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essentials organizational behavior

Questions and Answers of Essentials Organizational Behavior

Discuss the ethics of emotion regulation. As a manager, should you strive to control your emotions or do you owe to your employees to show your emotions?
How valid do you consider the concept of EI to be? Rationalize your answer.
Select one of the OB concepts given in the chapter and apply it to a situation in your work or school life. How did this concept help with the situation , or if it was not applied, how could it
Invent other options?
I would not create any legislation. Credit-card issuers and people like Cate Columbo are not to blame for our financial problems. People must be responsible for their own behavior.
Create legislation that makes it a crime for people like Cate Columbo to entice people to spend money on a credit card when they can’t afford it.
Would you like to work at Cisco? Explain your rationale.5. Create legislation that does not allow credit-card issuers to raise interest rates for those who cannot pay their bills.
What techniques for changing organizational culture has Cisco used to form its culture? Discuss.
Begin by looking up Cisco’s mission or vision statement on the company’s Web site. Now answer the following question: To what extent is the culture type you identified in question 2 consistent
Use the competing values framework to diagnose Cisco’s culture. To what extent does it possess characteristics associated with clan, adhocracy, market, and hierarchy cultures? Discuss.
What are the observable artifacts, espoused values, and basic assumptions associated with Cisco’s culture? Explain.
Hierarchy cultures are not associated with positive outcomes. Managers are encouraged to monitor the extent to which employees feel under wraps, un-empowered, and controlled by management or
Customer satisfaction is most strongly related to market cultures. This finding implies that it is important for organizations to have an external focus on its customers.
Innovation and quality can be increased by building characteristics associated with clan, adhocracy, and market cultures into the organization.
Companies with market cultures tend to have more positive organizational outcomes. Managers are encouraged to consider how they might make their cultures more market oriented.
An organization’s financial performance (i.e., growth in revenue and profit) is not very strongly related to organizational culture. Managers should not expect to increase financial performance by
Employees are more satisfied and committed to organizations with clan cultures.These results suggest that employees prefer to work in organizations that value flexibility over stability and control
Organizational culture is clearly related to measures of organizational effectiveness. This reinforces the conclusion that an organization’s culture can be a source of competitive advantage.
10 Explain the four developmental networks associated with mentoring
9 Discuss the various socialization tactics used to socialize employees.
8 Describe the three phases in Feldman’s model of organizational socialization.
7 Summarize the methods used by organizations to change organizational culture.
6 Review the three caveats about culture change.
5 Summarize the seven conclusions derived from research about the outcomes associated with organizational culture.
4 Discuss the four types of organizational culture associated with the competing values framework.
3 Describe the four functions of organizational culture.
2 Discuss the difference between espoused and enacted values.
1 Define organizational culture and discuss its three layers.
Investigate the allegations and discontinue working with Beifa if they are true.
What is done is done. However, I would investigate the allegations and then improve the future auditing procedures based on the results.
Ningbo Beifa Group passed the most recent audit, so I would let these results stand for now.
While LeasePlan’s diversity initiative is clearly working, what recommendations would you make for improving their program? Explain.
Which of R Roosevelt Thomas Jr’s eight generic diversity options is LeasePlan using to manage diversity? Explain.
Compare and contrast the extent to which LeasePlan is using principles from affirmative action and managing diversity. Explain your rationale.
What is the business case that is driving LeasePlan’s interest in managing diversity? Discuss.
8 Discuss the organizational practices used to effectively manage diversity as identified by R Roosevelt Thomas Jr.
7 Identify the barriers and challenges to managing diversity.
6 Describe the positive and negative effects of diversity by using social categorization theory and information/decision-making theory.
5 Highlight the managerial implications of increasing diversity in the workforce.
3 Explain why Alice Eagly and Linda Carli believe that a woman's career is best viewed as traveling through a labyrinth. L0.4 Review the demographic trends pertaining to racial groups, educational
2 Explain the difference between affirmative action and managing diversity.
1 Define diversity and review the four layers of diversity.
Invent other interpretations or options. Discuss.
Go to the wall to defend your group and tell management you’ll quit rather than “sacrifice”a perfectly good employee. (What is your ethical reasoning here?)
Tell management that it is arbitrary to cut one person from every work unit because some units may have all winners while other units may have a number of marginal people. (State your business case
Suggest to upper management that there are many good alternatives to layoffs, such as voluntary leave without pay, reduced hours across the board, and lending workers to local companies that are
It’s not about you, it’s about doing your job as a manager. Show some courage; pick someone. (What general criteria should be applied to determine who gets laid off? What is your ethical
