Questions and Answers of Retail Management

What type of V2 incentives would you offer the architects to help implement your plan? Would you provide them incentives that move the architects closer to pleasure or incentives that drive them
If you were Craig, or one of the consultants, what would you do in this situation? The objectives are to improve profitability, maintain creativity, and maintain the current culture of the company.
Compare your costs to your benefits of completing this improvement project implementation. Does the project make sense, financially, to undertake? What are the short-and long-term returns on
What benefits would be received from this project? Benefits may be financial or in softer, nonfinancial forms. They may be short-or long-term benefits. Benefits may include increased productivity,
Darwin’s theory of evolution suggests that biological organisms gradually mutate and change over time to form new organisms that are better equipped to compete and survive in their environments.
Review Advanced Skill Builder 8.1 above. Create a comprehensive implementation plan for your performance management improvement recommendations. Include materials needed, training resources required,
What motivated this individual the most, avoiding pain or seeking pleasure?
Perform the same exercise on a colleague or classmate by interviewing them. Make sure to inform the experimentee that it is important to include “irrational fears” in such an exercise.Honesty and
If you were to sum all of the V1s for seeking pleasure, and all of the V1s for avoiding pain, which type of consequence did you value the most?
On which individual consequence did you place the most value, avoiding pain or seeking pleasure?
Using Table 8.2, what possible improvements would you suggest be made to remedy the situation? Would you suggest any that are not on the list? Explain.
Which factors overlap between the two different perspectives (the supervisor’s and the workers’)? On which factors do the two perspectives not converge? As the president of the company, what
Now pretend that you are one of the two workers. List all of the factors that you think contribute to their poor performance.
Pretend that you are the supervisor in this skit. Using Table 8.2, list all of the factors that come in to play in relation to the poor performance of the two workers.
Watch the video and analyze the two workers and the supervisor for performance deficiencies. Obviously, Lucy and Ethel showed poor performance during their tenure at the Chocolate Factory.From your
If you were the boss/manager, what steps would you have taken to increase your motivation to complete this task and become a more productive employee? Was this reasonable? What prevented your manager
For each task, which variables left the most room for improvement in motivating you to perform at maximal levels?
Divide actual motivation numbers by maximum potential motivation values to determine the percentage “gap” in motivation values for each task.
For each task, determine the maximum numerical motivation value that could be achieved by applying 5s to all variables mentioned above and recalculating motivation for each task.
Determine the numerical motivation value to complete each task by using the formula Motivation = V1 * E.
Calculate a V1 value for each task. Remember the formula is V1= Σ (I * V2).
A rating of 5 would be anchored by the statement: “I strongly believe that I can complete this task if I try.” A rating of 0 is anchored by: “I believe that no matter how hard I try, I cannot
Determine a numerical value for the level of effort you put into each task.a. Create a numerical value of V2 on a scale from -5 to +5.Consider the +5 rating on this scale to be anchored by the
For each task, create an expectancy model of motivation similar to that in Figure 8.5 of this chapter. Each task will have separate branches composed of several I’s and V2’s.
Consider your current company, or your most recent employer.Think of a job or role in which you were unmotivated. Think of at least three tasks that you were required to do, but did poorly on because
Is there anything missing in your new model? Is there any way these employees could not be highly motivated now? If they are not motivated, what may you have left out?
Communicate to operators the instrumentality link between each V1 and each V2.
Communicate to the operators the expectancy link of how maximum effort on this task will lead to the desired results(explain E for each V1).
In order to make this lemonade stand prosper, choose three tasks the two lemonade stand operators must do exceptionally well.Utilize Figure 8.5 (page 222) in this chapter to create an expectancy
Where do you fall in this matrix? Are you on the border or the extreme? Where would you like to be and what can you do to get there?
If you were a teacher, how could you utilize the expectancy model variables to inspire a C student to be an A student?
Assuming that the “C students run the world” hypothesis is correct, how is it that students who display these ability/motivation characteristics in school can be so successful in the corporate
In which quadrant(s) would you most likely find F students most consistently? Why?
In which quadrant(s) would you most likely find C students most consistently? Why?
In which quadrant(s) would you most likely find A students most consistently? Why?
