CHAPTER 17 – ACTIVITIES/ EXERCISES

1. Briefly explain the below initial selection process:

There are three stages of selection an applicant
must go through in order to be accepted to the job.
Firstly, is the initial selection. Here, the applicant is
assessed with their basic information from their
application forms and background checks. Next is
the substantive selection where the applicant will
take written tests, performance tests or interviews.
Passing this stage puts the applicant in a contingent position. He/she will be lastly
assessed medically or personally by the HR. Failure to meet the qualifications in one of
these is rejection of the application. And that concludes the selection process for a job
application.

2. Why is training necessary? Defend your answer.

Training is necessary in order to be familiarized of the working environment and learn
the necessary skills one must possess before entering into actual labor. It is also to know
what are the basic rules or work processes your company working with, currently have.
Not only this, training will improve an employee’s performance and attitude towards
work. It can also boost satisfaction and morale. But most importantly, it can allow them
to assess oneself and determine their weaknesses and know what to focus on. Lack of
training will cause over dependability to supervisors and limits productivity overtime.

3. Give an example of a (1) formal and (2) informal training.

Formal
- Required webinar participation for employees.
- Scheduled meetings or learning courses per department.
Informal
- An employee’s voluntary participation in a coaching or mentoring program.
- A co-worker showing a new employee how to use the company’s database
management system.

4. Among the methods of Performance Evaluation, what do you think is the most
effective? Explain.
What I think is the most effective method of performance evaluation is the Behaviorally
anchored rating scales or the BARS Method. This is because this method collects both
qualitative and quantitative information. The advantage of this type of system is that it
focuses on the desired behaviors that are important to complete a task or perform a
specific job. This method combines a graphic rating scale with a critical incidents system.
Establishing specific behaviors for grading, are meant to give the rating a higher degree
of accuracy relative to performance. This is because you’re relying on unique, individual
behaviors required for each individual position within an organization, instead of
behaviors that can be evaluated in any position across the board. It is presumed that using
a rating scale with specific behaviors for selected jobs, minimizes the subjectivity in
using basic ratings scales. Also, this method claims that it helps improve an
organization’s performance because of its reliability as appraisals remain the same even
with different raters. And that it also has clear standards upon which employee is
appraised, is very accurate, and gives an objective feedback.

ASSESSMENT
Answer the following
1. Describe forces that act as stimulants to change.
Forces that are highly stimulant to change are those that are motivating or drives the
person to want to achieve something. Often, these forces can be harsh or factful that it’s
like an eye opener to a person’s reality. But other factors can also be enticing or
promising to one’s needs and wants. Like for example is influence, it can also be a
stimulant to change. It creates feeling of wanting to be belong or to simply have what
others have. But organizationally speaking, things that forces change in an organization
can be the nature of the workforce, economic forces, technology, competition, social
trends, and world politics.
2. Describe the sources of resistance to change.
Sources of resistance to change can be mistrust and lack of confidence, emotional
responses, fear of failure, poor communication and unrealistic timelines. Most often, a
person chooses to be stagnant because of them wanting to stay on their comfort zones.
So, it can also root to the difference in personalities. While outside sources are those that
affects them emotionally and mentally within the environment.
3. Summarize Lewin's three-step change model.
The three stages to Lewin’s model are the unfreezing, changing and refreezing.
Unfreezing is where we break the status quo and accept that there is a need for change.
Next is the changing step that marks the transition wherein we acquire the necessary
things significant for change like learning new habits, behaviors, or thinking process.
Lastly, is the refreezing step or the reinforcement stage to stabilize the new norm and
consistently maintain the changes made.
4. Explain the relationship between Lewin's change model and Kotter’s plan for
implementing change.
Kotter’s plans and Lewin’s change model are interconnected. It’s almost like Lewin’s
change model is the shorter and simpler version of Kotter’s. Both models offer excellent
insights into how successful change management happens. In my opinion, both can
actually work as one. Kotter’s 8-step model will act as the detailed guide throughout the
process while Lewin’s will be the mind concept to keep. Because both incorporates a
single goal which is to implement effective change.
5. Describe potential sources of, and ways of managing, work stress.
Sources of stress include long hours, work overload, time pressure, difficult or complex
tasks, lack of breaks, lack of variety, and poor physical work conditions. Others can be
socially induced like peer pressure, short-tempered boss, and strict supervisors. Ways of
management to stress personally can be seeking psychological counsels, learning coping
and relaxation skills and a changed lifestyle. But the most important is the awareness of
the build-up of stress. This way, you can handle it more and prevent further difficulty in
managing it. Best way is always finding ways to counter the stress you receive. Having
an outlet and keeping yourself from aggravating the stress coming from different sources.
6. Explain the values underlying most organizational development (OD) efforts.
- Respect for People
People are the purpose of organization and they are responsible for creating opportunities
for growth. They must, therefore, be treated with respect and dignified manners.
- Trust and Support
The healthy environment prevails when people are trusted and taken into confidence and
a necessary support is extended to them as and when needed.
- Confrontation
Any conflict on any issue should not be suppressed. It should be dealt with openness.
Suppression leads to dampening of morale. Identifying the problem and its causes,
discussing it openly and finding out feasible solution leads to boosting up morale of the
employees and creating good environment.
- Participation
The participation of employees who will be affected by the OD should be sought in
decision-making.
- Expression
Human beings differ in experience, maturity, ideas, opinions, and outlook. The
organization is at the receiving end. It gains from the differences in quality, ideas,
opinions and experiences of its people. Human beings are social animals; they have
feelings, emotions, anger and sentiments etc. They should be allowed to express their
feelings and sentiments. This will result in building up high morale and the people will be
motivated towards hard work ultimately resulting in increased efficiency.
- Power Equalization
Managers should learn to seek cooperation from each of the employees working under
him in his department. This will develop in creating the atmosphere of cooperation
leading to organizational effectiveness and willingness to accept change in the event of
organization development process.