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business
management and organisational behaviour

Questions and Answers of Management And Organisational Behaviour

How does your feedback profile measure up against those of the other students? (Arbitrary norms, for comparative purposes, are: Deficient feedback = 18-42; Moderate feedback = 43-65;Abundant feedback
Which of the three sources of feedback is most critical to your successful job performance and/or job satisfaction? Explain.
How did your personal 'top 10' list compare with your group's 'top 10' list? If there is a serious mismatch, how would it affect your motivation? (To promote discussion, the lecturer may ask several
Which team had the most productive brainstorming session? (The lecturer may request each team to read its brainstormed list of potential rewards and 'top 10' list to the class.)
Were you surprised to hear certain rewards getting so much attention? Why?
How can organisations improve the incentive effect of the rewards most frequently mentioned in class?
Which of the following would qualify as a sociological group? A crowd watching a basketball game? One of the basketball teams? Explain.
What is your opinion about employees being friends with their co-workers (overlapping formal and informal groups)?
What is your personal experience with groups that failed to achieve stage
of group development? At which stage did they stall? Why?
Considering your current lifestyle, how many different roles are you playing? What sorts of role conflict and role ambiguity are you experiencing?
Which roles do you prefer to play in work groups: task or maintenance? How could you do a better job in this regard?
What norms do university students usually enforce in class? How are they enforced?
How would you respond to a manager who made the following statement: 'When it comes to the size of work groups, the bigger the better'?
Have you ever been a victim of either the Asch effect or groupthink? Explain the circumstances.
Have you observed any social loafing recently? What were the circumstances and what could be done to correct the problem?
Compare your total score with the following arbitrary norms:20-39 'When in doubt, run in circles, scream and shout!'40-59 A long way to go 60-79 On the right track 80-100 Ready for group dynamics
Does your evaluation help explain why the group or team was successful or not? Explain.
Was (or is) there anything you could have done (or can do) to increase the maturity of this group? Explain.
How will this evaluation instrument help you be a more effective group member or leader in the future?
Referring to Table 7.2, what task roles were performed? By whom?
What maintenance roles were performed? By whom?
Were any important task or maintenance roles ignored? Which?
Was there any evidence of the Asch effect, groupthink or social loafing? Explain.
Did your committee do a good job? Explain.
How much similarity in rankings is there among the different groups in your class? What group dynamics apparently were responsible for any variations in rankings?
Identify one real organisation from each form, as pure as possible.
Use your knowledge of any relevant organisation that does not have an organisation diagram to outlining what such a diagram would look like.
What is wrong with an organisation having too much differentiation and too little integration?
What are the advantages and disadvantages of more horizontal instead of vertical co-ordination?
When and under what assumption is a bureaucratic organisation a good choice?
If organic organisations are popular with most employees, why cannot all organisations be structured in an organic fashion?
Can you put labels on the different parts in your organisation - or one you know well(Mintzberg's organisation parts)?
Think of an existing example for each of Mintzberg's organisation types.
What are the disadvantages of many of the new organisational forms?
Using the following norms, was the manager's organisation relatively mechanistic or organic?
—
= Relatively mechanistic
—
= Mixed
—
= Relatively organic
Which of all organisational forms discussed in this chapter comes closest to the manager's organisation?
Has your education helped you to develop any of the traits that characterise leaders?
Should organisations change anything in response to research pertaining to gender and leadership? If yes, describe your recommendations.
What leadership traits and behavioural styles are possessed by your prime minister?
Describe how a lecturer might use House's path—goal theory to clarify student's path—goal perceptions.
Identify three charismatic leaders and describe their leadership traits and behavioural styles.
Have you ever worked for a charismatic leader? Describe how he or she transformed followers.
In your view, which leadership theory has the greatest practical application? Why?
Do you agree with the interpretation of your readiness to assume the leadership role? Explain why or why not.
If you scored below
and desire to become a leader, what might you do to increase your readiness to lead? To answer this question, we suggest that you study the statements carefully — particularly those with low
