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Employee Reaction”  Please respond to the following:For a job you know well, create a questionnaire of five items that elicits employee reaction to the employees’ levels of compensation. Identify what information should be included in a job analysis and job evaluation in order to develop a job structure.Compare and contrast the features of exempt and non-exempt employee status in a table format. Speculate how employers benefit from having one type or another. Develop a recommendation for your organization about how to increase the probability that it is meeting all employment regulations

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reply to thestudents’ responseand not the questionin 150 words minimum and provide 1 reference. Respond to the students response as though you are talking to them, use namequestionPick one of Bob Pike’s Laws and comment on it (research his website). .Student responseOne of the major laws of learning by Bob Pike is that learning does not occur unless behavior changes. This is based on the definition of learning by Taylor and Hamdy (2013) that learning is about acquiring new knowledge and skills that will impact one’s behavior. It is therefore notable that the effectiveness of training is based on what the trainees do with what they have learned. As explained by Young (2012), the training will not be successful if the learners do not change their behavior based on the acquired knowledge. For instance, when training employees to change their working styles, the training program would be effective only if they leave their old ways and adapt their new working strategies. It will be a waste of time if employees use the learned skills only during the training program and get back to their old ways immediately after the training.As noted by Taylor and Hamdy (2013), for learning to occur, skill practice is very important during training sessions. If the trainers are expected to do things differently, they should be provided with many opportunities so as to be comfortable when accepting new knowledge in a non-threatening environment. This is an indication that learners should have successful experiences to use techniques and information learned in class so as to increase the probability of applying them on the job. With adequate practice, the newly learned knowledge becomes the norm. Additionally, when provided with practical experiences, learners will understand how to apply the learned knowledge and skills in their jobs and thus would be encouraged to use them to improve their efficiency and effectiveness (Stahl & Davis, 2011). This way, learning will have occurred because it would be clear that it has impacted behavior. When training employees, learning will occur if what they are taught is applied in their jobs.ReferencesStahl, S. M., & Davis, R. L. (2011). Best practice in medical teaching. Cambridge: Cambridge University Press.Taylor, D. C. M., & Hamdy, H. (2013). Adult learning theories: Implications for learning and teaching in medical education: AMEE Guide No. 83. Medical Teacher, 35(11), e1561-e1572.Young, E. B. (2012). Positioning in the context of adult learning and participation: An interpretive biographical study. SAGE Open, 1, 1-13.

W5 BUS 318 Organizational Behavior

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Required ResourcesTextBierema, L. (2014). Links to an external site.An introduction to organizational development. San Diego, CA: Bridgepoint Education, Inc.This text is a Constellation™ course digital materials (CDM) title.Chapter 9: Organizational-Level InterventionsChapter 10: OD and the FutureArticleMaynard, M. (2014, June 17). As Mary Barra Returns To D.C., Can GM’s Culture Really Change? (Links to an external site.)Links to an external site.. Forbes. Retrieved from http://www.forbes.com/sites/michelinemaynard/2014/06/17/as-mary-barra-returns-to-d-c-can-gms-culture-really-change/Stout, H., Vlassic, B., Ivory, D., & Ruiz, R. (2014, March 24). General Motors Misled Grieving Families on a Lethal Flaw (Links to an external site.)Links to an external site.. The New York Times. Retrieved from http://www.nytimes.com/2014/03/25/business/carmaker-misled-grieving-families-on-a-lethal-flaw.htmlWeek Five LectureLearning and Managing KnowledgeA learning organization is an organization that acquires and manages knowledge. They are innovative and flexible, which allows for survival in an ever-evolving environment. A true learning organization creates a culture that promotes, supports, and encourages learning in addition to collaboration and the generation of new ideas. Such an environment allows for mistakes, places value on employee contributions, and nurtures the desire to learn. It is through experience and experimentation that organizations learn, acquire, and maintain knowledge.The specific steps in becoming a Learning Organization, according to Greenberg (2013), are organizations must establish a commitment to change, be willing to adopt an informal organizational structure and develop an open organizational culture where risk-taking is welcome. All organizations