Answer to Question #108889 in Management for Ashna




 ” (https://www.trainingjournal.com/articles/features/talent-mobility-and-training-new-year-look-ahead Robert Horsley - 2 December 2019)  

  

Question: (20 Marks) 1. Discuss the HR planning process and its importance in light of the 2020 trends. (12)  

  

2. With reference to the article, discuss some of the challenges facing HR planning efforts. (8)
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msom 301 exam #2 review guide chapters 9, 10, 11, 12, and 15  50 multiple choice questions worth one point each (plus an extra credit question worth one point)  review (don’t memorize) all powerpoint slides on blackboard and your notes  bring a #2 pencil and a blank scantron form, and valid gmu id.  i post your grade on blackboard; i do not return the test. please note – the number of questions given below for each chapter might not equal to  the number of topics since, in a few instances, there is more than one question on a topic. chapter 9 ­ 9 questions  managing diversity/providing opportunities o managing diversity and inclusion­ managing a culturally diverse  workforce by recognizing the characteristics common to specific group of  employees while dealing with such employees as individuals and  supporting, nurturing, and utilizing their differences to the organization’s  advantage o equal employment opportunity (eeo): “freedom from discrimination on the basis of sex, color, religion, national origin, disability, and age”  diversity management programs­ value and leverage diversity  of all stakeholders—from employees to customers—to achieve  competitive advantage  affirmative action­ special efforts to recruit and hire qualified  members of groups that have been discriminated against in the  past  hostile work environment occurs when unwelcome sexual conduct “has the  purpose or effect of unreasonably interfering with job performance or creating an  intimidating, hostile, or offensive working environment.” o i.e. persistent or pervasive displays of pornography, lewd or suggestive  remarks, and demeaning taunts or jokes  sexual harassment­ conduct of a sexual nature that has negative  consequences for employment  glass ceiling­ metaphor for an invisible barrier that makes it difficult to rise  above a certain level in the organization  employee support groups can provide emotional and career support for  members who traditionally haven’t been included in the majority’s informal group o i.e. apple has a jewish culture group, gay/lesbian group, african­ american group, and technical women’s group  anticipated labor force  o by 2050:  the percent of whites in the labor force will decrease to about  48.2%  1/3 of workers will be of hispanic origin  hispanics are the largest and fastest­growing minority  percentage of black workers will slightly increase to 12.4% 1 
  asians will make up 8.6% of all civilian workers o  phased retirement­ allow older employees to work fewer hours per week o retirees return to work because employers don’t want to lose their  accumulated knowledge, willingness to work nontraditional shifts, and  their reliable work habits chapter 10 ­ 10 questions   strategic leadership is a behavior that gives purpose and meaning to  organizations, envisioning and creating a positive future  sources of power o legitimate power­ leader has the right or authority to tell people what to  do; employees are obliged to comply with legitimate order o reward power­ leader influences others because s/he controls valued  rewards; employees comply to receive those rewards o coercive power­ leader has control over punishments; employees comply to avoid punishments o referent power­ leader has personal characteristics that appeal to others; employees comply because they like the leader, desire for approval, or  want to be that leader o expert power­ leader has certain expertise or knowledge; employees  comply because they believe in, can learn from, or otherwise gain from  that expertise  traits of effective leaders o drive­ set of characteristics that reflect a high level of effort, including high need for achievement, constant striving for improvement, ambition,  energy, tenacity (persistence in the face of obstacles), and initiative o leadership motivation  extraversion is consistently related to leadership emergence and  leadership effectiveness o integrity­ correspondence between actions and words o self­confidence­ ability to overcome obstacles, makes decisions despite  uncertainty, and instills confidence in others o knowledge of the business: leaders should have a high level of  knowledge about their industries, companies, and technical matters  leaders should also have intelligence to interpret vast quantities of information  behavioral approach­ leadership perspective that attempts to identify what  good leaders do­­ that is, what behaviors they exhibit 2 
