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business
management and organisational behaviour

Questions and Answers of Management And Organisational Behaviour

HR has noticed that many of the secretaries at a certain company are dealing with feelings of isolation and loneliness. Changes brought about by New World of Work have resulted in a signifcant
What developments occur within organisations and in their environment, and what consequences do they have?
What is planned organisational change?
What can organisational change focus on?
What resistance can there be to change and how can willingness to change be increased?
What strategies for change can be employed?
How can the change process be given a structured form?
How can management organise and manage change?
Read the following article.NRC Handelsblad (edited)Education saved, Amarantis disbanded Amarantis is no more. The Dutch educational giant has been split up into five new schools. Once the new
Te approach to a structural change in an organisation is as follows:Phase 1 Te necessity for change, as well as the vision and objectives of the new organisation, are expressed by the management
Electro Ltd manufactures electronic components. In recent years, the company has shrunk from 800 to 450 employees. Tis shrinkage had various causes. In the frst place, there was a decline in the
Think about an organisation you know and indicate the points where it interacts most intensely with its environment.
Can you give an example of an organisation that fits the environment well and one that does not?
What is more important, internal consistency between design elements, or fit between design and contingences?
Have the environments that organisations face become different from what they were
years ago?
Can an organisation (or sub-unit) be too big?
How much, if at all, is information technology affecting the design of organisations?
How would you respond to a manager who claimed the only way to measure a business's effectiveness is in terms of how much profit it makes?
What are the stakeholders of an oil company drilling in deep waters offshore?
Is complacency the reason for organisational decline?
Compare the different fit factors and discuss whether there is a fit among the factors.
Is the organisation adapted to its environment?
Does the organisation's degree of effectiveness reflect how well it fits its environment? Explain.
Can making a decision be dispassionate?
How many perfectly rational people do you know — or who comes closest?
Can you describe a situation in which you `satisficed' when making a decision?
When did you last encounter the 'garbage can' model — or something that is close to it?
When does a decision problem lead to personal conflict?
Can you honestly claim that you have never been affected by an escalation of commitment situation?
What do you think about solving problems in groups?
Given the intuitive appeal of employee involvement, why do you think it fails as often as it succeeds?
Can creativity be learned?
In terms of your decision-making profile, which of the four styles represents your decisionmaking style best (i.e. has the highest score)? Which is the least reflective of your style (has the lowest
Do you agree with this assessment? Explain.
How do your scores compare with the following norms: directive (75), analytical (90), conceptual (80) and behavioural (55)? What do the differences between your scores and the survey norms suggest
What are the advantages and disadvantages of your decision-making profile?
Which of the other decision-making styles is most inconsistent with your style? How would this difference affect your ability to work with someone who has this style?
Was the decision made by Telecompros an ethical one? Why or why not?
If you were a manager at Telecompros, what would you have done when your manager asked you to call the customer service line? What are the ramifications of your decision? Discuss.
Where did the decision-making process at Telecompros break down? Explain.
What alternative solutions to the problem at hand did you identify? What is your recommended solution? Explain why you selected this alternative.
Describe in detail how you would implement your preferred solution.
How could this policy have been introduced so that it had a better chance of succeeding?LO.1
How do you get your staff to believe you?LO.1
People are by nature eager to make sense of what they experience. What are your guesses/hypotheses about the beliefs and values of the organisation that lie under the observed artefacts in the IT
What have you learnt about this engineering firm and its culture from the artefacts that I have described and the one item of organisational history?LO.1
How might you try and change this element of culture, in this organisation, with its diverse workforce?LO.1
What beliefs, values, behaviours (personal culture) meant that these workers refused to change even with the threat of being sacked?Unfortunately I didn’t get the consultancy contract, so I never
What do you think was the unions’ belief about the management?LO.1
What do you imagine were the beliefs of the management?LO.1
How do you think that the management could get the unions to change their beliefs?LO.1
What do you think the unions believed about the management after the third round of cuts?LO.1
How possible is it for the management to manage the beliefs of their workforce?LO.1
What lessons are there to be learnt about motivation from this case?
What lessons are there to be learnt from these three cases?LO.1
If you could have met these people, what questions would you have asked them?LO.1
What happens to you when you try and work very long hours?LO.1
How easy is it for managers to change their beliefs and thus their behaviours?LO.1
Can people change their behaviours without changing their beliefs?LO.1
Do managers hold Theory X beliefs because they know/believe that they also are lazy and uncreative?LO.1
Do some people have reasons other than their beliefs for behaving in a Theory X manner?LO.1
What would you do if your group had certain roles not being filled and you were aware that the group was likely to fail because of the vacancies?LO.1
Have you ever been to ‘‘Abilene’’ – how did it happen?LO.1
What does this observation say about interdepartmental co-operation within an organisation?LO.1
What might you expect to happen if a committee breaks up into subcommittees?LO.1
How difficult might it be if the French Chief Executive was sent to head up the Belgium organisation?
How many of the diagnostic criteria for paranoia does this organisation tick?LO.1
Did the organisation need to be paranoid?LO.1
What extra information would you want to have to confirm or reject a diagnosis of paranoia?LO.1
If the firmwas to double in size, what structural problems do you think the owners would face?LO.1
Will the structure revert to its previous structure when the organisation grows back to its former size?LO.1
What structural changes do you foresee ttp having to make in the future as they continue to grow?LO.1
What extra information would you like in order to analyse this virtual organisation?LO.1
Would ttp benefit from stopping being a virtual organisation?LO.1
What does ttp lose by not having continuous face-to-face communications during the working day?LO.1
What problems do you think the organisation will already have?LO.1
What factors might limit the profitable growth of the organisation?LO.1
Is it possible that ttp can grow to the point where they dominate their industry?If not, why?LO.1
What would be the organisational structure if they rose to industrial domination?LO.1
Of the nine generic influence tactics, which do you use the most when dealing with friends, parents, your boss or your professors? Would other tactics be more effective?
Describe conflicts you have witnessed.
What is the most common cause of conflict in today's workplaces?
What is your own best response to conflict-handling?
Will empowerment turn out to be just another management fad? Explain the rationale behind your answer.
What are the main advantages and drawbacks of the trend towards increased delegation?
Why do you think organisational politics is triggered primarily by uncertainty?
How much impression management do you see in your classroom and/or workplace today?Citing specific examples, are those tactics effective?
What antecedents of conflict appear to be present in this situation? What can be done about them?
Having heard how others handled this conflict, did one particular style seem to work better than the others?
Why is perception and attribution important?
When you are sitting in your course group, what stimuli are salient? What is your schema for course group activity?
A fellow student starts arguing in class with your lecturer. How would you formulate an attribution, according to Kelley's model?
In what situations do you tend to attribute your successes/failures to luck?
When did you last have trouble decoding a message - and what caused the problem?
Describe noises that interfere with communications you are trying to receive.
Explain which barrier to effective communication you think is most difficult to reduce?
Give some examples of non-verbal communication you have registered?
How would you describe your prevailing communication style?
Have you ever experienced gender differences concerning communication?

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