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business
organizational behavior and management

Questions and Answers of Organizational Behavior And Management

An organization with an adhocracy culture encourages risk taking and allows associates to make errors. How do managers operating in such a culture decide when an associate is doing a poor job and
Describe the culture or cultures at Hillwood. Are there subcultures?
How would you recommend that Sharon measure effectiveness at Hillwood? What do you think some of the effectiveness criteria might be?
What is your company’s objective?
How will you achieve your objective? How should you plan your work, given the time allowed?
What degree of specialization and centralization is appropriate?
Which group members are more qualifi ed to perform certain tasks?
Describe three major internal pressures for change.
Identify and explain six major external pressures for change.
Describe the three-phase model of planned change.
Discuss important tactical choices involving the speed and style of a change effort.
Explain the four general causes of resistance to change and the tactics that can be used to address each cause.
Discuss the role of the DADA syndrome in organizational change.
Describe the basic organization development (OD)model and discuss OD interventions, including relationship techniques and structural techniques.
Why do organizations need to make changes on a regular basis?What are the major causes of these changes?
Why is it so diffi cult for people to change their behavior, even when they know it is important to do so?
If you were in a managerial position and believed that a major change in your unit’s structure was needed, what actions would you take to ensure that the change was made effectively?
What are the three major sources of internal pressure for organizational change? In your opinion, which of these three is most diffi cult to handle? Why?
What are the six major sources of external pressure for organizational change? In your opinion, which of these is most diffi cult to handle? Why?
What are the factors to consider in deciding whether a fast or slow approach to change is best? What are the factors to consider in deciding whether a top-down or participatory approach to change is
The entrepreneurial stage of an organization’s life cycle is an exciting time. But while the founders are deciding how they will enter new markets and what products they will offer, do they have
When implementing OD interventions, how should managers deal with people who have low self-effi cacy?
What ethical issues are involved in implementing major organizational changes in which a large number of associates are laid off? How should these issues be handled?
Suppose you identify a person going through the DADA process in response to an organizational change. Should you intervene or leave the person alone to move through the stages on his or her own?
Identify the basic problems at KBTZ.
Which OD techniques would you consider using, and why?
Explain how confl ict can be either functional or dysfunctional and distinguish among various types of confl ict.
Discuss common causes of confl ict.
Describe confl ict escalation and the various outcomes of confl ict.
Explain how people respond to confl ict and under what circumstances each type of response is best.
Understand how organizations can manage confl ict.
Describe the basic negotiation process as well as effective strategies and tactics for negotiating.
Explain why organizations must have power to function, and discuss how people gain power in organizations.
Defi ne organizational politics and the tactics used to carry out political behavior.
Do your homework. Know what you are worth on the job market and what the industry standards are for the position you are being offered. Numerous sources of information exist to help you with this
Determine your best alternative to a negotiated agreement (BATNA).This is the lowest offer you will consider; you will reject any offer lower than your BATNA. Your BATNA is a dynamic cutoff. You
Know what salary you want—your target salary. Your BATNA is your least acceptable outcome.Your target salary is your preferred outcome.
Never make vague counteroffers, such as “I need more money.” Be prepared to offer a specifi c salary range and a justifi cation for the salary range. This is where your homework will come in
Although you should not be vague, neither should you say, “I need X amount of dollars.” This indicates that you are unwilling to negotiate.On the one hand, the organization can say no and
Be realistic. Often, when organizations offer salaries for entrylevel positions, they leave little room for negotiation. The higher you go in the organization, the more room there usually is for
Be polite and direct during negotiations.
Never infl ate your past salary or experience. Be honest in all aspects of the negotiation.
Remember to calculate benefi ts as part of the offer package. One offer may have a lower salary fi gure but a much more generous retirement plan. Again, do your homework.
Do not play “hard to get” when you have little bargaining power.
Can you describe a situation in which confl ict was functional (i.e., it had positive outcomes)? If so, in what ways was the confl ict functional?
A strategic leader must use power in many actions that she takes. In what ways can she exercise this power to achieve positive outcomes?
How can knowledge of confl ict, negotiations, power, and politics in organizations help you be more successful in your career? Please be specifi c.
Why does confl ict often develop?
What is confl ict escalation, and what conditions make it likely? What are other possible outcomes of confl ict?