  decision styles o autocratic­ leader makes decisions on his/her own and then announces  those decisions to the group  results in higher performance than democratic style o democratic­ leader solicits input from subordinates  results in the most positive attitudes o laissez­faire­ leader essentially makes no decisions o situational approach­ leadership perspective proposing that universally  important traits and behaviors do not exist, and that effective leadership  behavior varies from situation to situation  participation in decision­making o autocratic leadership­ leader makes decisions on his/her own and then  announces those decisions to the group o democratic leadership­ leader solicits input from subordinates o laissez­faire­ leadership philosophy characterized by an absence of  managerial decision making  university of michigan studies concluded that task­oriented behavior and  relationship­oriented behavior should be exhibited in order to be an effective  manager  situational approach­ leadership perspective proposing that universally  important traits and behaviors do not exist, and that effective leadership behavior varies from situation to situation  vroom model­ situational model that focuses on the participative dimension of  leadership o factors used to analyze problems  decision significance  importance of commitment  leader’s expertise  likelihood of commitment  group support for objectives  group expertise  team competence  fiedler’s contingency model of leadership effectiveness postulated that  effectiveness depends on the personal style of the leader and the degree to  which the situation gives the leader power, control, and influence over the  situation chapter 11 ­ 13 questions  four consequences of behavior o positive reinforcement­ applying a consequence that increases the  likelihood that the person will repeat the behavior that led to it o negative reinforcement­ removing or withholding an unpleasant  consequence o punishment­ administer an aversive consequence o extinction­ withdrawing or failing to provide a reinforcing consequence.  when this occurs, motivation is reduced, and the behavior is  extinguished, or eliminated  expectancy theory­ theory proposes that people will behave based on their  perceived likelihood that their effort will lead to a certain outcome and on how  highly they value that outcome 3 
 o  abraham maslow’s need hierarchy­ human needs theory postulating that  people are motivated to satisfy unmet needs in a specific order o  erg theory postulates that people have three basic sets of needs that can  operate simultaneously o existence needs­ all materials and physiological desires o relatedness needs­ relationships with other people and are satisfied  through the process of mutually sharing thoughts and feelings o growth needs­ motivate people to productively or creatively change  themselves or their environment  extrinsic and intrinsic rewards o extrinsic reward­ reward given to a person by the boss, the company, or some other person (i.e. praise, paycheck, bonuses) o intrinsic reward­ reward a worker derives directly from performing the  job itself (i.e. sense of accomplishment)  job enlargement­ giving people additional tasks at the same time to alleviate  boredom  job enrichment­ changing a task to make it inherently more rewarding,  motivating, and satisfying o hackman and oldham model of job enrichment 4 
   skill variety­ different job activities involving several skills and  talents  task identity­ completion of a whole, identifiable piece of work  task significance­ important, positive impact on the lives of others  meaning, responsibility and feedback provide motivation  autonomy­ independence and discretion in making decisions  feedback­ information about job performance  growth need strength­ degree to which individuals want  personal and psychological development  herzberg’s two­factor theory describes two factors that affect people’s work  motivation and satisfaction o hygiene factors­ workplace characteristics (i.e. policies, working  conditions, pay, supervision) that could make employees dissatisfied o motivators­ nature of the work itself, actual job responsibilities,  opportunity for personal growth and recognition, and the feelings of  achievement the job provides  empowerment­ process of sharing power with employees, thereby enhancing  their confidence in their ability to perform their jobs and their belief that they are  influential contributors to the organization  procedural justice­ using a fair process in decision making and making sure  others know that the process was as fair as possible chapter 12 ­ 11 questions  group and team definitions o group­ collection of people who interact to undertake a task but do not  necessarily perform as a unit or achieve significant performance  improvements o team­ small number of people with complementary skills who are  committed to a common purpose, set of performance goals, and  approach for which they hold themselves mutually accountable  traditional environment vs new team environment o traditional work groups were closely supervised 5 
