1. TCO A, B) Define organizational behavior and list the four emotional intelligence competencies that contribute to understanding ourselves and others within the organizational behavior environment. (Points : 10)
2. (TCO D) Referring to the team decision-making process, define consensus and unanimity and explain the difference between the two.(Points : 10)
3. (TCO E, F) Although conflict is usually considered a negative experience to be avoided, it actually has the potential to produce positive organizational outcomes. Please identify three ways in which conflict can be a positive influence. (Points : 10)
4. (TCO G) There are six sources of position power in organizational settings. Identify and define three of these sources. (Points : 10)
5. (TCO H, I, J) The senior executive team at AllGoodThings.com, after a strategy review session with the Board of Directors, has decided that it’s time to invest some time and capital in improving the corporate culture. The company has rebounded from a near calamity two years ago, and while it was a great scramble, the company survived and is in the strongest position ever. They knew that the culture had been strained by the episode and wanted sincerely to work to bring things back to “normal.” With the assistance of local HR offices, a case was made to the employee population that certain aspects of their current culture might have suffered over the past few years and that it was time to think about change. They announced that they would be undergoing an organizational culture review and that everyone’s opinion was valued. A whopping 79% of the employees participated in the survey that they administered. Senior management had worked with the consultants for a few months before the survey was given and had determined their “Ideal” scores. The survey confirmed their suspicions.
The table below provides you with the percentile scores from the employee population, the ideal scores from management, and the percentage point difference between management’s ideal and the actual results. The typical ideal score for companies is also given as a reference point. The overall cultural grouping for the individual cultural norms is also identified.
Referencing the information presented above, please analyze the current culture at AllGoodThings.com.
Identify and describe the cultural aspects that management cites as important and contrast them to the cultural attributes that employees report as being expected. Also, compare and contrast management’s ideal results with the typical ideal results. Identify the most significant gaps between management’s ideal and the actual results. What conclusions do you draw taking into account all of the facts presented and your analysis? Provide your recommendations for the nexttwo steps in the AllGoodThings.com change process. How would you prioritize and sequence the necessary change?
(Points : 40)
6. (TCO C) As a manager you are in a situation where a key employee seems to have lost his excitement about the job. The employee’s familiar positive tone and high energy approach to the job and the workplace seem to be on the wane. You really don’t know what is going on with this person. But, you can try to start to understand this employee by examining various motivation theories. Use elements from each of Maslow’s theory, Herzberg’s Two-Factor theory, and Equity theory and assemble your own motivation theory to help you to start understanding this employee. Be sure to fully explain and define all elements that you use in your new model of motivation. Finally, compose a short case to demonstrate how your motivation model can actually be applied. (Points : 40)
7. (TCO G) The Michigan and Ohio State studies represent seminal research on leadership theory. Both studies identified two basic forms of leader behaviors. What were the similarities in the findings from these two studies and what was the significance of the research? (Points : 30)
8. (TCO A, B) In order to meet organizational goals and objectives management must comprehend organizational behavior in relationship to the functions of management. List and describe the management process functions and describe how the five personality traits contribute to the management process. (Points : 30)
9. (TCO E, F) Neff Incorporated is a small business with 100 employees and 4 managers.
Susan and Bob work are co-workers at Neff Incorporated. Ever since they were both assigned to work on Project X, they have been arguing about how to meet the goals of that project.
On Monday they get into a very loud argument about Project X, in the cafeteria during lunch break. Manager 1 is told about the argument and he sends out an email which says: “Greetings everyone. I heard that there may have been a small disagreement in the cafeteria at lunchtime. I just want you all to know that I appreciate the good work you are all doing on Project X. I know that everyone here really gets along even though a little workplace stress can sometimes build up. It is good that we have such a warm, friendly group of employees working here at Neff Incorporated”.
On Tuesday, Susan and Bob get into another argument about Project X at lunchtime. Manager 2 decides that she will deal with the situation this time. She sends them an email stating: “Susan and Bob, you have both worked here at Neff for 5 years and you have worked on many projects together. I know you are both passionate about our mission and goals here at Neff. I also know that you sometimes disagree with each other on how to meet those goals, but we need to look at the big picture. You are both on the same team and both working towards the same goals. Please do not let small disagreements get in the way of this.”
