PADM 610 LU Wk 2 Interpersonal Skills in Public Administration Case Study in this case study, you will apply the Statesmanship model you discussed in Modul

PADM 610 LU Wk 2 Interpersonal Skills in Public Administration Case Study in this case study, you will apply the Statesmanship model you discussed in Module 1 to a real, specific public administration context. What type of interpersonal skills are needed to effectively administer statesmanship in that context? Remember to discuss the importance of emotional intelligence and covenant in your case study. General Guidelines:
Case Study scenarios must be taken from documented (published) public administration contexts; no hypotheticals are allowed. Students can focus on one particular public administration organization or may refer to a particular situation (well-documented by the research) that many public administrators face.

Integrate Biblical principles in your case study discussion.

All ideas shared by the student must be supported with sound reason and citations from the required readings, presentations, and additional research.
The paper should be 4-5 pages of content in length (not counting the title page or references), double-spaced, and in APA format.

All required readings and presentations from the assigned module must be cited.

3-5 additional sources must be used. This need not be scholarly so long as they are provide relevant political and economic analysis of your chosen nation. Wikipedia may not be used (though certainly the student is welcome to review its content), and informal blogs are not appropriate. A Biblical-Covenantal
Perspective on
Organizational Behavior &
Leadership
© Dr. Kahlib Fischer, 2010
Basic organizational behavior concepts derived from Organizational Behavior (2009), by
Robbins, Pearson Custom Publishing.
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CONTENTS
CONTENTS …………………………………………………………………………………………………………. 2
LESSON 1: A Worldview Perspective on Organizational Behavior ………………. 5
What is a Worldview? ………………………………………………………………………………………… 5
Worldview as a Home ………………………………………………………………………………………… 5
What is Your Worldview? …………………………………………………………………………………… 6
Defining the Christian Worldview……………………………………………………………………….. 7
Application to Organizational Behavior ……………………………………………………………….. 7
The Biblical Idea of Covenant …………………………………………………………………………….. 8
Important Covenantal Terms ……………………………………………………………………………… 8
History of Covenant …………………………………………………………………………………………… 9
A Covenantal Model for Organizational Behavior ……………………………………………….. 10
OB/COVENANT MATRIX ……………………………………………………………………………….. 12
Conclusion ……………………………………………………………………………………………………… 12
LESSON 2: Individual Behavior in the Organization …………………………………… 13
Introduction ……………………………………………………………………………………………………. 13
Personality and Abilities…………………………………………………………………………………… 13
Values …………………………………………………………………………………………………………….. 14
Ethical Perspectives …………………………………………………………………………………………. 15
Outputs ………………………………………………………………………………………………………….. 15
Emotions and Moods ……………………………………………………………………………………….. 16
Perceptions ………………………………………………………………………………………………………17
Emotional Intelligence …………………………………………………………………………………….. 18
Job Satisfaction……………………………………………………………………………………………….. 18
Effective Job Attitudes …………………………………………………………………………………….. 19
Decision Making Constraints ……………………………………………………………………………. 20
Dealing with Constraints and Biases………………………………………………………………….. 21
LESSON 3: Motivating Employees ………………………………………………………………… 22
Motivational Theories ……………………………………………………………………………………… 22
Early Motivation Theories ………………………………………………………………………………… 22
Contemporary Motivation Theories …………………………………………………………………… 23
Employee Participation ……………………………………………………………………………………. 23
Payment Programs ………………………………………………………………………………………….. 24
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Flexible Benefits ……………………………………………………………………………………………… 24
Intrinsic Rewards ……………………………………………………………………………………………. 25
Biblical Summary ……………………………………………………………………………………………. 25
LESSON 4: Group Behavior and Work Teams……………………………………………… 27
Group Behavior……………………………………………………………………………………………….. 27
Stages of Group Development …………………………………………………………………………… 27
Group Properties …………………………………………………………………………………………….. 27
Group Decision Making ……………………………………………………………………………………. 28
Differences between Groups and Teams …………………………………………………………….. 29
Types of Teams ……………………………………………………………………………………………….. 29
Factors Relating to Successful Teams ………………………………………………………………… 30
Turning Individuals into Team Players………………………………………………………………. 34
When Should Teams Be Used? ………………………………………………………………………….. 35
LESSON 5: Organizational Communication ………………………………………………… 36
Formal and Informal Channels …………………………………………………………………………. 36
Direction of Communication …………………………………………………………………………….. 36
Interpersonal Communication ………………………………………………………………………….. 38
Organizational Components……………………………………………………………………………… 39
Which Channel to Use? ……………………………………………………………………………………. 41
LESSON 6: Leadership …………………………………………………………………………………… 42
Defining leadership …………………………………………………………………………………………. 42
Trait Theories …………………………………………………………………………………………………. 43
Behavioral Theories …………………………………………………………………………………………. 44
Contingency Theories ………………………………………………………………………………………. 45
Leader-Member Exchange (LMX) Theory ………………………………………………………….. 47
Inspirational Approaches …………………………………………………………………………………. 47