 o today’s teams have more authority and often are self­managed o teams are now used in many more ways than in the past   look at exhibit 12.1 in the textbook  types of teams o work teams­ teams that make or do things, such as manufacture, sell,  assemble, or provide service o project and development teams­ teams that work on long­term projects  but disband once the work is completed o parallel teams­ teams that operate separately from regular work  structure and exist temporarily o management teams­ teams that coordinate and give direction to the  subunits under their jurisdiction and integrate work among subunits o transnational teams­ work groups composed of multinational members  whose activities span multiple countries o virtual teams­ teams that are physically dispersed and communicate  electronically more than face­to­face  stages of team development o  team leader roles o task specialist­ individual who has more advanced job­related skills and abilities than other group members possess o team maintenance specialist­ individual who develops and maintains  team harmony  groupthink occurs when a tightly knit group is very cooperative that agreeing  with one another’s opinions and refraining from criticizing others’ ideas become  norms  social loafing­ working less hard and being less productive when in a group  conflict management strategies o avoidance­ ignoring the problem by doing nothing at all, or  deemphasizing the disagreement o accommodation­ style of dealing with conflict involving cooperation on  behalf of the other party but not being assertive about one’s own interests 6 
 o compromise­ style of dealing with conflict involving moderate attention  to both parties’ concerns o competing­ style of dealing with conflict involving strong focus on one’s  own goals and little or no concern for the other person’s goals o collaboration­ style of dealing with conflict emphasizing both  cooperation and assertiveness to maximize both parties’ satisfaction chapter 15 ­ 8 questions  world­class organization o requires applying the best and latest knowledge and ideas and having  the ability to operate at the highest standards of any place anywhere o world­class companies create high­value products and earn superior  profits over the long run.  o they implement more effective and competitive organizational strategies,  structures, processes, and management of human resources o the result is an organization capable of competing successfully on a  global basis  chief information officer responsibilities include: o coordinating the technological efforts of the business units,  o representing technology in the top management team, o identifying ways that technology can support the company’s strategy, o supervising new technology development, o assessing the technological implications of major strategic initiatives such as acquisitions, new ventures, and strategic alliances o managing organization’s information technology (it) group   “tyranny of the or”­ belief that things must be either a or b and cannot be both o “genius of the and”­ ability to achieve multiple objectives at the same time  organizational development (od)­ systemwide application of behavioral  science knowledge to develop, improve, and reinforce the strategies, structures,  and processes that lead to organizational effectiveness o  human resources management o od intervention: attracting good people, setting goals, and appraising and rewarding performance  reasons for resisting change o inertia o timing o surprise 7 
 o peer pressure o self­interest o misunderstanding o different assessments o management tactics  force­field analysis­ approach to implementing lewin’s  unfreezing/moving/refreezing model by involving identifying the forces that  prevent people from changing and those that will drive people toward change o unfreezing­ realize that current practices are inappropriate and that new  behavior is necessary o moving­ instituting the change o refreezing­ strengthening the new behaviors that support the change  proactive change­ anticipating and preparing for an uncertain future; implies  being a leader and creating the future you want 8 organising staffing 1. meaning organising refers to the process of putting together various resources and activities of the organisation into a system. staffing is a process of recruitment through which competent employees are selected, properly trained, effectively developed, suitably rewarded. 2. objective: the main aim of organising is to identify and bring together all the resources. the main objective of the staffing is to obtain the most competent and efficient staff to improve the overall performance. 3. area of function: it involved identifying the activities and grouping of relative activities of the organisation. staffing involves selection, recruitment, training, promotion, transfer, etc. of employees. 4. factors in organising function, internal as well as external factors are considered to make arrangement or resources. in staffing function, only internal factors such as human factor, finance, work load, etc. are considered. 5. resources organising is related with all the resources as they need to be properly arranged. staffing is related with human reso Hi there!


