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business
management and organisational behaviour

Questions and Answers of Management And Organisational Behaviour

Look at some learning situations that you have been in this week from both a stimulus–response perspective and a cognitive learning perspective. Which of these has been more effective and why?
What issues do you imagine employees look for in the psychological contract?Can job security still be one of these in the twenty-first century? How can employers build a sense of trust when job
To what extent and under what circumstances might a pay increase serve to motivate people?
How can a manager or other employee gain a practical understanding of how to motivate others from studying needs theories?
Under what circumstances might organisational change motivate people? Will all people be equally motivated or demotivated by change?
How can the work of call-centre employees be designed in an attempt to reduce demotivation?
An argument often put forward in support of teams is that they are ‘synergistic’ –‘the whole is greater than the sum of their parts’. How true is this? How would you interpret this view?
What do you see as the key emerging issues for work teams over the coming decade? How can organisations and teams manage these issues?
What processes might the manager of a group of teleworkers introduce to maintain a team spirit and ethos?
How might an organisation go about balancing the paradox of having both compatibility and diversity in a team?
Think about the different groups and teams you are a member of… at home, in work, at school or college. Try to classify them into groups or teams. What needs does each one satisfy for you? Try to
Assess the impact of technology as a key determinant of group behaviour and performance. What action might be taken to help embellish the advantages and reduce the disadvantages?
‘Belbin’s Team Roles Inventory is just a simple little descriptive test which is fun to do but tells you little you didn’t already know’. Discuss!
Within your own environment, describe which formal and informal groups and teams you are a member of. Is it easy to decide between formal or informal? Is it harder to decide whether they are a group
There are lots of firms of management consultants, training organisations and human resource providers on the internet. A search under a topic such as‘teamworking’ or ‘teambuilding’ will
What is a leader? What is a manager? Can a manager be a leader? Is a leader always a manager?Explain your answers to these fundamental questions.
Think of someone you know who is considered by you to have leadership skills. What are those skills or attributes? Which of them are personal traits and which are behaviours? Do they have the ability
What is the value of considering leadership as a pluralistic phenomenon as opposed to an individual orientation?
Why might changes to organisational design have no impact on organisational performance?
Evaluate the structure of an organisation in terms of the vocabulary of structure at the start of this chapter.
Why might attempts to control communities of practice lead to their quick demise?
How can organisation structures affect the levels of innovation and creativity shown by employees?
Which of the following statements do you think is the most plausible? Why?a Organisation structure influences organisational performance.b Organisational performance influences structure.
How might different structures influence the likelihood of (un)ethical behaviour by employees?
What advice would you give to an organisation that is changing its structure to deliver higher performance?
What actions can be taken to increase the representation of equality groups in the higher reaches of organisations?
What are the barriers to reducing bureaucracy in organisations?
In an organisation with which you are familiar identify the sources and bases of power of each of the main players.
In your university or other higher education institution what are the sources of power for (a) students, (b) academic lecturing staff and (c) the head of the department or school or faculty in which
Surely empowering people is straightforward and can only bring benefi ts to all concerned? Is this the case?
Identify one dispute or confl ict you have experienced recently which was resolved.What styles of confl ict management did the parties, including yourself, employ?
What is a ritual? Describe one in the organisation where you are studying.
Discuss some features of any culture, at any level, with which you are familiar. How do strangers cope with that culture?
Can you change culture easily? What ‘tools’ would you use to try to change culture? Should you attempt this in the fi rst place? After all, the culture is not yours to change.
Identify some of the cultural differences you encountered when you last went abroad. Did these differences fi t your previous perceptual stereotype of the country and did you encounter any culture
Choose three countries and identify the commonly held perceptual stereotypes about these countries. Is there any evidence of culture shift in these countries?
Given the perceptions of British and Italian managers identifi ed by Hoecklin (see Table 10.5), what problems might have ensued if the two groups had not sought to identify cultural differences at
‘With new technology and globalisation pushing to ever-increasing convergence of management styles, national culture will cease to be of importance.’ Discuss.
You are leading a team from a British company which is about to start a joint venture project with teams from China and Germany. Do you feel that your team would benefi t from any cross-cultural
Critically evaluate the extent to which national culture can infl uence the potential effectiveness of trans-national mergers.
With reference to Chapter 4 of this book, which covers motivation, attempt to explain why employees at Scania, Angers, are or appear to be well motivated.
Why might a group-based work process achieve greater productivity and lower staff turnover than more traditional production-line operations?
How do the management philosophy and practices at SAN differ from those suggested by Henri Fayol (see Chapter 2)? How is control achieved in this plant?
How would you describe the prevailing leadership style employed in the plant?How have situational variables influenced that style?
What ‘contribution’ does each culture make to the apparent success of this plant;that is, what are both the Swedish and French qualities which contribute to this success? Do you consider this to
A few problems have been encountered at SAN which may, in part at least, be cultural in origin. For each of the problems identified below, attempt to suggest a plausible cultural explanation.a
How might the motivation of staff have been affected during the change process?Use any theoretical frameworks presented in Chapter 4 to support your answer.
What are the merits and drawbacks of the kind of multiskilled teams which this change would have helped to encourage?
What does this case tell us about contemporary management thinking regarding organisational structures and individual roles?
What sources of power, or power bases, are threatened by this change?
How important is the context of change to the implementation process? How did the context in this case infl uence the fi nal outcome of the change process?
