Psychological for detachment from the past (Sonnentag, 2012).

application (max
250 words)


Many people struggle with their work-life
balance, this is vital for the well-being and performance of an employee
(Kriener, Hollensbe and Sheep, 2009). Gavin could use the ideas of reflecting
segmentation. Mindfulness to keep his employees well balanced (Michel, Bosch and Rexroth, 2014). Illustrating the
idea of private lives interfering with work with stories of family fights, the
team understand the effect it can have on their work and vice-versa. Gavin
should bring in a someone to teach them these daily techniques. They should set
up a daily routine of writing down both work and home stresses and get the
employees to evaluate their actions, highlighting the need for detachment from
the past (Sonnentag, 2012).  Thus, this
allows for them to focus on the present, instead of getting hung up on the

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The next stage is teaching the employees
to focus on now. This can be achieved through an exercise of mindfulness
meditation. They should sit for seven minutes only focusing on their breathing.
If something comes into their mind they should try and return to focusing on
their breath (Michel, Bosch and Rexroth, 2014). Practising this everyday allows
the team to practise focusing on the task at hand and ignore prior stresses and
worries. Thus, keeping them in the present.








application (max
250 words)


Brown (1995) suggests that team work
increases the quality and quantity of work towards the administration’s goal.
This could be to multiple approaches towards fixing the same problem. As a
result of lack of communication, the work of the group suffers. Janis (1972)
suggests that team members try to maintain group harmony by refusing to
challenge ineffective decisions.


Tuckman (1965) states this conflict is
healthy in a newly formed group. Tuckman (1965) hypothesises that there are
four essential steps for a team to coalescence. The first stage is forming.
This is where the team figure out shared goals and objectives. Moreover, the
members start to discover and test where they fit within the hierarchy. To move
into the next stage there must be a sharing of conflicting ideas. This leads to
stage called storming, where there can be power struggles and a lack of group
harmony. This is followed by settling into a harmonious norm.


Lola needs to encourage a minority
opposition in every project. This plants the idea that there are other paths to
choose within a project (Nemeth et al., 2001). This is achievable by assigning
her team to take on the role of devil’s advocate (Chen et al., 1996). This
forces members to vocalise the downside and think from other perspectives,
allowing them to notice different errors within their presentation. To counter
the displeasure towards those who oppose the status-quo (Greitemeyer et al.,
2008), Lola should give everyone a turn to be devil’s advocate.



scenario 3 (max
75 words)

Simon’s has
recently had problems fighting with his teenage daughter and appears distracted
from work. He used to be the best seller in Gavin’s team. Gavin has noticed
many of his employee’s productivity reduces around times of stress.


scenario 2  (max 75 words)


Lola has been put in charge of a new team.
They have had trouble bonding and working efficiently. A big presentation is
coming up and their lack of communication has halted the progress of the





(Herzberg, Frederick
1964) investigates
the two main factors that affect a person’s motivation towards a task. Clara
has fixed the hygiene factor already. This refers to someone’s environment, for
instance their salary or work perks. Without improving the second factor, the Motivator,
(Herzberg, Frederick 1964) suggests the employees only see the job as a way to
make money. (Herzberg,
Frederick 1964) finds that good hygiene factors cannot increase motivation or
job satisfaction from a base level. However, without these factors employees
can become discontent with their job.


Clara should increase the Motivator factors,
feeling recognised, carer progression suggested by Herzberg, Frederick
(January–February 1964). Clara should give the employees feedback at monthly
intervals. The feedback should not only highlight their achievements but also
be constructive. Bernard (1935) suggests there are three dimensions to
contentment. The locus of control and controllability are the dimensions most
applicable in this situation. He suggests when people lose faith in their
ability to obtain their goal when they don’t obtain a goal and feel it is due
to factors outside their control. Thus, Clara needs to set goals and give
specific advice on how to improve. Spotlighting the importance of their
achievements gives them recognition. Goals translates into perceived steps
towards career progression.


Furthermore, Landsberger (1950) noted
a proclivity for people’s work to have a high quantity and quality when they
are being watched by a superior. Accordingly, Clara should do the monthly
feedback in person. Thus, the employee feels not only watched but supported.


Clara is a manager of a call centre sales
team. She has noticed members failed to achieve their targets and have been
complaining about work in the break room. She worried it was due to working
conditions so improves the condition of the work room and made sure everyone is
paid at least a working wage. Despite complaints decreasing, her team is still
under performing.