How do people respond to confl ict, and under what circumstances is each type of response most effective?
What can organizations do to manage confl ict?
Describe basic negotiating strategies and the tactics most likely to accomplish those strategies.
Under what circumstances is it ethically appropriate to use coercive power? When should managers not use coercive power to deal with problems in organizations?
How can a manager know when confl ict is functional? How can confl ict be managed to ensure that it remains functional? Do managers have a responsibility to ensure that confl ict is functional or to
You are chairman of the board and CEO of a major corporation. Is it appropriate for you to select the other board members? Why or why not?
If you control resources that are critical to an organization, you have power. Are there circumstances in which it would be acceptable to use that power to garner more resources for your unit (and
You have recently hired fi ve new associates in your unit, all of whom have excellent knowledge and skills. Each was offered a beginning annual salary of $100,000. Four of them accepted the salary
What are your goals? What are you trying to accomplish?
Who will be infl uential in allowing you to achieve your goal? Who is dependent on you for certain outcomes?
How do you think others will feel about what you are trying to do? Do you think there will be resistance?
What are the power bases of those you wish to infl uence? For example, do they have reward power? Referent power?
What are your bases of power and infl uence? What rewards or valued outcomes can you control? What type of power can you exert to gain more control over the situation?
Describe the types of confl ict that seem to exist within the Bluebirds organization. What are the causes?
Is the confl ict functional, dysfunctional, or both? Explain.
Assume that Trudy has hired you as a consultant to help her resolve the confl ict. Describe the steps that you would take.
The teams should read each case and determine:a. Which confl ict response should be used to manage the confl ict (this may require starting with one style and moving to others as the situation
Defi ne stress and distinguish among different types of stress.
Understand how the human body reacts to stress and be able to identify the signs of suffering from too much stress.
Describe two important models of workplace stress and discuss the most common work-related stressors.
Recognize how different people experience stress.
Explain the individual and organizational consequences of stress.
Discuss methods that associates, managers, and organizations can use to manage stress and promote well-being.
How can good stress be distinguished from bad stress? How much stress is too much stress?
How can managing stress in an organization contribute to improved strategy implementation and organizational performance?
How much stress do you currently experience? How can reducing your stress increase your performance in school and enhance your life in general?
What do we mean by stress? What are the distinguishing features of acute and chronic stress, and eustress and dystress? Does all stress result in negative consequences?
How does the human body react to stress? What are the outcomes of this reaction? How can you tell if you or someone you know may be suffering from too much stress?
What are the general causes of workplace stress according to the demand–control model? What are the general causes of stress according to the effort–reward imbalance model? What implications do
What specifi c effects does workplace stress have on individuals and organizations?
What can organizations do to prevent and manage workplace stress? What specifi c changes can they make?
What responsibility do senior managers have to understand how their decisions affect the stress experienced by other managers and by associates?
Do managers have any responsibility to help associates manage stress caused by life events outside of work? Explain.
What actions should a manager take if she has an associate experiencing burnout?
Do organizations have a responsibility to offer programs or benefi ts that can help associates manage stress, such as more vacations, fl exible work arrangements, and wellness programs?Why or why not?
Is it appropriate for employers to seek detailed personal information in order to make recommendations for wellness action plans?
Could Tony’s problem with alcohol be stress-related? Explain why or why not.
What should Walt do in this circumstance to help Tony cope?
Is Tony savable? Do the benefi ts outweigh the costs of trying to save him?
Defi ne leadership and distinguish between formal and informal leaders.
Demonstrate mastery of the trait concept of leadership.
Compare and contrast major behavioral theories of leadership.
Explain contingency theories of leadership, emphasizing how they relate leadership effectiveness to situational factors.
Describe transformational leaders.
Integrate concepts and ideas from behavioral, contingency, and transformational leadership.
Discuss several additional topics of current relevance, including leader–member exchange, servant leadership, gender effects on leadership, and global differences in leadership.
How should leaders approach individuals, units, and organizations suffering from poor performance?
Why is ethical leadership often of utmost importance to various stakeholders?
Should women and men lead in different ways?
What is leadership, and why is it important for organizations?
Are leaders born or made? Explain your answer. What are the core traits possessed by effective leaders?

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