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business
management and organisational behaviour

Questions and Answers of Management And Organisational Behaviour

How can Steve Jobs’ leadership style be analysed? To what extent does the evidence so far conform to the Burns model of transformational leadership?
Using a concept or concepts from the chapter, explain which type of leadership is best suited to the Red Arrows.
An accident such as that described can have a major effect on team performance and motivation.What key steps or actions should a leader take to restore the team to peak levels of confidence and
Explain the meaning and main activities, or functions, of management;
Analyse the essential nature of managerial work;
Outline empirical studies on the work and behaviour of managers;
Debate the attributes and qualities of a successful manager;
Contrast different attitudes and assumptions of managers about human nature and behaviour at work;
Debate suggested philosophies for the successful management of people;
Analyse criteria for evaluating the effectiveness of managers.
Explain Jacobs’ view of management in the light of the options offered in Figure 8.1.
If Jacobs is correct, what are the implications for traditional management models? Take one of the models outlined in the chapter (for example Fayol’s, Brech’s, Drucker’s or Mintzberg’s) and
Analyse the survey results using one or more of the models from the text about the nature of management(for example that of Fayol, Drucker or Mintzberg). Which of the models do you find offers the
What training and development needs are suggested by the material from the surveys? Suggest appropriate content and methods of an effective development programme for a newly appointed middle manager.
Can ‘Red One’ be best described as a leader or a manager? Justify your view.
Explain and discuss which management styles might be most appropriate for different parts of the operation; such as the pilot teams, the‘circus’, the PR team and the logistical team.
Explain the nature of, and functions served by, corporate strategy;
Explore the importance of organisational goals, objectives and policy;
Review the dimensions, concepts and importance of organisation structure;
Debate the relevance of underlying features of organisation structure;
Explain variables influencing organisation structure and the contingency approach;
Recognise the changing face of the workplace and demands for flexibility;
Assess the importance of strategy and structure for the effective management of organisations.
How does structure relate to the overall effectiveness of an organisation? Explain the main factors to be considered in the design of organisation structure. Discuss critically the continuing
Prepare diagrams to explain: (i) line and staff organisation; and (ii) a matrix structure of organisation. Discuss reasons for adopting each form of structure and potential problem areas that might
What lessons can be drawn from the article about the importance of organisational structure?
Why might the management of the newly created HMRC have chosen a matrix style (as shown in Figure 9.12), rather than a hierarchy? Explain the benefits and drawbacks of each for both employees and for
Critically review the governing structure of the John Lewis partnership. What are the strengths and weaknesses of such a structure in a fast-moving competitive environment?
Discuss and evaluate the possible impact of this democratic style of organisation on the role and behaviour of managers. How is it likely to differ from the role and behaviour of managers in a more
How, and to what extent, do you think the problems experienced by BP in the Gulf of Mexico were related to organisational size and structure?
Explain fully what other organisational factors might have contributed to the accident?
Explain the nature and importance of control in work organisations, and the essential elements in a management control system;
Detail different forms of control and characteristics of an effective control system;
Explain the nature of power and management control, and review perspectives of organisational power;
Assess the nature and impact of financial and accounting systems of control;
Explore the concept of empowerment and the manager–subordinate relationship;
Examine the process of delegation, and the benefits and art of delegation;
Recognise the human and social factors that influence people’s patterns of behaviour.
Discuss the main factors that are likely to affect resistance to, and the successful implementation of, management control systems.
How would you explain the organisational and personal relationships between a manager and subordinate staff that are created by the process of empowerment?
What does Stephen Martin’s experience tell us about the problems associated with both direct(notice boards, websites) and indirect (delegated via managers) systems of organisational communication
Use Figure 10.3 to suggest which sort of control system you believe is best suited to organisations like the Clugston Group, and why.
Analyse the issues raised in this case using the concepts of legitimate (organisational) power and personal(informal) power. What can we learn about the relationship between perception,
How should senior managers, in particular those who are responsible for the assessment and promotion of staff, act in the light of the concept of the ‘80/20’ rule?
To what extent should an industry like oil exploration and drilling be controlled by external(national or international government) regulation?Explain both the benefits and problems associated with
