoretical arguments, or you can use examples from your personal work experience, or you can build your own examples, which, of course, must be based on realistic and clear assumptions.
Sample Solution
decreasing trade barriers to set up business in another country. So before setting business in another country it is essential for the managers to understand the cultures of host country because every country has different culture. As the Australia and New Zealand are going to do business with Indonesia. As Indonesia is the part of the Southern Asia cultural cluster and Australia and New Zealand are the part of the Anglo cultural clusters (Deresky 2011). There is lot of cultural differences between these. So before doing business foreign investors should check the cultural differences. Cultural Dimensions by Geert Hofstede: Different sources has identified different cultural dimensions. (Phatak, Bhagat and Kashlak 2009) has identified 5 cultural dimensions that are Power Distance, Individualism, Masculinity, Uncertainty Avoidance, Long Term Orientation. But in the website resources Geert Hofstede has added six dimension that is indulgence. For the study purposes, six dimensions are discussed here. • Power Distance: It means dealing with inequalities which occurs within cultures. It sees the superiors and subordinate’s relationship and what are power distances between them. As we see in the case, Indonesia is a highly power distance country where business relationships are paternal and maternal, subordinates think that superiors should take care of their interests as parents. They are too much dependent on the superiors and there is lot of unequal rights to both. Communication is inappropriate. While in Australia and New Zealand, the power distance is low that means they believe that everyone in the business know why they are in the organisations, what the organisations expect from them and top management feels that employees should communicate their problems to them and gain equal rewards for their work. • Individualism: It describes the norms, cultures to focus on the relationship between individuals and groups. It sees whether people works individually and as a part of group. Indonesia has low individualism means that employees work as a group in the workplace, they give more importance to family, friends etc. They generally try to select that persons who are their favoured. Where as in western countries like Australia and New Zealand the people work for themselves and they keep their personal and professional life separate and fulfil their own contracts, needs. • Masculinity: It means to see whether emphasis is on achievement and earning. Indonesia scores low on the masculinity as compared to Australia and New Zealand that means Asian people that they prefer quality of life and not run after material things like money while in western countries during work they give high priority to the work if they have set some deadlines they tend to achieve it on the specific time. • Uncertainty Avoidance: It means to measure how people reacts to the unseen situations. Indonesia scores less on the uncertainty avoidance as compared to Australia and New Zealand. Indonesian believes that uncertainty is common in business and they do not take stress. They believe that managers shoul>
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