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principles of organizational behavior

Questions and Answers of Principles Of Organizational Behavior

What is the underlying logic of the Zappos quit offer? Won’t it be abused by people who apply for a job there just to get some gas money? Doesn’t it seem silly and wasteful to induce people to
Infl uence the cultural practices that are linked to healthy and highperformance outcomes.
Improve the productivity of a diverse team.
Act in ways that facilitate rapid acclimation and socialization in a new context.
Assess an organization’s culture in relation to your own personal fi t.
Understand the select dimensions of people-fi rst cultures that have been linked to high performance.
Describe the importance of inclusive cultures to managers and organizations.
Recognize the key factors involved in structuring an organization.
Articulate how organizational cultures differ.
How might outsourcing the recruitment/selection function affect the methods used to select people?
Do you agree with the logic to outsource lower-level positions?
What do you think about the decision to centralize the selection function? What role do you think managers play in this approach to recruitment and selection?
Consider the following monologue from The Social Network, a fi lm that tells the story of how Facebook started and ultimately thrived.
Explain the statement “You hire for skills and then the whole person shows up.”
Identify a very different type of fi rm and job (for example, sales, attorney, civil engineering) and use the selection lessons from these fi rms to design a valid structured interview.
Although the questions and assessments are in a modern context and may seem quite innovative, Google, Microsoft, Southwest Airlines, and Doubletree are really just applying very wellresearched
If you really wanted a job at Microsoft, how would you most effectively answer questions like“How many gas stations are there in the USA?” or “How many ping pong balls will fi t in a school
Why have fi rms like Google and Microsoft moved away from relying on resumés and unstructured interviews when making their hiring decisions?
What are the most common selection traps and misconceptions that Google and Microsoft are avoiding with their innovative tactics?
Even otherwise very good managers often have a hard time fully understanding fi ndings from selection research. What lessons from that research have served Google and Microsoft so well?
Use evidence-based methods to retain talented employees.
Write a behavioral interview question.
Create a realistic job preview for a new position.
Create a strategy to increase diversity in an applicant pool.
Create an evidence-based recruitment strategy.
Explain the key elements in retaining talent.
Articulate the most important aspects of employment law.
Describe effective recruitment and selection methods.
Articulate the essential steps in recruiting and selecting employees.
If negotiation does not work in this example, would you recommend going forward to the mediation process? Why or why not?
Using the material from the chapter, can you build on the case to provide other “nontraditional”examples of where win–win negotiations may be possible?
Do you think that viewing a marriage proposal as a negotiation is a good idea or not? Support your answer by providing likely outcomes.
Are there any special steps to be taken if you know you are lower in power than your other negotiating party?
What are the fi rst steps in “getting your way”?
Describe the concept of BATNA and how it applies to the NFL Players position in this case?Why is it such a powerful idea?
Do you think they will trust you with all the information they have on the topics to be negotiated? Lack of trust and information hoarding are characteristic of competitive negotiations.
Is this an ongoing relationship or a one-time negotiation? Parties are often more competitive in one-time negotiations.
Do you believe they have an interest in maintaining a good relationship?Such an interest suggests a cooperative approach.
Do the issues seem to be scarce resources like money or time? If so, they may move toward a competitive style.
Learn their reputation. Do they have a pattern of being competitive or cooperative in past negotiations?
In what way do disputants’ personal differences play a role in the dispute (personal)?
What stressful factors in the environment might disputants be reacting to (environment)?
Are the disputants signifi cantly infl uenced by their role in the organization (role)?
Do the disputants perceive common information differently (perceptual)?
Do the disputants have access to the same information (informational)?
How do you determine your own starting position?
What strategies can you use to help determine others’ positions?
Why was Mr. Smith’s move to confi dentially secure an insurance policy so valuable as a negotiating tool in this case?
Mediate a workplace dispute.
