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business
organizational behavior and management

Questions and Answers of Organizational Behavior And Management

=+LO 3-6 Explain how understanding emotions makes people more effective.
=+LO 3-5 Realize the benefits of emotional intelligence.
=+LO 3-4 Describe the impact of core self-evaluations on performance.
=+LO 3-3 Illustrate ways in which personality can affect your performance at school and work.
=+LO 3-2 Explain how multiple intelligences affect your performance.
=+LO 3-1 Distinguish individual differences based on their relative stability.
=+4. Fight the lawsuit. If nothing else, this may help you reduce the payment that will be awarded to Ruppert.
=+3. Settle the lawsuit and then retire because you allowed this abusive situation to exist.
=+2. According to what we learned about counterproductive behavior, you would settle the lawsuit and fire Pearce. Assuming the allegations are accurate, Pearce’s behavior deserves to be punished.
=+1. Settle the lawsuit and allow Bernadine Pearce to retire. While Pearce’s behavior is bad, she did give the city 40 years of her life.
=+3. What can you do to increase your level of job satisfaction?
=+2. Which of these three aspects of satisfaction is most important to you? Explain.
=+1. What are your relative levels of satisfaction with recognition, compensation, and supervision?
=+2. Which company approach would be most effective for you as an employee? Explain
=+1. What do you think about these approaches to engagement?
=+might they foster more engagement from you?
=+3. To what extent do your professors influence your level of engagement? How
=+2. How might you increase it?
=+1. Is your level of engagement what you expected?
=+2. Do you think the changes described above will reduce employee turnover for cooks? Explain.
=+1. What are the pros and cons of using results from attitude surveys to create organizational changes?
=+3. Do you think you may want to focus more on any of the five lowest-rated values as you graduate from school and pursue a career? Explain.
=+2. What are your top five values? Which do you think has the greatest impact on your personal goals?
=+1. Rank your scores for the values from high to low. Do you agree with this rank order?
=+LO 2-6 Describe the implications of values and attitudes for you and managers.
=+LO 2-5 Describe work-related outcomes associated with job satisfaction.
=+LO 2-4 Discuss the five causes of job satisfaction.
=+LO 2-3 Discuss the importance of four key workplace attitudes.
=+LO 2-2 Explain how personal attitudes affect workplace behavior and work-related outcomes.
=+LO 2-1 Describe the role values play in influencing your behavior.
=+LO 1-1 Describe the value of OB to your job and career.
=+LO 1-2 Identify factors that influence unethical conduct and how it affects performance.
=+LO 1-3 Utilize OB to solve problems and increase your effectiveness.
=+LO 1-4 Explain the practical relevance and power of OB to help solve problems.
=+LO 1-5 Utilize the Organizing Framework for Understanding and Applying OB.
=+LO 1-6 Apply the Organizing Framework to the 3-Step Problem-Solving Approach.
=+LO 1-7 Describe the implications of OB knowledge and tools for you and managers.
=+1. Does this instrument accurately assess your potential as a manager? Explain.
=+2. Which of the seven dimensions do you think is likely the best predictor of managerial success? Which is the least? Explain.
=+3. The instrument emphasizes competition with others in a win-lose mentality.
=+Describe the pros and cons of this approach to management.
=+1. If you think executives (and perhaps other employees) of financial institutions should be punished for their roles in the crisis, describe
=+what punishment you think is appropriate.
=+2. If you think they should not be punished, explain why.
=+3. Is it appropriate for the firms to pay fines, but for the executives to avoid consequences? Justify your answer.
=+1. What can employers do to encourage whistleblowers?
=+2. How can organizations ensure that whistleblowers are protected, other than simply making it a policy (just words)?
=+3. What can you do as an individual employee
=+when you witness or become aware of unethical conduct?
=+1. Are your views more idealistic or more relativistic?
=+2. What do you think about students cheating on homework assignments in school?
=+What about cheating on exams?
=+3. Are your answers consistent with your score? Explain.
=+4. Suppose you’re a manager. What does your score imply about the way you would handle the unethical behavior of someone you manage?
=+ What about your boss’s unethical behavior?
=+1. What do items 1–3 tell you about your ability to define problems?
=+2. Do your scores on items 4–6 match your perceptions of your ability to generate effective solutions?
=+3. Using the individual items, describe the pros and cons of your tendencies toward implementing solutions.
=+1. Do not divulge the whistle-blowing. Justify.
=+2. Wait until you learn the outcome of the interview; if you don’t get the offer, don’t share the information. Justify.
=+3. Wait until you learn the outcome of the panel
=+interview; if you get a job offer, then tell the person who makes you the offer about the allegations. Explain your reasoning.
=+4. Tell all members of the panel during your interview. Explain your reasoning, Including anticipating their potential reaction and what you might do as a result.
=+5. Create and explain another course of action.