It depends, from a few days up to 2-4 weeks or so. If longer, you can contact HR directly and ask.


Was it helpful?


All the best,
GB *any examples are for illustrative purposes only.*  
  
**orientation (hr.01.04.01)**  
the joint commission’s glossary defines orientation as "a process used to provide initial training and information while assessing the competence of clinical staff relative to job responsibilities and the organization’s mission and goals."   
  
orientation may be further described as an introductory program and/or activities intended to guide a person in adjusting to new surroundings, employment, policies/procedures, essential job functions, etc. each organization is responsible for determining when and how long a person is considered to be in orientation.   
  
the requirements found at hr.01.04.01 outline specific topics to be included in an employee’s orientation process and documented. for example, orientation to key safety content that must be completed before staff provides care, treatment, and services often include:
• fire safety and response  
• infection prevention and control  
• emergency response (code blue, rapid response, etc.)  
• active shooter  
• bomb threats  
• personal safety  
• emergency management (internal/external disaster plans)  
• medical equipment failure and reporting process  
• utility system disruptions and reporting process
  
 additional examples may include:
• work schedule  
• employee attendance, time and resource management expectations  
• employee responsibilities in the event of an internal or external disaster  
• managing a patient’s pain  
• sensitivity to cultural diversity  
• patient rights  
• code of conduct expectations  
• infection prevention and control  
• maintaining privacy and security of protected health information; sometimes referred to as hipaa training.
  
**competency (hr.01.06.01)**  
while not formally defined, competency may be described as a combination of observable and measurable knowledge, skills, abilities and personal attributes that constitute an employee’s performance.  the ultimate goal is that the employee can demonstrate the required attributes to deliver safe, quality care.  
  
competency assessment timeframes may vary greatly based on the individual’s entry skill level and the complexity of the task(s) the individual will be required to safely perform.  for example,  demonstrating competency on performing a bedside glucometer test will take less time to achieve than caring for a patient who has just undergone an open heart procedure that involves managing/monitoring complex equipment and highly refined assessment skills.  
   
because of the variability involved in both the number and complexity of competencies an individual must be deemed competent, organizations often give consideration to these factors rather than assigning a finite period of time in which competency must be achieved, however, this would be an organizational decision.  
  
while the joint commission does not define required competencies that must be completed, organizations should consider the following:
• when determining competency requirements, consideration should be given to needs of its patient population, the types of procedures conducted, conditions or diseases treated, and the kinds of equipment it uses. competency assessment then focuses on specific knowledge, technical skills, and abilities required to deliver safe, quality care.  
 
• competency assessments for knowledge and technical skills intrinsic to an individual’s professional education are generally not required. for example:
- administration of oral, im or sub-q medications may be intrinsic to professional education, but the use of a programmable infusion pump for iv administration may be a required competency.  
 
• basic assessment skills, such as heart/lung sounds may be part of education, but assessment skills required to care for patients on a neuro-surgical unit may require advanced competency assessments in evaluating a patient’s neurological status.  
  
• basic infection prevention and control knowledge may be part of education, however, knowledge and skills related to sterile technique, sterilization, and high-level disinfection would be competencies expected of an or nurse, surgical assistants and sterile processing staff.
  
survey activities will focus on the organization’s requirements, compliance with evidence-based guidelines, standards of practice and regulatory requirements. the accreditation requirements that address orientation and competency are found in the human resource (hr) chapter of the accreditation manual. each joint commission-accredited organization has a copy of the manual containing these requirements. now let's dive into the 8 areas of wellness and what you can do for your team in each area.

1. occupational

this area of wellness is directly tied to your place of employment! occupational (aka vocational) wellness at its best leads to fulfillment and satisfaction. when a person uses their talents, gifts, ideas, and personality to do their work, they are more likely to experience healthy occupational wellness. it is also crucial for a person's line of work to align with their goals and values.

occupational wellness is tied to company culture as well. this wellness area can suffer if employees don't feel supported by their managers, their relationships with coworkers are poor, or the culture places unrealistic or unnecessary expectations.

addressing all of the other areas of wellness will help boost occupational health as well.

what hr can do

as an employer, you can help fulfill this need by improving company culture, hiring for a proper best fit, and placing employees in areas where they can use their unique personality, talents, and skills optimally.