How might this evaluation instrument help you to become a more effective leader?
What type of problems that occur during meetings is most difficult to handle? Explain.
Are there any particular leader behaviours that can be used to solve multiple problems during meetings? Discuss your rationale.
Was there a lot of agreement about which leader behaviours were useful for dealing with specific problems encountered in meetings? Explain.
Which of the external forces for change do you believe will prompt the greatest change between now and the year 2020?
Have you worked in an organisation where internal forces created change? Describe the situation and the resulting change.
What are some useful methods that can be used to refreeze an organisational change?
Give examples of the way in which Theory E and
can be combined for each of the six dimensions of change.
Have you ever resisted a change at work? Explain the circumstances and your thinking at the time.
Which source of resistance to change do you think is the most common? Which is the most difficult for management to deal with?
Which of the three reasons for organisations' natural resistance to learning is the most powerful? Explain.
Were you committed to the change? Why or why not?
Did this level of commitment affect your behavioural support for what management was trying to accomplish?
Are there any additional thrusters and counterthrusters that should be listed? Add them to the list.
Do you agree with the 'strength' evaluations of thrusters and counterthrusters in step 4? Ask your partner to share his or her rationale for the ratings. Modify the ratings as needed.
Examine the specific recommendations for change listed in step 5, and evaluate whether you think they will produce the desired changes. Be sure to consider whether the focal person has the ability to
What is your overall evaluation of your partner's intervention strategy?
What was your reaction to doing a force-field analysis? Was it insightful and helpful?
Was it valuable to receive feedback about your force-field analysis from a partner? Explain.
How would you assess the probability of effectively implementing your recommendations?
Explain the meaning and importance of work groups and teams;
Distinguish between groups and teams, and between formal and informal groups;
Explain the main reasons for the formation of groups and teams;
Examine factors which influence group cohesiveness and performance;
Analyse the nature of role relationships and role conflict;
Detail member roles, and group functions and interactions;
Review the importance of, and influences on, successful teamwork.
Assess critically the likely standard of individual compared with group or team performance. Explain what is meant by (a) the risky-shift phenomenon, (b) groupthink and (c) brainstorming.
Using the model at Figure 6.1 to structure your answer, explain why dragon boat racing can be a useful means of turning groups into teams.
What can we learn from the article about the importance of the ‘informal’ aspects of organisations? What problems could the informal group or organisation cause for managers in an organisation
Analyse the main team members using Belbin’s team roles as a framework. Which roles do the members appear to fit? Note: One person may have both a main role and a backup role. Are there any
Top Gear is criticised for being all male and exhibiting ‘laddish’ behaviour. Do you think the BBC should add a woman to the team? Explain the reasoning for your answer.
Explain the importance of group cohesiveness to the Red Arrows. How can cohesiveness be achieved when team members are so physically isolated when they train and perform?
To what extent do you think Belbin’s team roles are relevant to a specialist team like the Red Arrow pilots? Explain whether your answer would be different if you include the whole of the support
Explain the meaning and importance of leadership in work organisations;
Contrast main approaches to, and studies of, leadership;
Examine leadership as an aspect of behaviour, and different styles of leadership;
Explore contingency theories of leadership;
Evaluate the nature and main components of transformational leadership and inspirational leadership;
Explain the leadership relationship and the exercise of leadership power and influence;
Review the variables which determine effective leadership and development.
Using the Tannenbaum and Schmidt continuum (see p. 265), identify, with reasons, your preferred style of leadership. Give an example of a situation in which you might need to adopt an alternative
What do you understand by leader–situation models of leadership? Assess the practical value to the manager of:(i) Fiedler’s contingency model of leadership effectiveness; and(ii) Hersey and
What does this article tell us about the qualities or traits needed to be a good leader?
Analyse the article using Hersey and Blanchard’s situational leadership model (see p. 272). Which of the four ‘situations’ is described? What skills would you add to those suggested in the
How and to what extent does Steve Jobs’ career illuminate the difference between management and leadership?

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