How could Ryan motivate the employees to remain with 3C and be committed workers? Choose whatever approach from the chapter you think could be useful.
Use the expectancy model as a tool to analyze this situation. The lack of a bonus is a loss of an important reward. Are there other rewards that 3C could focus on? How could employees be reengaged
The CEO, Ryan, is facing the prospect of employee turnover, particularly when employees are informed that a bonus is not going to happen this term. Can the CEO somehow soften the negative fallout
The competitive context changed for 3C. Should the company change its approach to incentive pay as well?
Would the results have been different if they were anonymous?Should a company’s 360-degree feedback program be anonymous? Why or why not?
Did any of the feedback from within each category (supervisor, peer, direct reports) vary much? If so, what does this mean? Does it make the feedback irrelevant to you? Why or why not?
Is there a difference between the scores you gave yourself and the scores you received from the group? Were you harder or softer on yourself than others were on you? Do you think the feedback is true
Average out all of the scores for each group. There should be average scores for each job dimension on your self-evaluation, supervisor evaluation, peer evaluation, and direct reports evaluation.
Instruct them all about the purpose of this exercise and ask them to answer the questions as honestly as possible. Educate them on the philosophy of the CIT scales and what they mean. Let them spend
The end goal of any performance management system should be changed behavior in the positive direction. Which of the two sets of feedback statements are more likely to achieve your desired result of
If you were to give feedback #2 instead of feedback #1, would you feel as though you were not being genuine? Would you feel that you sugarcoated the feedback? Do you feel this violates your personal
Feedback should not be about communicating in order to satisfy our emotional needs and desires. Emotions should be left out of the equation. Of course this is easier said than done. Self-awareness is
Next take each statement and rewrite it in a format that focuses on the individual’s performance behavior instead of character and personality flaws. Take yourself and your feelings out of the
What kind of response do you think you would receive from these individuals were you to give them this feedback in this type of format? Write out an expected response for each.
Choose three people with whom you have worked recently whom you did not like, either as performers, as people, or both. List everything you dislike about each person, starting with phrases such as
What could be done to remove criteria from the undesirable quadrants (2 and 3) and include more in the desirable quadrants(1 and 4)?
For each exercise, the person being interviewed (including yourself) either had a positive, negative, or neutral opinion of the performance evaluation system at their company. Was there a correlation
Under which quadrant do the comments from your sample survey fall?a. Are most evaluations focused on the relevant or the irrelevant?b. Are most criteria increasing in direction or decreasing in
Interview two colleagues who have worked in other companies.Find out their experience with performance evaluations.a. Create a similar list for the person being interviewed.b. Place each of their
Each component (both good and bad) should be placed in one of the quadrants based upon its direction and its focus.
For each one of these characteristics of the evaluation, place them in one of the four quadrants shown in Table 7.2, A Conceptual Framework for Understanding and Influencing Evaluator Affect on page
Think back to evaluations you have received in the past. Make a list of all of the components that went into making both the good points and the bad points of the evaluation. Examples would
Of course, this theory does not apply to everyone in all circumstances. Some people change their behaviors and habits much more easily than others. Highly coachable employees may skip many or all
Why did you choose this sequence? Do you have any experience that affirms your suggestion? Explain.
Too many times, managers look at negative emotions as things to avoid. Instead, the best managers are courageous enough to give“tough love” while providing a safe framework for employees to
What kind of rules, metrics, or guidelines would you build around your new feedback system? Would these guidelines help alleviate any of the symptoms described by the Acme PaperCo CEO?Explain.
Create your own company evaluation formal feedback system.Create at least ten questions that you would send to employees after their evaluations. You can make them open-ended, multiple choice, or
Will your response differ based upon the industry, education level of employees, geographic location, current economic climate, or other elements? Or does your answer cover all variables?
If you were the consultant, how would you respond to the rationalization of the Acme PaperCo CEO? Use concepts from this chapter, this book, and your previous work experience.
What did you find out from the interviews? How effective were evaluations in motivating the employees?a. Were evaluations tied to pay and/or promotions in each company? Did this make a difference in
Call or contact three workplace professionals you know. One should be at a place in his/her career similar to yours. One should be farther along the career path than you. And one should be farther
Create a one-page interview questionnaire to determine the effectiveness of a company’s performance evaluation program.Include open-ended questions that encourage the user to discuss both strengths
Based on your above analysis, what can you conclude about your liking as a possible bias when evaluating performance and providing feedback? (Hint: A lack of correlation between liking and
Perform the analysis on ten people you like using questions 1–4 above.