2. physical

our physical wellness includes how we eat, exercise, and sleep. our physical health includes our posture while we work, how many breaks we take during the workday, and how late we stay up to work.

at zenovate, we've held a walk across the nation competition to see who could get the most steps over a year. we ended up walking and running enough as a team to travel to each city or town our team members live in.

what hr can do

you can help employees by providing access to fitness classes, yoga classes, and nutrition classes through an eap or wellness program. encourage your team members to take a walk during the workday. or, have a contest to see who can run the most miles in a month. turn those notifications off well before bed to help the body prepare for a good night's rest. take some time during a company meeting to do a quick yoga session together.

3. emotional

this area of wellness is all about building emotional intelligence. it is about respecting others’ feelings and healthily managing emotions.

you can do this by setting an example for your employees. create an environment where it is okay to express feelings – we are all human, after all! emotional wellness is crucial. 96% of workers believe that empathy from company leaders is essential for employee retention.

help foster good feelings by showing genuine interest in others, their interests, and how they are doing.

check out this resource for more on how to encourage employees with their mental and emotional health.

what hr can do

providing employee counseling is a superb way to address emotional wellness. all of us need to have someone to confide in with our feelings. you can also offer life coaching for those that may not be interested in therapy. it's also in the little things - let your employees know that you appreciate them. encourage managers to provide support. publicly recognize employees when they do a great job.

4. social

the social dimension of wellness is all about building great, loving relationships with others and being a part of a supportive group.

this one is a must, especially for remote teams. meeting social needs is a significant challenge for remote workers. many feel disconnected from their coworkers and are feeling the effects of little social interaction.

you can address multiple areas of wellness at once by having a yoga or meditation session with your team during your company-wide meeting.

what hr can do

a simple thing you can do to help the social dimension is to have the video on during zoom calls. we all want to see some smiling faces!

consider getting your team together in person outside of work. check out these 38 outing ideas.

5. intellectual

we need to be intellectually stimulated. our intellectual well-being can be supported by reading, learning, problem-solving, playing strategic games, and more.

what hr can do

work with your company managers to set aside time each quarter just for learning. this can look like a certification day or take a half-hour each week to brush up on the latest industry news or topics related to your role. include employees in brainstorming sessions, and make them an active part of future planning for the company.

you can also have a team book club or cooking class.

6. spiritual

spiritual wellness can include our religious beliefs, values, and how we find meaning in life. mindfulness ties into our spiritual wellness - it is essential for the soul to be in the present moment.

this can also look like taking time for reflection.

what hr can do

provide opportunities for employees to reflect through meditation or journaling. encourage employees to take mental health days or to take their full pto. we all need to step away from work so we can return refreshed and renewed.

you can also revisit your company values and have an open dialogue about what those mean for your employees. what do those values look like when they are acted out? how do those values relate to the 8 dimensions of wellbeing.

7. financial

employee financial stress costs employers $500 billion every year. 58% of americans feel that money controls their life. financial concerns significantly impact mental health and even physical health, leading to fatigue, trouble sleeping, difficulty concentrating, and irritability.

financial wellness at its best doesn't allow finances to gain control of you. we've seen more and more demand for financial coaching over the years - and for a good reason.

what hr can do

you can provide financial courses to help employees learn how to budget, pay off debt, and meet their financial goals. provide employees opportunities to advance through internal recruitment.

8. environmental

the environmental area of wellness is all about reconnecting with nature. being in nature can help lift your mood, decrease anxiety, and improve focus.

environmental wellness can also include our workspace. is it cluttered? noisy? a clean, distraction-free workspace is a simple way to reduce daily stress.

what hr can do

at zenovate, we’ll fly out members of our team meet to go hiking, biking, and even mountain climbing! if your team works together in person, consider walking meetings or simply taking the meeting outside the office. The more time you save at the beginning of your project, the more time you'll have left at the end. So check out these 5 top tips:  

  

1. Look at Dependent Tasks  

  

It's just as important to see the big picture as well as the details. Understanding the overall purpose and goal of the project allows you to make decisions and resolve issues that arise.  

