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principles of organizational behavior

Questions and Answers of Principles Of Organizational Behavior

In your opinion, is it ethical to:a. Post the statement, “Everybody vote for Kim as our best employee”?b. Ask students to rate their college highly because it will enhance the long-term value of
If you raised a large amount of money for charity, or got a good candidate elected via social media manipulation, do the ends justify the means?
Is it ethical to post a slam with no supporting evidence that is simply your passionate opinion?Conversely, is it ethical to just arbitrarily remove a slam from a rating site?
What are the ethics of online ratings like Facebook’s genesis “facematch,” which covertly obtained pictures and then asked observers to directly rate the comparative attractiveness of all the
Social media seems like the ultimate open, egalitarian, and democratic phenomenon. But what are some major ethical issues that can arise?
Given the Internet is predicated on the notion of open, uncensored, and unfi ltered input, how might unethical behavior in social media be managed?
Beyond politics, in what other arenas has social media been used in what you would consider to be unethical ways?
Why is social media such a powerful way to engage in ethically questionable behavior?
Demonstrate competence in navigating common ethical situations
Use moral imagination and “quick tests” to make a diffi cult ethical decision.
Use the ethical decision-making steps to guide an ethical decision.
Interpret what form of moral intensity is infl uencing a decision.
Use decision rules to help you solve right-versus-right problems.
Describe and differentiate three types of organizational justice.
Describe different forms of fairness rules and when to apply them in the workplace.
Explain the key differences between ethical perspectives.
Describe the concept of moral intensity.
Recognize the ethical implications of a problem.
What were the weaknesses involved in this process, and how can they be improved or avoided in the future?
What were the strengths involved in this process, and how can they be repeated in the future?
If so, what is causing that gap? Why didn’t the solution solve the problem?
Is there a gap between what we intended and what actually happened?
What was actually realized?
What did we intend to accomplish with this initiative? (What were the goals/objectives?)
What did it take to ultimately solve the problem of wrongsited surgery? Why was marking the side of the surgical site only marginally effective?
What problem-solving biases are being enacted in hospitals across the country where medical errors persist? How does the VA’s approach overcome some of those biases?
Why don’t doctors wash their hands with 100 percent compliance?
Come up with a challenge the world should know about. That is, working with your class team, identify a big challenge that you think would be well suited to ChallengePost—and one in which you would
Would you be inclined to post a new business startup idea on ChallengePost? Why or why not?
What limitations do you foresee in ChallengePost as a means of solving big challenges?
Under what circumstances are crowdsourced solutions likely to be better than individual ones? Where might they be less effective? What accounts for the “wisdom of crowds”?
Given that there is usually no more than a modest (and often no) fi nancial award for personal contributions to a crowdsourced challenge, why are smart and capable “strangers” so willing to
What were the weaknesses involved in this process, and how can they be improved or avoided in the future?
What were the strengths involved in this process, and how can they be repeated in the future?
If so, what is causing that gap? Why didn’t the solution solve the problem?
Is there a gap between what we intended and what actually happened?
What was actually realized?
What did we intend to accomplish in solving this problem?
Answer the questions. What is the crux of the problem; what is not the crux of the problem? Who is involved with this problem; who is not involved? When is the problem a problem; when is it not a
Draw a line down the middle. On one side put the word “Is” and on the other the words “Is Not.” Down the left-hand side of the paper, write the words “what,” “who,” “when,” and
On a piece of paper or fl ip chart, write the problem statement.
Once all the ideas are posted, begin to look for similarities in the ideas. Group the similar notes together and label them according to the category they represent. For example, “These fi ve seem
Using sticky notes, allow each person to write as many potential causes of the problem as possible, one per sticky note, and place them on the board or fl ip chart. Do not evaluate the merit of each
Write the problem statement (one you’ve framed well) on a fl ip chart or board. Underneath the problem, write the phrase, “What are the possible causes of it?”
Examine Support/Resistance. Once you’ve begun defi ning the problem and generating solutions, it’s helpful to determine the degree of support or resistance. Talk to your stakeholders, describe
Prioritize Your Stakeholders. Using a simple 2 3 2 matrix, with the dimensions of Stake and Power, classify (plot) each stakeholder to get a graphic representation of who your most important
Identify Key Stakeholders. Create a chart of primary stakeholders —individuals or groups that have direct authority or economic infl uence over the problem—and secondary
Identify at least two other businesses, or business functions, that you think could achieve breakthrough gains via the use of crowdsourcing.
What are some potential traps and limitations of crowdsourcing efforts?
What is the logic of crowdsourcing and why has it caught on in so many areas and for so many applications?
Why is Threadless so successful?What competitive advantages do they have over comparable design fi rms using traditional strategies for product design?