Is there a correlation between the people you dislike and their status as a performer or a nonperformer? Do you show a tendency to dislike low performers more than high performers or vice-versa? What
Answer the following questions:a. Observer: What was the difference in the interactions, responses, and overall success of the evaluation during the second trial? Did the second trial resemble a
Repeat step 1 above with three modifications.a. Evaluator: Phrase the feedback focusing only on the person’s actions, instead of his/ her character. Refer to specific events instead of character
Was anything accomplished here? On a scale of 1–10, how uncomfortable was this for the observer to observe? Did it look as though the evaluator was trying to help the person being evaluated, or did
The evaluator begins by telling the person being evaluated exactly how he/she feels, holding nothing back. Tell the person exactly what you think of him/her (let your emotions do the talking). The
Do you see any patterns that emerge as you move through the criteria? Explain.
Any ratings at a 4 or above would point to potential deficiencies an evaluator may have in providing objective, honest, and professional feedback during evaluation sessions. On how many of the above
How difficult was it for you to choose a number for some of these ratings? Was it ambiguous or unclear for some and less ambiguous or unclear for others? Why? Would creating a CIT for each variable
As the observer, how did the person receiving the evaluation take the constructive criticism during each trial? Was it easier for them to hear, having been told the things they have done well before
As the evaluator, did you find it difficult to find good things to say about the other person using the feedback sandwich? Did you want to skip straight to the constructive criticism? Which method
Person being evaluated: Describe the difference in your feelings of defensiveness when comparing the two different methods of feedback. Was it easier to receive criticism when the feedback-sandwich
Choose two other villains and rotate the roles of evaluator, observer, and person being evaluated, among the group of three.Repeat step 1 above.
Form groups of three: an evaluator, a person being evaluated, and an observer. Choose a villain from a reality show, movie, or series with which the three of you are familiar. The evaluator is to
Speakers: Did you feel as if the other person really understood where you were coming from? Did you feel as if you were being listened to? How much more open to their opinions were you if you were
Listeners: Did this feel similar to a normal “argument” or disagreement you have had in the past over similar issues? What was different about taking part in the discussion this time?
Pair up with another individual. Find something that you disagree on (politics, taxes, music, pop culture, etc.). Allow one of the partners to describe his/her point of view for three minutes. After
How would you (or how did you) respond to the person being interviewed as to the importance of implementing your strategy for eliminating evaluator bias at the company? What could you present from
How pervasive is evaluator bias in the company you assessed?How important did the person you interviewed feel that evaluator bias was (whether it exists, how big a concern it is)? How much did the
Interview someone you know who works in a company, preferably in a management position. Share with them your plan for eliminating evaluator bias in performance evaluations. List the reactions of the
Imagine that you own a multimillion dollar business (or use an example you have used in a previous exercise). Create a strategy to eliminate evaluator affect in each of the following categories for
What could be done at the organizational level to prevent this type of problem in the future with other employees?
How could this problem be resolved? What would you recommend to Brent? What would you recommend to Brooke?
What is the problem from Brooke’s perspective?
What is the problem described in this opening example? Describe the problem from Brent’s perspective.
What can you do proactively today to better take on the characteristics of the role that best suits your personality and management goals? Describe.
Can you think of any other authoritative roles? Include them in the table above.
Think back to employees you have managed in the past. Which of these roles are you most likely to take on when giving a performance evaluation (or just managing in general)? Do you take on
Which of these roles was the most effective when evaluations and feedback were provided to you? Why do you think this was effective for you?
Review the authority roles below.a. For each role, write a description of what each of these roles mean to you. Be specific. Use examples where possible.b. For each role, list some managers or
Is there such a thing as giving too much praise in an evaluation?Is it possible for an evaluator to focus too much on the positives and not enough on the negatives? Have you ever looked for in-depth
Is it fair to make the higher ends of a rating scale almost impossible to reach during an evaluation? Or should companies consistently have the top 20 percent (for example) of their employees scoring

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