Authentic Leadership ………………………………………………………………………………………. 49
Defining Trust …………………………………………………………………………………………………. 49
Mentoring as Leadership ………………………………………………………………………………….. 50
Self-Leadership ……………………………………………………………………………………………….. 51
Challenges to Leadership Construct…………………………………………………………………… 51
LESSON 7: Politics, Negotiation and Conflict Resolution …………………………… 53
Motivations for Power ……………………………………………………………………………………… 53
Dependency and Power ……………………………………………………………………………………. 55
Sources of Power……………………………………………………………………………………………… 55
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Power Tactics ………………………………………………………………………………………………….. 57
Sexual Harrassment ………………………………………………………………………………………… 58
The Interactionist View of Conflict ……………………………………………………………………. 58
The Conflict Process ………………………………………………………………………………………… 59
Negotiation: Bargaining Strategies ……………………………………………………………………. 61
LESSON 8: Structure and Culture…………………………………………………………………. 63
History of Organizational Perspectives ………………………………………………………………. 63
Work Specialization & Structure ……………………………………………………………………….. 64
Control, Effectiveness & Structure …………………………………………………………………….. 65
Departmentalization and StRucture ………………………………………………………………….. 66
Cultures as Shared Meaning ……………………………………………………………………………… 66
Creating a Positive Culture ……………………………………………………………………………….. 68
Spirituality in the Workplace ……………………………………………………………………………. 69
LESSON 9: Human Resource Policies …………………………………………………………….71
Overview ………………………………………………………………………………………………………….71
Selection Practices …………………………………………………………………………………………….71
Effective Selection Processes …………………………………………………………………………….. 73
Training and Development ……………………………………………………………………………….. 75
Performance Evaluation …………………………………………………………………………………… 76
HR Policies and Labor Relations ………………………………………………………………………. 78
Managing a Diverse Workforce …………………………………………………………………………. 79
LESSON 10: Organizational Change and Stress Management ……………………. 81
The Context of Change …………………………………………………………………………………….. 81
Overcoming Resistance to Change …………………………………………………………………….. 82
Strategies for Change ……………………………………………………………………………………….. 84
Creating a Culture of Change ……………………………………………………………………………. 86
Managing Stress through Covenantal behavior …………………………………………………… 87
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LESSON 1: A Worldview Perspective on
Organizational Behavior
WHAT IS A WORLDVIEW?
For starters, it’s important to recognize that our view on organizational behavior, and indeed
on life itself, is influenced by our worldview. A worldview is an intellectual, emotional, and
spiritual framework by which every person views reality, makes sense of life, and applies
meaning to every area of life.
Everyone has a worldview, but the sad fact is that most people don’t really know that they
have one, or how their unspoken assumptions about truth, meaning, values, and humanity
influence every decision they make and every perception they have. As a result, most people’s
worldviews are undeveloped, which means that most people are making decisions based not
upon a coherent view of reality and life, but more likely an unclear, hodge-podge collection of
vaguely defined and unverified assumptions about life. If we want to be effective leaders and
managers in our organizations, and even more importantly, if we want to be successful human
beings, shouldn’t we know what we believe and why we believe it?
WORLDVIEW AS A HOME
One way of better understanding one’s worldview and what it is made up of is to compare it
the home in which we live. Consider your home—what characteristics do you ascribe to it? Do
you think of it in terms of how many rooms it has, what type of furnishings it possesses, how
big the yard is, etc.? Those are indeed relevant descriptors, but what about the foundation and
framework of your home? When was the last time you thought about those two very
important features of your home? Most of us give very little thought to those components
because they are not visible. And yet, if either of those are structurally lacking, the house will
fall, no matter how nice the yard, how many rooms the house has or how beautifully decorated
the home is. It’s the same with our worldview perspectives—we rarely if ever give any thought
to the foundational or framework assumptions associated with our worldviews. So let’s take a
look at each of these vital components.
The foundation of your worldview is what you believe about God. Do you believe in a
personal, intelligent Creator-being who is eternal and created the universe, or do you believe
that life evolved from nothing, by pure chance? You might even believe in some sort of
nebulous God-like being who is out there but doesn’t do much to communicate with the rest of
us. Perhaps you view Nature as some sort of spiritual entity to which we are all attached in
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some cosmic sort of way. If so, your worldview likely has more in common with an atheistic
worldview foundation than a Christian-theistic one, because in both cases there is no personal,
intelligent Creator being who interacts meaningfully and intelligently with His creation.
The framework assumptions are based upon this foundation, just like the framework of any
home is built upon the foundation. What one believes about God will determine what one