Facilitate a resolution of a confl ict situation using a superordinate goal, negotiation, and/or mediation approach.
Detect the negotiating tactic being used by another party in a given negotiation.
Adjust your confl ict resolution style to appropriately meet the needs of the situation.
Diagnose the cause of confl ict in a dispute situation.
Identify the steps of the mediation process.
Describe the stages of win–win negotiation.
Describe the conditions under which negotiation is appropriate.
Identify your preferred confl ict resolution style.
Differentiate between task and relationship confl ict in organizations.
What do you think it takes to be successful at Gore? How much do you think you could personally achieve in their environment?
What effective team principles or practices is Gore using?
Gore’s philosophy is focused on interpersonal relationships so much so that accountability is said to be to peers rather than one’s supervisor. Are there any possible disadvantages to this
Critique Team Concepts’ list of high-performance teams. What is most important in that list? What might be missing? Which of those is most diffi cult to achieve?
Given that top individuals have the greatest potential for performance, what are possible strategies or interventions to help them reach that potential?
Based on what you learned in this chapter, what would you recommend to Coach Preczewski for improving the performance of his Varsity boat?
What do the examples of lower-talented crew teams defeating more talented ones teach us about measuring and assembling teams? Are>there strategies for selecting the best teams rather than just the
Overall, how would you rate the quality of the team’s functioning ability?
How well does the team resolve differences of opinion?
Rate your level of comfort in asking other team members for help.
How well does the team fully utilize people’s skill sets?
How well does the team follow its own ground rules?
How well does the team follow its agenda and meet agreed-upon deadlines?
Rate the quality of decision making in the team.
Are our team outcome goals clear and understood by all team members?
How satisfi ed are you that your ideas are heard by the team?
Lead an effective virtual team to overcome a given problem.
Apply evidence-based tactics to improve a team’s creativity.
Lead an effective team meeting.
Solve common team problems.
Apply rules for determining the appropriateness of using a team.
Describe the key differences between virtual and face-to-face teams.
Describe team-building interventions that have been shown to stimulate team performance.
Identify the key behaviors displayed by good team members.
Recognize the disciplines of effective teams and dysfunctions of ineffective teams.
Describe the potential of teams to exceed the performance of individuals.
3. What arc some possible impli..ations for the way U.S. comPo1nies will or£anile lheir out·SQurcing activities in the future?
1. How has the joh of an Avon I-lldy been "hanging:" For example. how have ('hanging tu,lOmer needs, demographics. IT. and so on affecled the job?
2. As a result of these chang"s, whm kinds of OB i,sue, must Avon's mallag"rs deal with tonlotiv"le ill1d coordinMe ils 486.(J!Xl-slrong sale,foree today?
3. How wou Id you Ocscribe the kind of employment rclmionsh;p th"l exists betwccn A"011 and its , ..ksforc,,'1
I. Think of an organization you arc all familiar with. such as a local restaurant. store, or bank, Once you have l:hosen an organization, model it from an open-systems perspel:tive, For example, idem
2. Identify the spceific forces in the environment that have the greatest oppol1unity to help or hurt this organiz'llion's ability to obtain resources and dispose of its glx)(]s or services.
3. Using thc three views of effectiveness discussed in the chapter, discuss which specific mcasures are most useful to managcrs in evaluating this organization's effectiveness.
8. In what ways does IT change OBs and procedures?
9. Why has the employment relationship been shortening?
I. Whal are your aniludes and ft-clings toward the organizmion? Why do you think you havc these mtitudcs and fedings')
2. Indicale.on a scale from one 10 Icn (wilh one being nUl ~t all and ten being extremely). how hard you worked for this organization or how' intensively you participatcd in the org'U1izalion·s
3. How did the organization communicatc its performance cxpcctmions 10 you. and how did the organization monitor your perfonnance to evalu3le whether you met Ihose expeclations? Did you receive more
4. How concerned was your org~oization with your well-being'! How was Ihis concern rcfiecled? Do you think thi, Icvel of conccrn was appropriatc?Why or why not?
5. Think of your direct supervisor or Icader. How did Ihis person's leadership sty Ie alfl'
6, How did thc al1itudcs and behaviors of your coworkers affect yours. particularly your level of performance'!
7. Given your answers 10 thcsc questions. how would you change OBs and procctlures to make this organization more effective?

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