Running Head: INCENTIVE SYSTEMS

Critical Analysis

MBA 6270: Regulatory and Ethical Environment of Business

Incentive Systems

1. As a manager, how would you coach this individual to be an effective team player and contributor on this project?

I would first praise him for being so efficient and completing his task. Then I would explain to him that people react differently to different situations and learn at different rates. In saying this, people do not complete the same tasks in the same manner. Just because he completes the task faster than another person does not mean they are not doing it right. I would explain that this is a team effort and everyone on the team deserves the respect they are giving to him on a daily basis (Nash, 1990, p. 97). I would explain that everyone on the team want to same goal of completion and are working to get there, and it is alright for him to take a leadership role. I would further explain that everyone has a particular role on the team and this need to be defined to make each person successful, because once again this is a team effort (Nash, 1990, p. 109). Nash (1990) states “Because relationships are ongoing and procedural in focus, one tends to be more aware of the long-term perspective” (p. 110). This is true because you can get the person(s) who are involved to think about the long and short-term implications of the business.

2. As a colleague, what would you say to this individual if he or she was part of a team you were working on for the development of a new product?

As a colleague I would inform him that we are here to complete a job for the customer and not here to become close friends or companions, but we do need to respect what each other do. I would explain that it’s alright for him to ask for assistance if he finds that he is in a bind because we are on the same team and working towards the same goal. You may need to re-assess your attitude because attitude can affect everyone around you. Your attitude is affecting the team and how they work together (Nash, 1990, p. 208). Everyone wants to be successful and move up in the company, but sometimes you have to help each other out to be successful in the “world.” For what you know, someone else may not know it and need you to explain it to them. We can become a stronger entity if we work together in this endeavor.

3. What would you say to this individual if he or she were your supervisor or manager?

“Many instances of unethical decision making arise from trying to protect the boss’s ego” (Nash, 1990, p. 205). People on your team really feel that you only care about your feelings and not theirs. We have some good ideas about how to get the project completed in a timely manner if you would just take the time to listen to us. We are supposed to be working as a team and not only as your employees. Everything that is done is not based on how much money is invested, but also how efficient the project is completed (Nash, 1990, p. 208). As a team we can sit down and look at the incentive system to make sure we have suggestions from everyone involved to build the skills needed to be successful. You may want to write down some questions to ask your team to see where skill building activities are needed to motivate the team to complete the task efficiently.

Reference:

Nash, Laura (1990). Good Intentions Aside: A Manager’s Guide to Resolving Ethical Problems. Harvard Business School Press: Boston, MA.

REFERENCES

Miller, R., & Jentz, G. (2008). Business Law Today: The Essentials. 8th edition. Mason, OH: Thomson Learning.