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business
organizational behavior

Questions and Answers of Organizational Behavior

Think about the ethical implications of pay plans that link an employee’s current pay to his or her current performance.
Under what conditions might linking pay to performance be questionable on ethical grounds?
Why is continuous learning through creativity important for innovation?
What are the advantages of running experiments?
Why might a person with a very high level of motivation perform poorly?
Why might a person with a very low level of motivation be a top performer?
Why do people differ in the types of needs they are trying to satisfy at work?
Why might employees differ in their valences for the same outcomes?
Why might perceptions of instrumentality be relatively low in an organization?
Why might a very capable employee have low expectancy for performing at a high level?
How does the choice of a referent influence perceptions of equity and inequity?
Is inequity always dysfunctional for an organization? Why or why not?
Why might fair procedures be perceived as being unfair by some employees?
What steps can organizations take to encourage organizational justice?
Why should organizations take employees' personal needs into account in providing benefits such as time off from work?
How can organizations take employees' personal need into account while at the same time ensuring that organizational members perceive that they are being treated fairly?
Why might an organization want to design jobs according to the principles of scientific management?
Why might some employees not want their jobs enriched?
How might a manager redesign the job of a person who delivers newspapers to raise levels of the core job dimensions identified by the job characteristics model?
Can principles of scientific management and the job characteristics model both be used to design a job? Explain why or why not.
Why do individual differences affect the relationships in the job characteristics model?
Why does the social environment influence employees' responses to the design of their jobs?
Why should organizations clearly communicate organizational objectives to their employees?
What kinds of goals should be set for a supermarket cashier?
Why do people try to attain difficult goals?
When might specific, difficult goals result in low levels of performance?
Think about the ethical implications of assigning specific, difficult goals to employees.
Is it ethical to have employees’ earnings based entirely on the extent to which they attain their goals?
Under what conditions will an employee be likely to perceive that his or her psychological contract has been broken?
Why are accurate performance appraisals a key ingredient in having a motivated workforce?
How can performance appraisals be used to form high-performing work teams?
Why might employees perceive appraisals based on traits as unfair?
Despite the positive effects of merit pay on motivation, when might an organization not want to use it?
Do all employees want their pay to be based on their performances? Why or why not?
Why do bonuses tend to be more effective motivational tools than salary increases?
Why are corporations reluctant to put comparable worth into practice in establishing levels of pay?
Is motivation likely to be higher at some career stages than at others? Why or why not?
Are career plateaus inevitable for most employees? Why or why not?
Think about the ethical implications of merit-based pay.
Why are opportunities such as a job promotion stressful for some people?
Why might excessively high levels of stress lead to turnover?
Should managers try to eliminate all or most role conflict and ambiguity? Why or why not?
Is underload as stressful as overload? Why or why not?
Do organizations have an ethical obligation to guarantee their members job security? Why or why not?
How can managers help their subordinates learn how to cope with stressors in a problem-focused way?
What should a manager do if he or she thinks a subordinate is using a dysfunctional form of emotion-focused coping (such as abusing drugs)?
Is a certain level of stress necessary to motivate employees to perform at a high level? Why or why not?
Why might some employees be reluctant to use an employee assistance program?
Why should an organization care whether its members eat well or exercise regularly?
What ethical obligations do organizations have when they are considering laying off employees?
Why is a working knowledge of OB important to organizations and their employees?
Why is it important to analyze the behavior of individuals, groups, and the organization as a whole in order to understand OB in work settings?
What is an open system and why is it important for an organization to be open to its environment?
Select a restaurant, supermarket, church, or some other familiar organization, and think about which kinds of OBs and procedures are the most important determinant of its effectiveness.
What are organizational ethics, and why is ethics such an important issue facing organizations today?
Why is diversity an important challenge facing organizations today?
What special challenges does managing behavior on a global scale pose for organizations?
In what ways does IT change OBs and procedures?
Why has the employment relationship been shortening?
How do you determine what is ethical behavior and what is not?
At what stage in the five-stage model of group development might groups exert the most control over their members' behaviors?
Do most members of an organization want to work in teams? Why or why not?
In what situations might the advantages of large group size outweigh the disadvantages?
In what kinds of situations might it be especially important to have heterogeneous groups?
Why are roles an important means of controlling group members' behaviors in self-managed work teams?
Why do groups need rules?
How are rules that specify how to perform a particular task developed?
Why might a group keep following a dysfunctional norm or a norm that prevents the group from achieving its goals?
Do all groups socialize their members? Do all groups need to socialize their members? Why or why not?
Is socialization ever completely finished, or is it an ongoing process?
Think about the ethical implications of these kinds of status differences in organizations.
To what extent should groups with different status in an organization be treated differently, and to what extent should they receive equal treatment? Why?
Give an example of (a) A process gain in a research and development team (b) A process loss in a research and development team.
Give an example of (a) A process gain in a self-managed work team (b) A process loss in a self-managed work team.
Why do some individuals engage in social loafing while others do not?
Can managers change the type of task interdependence in a work group, or is task interdependence a relatively fixed characteristic? If managers can change it, how might they do so?
Why is it sometimes hard to manage groups that are reciprocally interdependent?
Is social loafing a problem in top management teams? Why or why not?
What kinds of employees would probably prefer to work in a virtual team rather than in a team that meets face to face?
How can excessive group cohesiveness result in low levels of performance?
How can too little group cohesiveness result in low levels of performance?
To what extent should the members of a group attempt to correct and change the behavior of a group member they feel is shirking?
At what point is it appropriate to inform their supervisor about this behavior?
At what point does conflict between group members become unethical?
In what ways are the trait and behavior approaches to leadership similar?
Under what circumstances might leader-punishing behavior be appropriate?
Are Fiedler's contingency model and the trait approach consistent with one another or inconsistent? Explain.
How might a relationship-oriented leader who manages a restaurant and is in a very unfavorable situation for leading improve the favorability of the situation so that it becomes moderately favorable?
In what kinds of situations might it be especially important for a leader to focus on motivating subordinates (as outlined in path-goal theory)?
What might be some of the consequences of a leader having a relatively small in-group and a large out-group of subordinates?
Can organizations create substitutes for leadership to cut down on the number of managers they need to employ? Why or why not?
When might having a charismatic leader be dysfunctional for an organization?
Do organizations always need transformational leaders, or are they needed only some of the time? Explain.
How can managers practice ethical leadership, and encourage their subordinates to act ethically as well?
What kinds of actions of a leader would you regard as being clearly unethical in their attempts to influence and persuade employees?
Do you think some kinds of leadership approaches are more ethical than others?
At what point does transformational leadership become unethical in an organizational setting?
How would you describe Tammy Savage's approach to leadership?
In what ways can the use of power and politics help or harm an organization?
What are the principal sources of a manager's formal power and informal power? How does the way a manager exercises power affect subordinates?

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