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organizational behaviour key concepts

Questions and Answers of Organizational Behaviour Key Concepts

When the work is not entirely unskilled.202-1
When the work team can be identified as a meaningful unit of the organization, when inputs and outputs are definable and clearly identifiable; and when different teams can be separated by stable
When turnover in the team can be kept to a minimum.202-1
When there are definite criteria for performance evaluation of the team members.202-1
When timely feedback is possible.202-1
When the team has resources for measuring and controlling its own critical variances in workflow.202-1
When the tasks are highly interdependent, so that team members must work together.202-1
When cross-training is desired by management.202-1
When jobs can be structured to balance team and individual tasks.202-1
Self-managing or autonomous work teams are heavily promoted in the literature.What are the costs and benefits of these to (a) the management that establishes them and (b) the individuals who are
What impact can technology have on the behaviour and performance of teams? Discuss positive and negative effects, illustrating your answer with examples.202-1
‘Autonomous team is a relative term’. Discuss the concept of team autonomy explaining why similarly labelled teams may, in practice, operate very differently. Consider why management might have
Using your library and the internet, locate any relevant research and management literature on effective teamworking and devise a list of best practice ‘do’s’ and ‘don’ts’, and use it to
Search YouTube for ‘The IT Crowd/Team Players/Channel 4’ (1.34 minutes). This short, humorous video clip reminds us of the organizational trend, perhaps even obsession, with teams, teamworking
Identify up to three issues from this chapter that you found significant.202-1
Relate these to the competencies in the employability matrix.202-1
Decide what actions you need to take to maintain and/or develop those competencies under each of the four headings of the employability matrix.202-1
Understand different ways in which the term motivation is used.202-3
Understand how motives and motivation processes influence behaviour.202-3
Apply expectancy theory and job enrichment techniques to diagnose organizational problems and to recommend practical solutions.202-3
Explain contemporary interest in this field, with respect to extreme jobs, boreout, the gig economy, employee engagement and high performance work systems.202-3
Do you complete private tasks at work?202-3
Do you feel under-challenged or bored?202-3
Do you sometimes pretend to be busy?202-3
Are you tired and apathetic after work even if you experienced no stress in the office?202-3
Are you unhappy with your work?202-3
Do you find your work meaningless?202-3
Could you complete your work quicker than you are doing?202-3
Are you afraid of changing your job because you might take a salary cut?202-3
Do you send private emails to colleagues during working hours?202-3
Do you have little or no interest in your work?202-3
How could you use Maslow’s framework to explain a friend’s preference for either the freedom and flexibility of working freelance in the gig economy, or the security and social contact provided
What actions would you take if you were earning just a little more than Annika in our example from the Stockholm restaurant?202-3
What actions would you take if you were earning very much more than Annika?202-3
To what extent do you think equity theory can make accurate predictions of your behaviour in inequitable situations like these?202-3
Why would a highly motivated individual perform badly? Why might an individual with a very low level of motivation be a poor performer? And why could a very competent individual have a low expectancy
You are employed on a job in which you repeat the same simple task every 15 seconds, perhaps wiring plugs for lamps, 202-3 9.00 am until 5.30 pm, every day (with a lunch break), five days a week.
Is it inevitable that some jobs just have to be like this, given the nature of work and technology, and the need to keep quality high and costs low?202-3
Some commentators argue that high performance work systems and employee engagement are radical changes to organization design and management–employee relationships. Others argue that these are
What is an extreme job? Why would anyone want to live and work like this? What are the benefits and costs of holding an extreme job?202-3
What are the causes and implications of boreout? What steps can management take to reduce or prevent boreout among office staff?202-3
What is ‘employee engagement’, and why is this a popular management concept?What steps can organizations take to increase employee engagement?202-3
How does equity theory explain motivation and behaviour, and how can equity theory be used to diagnose and improve employee motivation?202-3
Linn Products is cited in this chapter as a company that uses job enrichment successfully in the manufacture of its hi-fi products. Their website is: www.LinnProducts.net.Linn also has its own record
How would you describe Jeff Skilling’s management style?202-3
What effect does he have on employee motivation?202-3
Jeff’s view of human motivation is based on competition, greed and ‘survival of the fittest’. He introduces the Performance Review Committee system which applies a ‘rank and yank’ (also
Find the website www.mindtools.com, and search for ‘job crafting’. There you will find practical advice on how to reshape or ‘craft’ your job, to make it more interesting, meaningful and
Identify up to three issues from this chapter that you found significant.202-3
Relate these to the competencies in the employability matrix.202-3
Decide what actions you need to take to maintain and/or develop those competencies under each of the four headings of the employability matrix.202-3
Identify the main features of the process of perception.202-3
Distinguish between the bottom-up processing of sensory information and the top-down interpretation of that information.202-3
Understand the nature and implications of selective attention and perceptual organization.202-3
Give examples of how behaviour is influenced by our perceptions.202-3
Explain and illustrate the main processes and problems in perception, including false attributions, halo effects and stereotyping.202-3
