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essentials organizational behavior

Questions and Answers of Essentials Organizational Behavior

Importance of obtaining subordinate commitment to the decision? LO.1
Whether the leader has sufficient information to make a good decision? LO.1
How well structured the problem is? LO.1
Whether an autocratic decision would receive subordinate commitment? LO.1
Whether subordinates "buy into" the organization's goals? LO.1
Whether there is likely to be conflier among subordinates over solution alternatives? LO.1
Whether subordinates have the necessary information to make a good decision? LO.1
Time constraints on the leader that may limit subordinate involvement? LO.1
Whether costs of bringing geographically dispersed subordinates together are justified? LO.1
Importance to the leader of minimizing the time it takes to make the decision? LO.1
Importance of using participation as a tool for developing subordinate decision skills? LO.1
Describe the five bases of power? LO.1
Explain what creates dependency in power relationships? LO.1
Describe how power is central to understanding sexual harassment? LO.1
Define political behavior? LO.1
Describe the importance of a political perspective? LO.1
Explain the factors contributing to political behavior in organizations? LO.1
Identify seven techniques for managing the impression you make on others? LO.1
Differentiate between the traditional, human relations, and interactionist views of conflict? LO.1
Contrast functional and dysfunctional conflict? LO.1
Outline the conflict process? LO.1
Describe the five conflict-handling orientations? LO.1
Contrast distributive and integrative bargaining? LO.1
Identify decision biases that hinder effective negotiation? LO.1
Explain ways for individuals to improve their negotiating skills? LO.1
The mythical fixed pir. Bargainers assume that their gain must come at the expense of the other party. As noted with integrative bargaining, that needn't be the case. There are often win-win
Anchoring and adjustments. People often have a tendency to anchor their judgments on irrelevant information, such as an initial offer. Many factors influence the initial positions people take when
Framing negotiations. People tend to be overly affected by the way information is pre- sented to them. For instance, in a labor-management contract negotiation, assume that your employees are
Availability of information. Negotiators often rely too much on readily available infor- mation while ignoring more relevant data. Things or events that people have often encountered are usually easy
Identify the six key elements that define an organization's structure? LO.1
Describe a simple structure? LO.1
Explain the characteristics of a bureaucracy? LO.1
Describe a matrix organization? LO.1
Explain the characteristics of a "virtual" organization? LO.1
Summarize why managers want to create boundaryless organizations? LO.1
List the factors that favor different organization structures? LO.1
Explain the behavioral implications of different organization structures? LO.1
To what degree are tasks subdivided into separate jobs?
On what basis will jobs be grouped together?
To whom do individuals and groups report?
How many individuals can a manager efficiently and effectively direct?
Where does decision-making authority lie?
To what degree will there be rules and regulations to direct employees and managers?
Explain the three key elements in process reengineering? LO.1
Contrast mass production and mass customization? LO.1
Identify the challenges to motivating employees in e-organizations? LO.1
Explain how e-organizations are rewriting the rules of communication? LO.1
Describe the job characteristics model? LO.1
Contrast the social information-processing model with the job characteristics model? LO.1
Describe how a job can be enriched? LO.1
Compare the advantages and disadvantages of flextime? LO.1
Describe why telecommuting has grown in popularity? LO.1
Skill variety: The degree to which the job requires a variety of different activities so the worker can use a number of different skills and talent? LO.1
Task identity: The degree to which the job requires completion of a whole and identi- fiable piece of work? LO.1
Task significance: The degree to which the job has a substantial impact on the lives or work of other people? LO.1
Autonomy: The degree to which the job provides substantial freedom, independence, and discretion to the individual in scheduling the work and in determining the pro- cedures to be used in carrying it
Feedback: The degree to which carrying out the work activities required by the job results in the individual's obtaining direct and clear information about the effective- ness of his or her
Establish chent relationships. The client is the user of the product or service that the employee works on (and may be an internal customer as well as someone outside the organization). Wherever
Expand jobs vertically. Vertical expansion gives employees responsibilities and control that were formerly reserved for management. It seeks to partially close the gap between the "doing" and the
Open feedback channels. Feedback lets employees know not only how well they are per- forming their jobs but also whether their performance is improving, deteriorating, or remaining at a constant
List the advantages of performance-simulation tests over written tests? LO.1
Identify four types of employee training? LO.1
Identify the advantages of using behaviors rather than traits in appraising performance? LO.1
Explain the most popular performance appraisal criteria? LO.1
Identify who, in addition to a boss, can do performance appraisals? LO.1
Explain actions that can improve the performance appraisal process? LO.1
Describe approaches for managing workforce diversity? LO.1
Tie the team's results to the organization's goals. It's important to find measurements that apply to important goals that the team is supposed to accomplish? LO.1
Begin with the team's customers and the work process the team follows to satisfy their needs. The final product the customer receives can be evaluated in terms of the customer's requirements. The
Measure both team and individual performance. Define the roles of each team member in terms of accomplishments that support the team's work process. Then assess each member's contribution and the
Train the team to create its own measures. Having the team define its objectives and those of each member ensures that everyone understands his or her role on the team and helps the team develop into
Define the common characteristics that make up organizational culture? LO.1
Contrast strong and weak cultures? LO.1
Identify the functional and dysfunctional effects of organizational culture on people? LO.1
List the factors that maintain an organization's culture? LO.1
Clarify how culture is transmitted to employees? LO.1
Describe spirituality and characteristics of a spiritual culture? LO.1
Contrast organizational culture with national culture? LO.1
Explain the paradox of diversity? LO.1
Innovation and risk taking-The degree to which employees are encouraged to be innovative and take risks? LO.1
Attention to detail-The degree to which employees are expected to exhibit precision, analysis, and attention to detail? LO.1
Outcome orientation-The degree to which management focuses on results or out- comes rather than on the techniques and processes used to achieve those outcomes? LO.1
People orientation-The degree to which management decisions take into considera- tion the effect of outcomes on people within the organization? LO.1
Team orientation-The degree to which work activities are organized around teams rather than individuals? LO.1
Aggressiveness-The degree to which people are aggressive and competitive rather than easygoing? LO.1
Stability The degree to which organizational activities emphasize maintaining the status quo in contrast to growth? LO.1
Describe forces that act as stimulants to change? LO.1
Define planned change? LO.1
Summarize Lewin's three-step change model? LO.1
Explain sources of resistance to change? LO.1
Describe techniques for overcoming resistance to change? LO.1
Explain the values underlying most organizational development (OD) efforts? LO.1
Describe a learning organization? LO.1
Identify symptoms of work stress? LO.1
Summarize sources of innovation? LO.1
Define knowledge management and explain its importance1. There exists a shared vision which everyone agrees on? LO.1
People discard their old ways of thinking and the standard routines they use for solving prob- lems or doing their jobs? LO.1
Members think of all organizational processes, activities, functions and interactions with the environment as part of a system of interrelationships? LO.1
People openly communicate with each other (across vertical and horizontal boundaries) with- out fear of criticism or punishment? LO.1
People sublimate their personal self-interest and fragmented departmental interests to work together to achieve the organization's shared vision1. Respect for people. Individuals are perceived as

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