believes about truth and meaning (epistemology), values (axiology), and who we are as
human beings (ontology).
WHAT IS YOUR WORLDVIEW?
A good leader or manager, and indeed, a successful organization, is able to evaluate internal
strengths, weaknesses, and blind spots, so take a moment to evaluate any potential
weaknesses or inconsistencies in your worldview.
For starters, what do you believe about God? In the previous section, some basic options
were presented with regards to who this God might be (or might not be). But now consider the
implications of each choice, because your belief about God will greatly impact your perspective
upon meaning, values, and humanity.
For instance, epistemology is the study of how we arrive at truth and meaning. If you believe
in a personal creator-being, it is possible to believe in absolute truth and meaning, because
that God-being could communicate with us in meaningful and intelligent ways. But if you
believe in random chance as the foundation for life, or in some sort of impersonal, spiritual
“force” from which we all sprang, it should be no surprise if you’re a bit ambiguous in what you
believe about truth. You might be more inclined to believe that there is no such thing as
absolute truth or meaning, and that instead, everyone just sort of figures things out and makes
sense of life on their own. However, if that is really true, then why do we all appeal to an
inherent standard of right reasoning as we communicate with one another? Why do make
logical appeals as we seek to persuade one another? It seems like this use of logic is more in
keeping with an intelligent Creator-being than with starting point of random chance or a
vague, impersonal, spiritual “other”.
Likewise, axiology is the study of what we believe about values. If you believe in a personal
Creator being, you are more likely to believe in eternal timeless values like love, justice,
goodness and evil. If you’re not really sure what you believe about God, you might also find
that you’re not really sure about the notion of eternal, timeless values. Perhaps you see
concepts such as “love” as being more about what we do to protect ourselves—we “love”
others because those people add some sort of value to our lives. And yet, the very fact that we
understand the notion of altruistic, unconditional love and critique people who are not being
pure in their alleged love of others suggests that there is an eternal Creator-being who has
implanted in us an understanding of these eternal, timeless values. The same is true with the
fact that we all seem to appeal to an inherent sense of justice and fairness as we interact with
one another.
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Ontology is the study of who we are as human beings. If you are not sure what you believe
about God, it could be that you are likewise not very sure about what you think about your
existence as a human. If there is only a physical universe and no God that created it, then
logically, it follows that we humans are nothing more than complex blobs of chemicals, atoms,
and physical matter. If that is true, then why are we so interested in meaning and truth? Such
yearnings and aspirations are far more consistent with the notion of a personal Creator-being
who has made us in His image.
DEFINING THE CHRISTIAN WORLDVIEW
So what IS a Christian worldview all about? Obviously the starting point for the Christian
worldview—i.e., it’s foundational presupposition—is that there is in fact a personal, intelligent
Creator being who is timeless and all-knowing. He created the universe and is separate from it,
even though He is intimately involved in and with His creation. This is contrast to more Eastern
mystical perspectives which deify nature or view God as part of nature.
Epistemologically, God does communicate with intelligence and meaning, and obviously
through the use of words. Importantly, Jesus Christ came to this earth as the living “Word of
God” (see John 1).
Axiologically, we see the God of the Bible balancing both love and justice through Jesus Christ
and His work on the cross. Since God is perfectly good, He can’t tolerate any evil. Therefore,
man, being less than perfect and bound by sin, needed to be punished. But since God is also
perfectly loving, He can’t eliminate mankind, or else His perfect love would be compromised.
The solution—Jesus Christ coming to earth and taking on flesh, and dying on the cross for our
sins. As a man, He fulfilled God’s sense of absolute justice by ensuring that man was in fact
punished for his sins. But since He was also God, He was perfect and therefore able to be the
perfect sacrifice for us, thereby ensuring that God’s love was fulfilled on the cross and
subsequent resurrection of Christ.
Finally, ontologically, we know that we humans have value, not just because of what Christ did
for us on the cross but also due to the very fact that Christ came into this world not just as God
but as man, experiencing the same pain that we experienced in this dreary and difficult world.
We do not have a God who cannot relate to our pains and struggles; on the contrary, we have a
God who is intimately familiar with who we are and how we struggle.
APPLICATION TO ORGANIZATIONAL BEHAVIOR
So how does this Christian worldview impact organizational behavior? First of all, since all
truth is God’s truth, we can confidently …
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