Essays on Work at Resort Sunshine Assignment

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The paper "Work at Resort Sunshine" is a great example of an assignment on human resources. From the description provided, one thing is very clear; Michael and Isabella are quite different. While Isabella is an extrovert, Michael has been portrayed as a complete introvert. Isabella has been presented as an outgoing person. She finds pleasure in interacting with other staff members while working. From the case study is true that in most cases she solves problems she encounters using resources from other members. This explains why she is suitable for organizing staff social functions.

Besides, it is very clear from the experience of how she feels when she misses out on celebrations like New Year’ s Eve just because of the job. She feels unhappy just because she missed such a celebration. Her character explains why she is in love with a tour and travel jobs. According to Myers-Briggs, this describes the character of someone who is an extrovert. This is completely contrary to the nature of her boss. Michael is a complete introvert. The way he undertakes duties and responsibilities under him is an illustration of this trait.

He tries as much as he can to minimize his contacts with other members of staff. He prefers working when the doors of his office are closed. This explains why in most cases he does not understand his staff. This is because he does not want to interact with them frequently. This is compounding problems at Sunshine Resort which has led to the decline in the level of returns. Michael has been described as someone who is emotionally unstable. He does not seem to have control over his feelings.

Whenever he is amused, it is very easy for every staff to notice from far. He lets his anger take leadership of whatever he is doing at that particular time. This has been one of the contributors to poor performance in the company. It has been caused by poor relationships with other members of staff. These have summed up to compound issues at Sunshine Resort. If only he was in a position to put his feelings under control, it would have been easier for him to mobilize other staff members to work towards the same course.

On the other hand, Isabella on many occasions sounds like someone who is calm and self-confident. This is what gives her the ability to move on in pursuit of new challenges. This is because she believes in what she does. She is focused on accomplishing what she sets her eyes upon. According to Lencioni (2000), self-confidence gives birth to extraordinary leaders. Similarly, it is based on self-confidence that she desires a comprehensive and transparent performance appraisal. She values accountability and that is the reason she is always willing to take responsibility for all she does.

This may not be exactly what her boss, Michael would desire in his line of duty. Another aspect that sets Isabelle and Michael apart is honesty. In as much as both are committed to the achievement of the goals of the company, they seem to be using divergent means of attaining these objectives. The way Michael carries his responsibilities is depicted as a dishonest person. He easily takes advantage of customers on business missions to manipulate them.

He overcharges them while giving the excuse that such a small amount is not noticeable. This act in itself, according to Bossidy, Charan & Burks (2002), this is unethical. He is, therefore not guided by integrity and that is why he acts dishonestly in the name of improving the revenues of the company. On the other hand, Isabelle is guided by integrity in all she does. She upholds integrity regardless of the pressure from her boss to perform contrary to her stand. She chooses to be firm in spite of all these.

References

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Bossidy, L., Charan, R. & Burk, C. (2002). Execution: The Discipline of Getting Things Done. New York: Crown Business.

Bridges, W & Bridges, S. (2009). Managing Transition: Making the Most of Change. Philadelphia: Da Capo Lifelong Books.

Ellis, S. (2007). Introduction to Organizational Behaviour. Berkshire: McGraw-Hill.

French, R., Rayner, C., Rees, G. & Rumbles, S. (2009). Organizational Behaviour. New Jersey: John Wiley & Sons.

Griffin, R. & Moorhead, G. (2011). Organizational Behaviour. Mason: South-Western College Pub

Huczynski, A. (2006). Organizational Behaviour. New York: Financial Times Prentice Hall.

Kotter, P. (1996). Leading Change. New York: Harvard University Press.

Lencioni, P. (2000). The Four Obsessions of an Extraordinary Executive: A Leadership Fable. San Francisco: Jossy-Bass.

Schein, E. (2010). Organizational Culture and Leadership (The Jossey-Bass Business . Management Series). San Francisco: Jossey-Bass

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