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principles of organizational behavior
Questions and Answers of
Principles Of Organizational Behavior
Bob and Steve work in an area where chemicals are loaded onto trucks. There is a strict no smoking rule in this area. You showed up there unexpectedly to talk to them about a special order and found
For the third day in a row Jeanne is waiting to see you about the same problem. The air conditioning .unit in her office is broken and it will be the end of the week before maintenance can get to it.
You've just received a memo that Karl's suggestion regarding how to reorganize the office work flow will save the firm$10,000 this year. He is being sent a check for $500 and the memo is to inform
During the weekly departmental meeting, Tim was not prepared to present his report. This is the fourth week in a row that he has been unprepared. True/False
Roberta has been working toward reducing tardiness in her department by 7 percent. The latest quarterly figures show that her tardiness rate is down by 12 percent. True/False
Carol was on the West Coast yesterday closing a business deal. Although you would have liked her support at this morning's meeting, you realized that the West Coast deal had priority. To your
You have just received a call from a regional sales manager who informs you that Hank, a reliable salesperson, is supposed to be making a sales presentation to a customer in his region. As you hang
What is meant by the term motivation?Put it in your own words.LO.1
How does frustration come about? What are some of the ways people show their frustrations?LO.1
In what way can Maslow's need hierarchy help us understand the motivation process?LO.1
What are some of the basic problems associated with Maslow's need hierarchy?LO.1
How does ERG theory help us understand motivation? Explain.LO.1
What are the three characteristics that describe high achievers? Explain each.LO.1
How can a person develop high achievement drive? Discuss the four steps McClelland suggests.LO.1
What does Herzberg mean by hygiene factors? Motivators? Give illustrations of each.LO.1
How does goal-setting theory explain motivation? How accurate is the theory?LO.1
In what way is equity theory a social comparison theory? How complete is this theory in describing the motivation process?LO.1
In expectancy-valence theory terms, what is meant by instrumentality, valence, and expectancy?LO.1
What is meant by the following statement:An individual's motivational force is determined by multiplying the E—^P expectancy times the P—O expectancy times the outcome valence.LO.1
Why is the expectancy-valence theory so well liked by modern behavioral scientists?LO.1
Why did Carl disapprove of the firm's fixed-salary payment plan?
Is Carl a high achiever? Explain, incorporating into your answer the characteristics of a high achiever.
If Carl wants to develop high achievement drive (above and beyond any he might have currently), how might he go about doing so? Explain.
Is the proposed plan feasible? Explain.
What are the benefits of tying pay to performance?
If the plan does not go through, how can a dean of a college go about motivating his or her faculty? What types of rewards are there available to this person?
What is a group? Define it in your own words.LO.1
Why do people join groups? List and explain at least four reasons.LO.1
What are the similarities and differences between functional, task, interest and friendship groups?LO.1
What are the advantages and disadvan- tages of the committee form of organiza- tion? Discuss three of each.LO.1
Organizational personnel tend to belong to many different and overlapping formal and informal groups. Explain this statement.LO.1
When would a homogeneous group's performance be superior to that of a het- erogeneous group? When would the reverse be true? Explain.LO.1
Why do people conform to group norms? In your answer be sure to include person- al factors, ambiguity, situational factors, and intragroup relations.LO.1
When the concept of role is examined in depth, it becomes obvious that there are three types of roles: expected, perceived, and enacted. What is meant by each?LO.1
Some of the problems associated with roles include role ambiguity and role con- flict. Describe these problems and sug- gest solutions for remedying each.LO.1
What is meant by the term status? What are some of the major status determi- nants? Explain.LO.1
Are cohesiveness and interaction related in any way? Explain.LO.1
How are cohesiveness and productivity related? Based on your answer, what challenges or opportunities does this relationship present to management?LO.1
How does a formal leader differ from an informal leader?LO.1
What are the four phases of group devel- opment? If the manager of the formal group knows what stage the group is in, how can this information be of value in leading the group?LO.1
Is this project team a homogeneous or heteroge- neous group? Explain.LO.1
How have group norms changed from when the project team was formed until now? Defend your answer.LO.1
