Description
Week 2: Interactive activity
2.1 Learning Outcomes:
Chapter- 1 (01-03;01-04)
2.2 Action Required: (Knowledge Application-Apply)
This activity is important because as a manager, you should understand the factors that affect a firm’s profitability and long-term survival. According to the resource-based view, a company can gain competitive advantage from resources that are inimitable and rare.
The goal of this exercise is to demonstrate your understanding of the resource-based view by writing a conclusion in your words after reading a case study.
Case Analysis (The Resource-Based View in Sports)
Strategy and sports met in the movie Moneyball. The Oakland Athletics applied statistical analysis to the evaluation of players and surged in performance. The team’s analysis method, called sabermatics, was unique in how it applied objective data to predict future player performance. The Athletics were able to recruit players at a lower cost due to their proprietary knowledge. Even after competitors started using statistical analysis, the Athletics benefited from their early knowledge, capable staff, and history of decision making. All of this, of course, translated into profit for the team owners.
Competitive advantage comes from unlikely places in other sports as well. Researchers found that NCAA football programs benefit from staff diversity. Racial diversity among coaches and varied past experiences predict success. NBA basketball teams are more successful as they gain shared experiences. After years together on a team, just like after years together in a workplace, players/coworkers have a shared understanding of how work is done.
Financial resources are of huge benefit to the few universities with successful sports programs. Paying top coaches, building impressive athletic facilities, and fan support, all contribute to intangible gains such as reputation, stronger shared feelings of winning history, and motivation.
But what happens with a team suddenly loses its competitive advantages? In 1986, Southern Methodist University in Dallas, Texas, was dealt what is called the “death penalty” in college sports. After years of paying players and their families, among other serious violations of NCAA rules, the team was punished with the cancelling its entire 1987 season. This damaged recruiting efforts, fundraising, reputation, and shared experiences among staff and coaches to that point. It was 20 years before SMU was in another bowl game.
2.3 Test your knowledge:(Question)
Read the case about the resource-based view in sports and write the conclusion of this case in your words. Create a discussion board thread and upload your answers. (Min words recommended 100-150)
2.4 Instructions:
Read the case about The Resource-Based View in Sports & demonstrate your understanding.
Week 3: Interactive activity
3.1 Learning Outcomes:
Chapter- 4 (04-01;04-05)
3.2 Action Required:
The purpose of this interactive activity is to your understanding of the concepts learned from lessons.
3.3 Test your Knowledge (Question):
Access the discussion forum for this activity by clicking on the discussion link below.
Click on “Create Thread.”
Enter a title for your response in the “Subject” line.
Type your response into the message field to the following discussion prompt:
Pay attention to your employees’ job satisfaction levels as determinants of their performance, turnover, absenteeism, and withdrawal behaviors.
Job Satisfaction
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Agenda
Job satisfaction defined
Value-percept theory
Job characteristics theory
Mood and emotions
How important is job satisfaction?
Application
• Tracking satisfaction levels
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An Integrative Roadmap
Image: Copyright: McGraw-Hill Education. Permission required for reproduction or display.
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Job Satisfaction
1 of 2
A pleasurable emotional state resulting from the
appraisal of one’s job or job experiences
Based on how you think about your job and how you feel
about your job
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Job Satisfaction
2 of 2
What kinds of things do you value in a job? What is it
that makes you satisfied?
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Value-Percept Theory
Does your job supply what you value?
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Table 4-1
Commonly
Assessed
Work Values
Key Question:
Which of these things are
most important to you?
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Categories
Specific Values
Pay
• High Salary
• Secure Salary
Promotions
• Frequent Promotions
• Promotions based on ability
Supervision
• Good supervisory relations
• Praise for good work
Coworkers
• Enjoyable coworkers
• Responsible coworkers
Work Itself
•
•
•
•
•
Altruism
• Helping others
• Moral causes
Status
• Prestige
• Power over others
• Fame
Environment
• Comfort
• Safety
Utilization of ability
Freedom and independence
Intellectual stimulation
Creative expression
Sense of achievement
Sources: Adapted from R.V. Dawis, “Vocational Interests Values, and Preferences,” in Handbook of Industrial and Organizational Psychology, Vol. 2, Ed. M.D. Dunnette and L.M.
Hough (Palo Alto, CA: Consulting Psychologists Press, 1991), pp. 834-71; and D.M. Cable and J.R. Edwards, “Complementary and Supplementary Fit: A Theoretical and Empirical
Investigation,” Journal of Applied Psychology 89 (2004), p. 822-34.