  

If you have linked tasks in your plan with a finish-to-start relationship, then think about whether you really need to wait until the first task finishes, or if there is an opportunity to move forward with the second task early.  

  

2. Get Rid of Unnecessary Tasks  

  

When you first write your plan, you'll be writing a task list under the impression that everything is achievable, so you'll include all of the tasks you can think of that might need to be included to deliver your project.  

  

However as the project progresses, things change and you'll become time constrained. It's then that you need to review the list of tasks in your plan and cull anything that isn't absolutely necessary to deliver as part of the project.  

  

By the way, you don't have to delete the task - but instead just move it to a "Post Project Completion" phase so that once the project is complete, you have some odds and ends to tidy up.  

  

3. Add More Resources  

  

Are there tasks or deliverables that anyone can do without specialized training? Can you add more people without tripping over each other? If so, then bring in more people and delegate those non-specialized tasks to them-it will save you considerable amounts of time.  

  

4. Outsource Where You Can  

  

If you have confidence in a third party to get the work done, outsourcing part of the project can be a huge timesaver. You might outsource to an external organization, independent contractors or even another department. Just make sure that they take responsibility for the work you give them and include them as through they are a core part of your team.  

  

5. Help Your Team Save Time  

  

Watch everything your team do and where you see inefficiency, help them improve to save time. Also, teach them to delegate their tasks to others, so that they can work smart with their time.  

  

Give them the right tools they need to do the job quickly. React to their needs immediately and make sure they are never "waiting on you" to do their job. If you give your team the right direction, support, and tools, they will save you time on projects and make your job easier kia ora fang and welcome to studyit!

there are some really solid points made in this essay and you have addressed the question throughout. your use and choice of quotations is good.