2.4 Class discussion (whether in groups or as a class) should center on how a restaurant owner or manager might use the resulting list to evaluate the performance of restaurant servers.How could this
2.3 Take another look at your list. Did you come up with any behaviors that would be described as “counterproductive behaviors”? If you didn’t include any, does that mean that counterproductive
2.2 Take a look at the resulting list. Did you come up with any behaviors that would be described as “citizenship behaviors”? If you didn’t include any in your list, does that mean that
2.3 Describe disadvantages of the PD@GE app. Explain why managers with longer tenure at GE may have doubts about the effectiveness of the PD@GE app. What could be done to alleviate potential concerns?
2.2 Describe advantages of the PD@GE app as a means of evaluating employee job performance.
2.1 How well do you think that Jack Welch’s performance review system evaluated employee job performance (as we have defined it in this chapter)? Which specific dimensions of job performance do you
2.5 Consider how you would react to 360-degree feedback. If you were the one receiving the feedback, whose views would you value most: your manager’s or your peer’s? If you were asked to assess a
2.4 Figure 2-3 classifies production deviance and political deviance as more minor in nature than property deviance and personal aggression. When might those “minor” types of counterproductive
2.3 Describe a job in which citizenship behaviors would be especially critical to an organization’s functioning, and one in which citizenship behaviors would be less critical. What is it about a
2.2 Describe the job that you currently hold or hope to hold after graduation. Now look up that job in the O*NET database. Does the profile of the job fit your expectations? Are any task behaviors
2.1 Describe your “job” as a student in terms of the job performance dimensions discussed in this chapter. What would be the benefit of approaching student performance from a behavior perspective
2.7 MBO, BARS, 360-degree feedback, and forced ranking practices are four ways that organizations can use job performance information to manage employee performance.
2.6 A number of trends have affected job performance in today’s organizations. These trends include the rise of knowledge work and the increase in service jobs.
2.5 Counterproductive behaviors are employee behaviors that intentionally hinder organizational goal accomplishment. Examples of counterproductive behavior include sabotage, theft, wasting resources,
2.4 Citizenship behaviors are voluntary employee activities that may or may not be rewarded but that contribute to the organization by improving the overall quality of the setting in which work takes
2.3 Organizations gather information about relevant task behaviors using job analysis and O*NET.
2.2 Task performance includes employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces.Examples of
2.1 Job performance is the set of employee behaviors that contribute to organizational goal accomplishment. Job performance has three dimensions: task performance, citizenship behavior, and
2.7 How can organizations use job performance information to manage employee performance?
2.6 What workplace trends are affecting job performance in today’s organizations?
2.5 What is counterproductive behavior?
2.4 What is citizenship behavior?
2.3 How do organizations identify the behaviors that underlie task performance?
2.2 What is task performance?
2.1 What is job performance?
6. Should Colleen focus more on her direct reports’ performance or organizational commitment? Will she exhibit different behaviors based on that choice? What are the advantages to focusing on one
5. How does the new structure affect Colleen’s ability to lead? It would be useful to detail some of the pros and cons Colleen will likely face given how things have been organized.
4. What does Colleen have going for her in terms of getting others to trust her? Are there certain things she should do or say to generate that trust as well as maintain it over time?
3. It’s clear that the two companies have very different cultures even though they are both health care providers.Should one culture be stressed over the other? Will this affect the way Colleen
2. What kinds of power can Colleen use to try to influence others to adopt some efficiency related procedures? Are there certain types of influence behaviors that will be more effective than others
1. Drawing on what you know about leadership, what types of behaviors are going to be most important for Colleen as she begins to interact with her new direct reports. Should these behaviors change
6. Based on your analysis of Tiger, does the company need a minor “tune-up” in regard to its practices and policies, or is a major overhaul in order? What three recommendations would most likely
5. Why are the perceptions of the managers and creative associates so different with respect to the nature of Tiger’s management practices and policies? What role could emotional intelligence play
4. What is the underlying general premise that senior client managers seem to have regarding the stressful demands at Tiger, and in what ways is this premise problematic?
3. Describe the primary sources of stress the creative associates are experiencing. Explain how some of these stressors have led to Tiger’s problems while others have led to its success.
2. Describe signs that groupthink is present in Tiger’s top management team. In what ways is this groupthink problematic? What can be done to overcome these problems?

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