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essentials organizational behavior

Questions and Answers of Essentials Organizational Behavior

4. Give examples of how behaviour is influenced by our perceptions.
5. Explain and illustrate the main processes and problems in perception, including false attributions, halo effects and stereotyping.
6. Explain some less widely appreciated sources of discrimination at work arising from characteristics of the person perception and attribution processes.
7. Suggest techniques for improving perceptual accuracy and avoiding errors.
1. Understand different ways in which the term motivation is used.
2. Understand how motives and motivation processes influence behaviour.
3. Apply expectancy theory and job enrichment techniques to diagnose organizational problems and to recommend practical solutions.
4. Explain contemporary interest in this field, with respect to extreme jobs, boreout, the gig economy, employee engagement and high performance work systems.
3. What is ‘employee engagement’, and why is this a popular management concept?What steps can organizations take to increase employee engagement?
1. List the key characteristics of a group.
2. Distinguish between different types of group tasks.
3. Name the four research phases of the Hawthorne studies.
4. Distinguish between a formal and an informal group.
5. Outline Homans’ theory of group formation.
6. Enumerate the five stages of Tuckman and Jensen’s model of group development.
7. Summarize Katzenbach and Santamaria’s distinction between a team and a single-leader working group.
1. List the six dimensions of group structure.
2. Identify the sources of power within a group.
3. Distinguish between two common uses of the concept of status.
4. Understand how emotional relationships within a group can be represented symbolically.
5. Distinguish between communication network analysis, communication pattern analysis and Interaction Process Analysis (IPA).
6. Distinguish between task, relationship and individual roles within a group.
7. Differentiate between Belbin’s team roles.
8. Give examples of three leadership styles identified by White and Lippitt.
9. Distinguish between a task and a socio-emotional group leader.
10. List the four key dimensions of a virtual team.
11. Identify the benefits and problems associated with virtual teams.
1. Select any two groups with which you are familiar. Contrast them in terms of any group structure dimensions that are relevant – power, communication, liking, roles and leadership. Suggest
1. Explain the basic principles of social identity theory and social representation theory.
2. Distinguish between social facilitation and social loafing.
3. Understand how groups use norms to regulate the behaviour of their members.
4. Understand the process of group socialization of individuals.
5. Explain why individuals conform to the dictates of their group.
6. Distinguish between conformity and obedience, and between compliance and conversion.
2. Is conformity by the individual within organizations a bad thing and should be eliminated or a good thing that should be encouraged?
1. Understand why ‘team’ is a contested concept in the organizational literature.
2. List the nine dimensions of team autonomy.
3. Differentiate between four major types of teams and give an example of each.
4. Discuss the types of obstacles to effectiveness experienced by each type of team.
5. Contrast Western with Japanese concepts of teamworking.
6. List the four main elements in the ecological framework for analysing work team effectiveness.
7. Understand the continuing importance of teamworking.
1. Understand how scientific management met the needs of its historical context.
2. Describe the main objectives and principles of the scientific management approach.
3. Identify the contributions of Gilbreths and Gantt to scientific management.
4. Understand how Fordism developed out of Taylorism.
5. Understand the deskilling debate, and the contributions of Braverman and Ritzer.
6. Critically assess the evidence for and against the deskilling thesis.
7. Provide examples of scientific management in contemporary organizations.
2. Define five key principles or practices of Taylorism or Fordism. Using examples, explain how these are being used in today’s organizations. Discuss how these forms of work organization affect
3. To what extent are performance-based pay, just-in-time (stock) inventory and business process re-engineering just modern-day applications of Frederick Taylor’s scientific management?
1. Explain how organization structure affects human behaviour in organizations.
2. List the main elements of organization structure.
3. Relate the concept of span of control to that of organizational hierarchy.
4. Identify line, staff and functional relationships on an organization chart.
5. Distinguish between the formal, informal and semi-formal organization of a company.
6. Understand the nature and impact of sexuality on organizational behaviour.
1. Distinguish between charismatic, traditional and legitimate forms of authority.
2. State the main characteristics of a bureaucratic organization structure as specified by Max Weber.
3. Distinguish Fayol’s six managerial activities and the main ideas of the classical management school.
4. Distinguish Mintzberg’s ten management roles.
5. Identify the writers who comprise the early contingency approach and state their main individual contributions.
6. Discuss the strengths and weaknesses of early ideas on the design of organization structure and the practice of management.
7. Identify the influence of early organization design ideas on contemporary organizations.
1. Commentators argue that both too much and too little bureaucracy in an organization demotivates employees and causes them stress. How can this be?
1. Appreciate the reason for chief executives’ need to design and redesign their organization’s structure.
2. Distinguish three eras of organizational design and what factors stimulated each.
3. Distinguish between functional, divisional, matrix and team-based organization structures.
4. Distinguish between an outsourcing relationship and hollow, modular and virtual organization structures.
5. Understand the trend towards companies’ collaborative relationships with competitors and customers, and their involvement in virtual communities.
2. Suggest how changes in organization structuring over the last 50 years have affected what workers and managers do, and how they do it.
1. Explain the apparent difference between the concepts of leadership and management.
2. Understand the relationships between personality traits and effective leadership.
3. Understand the challenges facing women who aspire to leadership roles, and the social and business cases for ‘boardroom diversity’.
4. Understand why effective leaders either adapt their style to fit the organizational and cultural context in which they operate, or find contexts which fit their personal style.
5. Explain contemporary trends in this field concerning new leadership, distributed leadership, and the argument that leaders are unnecessary.
1. Explain why effective change management is important, to organizations and to individuals.
2. Identify the main external and internal triggers of organizational change.
3. Explain the issues that management must take into account to ensure that change is successful.
4. Understand the typical characteristics of human responses to change.
5. Understand the nature of resistance to change and approaches to overcoming it.
6. Explain the advantages and limitations of participative methods of change management.
7. Understand the significance of innovation, and the distinction between sustaining, disruptive and operational innovations.
8. Explain the organizational properties that stimulate and stifle innovation respectively.
9. Recognize the challenges facing innovative change leaders.
1. Distinguish between prescriptive, descriptive and explanatory models of decision making and provide an example of each.
2. Distinguish different decision conditions on the basis of risk and programmability.
3. Consider the advantages and disadvantages of group decision making.
4. Identify the factors used to decide whether to adopt individual or group decision making.
5. Match organizational conditions with the decision-making processes that favour them.
1. Distinguish between the four major frames of reference on conflict.
2. Distinguish between functional and dysfunctional conflict.
3. Explain the relationship between organizing, coordinating and conflict.
4. List the causes of conflict in organizations.
5. Distinguish different organizational coordination devices.
6. Explain the conditions in which conflict is resolved and stimulated.
7. List Thomas’ five conflict resolution approaches.
8. Distinguish between distributive and integrative bargaining.
9. Contrast the different conflict expression styles.
10. Understand the different forms that emotional labour can take.

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