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business
management and organisational behaviour

Questions and Answers of Management And Organisational Behaviour

Intention and being in control remain central.
How critical systems thinkers take a linear view of time and avoid notions of paradox.
The move from the realist position of firstorder thinking to an idealist position in second-order systems thinking.
The emphasis placed on the validity of different viewpoints and multiple meanings.
How the causal dualism of first-order systems thinking continues as a central feature of second-order systems thinking.
The ideology reflected in the criticism of first-order systems thinking in the work of interactive, emancipatory, soft and critical systems thinkers.
How second-order systems thinking encounters the problem of infinite regress, which has to be either ignored or arbitrarily interrupted by an appeal to the mystical.
How, in second-order systems thinking, account is taken of the fact that humans cannot simply take the objective observer position in relation to human phenomena because they are themselves
What does it means to contain anxiety and how does this happen?
How does it deal with paradox?
What methodology does it employ?
What view does it take of human nature?
How does the theory view the nature of interaction?
The nature of groups and teams and the irrational processes that affect team formation and functioning.
The role of leaders and how this is cocreated in groups, particularly in its neurotic form.
How people in organisations deal with the experience of anxiety, particularly the social defences against anxiety that they employ and the effects these have on how an organisation evolves.
The nature of unconscious group processes in organisational life and the part that they play in the activities of managing and strategising.
The move to notions of organisations as living systems and the connection made to the mystical.
The role of leaders in learning and knowledge creation.
The role of teams and of the social generally in learning processes.
The dual causality to be found in organisational learning theories.
How control is presented as operation at leverage points.
The consequences of the move from cognitivist to constructivist psychology.
What it means to think in terms of mental models.
The importance and consequences of positive feedback.
The importance and consequences of nonlinearity.
How the theory focuses attention and what this entails for what managers do.
The technically rational process that is assumed in the theory of strategic choice.
The manner in which control, leadership and group behaviour are thought about in the theory of strategic choice.
What it means to be practical in terms of strategic choice theory.
The requirement for predictability on which the theory of strategic choice depends.
The dual theory of causality implied by strategic choice theory.
The role of the objective autonomous individual observer who can control.
The origins and nature of thinking about human communication in terms of a sender–receiver model.
The origins and nature of thinking about the human individual in terms of cognitive and humanistic psychology.
The origins and nature of thinking that organisations are cybernetic systems.
How would you explain learning, creativity, spontaneity and choice in the way systems thinking has been applied to understanding organisations?
How systems sciences, including theories of organisation, developed on the basis of systems thinking.
The possibility of explaining novelty in terms of systems.
The caution against applying the notion of system to human action.
The dualistic ‘both . . . and’ structure of systems thinking.
The notion of the autonomous rational individual and the theory of causality that this implies.
The notions of causality reflected in the idea of a system.
The ‘as if’, hypothetical nature of original systems thinking and how this was lost in the later development of systems thinking.
How the idea of a system arose and what it consists of.
How does each theory of strategy and organisational change deal with the paradoxical nature of the population of organisations and groupings of people? I will be asking whether the theory sees
What methodology underlies each theory of strategy and organisational change?I will be asking whether the theory takes the position of objective observer of a pre-given reality or whether it takes
What theory of human psychology, that is ways of knowing and behaving, does each theory of strategy and organisational change assume? I will be focusing particularly on how each psychological theory
How does the theory understand the nature of human interacting and relating?I will be considering whether the theory takes a systemic or a responsive processes perspective, and how each of these
What theory of human knowing and behaving it assumes, particularly how it deals with the relationship between individuals and groups.I now want to pull these factors together into four questions that
Whether it takes the methodological stance of the objective observer or the reflexive, participative enquirer.
Whether the theory assumes a pre-given or a constructed reality.
How causality is understood.
How the interactive/relational nature of the phenomena are conceptualised.
What part emotion is seen to play.
What ontological states and what degree of descriptive detail are focused upon –macro or micro.
How paradox is handled in thought.
How the dynamics are understood.
What is your personality type?Sensing/Thinking (ST)Intuiting/Thinking (NT)Sensing/Feeling (SF)Intuiting/Feeling (NF)
Do you agree with this assessment? Why or why not?
Will your personality type, as determined in this exercise, help you achieve your career goal(s)?
Do you agree with the findings of this study? Do you recognise forms of self-limiting behaviour of women in organisations? How can organisations become aware of this phenomenon?
Can the suggested solutions be effective ways to raise women's self-efficacy beliefs? Can you find some more useful tools to achieve the same result?
How can organisations stimulate people's self-efficacy beliefs in general.
Compare your scores with the following comparative norms for each dimension of job satisfaction:(3 - = Low job satisfaction)(7 -11= Moderate job satisfaction)(12 and above = High job satisfaction)
Do you recognise your score for each of the job satisfaction dimensions?
List possible solutions or ways to enhance your job satisfaction for each of the job satisfaction dimensions. Can you personally add a lot to increasing your job satisfaction or are you mainly
Why is uncontrolled anger a sure road to failure?
Is it possible to express anger without insulting others? Explain.
Which is more difficult, controlling anger in yourself or defusing someone else's anger? Why?
What useful lessons have you learned from this role-playing exercise?
Use the following norms to evaluate your listening skills:(17-34 = good listening skills)(35-53 = moderately good listening skills)(54-85 = poor listening skills)How would you evaluate your listening
Do you agree with the assessment of your listening skills? Why or why not?
The 17-item listening skills survey was developed to assess the extent to which you use the keys to effective listening. Ten keys to effective listening are presented in the following table:
What drawbacks of the aggressive and non-assertive styles did you observe?
What were major advantages of the assertive style?
What were the most difficult aspects of trying to use an assertive style?
How important was non-verbal communication during the various role plays? Explain with examples.
What is your overall grade point average?GPA
What percentage of your course expenses are you earning through full- or part-time employment?
To introduce you to different dimensions of interpersonal trust.
To measure your trust in another person.
To discuss the managerial implications of your propensity to trust.
Which particular items in this trust questionnaire are most central to your idea of trust?Why?
Does your score accurately depict the degree to which you trust (or distrust) the target person?
Why do you trust (or distrust) this individual?
If you trust this person to a high degree, how hard was it to build that trust? Explain. What would destroy that trust?
Based on your responses to this questionnaire, how would you rate your 'propensity to trust'?Low? Moderate? High?
What are the managerial implications of your propensity to trust?
Based on Table 8.1, are you part of a group or a team? Explain.
How do your responses to the items compare with the average responses from your group?What insights does this information provide?
What lasting lessons about teamwork have you learned from this exercise?
How many times were you absent from work over the last three months (indicate the number of absences from your course last term if using the student role)? absences
How satisfied are you with your job (or role as a student)? Circle one.Very dissatisfied Dissatisfied Neutral Satisfied Very satisfied
Do you have trouble sleeping? Circle one.Yes No
Do you agree that the eight attributes are really organisational effectiveness criteria?
Is the list of criteria sufficient or is it in need of additions and/or deletions?
Are you surprised by the changes in the group of top-ranked companies?
How can each of the views and lenses from the different researchers help us to improve the working in organisations?
Suppose you have to work for one of the managers from the above list. For which one would you like to work? Why?

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