Mastering Organizational Behavior 14th Edition Cecily D. Cooper, Don Hellriegel, John W. Slocum Jr. - Solutions

Unlock a world of knowledge with our comprehensive solutions for "Mastering Organizational Behavior 14th Edition" by Cecily D. Cooper, Don Hellriegel, and John W. Slocum Jr. Dive into our online resource that provides detailed answers key and solutions pdf to enhance your understanding of textbook concepts. Our solution manual offers step-by-step answers to solved problems, making it an invaluable instructor manual for educators and learners alike. Access the complete test bank for thorough preparation and explore chapter solutions that address every question and answer. Enjoy the convenience of a free download to support your academic journey.

What are the cultural characteristics of Whole Foods?
Referring to the four forms of justice in Chapter 9.1 (Chapter 9.1), comment on how Whole Foods promotes fairness.
Using the dimensions of authentic leadership, describe Mackey’s leadership style.
What is motivating John Mackey?
Using the Big Five personality dimensions (see Chapter 2), describe John Mackey’s personality. How does his personality impact his running of Whole Foods?
What changes in conflict management should Dr. Jerrold make to prevent another Knowlton problem?
Was Knowlton’s team effective before Fester arrived? After Fester arrived? Why? Why not?
What leadership style did Knowlton need from Dr. Jerrold after Fester arrived? Did he receive this? Explain.
One might say that there was a “personality” clash between Knowlton and Fester. Using what you know about personality types, describe possible reasons for this clash.
Referring to Chapter 3, what perceptual errors and attributions are evident?
How would you characterize the personality attributes of Baker and Rennalls?
What, if anything, could Baker or Rennalls have done before, during, or after the conversation to improve the situation?
What kind of interpersonal relationship had existed between Baker and Rennalls prior to the conversation described in the case? Was the conversation consistent or inconsistent with that relationship?
How did Baker’s view of himself affect the impression he formed of Rennalls?
Was Baker alert to nonverbal signals? What did both Baker and Rennalls communicate to one another by nonverbal means?
What were Baker’s intentions in the conversation with Rennalls? Were they fulfilled or not, and why?
Is Suarez an effective team leader?
Apply the behavioral model of leadership found in Chapter 10 to analyze Suarez’s leadership style.
Using the "Experiential Exercise: Communication Competency" in Chapter 8.6, evaluate Suarez’s communication effectiveness. In what area(s) does she excel?
What competencies are illustrated in the case?
How would you like to work for Valve?
Discuss the leadership style illustrated by Valve's senior leaders? Why does this style work?
Describe the culture of Valve? How does its culture support its organizational design?
Using the concepts of mechanistic and organic designs, analyze how Valve is organized. How does its design support its strategy?
Analyze Valve’s business strategy. Why is it successful?
Apply the model of interpersonal trust in organizations depicted in Figure 9.3 to analyze Dunlap’s interactions with his employees. Did Dunlap’s employees trust him? Did anyone trust Dunlap?
What bases of power did Dunlap draw from to influence others?
How did Dunlap motivate people?
What were the consequences of this culture on the morale of the organization?
Describe the culture that Dunlap created using the "Organizational Cultural Values Profile" at the end of Chapter
What style of leadership did Dunlap display and how did it impact his subordinates?
Using the diagnostic model of change shown in Figure 17.2, analyze the factors affecting the LPGA.
Did she use an economic or an organizational development approach to create change? Was it effective?
Which forces did Bivens face that supported change and which resisted change?
What ethical problems might you face when implementing changes in your organization?
Depending on your score, what are some individual and organizational resistances to change that you might encounter when making changes in your organization? How do you plan to overcome these?
What type of change program (economic or organizational development) might work best in your organization?
Rahm Emanuel, former White House chief of staff for President Obama, said: “You never want a serious crisis to go to waste because it gives leaders a tremendous opportunity to make difficult, yet necessary, organizational changes.” Do you agree or disagree with this statement?
Rosabeth Kanter, a leading authority on change, stated that trying to change an organization is like trying to teach elephants to dance. Why is changing an organization’s direction so difficult?
Think of a situation in which someone asked you to change your behavior. Did you change? Why or why not?
Why is organizational diagnosis essential to the success of any change effort?
Apply Kotter’s eight-stage model of planned change to the Diversity Competency feature about United Technologies. Which of Kotter’s stages are reflected in this example?
In the opening feature on change at General Motors, does Mary Barra appear to be using an economic approach or organizational development approach to initiate change?
What are some threats to sustaining Wegmans’ culture? How can these be overcome?
What is the primary source of Wegmans’ culture? How has Wegmans been able to sustain the culture? Go to www.wegmans.com and search under “About Us.”
Using the values listed in "What Do You Value at Work?", describe the culture of Wegmans.
Using these eight cultural values, analyze the culture at Zappos. What is its profile and how does it influence employees’ behaviors?
What approaches might you use to change these cultural values?
The process of changing an organization’s culture often takes years. Why is changing a culture so difficult?
How might an organization use its culture to increase the probability of ethical behavior and decrease the probability of unethical behavior by its leaders and employees?
What role does communications play in sustaining Texas Nameplate’s entrepreneurial culture?
Use the values listed in "What Do You Value at Work?" to describe what it would be like to work at Semco and for Ricardo Semler.
Describe how organizations use symbols and stories to communicate value and beliefs. Give some examples of organizations’ symbols or stories with which you are familiar.
Name the primary methods used by Richard Teerlink to change the culture of Harley-Davidson.
Would you rather work in an organization that has a market culture or a clan culture? Why?
Provide two examples of how organizational culture is expressed at your college or university. How does this culture affect your behavior?