learn and change; however, the key to learning and changing is to do so willingly and proactively. Motorola is a good example of a learning organization, as they work to move beyond their old mindset and strive to make forward-thinking changes. Motorola has received the Malcolm Baldridge Award for Quality and the top learning award from ASTD (American Society for Training & Development). With over 60,000 employees, they strive to maintain their innovative, cutting-edge commitment to learning. While there are many facets to their success, one of them is Motorola extends training programs to every employee in their organization, where most organizations reserve training funds for key employees.Pasher & Ronen (2011), O’Dell & Hubert (2011), and Senge (2006) agree that learning and knowledge management is critical to an organization’s success. Learning and knowledge can be measured through maturity, levels, and specific components such as resources, leadership, change management, communication, IT, and so forth.The U.S. workforce is now comprised of four different generational cohort groups, each with its own history, value-shaping experiences, and motivational patterns. Gravett and Throckmorton (2007) reported the striking difference in the mindsets, motivations, and behaviors of these four generations in the workforce have the potential to bring both challenges and opportunities to the organizations they serve.The four generational cohorts in today’s workforce include:Silent Generation, also known as the Veterans, born between 1925 and 1945, who comprise 7.5% of today’s workforceBaby Boomers, born between 1946 and 1964, who comprise 42.0% of the workforceGeneration X, born between 1965 and 1977, who comprise 29.5% of the workforce;Generation Y, also known as the Millennials, born between 1978 and 1989, who comprise 21.0% of the workforce today (Martin & Tulgan, 2002)That makes the Baby-Boomer generation anywhere between 49 and 67 years old. How is your organization managing knowledge and continuing to learn?References:Gravett, L., & Throckmorton, R. (2007). Bridging the generation gap: How to get the Radio Babies, Boomers, Gen Xers, and Gen Yers to work together and achieve more. Franklin Lakes, NJ: Career Press.Greenberg, J. (2013).  Managing behavior in organizations (6th ed.). New York, NY: Prentice Hall.Martin, C. A., & Tulgan, B. (2002). Managing the generation mix: From collision to collaboration. Amherst, MA: HRD Press.O’Dell, C., & Hubert, C. (2011).  The new edge in knowledge: How knowledge management is changing the way we do business. Hoboken, NJ: John Wiley & Sons.Pasher, E., & Ronen, T. (2011). The complete guide to knowledge management: A strategic plan to leverage your company’s intellectual capital. Hoboken, NJ: John Wiley & Sons.Senge, P., Kleiner, A., Roberts, C., Ross, R., Roth, G., & Smith, B. (2006). The dance of change: The challenges of sustaining momentum in learning organizations. New York, NY: Doubleday.DISCUSSION 1EthicsFollow both of the following links and read the brief articles.  In the first article: General Motors Misled Grieving Families on a Lethal Flaw (Links to an external site.)Links to an external site., identify the key ethical issues and the accountability issues from an OD point of view. In the second article: Mary Barra Returns (Links to an external site.)Links to an external site., describe the challenges ahead of Mary Barra.DISCUSSION 2LearningAs you reflect on this week’s lecture, describe the learning process in your organization. Does it take into account the varying generations? What does it do to capture learning and knowledge?  What can your organization do to ensure future learning?ASSIGNMENTAction Research ProjectYou have been hired as a consultant (to your current organization, previous organization, or a fictional organization). Describe and analyze a human resource/organizational problem(s) and recommend an organizational development strategy (ies). Provide a rationale as to why you think this approach will help. This will require a practitioner analysis of the organizational problem of interest and an academic literature review of similar organizational problems and organizational development strategy (ies) that you believe will be most beneficial in solving the problem. Also, provide an evaluation plan for the proposed intervention(s).The plan should have the following headings:Problem IdentificationDescription of the organizationContext of the problem:How do you know it’s a problem?Specifically what is the problem (select from list below)?TurnoverJob SatisfactionDiversityPerformance AppraisalsDownsizingTraining & DevelopmentNeeds Assessment and DiagnosisData collectionData analysisProposed Organization Development Interventions/Strategy(ies)Required resourcesTimelineAnticipated resistancePotential benefit(s), i.e. cost savingsSuggested Evaluation ApproachSummary/ConclusionsThis final assignment should be 8 to 10 pages in length (not including the title and reference pages). You must use at least five scholarly sources and format your paper according to APA style guidelines as outlined in the Ashford Writing Center.