On Wednesday, Susan and Bob get into a third argument about Project X, in the cafeteria again. Manager 3 decides he is going to handle the situation this time. He sends them an email stating, “Susan and Bob, if you cannot get along and maintain professionalism here at Neff Incorporated, I will have no choice but to terminate you both. Consider this your written warning. These loud arguments in public must stop now”.
On Thursday, Susan finds that a small cup of water has spilled on her desk. She thinks it may have been Bob who did it but she is not sure. She quietly tells Manager 4 about the situation. Manager 4 asks Susan and Bob to come into her office. She says, “Ok, I understand that on Monday, Tuesday and Wednesday of this week you two had loud arguments in the cafeteria about Project X. Let’s talk this through in an orderly and respectful fashion. I’m handing you both a sheet of paper. Please list your disagreements about the Project and we will deal with them one by one. Let’s get this resolved today.”
10. (TCO D) Define the concept of social loafing. Why does social loafing occur? Give an example of social loafing and a suggestion for how to prevent it. (Points : 20)
1. Question: Consider this story that appeared in the August 11, 1998 Wall Street Journal: Work Hard, Play Hard: Employers use fun to boost morale
All 25 partners at Certilman, Balin, Adler & Hyman, an East Meadow, N.Y., law firm, are invited to a free conference-room lunch every day. Managing partner Bernard Hyman says the lunches began as a chance to talk business but soon became anticipated social gatherings. “We tell stories, talk about the weekend,” he says, “talk about the football game, talk about our husbands, talk about our wives, talk about our children.” During lunchtime at JW Genesis Financial Corp., Boca Raton, Fla., Vice Chairman Joel Marks lets workers view his TV-sitcom tapes, including “Seinfeld,” “Mary Tyler Moore” and “Taxi.” Terry Deal, business professor at Vanderbilt University in Nashville, Tenn., says companies that bring play and celebration into the workplace often have higher profits. A book he co-wrote cites as an example Southwest Airlines, which encourages crews to joke with passengers. But he says few companies incorporate play: “One thing we are finding over and over is that work just isn’t any fun anymore.” Some observers would argue the fun work place is just another fad? What do you think? Does having fun at work lead to higher productivity? Use course concepts to formulate your response.
TCO (C). An October 15, 2004 article by Scott Wyman in the South Florida Sun-Sentinel included the following information on salaries awarded in the county: “When it comes to getting extra money as a reward for hard work in Broward County government, it pays to work as closely as possible to county commissioners — preferably right outside their office doors. The average bonus given to that elite staff topped the $5,000 maximum set in the incentive program and was almost triple that received by other employees, according to personnel and audit records reviewed by the South Florida Sun-Sentinel. Business experts said differences between the bonuses awarded to those at the top of an organization and the rest of its employees is common. Yet, they said, it often is a cause of workplace friction and low morale.” a. Based on what you’ve learned in this course, use J. Stacy Adam’s Equity Theory to fully explain why this disparity of rewards caused workplace friction and low morale. Include in your answer the specific reason why the lower-paid county workers are motivated to do what they did – cause friction and experience low morale. b. How can county management reduce the perception of inequity?
3. Question: Organizational Behavior is just common sense and has little relevance for managers today. Discuss this statement giving examples to support your answer 4. Question: TCO (E). In the May 18, 1998 issue of BusinessWeek, the story line read “Nice Guys Finish With MBAs.” The following is an excerpt from that piece: “ . . . nearly half of this year’s top B-school graduates turned down their highest-paying job offer, preferring to work for companies that offered room for personal growth or had a more appealing corporate culture.” (p. 8) Given your understanding of organizational culture and using OCI terminology, offer an explanation why, according to the article, MBA grads are focusing less on salary and more on the organization’s culture. 1. In your response define organizational culture and discuss which OCI styles most likely appeal to these graduates. 2. How can a culture be a liability to an organization?
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