For students who want to speak with me, I will not be available for appointments from just past noon this Thursday until early Monday morning, 4/30. I should have limited email access at fogelman@albany.edu through the weekend, and will also be available by phone for students who leave their phone numbers and acceptable callback times at 518/442-5545. There are lots of available appointment times through late this Wednesday and also next Monday.
There is a single set of review slides for exams 3a (given on 5/1) and 3b (given on 5/10 along with exams 1b and 2b). This set of slides, titled "27 Exam 3a/3b Review," is now available on ERes. We will go over those items during class this Thursday, 4/26.
Relevant clicker questions will also be put up on ERes soon. That file name is "20-27 Clicker items."
There is no video review for exam 3b, but audio versions of both in-class 3a/3b reviews (from 4/26) will be available via ERes. Since there may be slight differences between what is said during the 8:45 and 10:15 in-class reviews, students ought to listen to both sound files when preparing for exam 3a and exam 3b.
(Incidentally, the review slides for exam 1b and 2b are already available, as are the review videos that go along with them. One review video includes both 1b and 2b content, and the other has only the 2b section. You are encouraged to review these well in advance of May 10, as the University's video server may strain and degrade service when there is a huge volume of requests for access to these videos.)
Some information we already discussed during session 24...
Chester Barnard
A key reason Barnard is one of our "folk heroes" is his contribution as an early theorist regarding how we get people to do things.
What he called the "Zone of Indifference" denotes the range of authoritative requests to which a subordinate is willing to respond without subjecting the directives to critical evaluation or judgment. In other words, he understands that in exchange for certain inducements, subordinates recognize the authority of the organization and its managers to direct their behavior in certain ways.
Getting workers to take on tasks outside their “zone of indifference”--often what is needed for an organization to compete successfully--demands extraordinary inducements.
In order for tasks to fall within the zone, several conditions must be met to achieve this “consent of the governed”:
The subordinate
...the subordinate must understand the directions,
...s/he should be capable of doing what’s asked,
...the task and its goals have to be consistent with the organization's purposes, and
...it must not be inconsistent with the individual worker’s personal interests and values.
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