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DISCUSSION BOARD ASSIGNMENT 150 WORDS…..Your readings this week introduced you to the four managerial functions: planning, organizing, leading, and controlling. The readings also explained the significance of these four functions to managerial success and the role that personal values play in managing………………………………….150–word statement that answers both of the following questions:How does each of the four functions of managers contribute to organizational success?How might a manager’s value system impact her/his approach to the various functions?Support your work with specific citations from the Learning Resources. You are allowed to draw from additional sources to support your argument, but you must cite all sources using APA standards. All quoted material must be identified, cited, and referenced per APA standards.You are encouraged to enrich your posting with your personal examples, experience, or insights.Before you submit your initial post, edit your postings carefully for spelling, grammar, and punctuation errors.ASSIGNMENT 1……………….This week, you have explored the concept of management as both a set of functional tasks and as an extension of the values, ethics, and attitudes of an individual. Now consider the case of Costco Wholesale in Chapter 10 of your course text.Consider the accomplishments of Jim Sinegal and Craig Jelinek at Costco Wholesale. In your opinion, what character and value traits led them to create and manage this successful company? What guiding principles have these CEOs used to successfully manage and expand this organization? What makes this organization different and successful?………………………………………….300-word paper which answers all of the following questions:How would you describe Craig Jelinek’s personality?What terminal and instrumental values are likely to be especially important to him as a manager?How would you describe Costco’s organizational culture?What role do you think Jim Sinegal and Craig Jelinek played in creating and maintaining Costco’s organizational culture?Which of your specific values will be evident in the way that you will manage? Why?ASSIGNMENT 2………………………Final Paper: Week 1For this course, you will submit a Final Paper in Week 5. You will start working on your Final Paper during this week and proceed through weekly steps to have the Final Paper ready in Week 5.For the Final Paper, you must choose one subject from a list of possible management subjects and then research that subject. You will then write your own paper on the subject you chose. You must use at least 3 acceptable references to support your arguments and conclusions and utilize the required format. Your paper will explain as well as critique the subject that you have selected. More details regarding your Final Paper are provided in the Final Paper area of the course navigation menu.Submit by Day 5 the following to your Instructor for approval:Select your subject from the list of subjects provided in the Final Paper area of the course navigation menu and locate at least 3 appropriate references for your project.CHOOSE ONE FROM THE LIST………………………..List of Subjects for the Final PaperFor the Final Paper, please choose from among 10 leadership concepts listed below.MotivationJob SatisfactionWork PersonalitiesTeamworkLeadershipLeaders and FollowersPlanningOperations ManagementThe sequential and the concurrent product development processesQuality ManagementBusiness EthicsRequirements in Content, Length, and FormatThe focus of the Final Paper must be only one of the ten leadership concepts listed above.The paper will consist of a minimum of three parts:An introduction to conceptA detailed explanation of the leadership concept with at least one real or theoretical example of its applicationA critique of the concept.In your opinion, is the concept valid? Is it practical? Why? Specifically, give a reason for your opinion, and support in with facts, observations, or logic.RESOURCESJones, G. R., & George, J. M. (2017). Essentials of contemporary management (7th ed.). New York, NY: McGraw-Hill.Chapter 1, “The Management Process Today” (pp. 2–41)In this chapter, you will explore what it means to be a manager, including the various roles and functions that a manager fulfills. You will also be introduced to levels of management and the idea of building competitive advantage.Focus on the definitions provided throughout the chapter. Review and think about the examples and anecdotes provided that illustrate the major ideas being conveyed. Consider the challenges for management in a global environment. Ask yourself what management really is in the 21st century.Chapter 2, “Values, Attitudes, Emotions, and Culture: The Manager as a Person” (pp. 42-72)In this chapter, you will look at the Big Five—personality traits, values, attitudes, moods, and emotion—that impact the organization. You will also explore the importance of understanding and managing one’s own behavior and what drives the behavior of your peers and employees.Focus on the definitions provided throughout the chapter. Review and think about the examples and anecdotes provided that illustrate the major ideas being conveyed. Consider the manager as a person, and not just as a function. Think about the idea of an organization having its own culture, and how that culture is created and sustained.Chapter 10, “Leaders and Leadership” Section “Consideration at Costco” (pp. 345-346)