What was the scale of this change for those staff involved in the process, that is, those who were expected to become generic workers?
Why was this change initiative, which held so much promise and generated such enthusiasm from management, so emphatically rejected by staff? Drawing on the work of Morgan (1986, 1996) as noted in
Identify three leading characters who have been in the news during the last two weeks and identify their behavioural characteristics and personality traits, drawing on material from the chapter. What
‘Personality tests have no value in terms of contributing to the recruitment process.’ Discuss.
Given that perceptual impressions are usually made in the first two minutes of meeting someone, evaluate the extent to which these perceptions might be altered. What are the implications of this
Try and identify three key decisions that you made this week and relate these to theories on decision making discussed in the text. To what extent do you feel you are a rational decision maker and
To what extent and under what circumstances might a pay increase serve to motivate people?
How can a manager or other employee gain a practical understanding of how to motivate others from studying needs theories?
Under what circumstances might organisational change motivate people? Will all people be equally motivated or demotivated by change?
How can the work of call centre employees be designed in an attempt to reduce demotivation?
In November 2003 England won the Rugby Union World Cup beating Australia 20-17 in extra time. However, since this victory their team performance has been poor. What has happened to the team and its
An argument often put forward in support of teams is that they are ‘synergistic’ –‘the whole is greater than the sum of their parts’. How true is this? How would you interpret this view?
What do you see as the key emerging issues for work teams over the coming decade? How can organisations and teams manage these issues?
What processes might the manager of a group of teleworkers introduce to maintain a team spirit and ethos?
How might an organisation go about balancing the paradox of having both compatibility and diversity in a team?
Think about the different groups and teams you are a member of… at home, in work, at school or college.Try to classify them into groups or teams. What needs does each one satisfy for you? Try to
Assess the impact of technology as a key determinant of group behaviour and performance. What action might be taken to help embellish the advantages and reduce the disadvantages?
Belbin’s Team Roles Inventory is just a simple little descriptive test which is fun to do but tells you little you didn’t already know. Discuss!
Within your own environment, describe which formal and informal groups and teams you are a member of. Is it easy to decide between formal or informal? Is it harder to decide whether they are a group
There are lots of firms of management consultants, training organisations and human resource providers on the internet. A search under a topic such as‘teamworking’ or ‘teambuilding’ will
What are the important differences between the Classical School of Management(including Taylorism) and the Human Relations School? Why are these important for how we work and manage in organisations?
How would you organise the preparation of food and service within a fast food outlet? In what ways do these practices reflect Frederick Taylor’s approach?
How is a manager’s work influenced by how he or she ‘sees’ the organisation?For example, if they view it as needing to be a ‘well-oiled machine’ how would they manage? If they saw their
What is a leader? What is a manager? Can a manager be a leader? Is a leader always a manager? Explain your answers to these fundamental questions.
Think of someone you know who is considered by you to have leadership skills.What are those skills or attributes? Which of them are personal traits and which are behaviours? Do they have the ability
What is the value of considering leadership as a pluralistic phenomenon as opposed to an individual orientation?
Using the internet examine the structures of organisations in different countries.What environmental and competitive forces are shaping their structures, and how are their structures changing in
Why should attempts to manage or control communities of practice lead to their quick demise?
How can organisation structures affect the levels of innovation and creativity shown by employees?
Which of the following statements do you think is the most plausible? Why?a Organisation structure influences organisational performance.b Organisational performance influences structure.
What are the connections between the structure of organisations and (un)ethical behaviour among employees?
What actions can be taken to increase the representation of equality groups in the higher reaches of organisation structures?
What are the barriers to reducing bureaucracy in organisations?
In an organisation with which you are familiar identify the sources and bases of power of each of the main players.
In a university or other higher education institution what are sources of power for(a) students, (b) academic lecturing staff, (c) the head of the department or school or faculty in which you are
Surely empowering people is straightforward and can only bring benefits to all concerned? Is this the case?
Identify one dispute or conflict you have experienced recently which was resolved.What styles of conflict management did the parties, including yourself, employ?
What is a ritual? Describe one in the organisation where you are studying.
Discuss some features of any culture, at any level, with which you are familiar.How do strangers cope with that culture?
Can you change culture easily? What ‘tools’ would you use to try to change culture? Should you attempt this in the first place? After all, the culture is not yours to change.
Identify some of the cultural differences you encountered when you last went abroad. Did these differences fit your previous perceptual stereotype of the country and did you encounter any culture
Choose three countries and identify the commonly held perceptual stereotypes about these countries. Is there any evidence of culture shift in these countries?
Given the perceptions of British and Italian managers identified by Hoecklin (see Table 10.5), what problems might have ensued if the two groups had not sought to identify cultural differences at the
‘With new technology and globalisation pushing to ever-increasing convergence of management styles, national culture will cease to be of importance’ – Discuss.
You are leading a team from a British company which is about to start a joint venture project with teams from China and Germany. Do you feel that your team would benefit from any cross-cultural
Critically evaluate the extent to which national culture can influence the potential effectiveness of trans-national mergers.
With reference to Chapter 3 of this book, which covers motivation, attempt to explain why employees at Scania, Angers, are or appear to be well motivated.
Why might a group-based work process achieve greater productivity and lower staff turnover than more traditional production line operations?
How do the management philosophy and practices at SAN differ from those suggested by Henri Fayol (see Chapter 6)? How is control achieved in this plant?

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