Explain some less widely appreciated sources of discrimination at work arising from characteristics of the person perception and attribution processes.202-3
Suggest techniques for improving perceptual accuracy and avoiding errors.202-3
Choose a film that you have seen recently, and which you particularly enjoyed. Now find a friend or colleague who has seen the same film, and who hated it.202-3
your views of that film. What factors (age, sex, background, education, interests, values and beliefs, political views, past experience) can you identify that explain the differences in perception
Identify examples of the ways in which advertisements creatively use stimulus factors to attract our attention, in newspapers, magazines, and on billboards and television.202-3
Have you disagreed with someone recently? What did you disagree about? How can this disagreement be explained by differences between your perceptual world and theirs?202-3
It seems that we are ‘fed’ information in language which reinforces the management definition of reality and justifies decisions in order to make employees compliant.202-3
Find examples of managers or politicians using language in order to make what they have to say more acceptable to their audience and more persuasive.202-3
Explain the distinction between sensation and perception. What is the significance of this distinction?202-3
What is the individual’s perceptual world? What factors influence this construct, and how does an understanding of someone’s perceptual world help us to understand their behaviour?202-3
What is the difference between selective attention and perceptual organization? What factors influence the latter process?202-3
How can an organization’s selection, appraisal and promotion processes be affected by errors and biases in perception? How can these errors and biases be overcome?202-3
Decide on an appropriate stereotype label (e.g. ‘absent-minded professor’) for each character.202-3
Explain why you have chosen that label, based on the evidence that each character provides (what they say, how they say it, appearance, non-verbal behaviour).202-3
For each character, identify two adjectives that you think would describe how they would be likely to interact socially with others.202-3
Think about each of those characters in an organizational context, assess what you feel would be their strengths and their weaknesses.202-3
What is the sex, marital status and ethnic background of the managing director? Identify the data in the room that lead you to your inferences.202-3
How would you describe the managing director’s character? What are this person’s interests? What would you expect this person’s management style to be like? Once again, identify the data on
Given your own personality, do you think that you would be happy working for this person?202-3
Explain how your analysis illustrates the concepts of selective attention, perceptual organization, perceptual world, halo effect and stereotyping.202-3
Identify up to three issues from this chapter that you found significant.202-3
Relate these to the competencies in the employability matrix.202-3
Decide what actions you need to take to maintain and/or develop those competencies under each of the four headings of the employability matrix.202-3
Describe the dimensions of social intelligence, and explain the importance of this capability.201-22
Understand the components of the interpersonal communication process.201-22
Identify the main barriers to effective interpersonal communication.201-22
Understand different questioning techniques, conversation controls and listening skills.201-22
Explain the nature and significance of non-verbal communication cues and clusters.201-22
Understand the nature and mechanisms of impression management skills and techniques.201-22
Assess the concept of emotional intelligence and its practical significance.201-22
Explain how corporate communication can influence understanding and encourage compliance with management directions.201-22
Which communication skills do employers value most? Which communications skills are taught most often on business school programmes?201-22
Studies have found that listening is the workplace communication skill most valued by employers, followed by conversing (interviewing, for example), and then presenting. However, a study of business
How does your programme prioritize these skills? Do you need to speak to your instructors about this? How can you fill gaps in your skills development for yourself?201-22
With whom do you communicate often? What prevents effective communication in your experience? How can you improve the effectiveness of your communication?201-22
Record a television police drama, a magazine programme, or a news broadcast. Watch somebody being interviewed: police interviewing suspect, host interviewing celebrity, news reader interviewing
Replay this interview with the sound off. Can you identify any barriers which made this communication less effective – physical layout, posture, timing, non-verbal behaviours?What further advice
Do a deal with a friend or colleague. Agree to monitor each other’s body language and impression management for a week. Give each other regular, honest, critical and constructive feedback on body
Say out loud exactly the same sentence, ‘This is a really interesting textbook’, in two different ways, with opposite meanings.201-22
Is impression management simply a form of deceit? What in your view are the ethical problems raised by the advice that we should consciously manipulate the impression that others have of us through
Do you use, or do you avoid, impression management methods when you are deciding what to wear to go to parties, clubs, job interviews, lectures?201-22
How does your educational institution use rewards and sanctions to influence the decisions that you make about the nature and direction of your studies? What‘signals’ do teaching staff send in
How would you describe the communication climate of your educational institution?Of an organization where you have recently worked? Of your current employer?201-22
What is social intelligence, and why are these capabilities now seen as ranking in importance with general intelligence, especially for managers?201-22

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