some of your points are a bit hard to follow. from your planning, i would strongly suggest that you plan to a greate… it all varies depending on the team.if you’re close to production, pressure is high. outside of this there are a lot of variation, but in general people are working a lot. this is not really that there are explicit pressure to work long hours but many are very committed , and i think that when you are joining a team you’re more likely to pick up the same rythme.in terms of compensation, it depends on the role / the team and how much they want you after the on-site, but they will in general align on other offers you may have (from google/fb/apple/amazon/...) tuesday, april 5, 2016 chapter 12 leadership and follower-ship 80%-85% are followers 15%-20% are leaders - leadership - process of guiding and directing the behavior of people in the work environment • formal leadership - ofﬁcially sanctioned leadership based on the authority of a formal position • informal leadership - unofﬁcial leadership accorded to a person by other members of the organization - management and leadership • management - planning and budgeting - organizing and stafﬁng - controlling and problem solving • leadership - setting a direction for the organization - aligning people with that direction - motivating people - early trait theories • distinguished leaders by - physical attraction - personality characteristics - abilities (speech ﬂuency, social skills, insight) �1 
 tuesday, april 5, 2016 - behavioral theorists - learning what behavior is strengthened or weakened by applying consequences or rewards • lewin on leadership - autocratic style - the leader uses strong, directive actions to control the rules, regulations, activities, and relationships in the work environment - democratic style - the leader uses interaction and collaboration with followers to direct the work and work environment - laissez-faire style - the leader has a hands-off approach ohio state studies • - initiating structure - leader behavior aimed at deﬁning and organizing work relationships and roles; establishing clear patterns of organization, communication and ways of getting things done - consideration - leader behavior aimed at nurturing friendly, warm working relationships, as well as encouraging mutual trust and interpersonal respect within the work unit • michigan studies - production-oriented leader • focus - getting things done • uses direct, close supervision • many written an unwritten rules - employee-oriented leader • focus - relationships • less direct, close supervision • fewer written or unwritten rules • displays concern for people and their needs - leadership grid - an approach to understanding a leader’s or manager’s concern for results (production) and concern for people �2 
 tuesday, april 5, 2016 figure 12.1: the leadership grid - organization man (5,5) - a middle-of-the-road leader �3 
 tuesday, april 5, 2016 - authority compliance manager (9,1) - a leader who emphasizes efﬁcient production - country club manager (1,0) - a leader who has great concern for people and little concern for production, attempts to avoid conﬂict, and seeks to be well liked �4 
 tuesday, april 5, 2016 - team manager (9,9) - a leader who builds a highly productive team of committed people - impoverished manager (1,1) - a leader who exerts just enough effort to get by (1,1) should be on the bottom left of grid - paternalistic “father knows best” manager (9+9) - a leader who promises reward and threatens punishment �5 
 tuesday, april 5, 2016 - opportunistic “what’s in it for me” manager (opp) - a leader whose style aims to maximize self-beneﬁt - fiedler’s contingency theory - ﬁt between leader’s need structure and favorableness of leader’s situation determine the team’s effectiveness • least preferred coworker (lpc) - single person leader has least preferred to work with - high lpc - leaders who describe lpc in positive terms - low lpc - leaders who describe lpc in negative terms - situation favorableness • task structure - number of rules, regulations, and procedures one likes to have in order to get the work done position power - legitimate authority given by organization that person belong to • - being able to grant rewards or punishments • leader-member relations - how leader interacts with coworkers and subordinates �6 
 tuesday, april 5, 2016 - path-goal theory of leadership • a - vroom-yetten-jago normative decision model • decide - can make the decision on their own without the opinion of anyone else • consult individually - person goes around and tells each person the situation and asks for their input • consult group - discuss the issue as a whole and asks for the groups input • facilitate - calls group together as a group consult, but the leader also puts in their input and the group makes a decision together • delegate - has the group discuss it alone without the leader and they make a decision together manager should use the decision method most appropriate for a given situation �7 
 tuesday, april 5, 2016 - the situational leadership model - leader-member exchange • leaders form two groups of followers - in-groups (inner circle) • members similar to leader • given greater responsibilities, rewards, attention • within leader’s inner circle of communication • high job satisfaction and organizational commitment, low turnover • stress from added responsibilities - out-groups (outer circle) • managed by formal rules and policies �8 
 tuesday, april 5, 2016 • given less attention; fewer rewards • outside the leader’s communication circle • more likely to retaliate against the organization • stress from being left out of the communication network - inspirational leadership theories • transformational leadership - inspire and excite followers to high level of performance • charismatic leadership - use the force of personal abilities and talents to have profound effects on followers • authentic leadership - have a conscious and well-developed sense of values and act in ways that are consistent to their value system - emotional intelligence - ability to recognize and manage your own emotions and the emotions of others figure 12.6: five types of followers - alienated • they’re passive in their behavior, they don’t have enough guts to stand up or challenge the panel that is speaking to the group • they do have their own opinions and ideas - sheep • group of people who ﬂock together that do not think independently or critically - effective follower • the group companies would like to see more of • they contribute to the company, work harder and smarter for the company, and are willing to contribute ideas to the company - yes people • people that are active in the company and are considered hard workers • committed to the company but are willing to be followers, and do not think for themselves �9 
 tuesday, april 5, 2016 - survivors • a person that somehow always chooses the best solution when faced with a crisis or challenge int the workplace • can recognize problems that are coming in the future much faster than the average person • make low risk decisions when recognizing the problem that’s coming • “better safe than sorry” �10 They employ a lot of former MBB consultants, so the interviews are similar to what you would expect at MBB, however less structured/more flexible (can be longer, or shorter, cases are not that unified). Obviously, in their cases they focus a lot on financial sector. So, the good approach to prepare for the interview with MA would be just to prepare as you would do for MBB, but to put more focus on financial services/payment cases. As regards personal fit questions, focus on highlighting the same virtues as for the MBB, i.e. leadership, team work, analytical skills, goal orientation, entrepreneruship.