Tony Hsieh, leader of Zappos, has some very strong norms about which behaviors are rewarded and which are punished. To more fully understand Zappos’ cultural values go to www.zappos.com and click on “About Zappos” at the bottom of the page. Read the links “Our Culture” and “Meet Our
What is FedEx Office and Print Services’ business strategy? That is, how does it compete in the printing services industry?
What concepts of vertical design are highlighted?
What aspects of differentiation and integration are illustrated in this case?
What organization design decisions are needed to make your organization’s context more effective?
What are some consequences for employees working in a Country Club context? A Burnout context?
Using the data you plotted, what is the context orientation of your organization design?
What decision should be made by Dave? Explain.
How would evidence-based management help to address this situation?
What examples of the political decision-making process can you identify?
What examples of bounded rationality are evident in this case?
What barriers are most linked to your potential creativity? Explain.
Based on these results, are there any actions that you can and want to take to improve your creativity?
Think of an important decision that you have made during the past year or so. In what ways did your decision making match or vary from each factor in the political decision-making process? Explain.
What are three of the differences between evidence-based management and political decision making?
Think of an organization in which you are or have been an employee. Describe a decision situation that seemed to be based on the bounded rationality process in relation to the concepts of satisficing, limited search, and inadequate information and control.
Review the Change Competency feature entitled “St. Clair Hospital Adopts RFID and Related Technologies.” What specific components and applications of knowledge management are illustrated in this feature?
Review the “Shoes For Crews Reduces Risk and Uncertainty” Change Competency feature, then visit the company’s website at www.shoesforcrews.com. Has this firm effectively communicated how its shoes help to reduce safety risks and uncertainty for employees and firms? Explain.
Give three examples of a “personal problem/decision” that you have experienced: one that involved the condition of certainty, one that involved risk (subjective probability), and one that involved uncertainty.
Review the Diversity Competency feature entitled “Chubb’s Business Case for Diversity.” In what three ways do you agree and/or disagree with this business case for diversity?
In the Learning from Experience feature, David Hoover comments: “We’ve got lots of challenges ahead of us. I spend about 75% of my time solving problems.” Go to the Ball Corporation’s website at www.ball.com/na/about-ball. Click on “Vision,” then click on “Sustainability.” What
What other ideas or management practices can you think of that would address the same problem or issue and be more consistent with what you believe to be true about people and organizations?
How might you and your colleagues quickly and inexpensively gather some data to test the reasonableness of the underlying assumptions?
Could this idea or practice still succeed if the assumptions turned out to be wrong?
Which of these assumptions seem reasonable and correct to you and your colleagues? Which seem wrong and suspect?
What assumptions does the idea or practice make about people and organizations? What would have to be true about people and organizations for the idea or practice to be effective?
Did you rank the forcing style as the first or second preferred option for any of the case incidents? Explain.
Did you change your ranking of the preferred five alternatives from one case incident to another? Explain.
What actions, if any, do you propose for improving your conflict-handling styles?
Are you satisfied with this profile? Why or why not?
Have you been involved in negotiations in which the other party used the distributive negotiations strategy? Describe the situation. What did you do in response to the tactics used with this strategy? How did you feel? What was the outcome?
Reread the Across Cultures Competency feature entitled “Business Negotiations in Germany and Italy.”How would you assess the negotiating styles of the German and Italian negotiators by using the criteria listed in Table 13.3?
Reread the Self Competency feature entitled “Reflections on Conflict-Avoiding Managers.” Think of a manager you have worked for (or currently work for). What patterns of conflict-handling styles were (are)used by this manager? Were (are) they effective?
Reread the Teams Competency feature on IBM’s cross-team workouts. What levels of conflict were addressed through this conflict management approach? Explain. What interpersonal conflict-handling styles are illustrated? Explain.
What conflict-handling styles appear to have been used by Cathy McBroom in the Learning from Experience feature? Explain.
You are one of five members working on a student project team. Some of the members are arguing about the timeline of the project and also cannot decide who should complete which portions of the work.What type of conflict are they having? Would this type of conflict have a positive or negative
Reread the Learning from Experience feature entitled “Cathy McBroom versus Federal Judge Samuel Kent.”Enter “Samuel B. Kent” in your search feature and open the entry from Wikipedia (http://en.wikipedia.org).What additional forms of unethical misconduct that led to conflicts for Cathy
What are the dysfunctions of this team? Explain and illustrate each.
What type of work-related team is presented in this case? Explain.
How would you evaluate this team based on each of the eight characteristics of effective groups?
Are any team dysfunctions suggested by your scores on one or more of the seven team factors? Explain. If none are identified, why do you think that was the case for this team?
Based on this inventory, what specific changes do you propose to improve the effectiveness of this team?
We identified five potential team dysfunctions. What are some likely special challenges that could arise for a leader of a virtual team when dealing with these potential team dysfunctions?
Think of a new team or group in which you participated during the past two years. Did the development of this team or group seem to more closely match the five-stage model of team development or the punctuated equilibrium model of team development? Explain.

Showing 1 - 100 of 2441

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Last

Mastering Organizational Behavior 14th Edition Cecily D. Cooper, Don Hellriegel, John W. Slocum Jr. - Solutions

Step by Step Answers