The relationship between the US President and the Chief Executive of BP during the crisis exhibits some characteristics of a power struggle.Does such behaviour help or hinder problem resolution?
Explain the significance of organisational ideologies and principles;
Review the nature and value of mission statements;
Examine the importance of the profit objective;
Assess the concepts of corporate social responsibilities and organisational stakeholders;
Explore approaches to the consideration of values and ethics in organisations;
Evaluate the nature and scope of codes of business conduct;
Review the importance of ethics and corporate social responsibilities for the effective management of a work organisation.
Comment critically on the code of ethics (or code of conduct) for your organisation; or if one does not exist, draw up your own suggested code.
Explain what sort of ethical reasoning is used by the supervisors in the example of the aerospace company to justify ignoring ‘perruques’.
What are the arguments for and against managers tolerating this type of behaviour? On balance, would you personally ‘turn a blind eye’to such conduct or not, and why?
Who are the stakeholders of the Fairtrade Foundation? Using the information in the chapter, identify examples of each type of stakeholder. Who are the most powerful? Who the most important? Identify
With reference to the decision to include major supermarkets and other large scale retailers in the scheme, discuss whether you think that ‘good’ acts can result from selfish motives or not.
Bearing in mind our reliance on a fast-shrinking supply of oil, sketch out a stakeholder analysis of the decision by oil majors to engage in increasingly risky types of oil exploration and drilling.
How could the notion of the ‘balanced scorecard’be used to ensure good management of a company which is the size of BP?
Outline the meaning and nature of organisation development;
Examine the nature, types and main features of organisational culture;
Evaluate influences on the development of culture and the importance of culture;
Detail the characteristics of organisational climate and employee commitment;
Explore the nature of organisational change and reasons for resistance to change;
Examine the management of organisational change, and human and social factors of change;
Review the importance of organisational culture and the ability of the organisation to adapt to change.
Give specific examples of major changes confronting management today and their probable implications for an organisation of your choice.
With reference to Lewin’s model of change management, as shown in Figure 12.4, suggest the steps that would need to be taken by an organisation to introduce the two innovatory management practices
Crainer suggests that managers are themselves often the source of resistance to change.Using the information in the chapter about resistance to change as the basis for your analysis, explain why
What steps would you take to overcome these types of resistance?
Review the case study organisation in the light of The cultural web (Figure 12.1) and try to pick out examples of each aspect.
Choose a model of change or change management from the chapter and use it to analyse the content of the case. Write a short report explaining how the model can help managers to manage major workplace
Using a model from the chapter as a framework, explain and analyse what seem to be the main features of BP’s organisational culture.
What structural and cultural changes do you think BP needs to initiate in order to restore the image of the company? How can these changes be communicated best to both staff and the wider public?
Discuss critically the role of management as an integrating activity. Give your views on the responsibility of management and the manner in which you believe this responsibility should be exercised.
Why is it increasingly important for managers to adopt an international approach? What do you see as the future of globalisation?
Explain the nature and main features of organisational behaviour;
Detail contrasting perspectives of orientations to work;
Outline the importance of management as an integrating activity;
Assess the nature and importance of the psychological contract;
Explain the relevance of the Peter Principle and Parkinson’s Law;
Review the changing nature of work organisations;
Assess the impact of globalisation and the international context.
Identify major trends in the development of organisational behaviour and management thinking;
Contrast main features of different approaches to organisation and management;
Evaluate the relevance of these different approaches to the present-day management of organisations;
Explain the relationships between management theory and practice;
Assess the value of the study of different approaches to organisation and mnagement;
Recognise the relationship between the development of theory, behaviour in organisations and management practice;
Establish a basis for consideration of aspects of organisational behaviour discussed in subsequent chapters.
Focus on valuing individual differences and factors affecting behaviour and performance;
Apply key issues of personality studies to the work organisation;
Explain the nature of ability and emotional intelligence;
Detail the nature and significance of attitudes to the workplace;
Assess the value of psychometric tests and assessments;
Explore the nature and importance of diversity management;
Identify dimensions of diversity and evaluate the business case for diversity
What does the article tell us about the relative importance of personality, ability and experience in the selection process?
Explain which of the three you think is the best predictor of job performance, and why.

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