Use decision tools to narrow a set of problem alternatives.
Apply a stakeholder analysis to a problem.
Solve a problem using the PADIL framework.
Implement techniques to minimize or avoid decision-making biases.
Identify evidence-based methods for increasing the quantity of solution alternatives.
Describe the key steps in the PADIL framework for making a good decision.
Recognize judgment traps that hinder the decision-making process.
Defi ne intuition and its role in solving problems.
SAS and Google are facing increasing competition in their markets. Do you suspect this means their employee perks will eventually decrease?
Does it have to be expensive to create an enjoyable, low-stress workplace? In what ways might a lower-stress organizational environment be created without signifi cant fi nancial cost?
The six companies described certainly appear to be good companies to work for—but would you want to invest in such fi rms?Explain.
Is the low-stress happy worker a more productive worker?
What is the motivation for these fi rms to invest so much in employee perks?
EAPs like those of CIGNA are reactive. How might a fi rm or manager be proactive in trying to prevent rather than simply treat stress?
Don’t tough-minded managers and coaches say“Drive out the weak and the strong survive”? What, if anything, is misguided about that philosophy?
Is there really a business case for stress reduction? Can’t high stress be a good thing and a powerful driver for high-performance fi rms?
As a manager, what are your options when you see stress taking its toll on people? What are the most progressive fi rms (and managers) doing to manage stress and increase productivity?
Do you blame your stress on other people or outside events, or view it as entirely normal and unexceptional?
Do you defi ne stress as an integral part of your work or home life(“Things are always crazy around here”) or as a part of your personality(“I have a lot of nervous energy, that’s all”)?
Do you explain away stress as temporary (“I just have a million things going on right now”) even though you can’t remember the last time you took a breather?
What potential business performance metrics (for example, productivity, cost reduction, customer service) might be affected by effective stress management strategies or interventions?
How do stress-related issues potentially reduce an individual’s performance in a fi rm?
What are the most damaging contemporary causes of stress? Is stress more or different today than ever before? Does technology and rapid change make our workplaces more or differently stressful?
Is personal stress really a company’s business? Shouldn’t personal issues be kept private and dealt with by each individual employee?
Advocate for development of workplace characteristics that create high-performance, low-stress work environments.
Apply fundamental time management strategies to your work or school life.
Apply research-supported strategies for minimizing choking in a pressure situation.
Advise a colleague about how to manage stress using evidencebased recommendations.
Demonstrate effective strategies to manage your own workplace stress.
Diagnose your own sources of stress.
Describe the characteristics of workplace cultures that reduce stress while retaining high performance and productivity.
Explain the fundamentals of effective time management.
Describe supporting evidence for effective stress management interventions.
Describe the most common causes of stress in work contexts.
Describe the personal and organizational consequences of excessive stress.
3. If you were Rifah, would you help Barsha with her plans? Why or why not?When pop megastars The Spice Girls launched a campaign selling t-shirts to fund a charity supportingequality for women, it
2. Looking back at Chapter 1, what would be the feminist perspective on the hiring practices of the factory management?When pop megastars The Spice Girls launched a campaign selling t-shirts to fund
1. How does Bangladesh’s patriarchal society play a role in Rifah’s situation and that of women in Bangladesh in general?When pop megastars The Spice Girls launched a campaign selling t-shirts to
4. How does the concept of intersectionality inform our understanding of exclusion and discrimination in organizations?
3. What do the terms ‘sticky floor’ and ‘glass ceiling’ have to do with gender, as well as with other forms of social difference?
2. Is social class relevant to understanding the behaviour of individuals in organizations? What is the connection between class, income inequality and organizational behaviour?
1. What is the meaning of the concept of equality and how does it differ from equity?
Go to Chapter 6, and read the definition of stereotyping. What stereotyping applies to employees over 50 years of the age?
Do you think that disability is more about a disabling environment than a physical impairment?
What factors are at work in enabling campaigns against sexual harassment in the workplace? What factors might inhibit such campaigns? Read the accounts from the women journalists published by Dawn
To what extent does the language used in public discourse have material consequences for the lives of people of colour in Britain and the EU including surveillance, harassment and discrimination? Do
2. What is meant by ‘horizontal’ and ‘vertical’ integration in the context of the analysis of the distribution of women in the labour market? Why do they affect the remuneration of women? The
1. Why does gender pay and economic opportunity matter? The Gender Pay Gap in the UK report, based on the annual survey of hours and earnings, compares average hourly earnings of men and women. The
Is there a connection between evidence of widening inequality in society and weaker trade unions? Andrew Brady is Director of Union Solidarity International. He has also worked with the UK’s

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