What appeals to you (or does not appeal to you)about working at Patagonia? Explain.
Which of the seven moral principles in Table 1–5 apear to be in force at Patagonia? Explain.
How does this case bring the profile of the 21stcentury manager (Table 1–4) to life? Explain.
How does Patagonia build human and social capital?
What role, if any, does McGregor’s Theory Y play at Patagonia? Explain.
9 Describe the sources of organizational behavior research evidence.
8 Identify four of the seven general ethical principles, and explain how to improve an organization’s ethical climate.
7 Describe Carroll’s global corporate social responsibility pyramid, and discuss the problem of moral erosion.
6 Characterize 21st-century managers.
5 Define the term management, and identify at least five of the eleven managerial skills in Wilson’s profile of effective managers.
4 Contrast human and social capital, and explain why we need to build both.
3 Define the term e-business, and specify at least three OB-related issues raised by e-leadership.
2 Identify the four principles of total quality management (TQM).
1 Define the term organizational behavior, and contrast McGregor’s Theory X and Theory Y assumptions about employees.
How can organizations manage diversity effectively?
What are the relevant points of intellectual and physical abilities to organizational behavior?
How do other differentiating characteristics factor into OB?
How are the key biographical characteristics relevant to OB?
How does workplace discrimination undermine organizational effectiveness?
What are the two major forms of workplace diversity?
Describe how organizations manage diversity effectively.
Demonstrate the relevance of intellectual and physical abilities to OB.
Explain how other differentiating characteristics factor into OB.
Describe how the key biographical characteristics are relevant to OB.
Demonstrate how workplace discrimination undermines organizational effectiveness.
Describe the two major forms of workplace diversity.
Describe the leadership role of HR in organizations.
I am not sure that there is an optimum approach.It is impossible to balance the short-term goal of reducing costs while maintaining a positive work environment in which people are doing the type of
It sounds like the criticisms are being leveled by people who don’t like their new assignments. They should quit complaining and be happy that they are still employed. T-789
Downsizing solely by the numbers is bad. Management should have accommodated employees’passions and interests when restructuring, even if it resulted in less cuts than desired. In the long run,
Intel’s approach sounds logical to me. Revenues are up, and the company just unveiled a new processing chip that Time called the best invention of the year.You can’t make everyone happy when you
What did this case teach you about organizational change? Discuss. T-789
Would you expect Ms. Peppard to encounter resistance to change? Why? What might be done to reduce this resistance? Explain. T-789
Which of the target elements of change within the systems model of change were affected by the changes at Wyeth? T-789
To what extent did Denise Peppard follow the change models proposed by Lewin and Kotter?Explain. T-789
What were the external and internal forces for change at Wyeth? T-789
Discuss employee assistance programs (EAPs) and a holistic approach toward stress reduction. Employee assistance programs help employees to resolve personal problems that affect their productivity.
Discuss the stress moderators of social support, hardiness, and Type A behavior. People use each of these moderators to help reduce the impact of stressors that are appraised as harmful, threatening,
Define the term stress and describe the model of occupational stress. Stress is an adaptive reaction to environmental demands or stressors that triggers a fight-or-flight response. This response
Identify alternative strategies for overcoming resistance to change. The first step is to use the dynamic model of resistance to diagnose the causes of employee resistance. The second is to consider
Discuss the key recipient and change agent characteristics that cause resistance to change. There are six key recipient characteristics. They are (1) an individual’s predispostion toward change,
Explain the dynamic model of resistance to change.The model contradicts the traditional assumption that resistance to change is caused by irrational and self-serving recipients. Rather, resistance is
Define organization development (OD), and explain the OD process. Organization development is a set of tools or techniques that are used to implement planned organizational change. OD is broader in
Discuss Kotter’s eight steps for leading organizational change. John Kotter believes that organizational change fails for one or more of eight common errors.He proposed eight steps that
Describe Lewin’s change model and the systems model of change. Lewin developed a three-stage model of planned change that explained how to initiate, manage, and stabilize the change process. The
Discuss the external and internal forces that create the need for organizational change. Organizations encounter both external and internal forces for change.There are five key external forces for
Discuss employee assistance programs (EAPS) and a holistic approach toward stress reduction. T-789
Discuss the stress moderators of social support, hardiness, and Type A behavior. T-789
Define the term stress, and describe the model of occupational stress. T-789
Identify alternative strategies for overcoming resistance to change. T-789
Discuss the key recipient and change agent characteristics that cause resistance to change. T-789
Explain the dynamic model of resistance to change. T-789
Define organization development (OD), and explain the OD process. T-789

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