60 million us workers suffer abusive behavior W r i t i n g

60 million us workers suffer abusive behavior W r i t i n g

How would you as a manager prepare someone for an expatriate assignment? Please explain.

In addition to your reading, the following post might help you in crafting your response:

Main post example

“Management potential” is a phrase I often see in job descriptions, and often I get thrown for a

loop. What exactly


“management potential,” and do I have it? These are the questions I often

asked before moving on to the next job listing. However, after reading Chapter 1 of our textbook

and examining the article provided above, I have gotten a much better idea of what management

potential is, and what I can do to prove I possess it.

One of the most important themes I have noticed while reading Chapter 1 were the interactions

between the manager and his or her employees. As stated in Section 1-4 on pages 9 and 10 of our

textbook, one of the three major roles managers must play are interpersonal roles. The textbook

even further defines these roles in subroles, which outline various scenarios where the manager

is interacting with his or her subordinates in some way or another. On page 9, the Section 1-4

even specifically states that “[m]ore than anything else, management jobs are people-intensive.”

The interpersonal theme is also consistent throughout the other roles listed in Section 1-4, such

as the releasing of information or your employees under informational roles on page 12 and the

handling of disturbances in the workplace under decisional roles on page 13.

In the article above titled “Manager should recalibrate to attract and retain top employees”

written by Dr. Gilbert, Dr. Gilbert included some statistics from a 2017 Workplace Bullying

Institute study that stated that more than 60 million US workers suffer abusive behavior in the

workplace, where bosses were the “… perpetrators in an approximately 2-1 ratio.” In response,

Dr. Gilbert lists four different ways to create a more positive environment via interpersonal

connections: establish an office of equals by creating a mutual environment, talk to your

employees face-to-face rather than only email correspondence, give your employees a say when

it comes to making certain decisions, and learn how to come across to your employees to avoid a

unnecessarily negative office environment. In a world where, according to a Pew Research

Center study, more than one third of the workforce is made of millennials, Gilbert states that

older styles of more aggressive and exclusive management are being replaced with a more

employee-friendly and mutual workplace environment that values positive interpersonal


With this information provided through the textbook and Dr. Gilbert’s article, I have come to

establish an idea of how to respond to the “management potential” question. While I have not

had any previous managerial experience, I could prove my management potential through my

human-to-human connection skills. I often find myself being able to sympathize with others

well, while also not sacrificing the goals I must achieve.

For example, during my time volunteering at a local thrift store and food pantry, the all-women

employee group often clashed over various things. Those things included who completes what

task, how to organize different items, or what to bring out from storage to the storefront. So, I

learned how to deescalate these situations throughout my time there. I would typically sit down

with the opposing parties and discuss pros and cons on each of their ideas for the store. During

this time, I typically kept a low voice and allowed the sides to do most of the talking. Usually,

this ended up in some agreement on what decision needed to be made. Of course, there were

times where it didn’t always work out, but through further suggestions and person-to-person

conversations, we always made something work to keep the store running.

So in conclusion, I may have not had any previous managerial experience, but I could definitely

prove to become a great manager in the future through genuine and positive interpersonal

connections with my subordinates. As demonstrated in Chapter 1 in our textbook and the article

written by Dr. Gilbert, these interpersonal connections are one of the most important aspects of

any manager’s career. And from my past experiences and new knowledge on how to be a great

yet efficient boss, I feel as if I could prove that I have “management potential.”


Peer post example

Encouraging your workers and keeping them working ahead on company goals is definitely a

great skill to have. This skill could fall under the


function, as the textbook states that the

leading function ” . . . involves inspiring and motivating workers to work hard to achieve

organizational goals,” (6). Working with and encouraging your workers can also fall under

interpersonal roles, or more specifically the


role, in which ” . . . managers motivate and

encourage workers to accomplish organizational objectives,” (11).

The book also mentions that the encouragement of workers and overall environment positivity is

often a responsibility of top managers and first-line managers. Top managers are responsible for

the development of ” . . . employees’ commitment to and ownership of the company’s

performance,” (7). First-line managers take on the responsibility of ” . . . encourag[ing],

monitor[ing], and reward[ing] the performance of their workers,” (9). If you put the emphasis of

your ability to encourage your workers to be productive, then these two positions might best suit