Figure 4-1
The Value-Percept Theory of Job Satisfaction
Jump to Appendix 1 long image description
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Image: Copyright McGraw-Hill Education: Permission required for reproduction or display.
Figure 4-2 Correlations between Satisfaction
Facets and Overall Job Satisfaction
Jump to Appendix 2 long image description
Image: Copyright McGraw-Hill Education. Permission required for reproduction or display.
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The Work Itself
Job Characteristics Theory
• Jobs are more intrinsically enjoyable when work tasks are
challenging and fulfilling.
• Five “core job characteristics” combine to make some jobs
more rewarding than others.
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Figure 4-3 Job Characteristics Theory
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Jump to Appendix 3 long image description
Image: Copyright McGraw-Hill Education. Permission required for reproduction or display.
Growth Need Strength
Assessing Growth Need Strength
1. A feeling of doing something meaningful with my job
2. A chance to “spread my wings” and grow as an employee
3. An opportunity to be inventive and creative with what I do
4. A change to gain new know and skill
5. An opportunity to structure my work my own way
6. A feeling of challenge and self-expression
18, in this case is the average score.
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Figure 4-4 Growth Need Strength as a
Moderator of Job Characteristic Effects
Image: Copyright McGraw-Hill Education. Permission required for reproduction or display. Adapted from B.T. Loher, R.A. Noe, N.L. Moeller, and M.P. Fitzgerald,”
A Meta-Analysis of the Relation of Job Characteristics to Job Satisfaction,” Journal of Applied Psychology 70 (1985), pp. 280-89
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Core Job Characteristics
V1.
The job requires me to use a number of complex or high-level skills.
Response:
V2.
The job is quite simple and repetitive.
Response:
I1.
The job is arranged so that I can do an entire piece of work from beginning to
end.
Response:
I2.
The job provides me the chance to completely finish the pieces of work I begin.
Response:
S1.
This job is one where a lot of other people can be affected by how well the work
gets done.
Response:
S2.
The job itself is very significant and important in the broader scheme of things.
Response:
A1.
The job gives me a chance to use my personal initiative and judgement is
carrying out the work.
Response:
A2.
The job gives me considerable opportunity for independence and freedom I how
I do the work.
Response:
F1.
Just doing the work required by the job provides many changes for me to figure
out how well I am doing.
Response:
F2.
After I finish a job, I know whether I performed well.
Response:
150 is the
average
score.
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Jump to Appendix 4 long image description
Job Characteristics Theory
Exercise: Job Satisfaction across Jobs
Come to consensus on an SPS for:
• A third-grade public school teacher
• A stand-up comedian
• A computer programmer (who replaces “98” with “1998” in computer
code)
• A president of the United States
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Mood and Emotions
1 of 2
Even the most satisfied employees aren’t satisfied every
minute of every day.
Satisfaction levels wax and wane as a function of mood
and emotions.
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Figure 4-6 Different Kinds of Moods
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Jump to Appendix 5 long image
description
Image: Copyright McGraw-Hill Education. Permission required for reproduction or display.
Figure 4-5 Hour-by-Hour Fluctuations in Job
Satisfaction During the Workday
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Jump to Appendix 6 long image description
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Table 4-2 Different Kinds of Emotions
1 of 2
Positive Emotions
Joy
Pride
Relief
Hope
Love
Compassion
Description
A feeling of great pleasure
Enhancement of identity by taking credit
for achievement
A distressing condition has changed for
the better
Fearing the worst but wanting better
Desiring or participating in affection
Being moved by another’s situation
Source: Adapted from R.S. Lazarus, Emotion and Adaptation (New York: Oxford University, 1991).
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Table 4-2 Different Kinds of Emotions
2 of 2
Negative Emotions
Anger
Anxiety
Fear
Guilt
Shame
Sadness
Envy
Disgust
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Description
A demeaning offense against me and mine
Facing an uncertain or vague threat
Facing an immediate and concrete danger
Having broken a moral code
Failing to live up to your ideal self
Having experienced an irreversible loss
Wanting what someone else has
Revulsion aroused by something offensive
Mood and Emotions
2 of 2
Feeling vs. showing
• Emotional labor
• Emotional contagion
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Emotional Labor
Bonus Assessment: Emotional Labor
My job requires me to:
1. Make myself feel the things I need to express at work.
2. Attempt to actually experience the feeling that I need to display.
3. Try to feel the things that I need to show to others.
4. Conceal the emotions that I actually experience.
5. Pretend that I’m feeling things that I’m not.
6. Avoid showing the true emotions that I’m experiencing.
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Figure 4-8 Effects of Job Satisfaction on
Performance and Commitment
Jump to Appendix 7 long image description
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OB on Screen
Paterson
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