As of the end of the case, is group cohesion high or low? What effect is this having on group pro- ductivity? Is there anything the project manager can do?LO.1
What type of group is an English department- functional, task, interest, or friendship? Is it a homogeneous or heterogeneous group? Explain.LO.1
What types of role problems did Chet have? Why did they arise and how could he have resolved them?LO.1
From what you know of the department, what did they like about Chet? Why were they pleased with his leadership of the group? Explain.LO.1
There is more than one right way to do your job. True/False
There is a great deal of quarreling among members of the work group. True/False
Your work is influenced by laws from outside your organization. True/False
In your organization, feelings are good between managers and those that work for them. True/False
In your job, you coordinate the work of other people. True/False
Everyone in your work group is fully joined up in working to help the group. True/False
To do their jobs properly, members of your work group must work closely together. True/False
It is clear to you what someone in your job should get done. True/False
In your job, you analyze complex information or data. True/False
There are "standard operating procedures" for your job. True/False
The members allow very little to interfere with the progress of the work group. True/False
In your organization, mostly everyone is friendly and easy to talk to. True/False
People in your work group depend upon work done by other people in the work group to get their own jobs done. True/False
Your daily work is taken up by routine activities. True/False
Obeying the rules is more important to your organization than getting work done. True/False
Your work is complicated. True/False
Your work is influenced by economic events that occur outside your organization, for example, inflation and interest rates. True/False
Everyone can do things his own way in your organization. True/False
No one in this work group cares what happens to it. True/False
You are told how good or bad your work is. True/False
Things seem to be pretty disorganized in this organization. True/False
You never really know to whom you are supposed to go in the organization when you have a problem outside your own group. True/False
Members of your group work together as a team. True/False
People in your organization don't really trust each other. True/False
There are several ways you could do your job. True/False
How well the work group does is important to every member. True/False
Your organization makes clear what it expects from its work groups. True/False
There are a lot of rules, policies, procedures, and standard practices you have to know to get along in your organization. True/False
One part of the group is working against other parts. True/False
Your work is influenced by public opinion, business associations, chambers of commerce, community groups, or other social groups outside your organization. True/False
There is much confusion about the meaning of organizational policies and procedures. True/False
Only a small part of your work is routine. True/False
You can't get help from other people in your work group when you need it. True/False
Your work is influenced by political events that occur outside your organization in the community or elsewhere in the world. True/False
Your organization keeps tight control of your work group. True/False
Members of your work group have little need to work with each other. True/False
In your job you evaluate the quality of other people's work. True/False
You never know for sure if you are doing a good job. True/False
The policies and rules of the organization are clear to you. True/False
Your organization's productivity sometimes suffers from lack of orderliness and planning. True/False
Ordinarily you stick to standard policies and procedures in your organization. True/False
In your job you plan work that other people will do. True/False
The organization lets work groups plan for themselves. True/False
Members continually grumble about the work they do for the group. True/False
Most people in your organization are cold and hard to get to know. True/False
The assignments in your organization are clearly and sensibly arranged. True/False
Compared to most others in your organization, you must understand more about the use of data processing equipment or other complex machinery. True/False
What were the common preconceptions about the course?
What common expectations were found?
What common worries were expressed? Are these worries common to other courses or are directly related to this particular subject?
Company A is a Los Angeles-based aerospace subcontractor for military and commercial aircraft parts. One division, with $ 1 5 0 million in sales, produces structural assemblies. Organizationally, the
Company B designs, manufactures, and markets computers, storage devices, and peripheral devices, such as card readers and printers. The company's plant, which produced medium-to-highvolume
Company C is a $ 2 0 0 million national trucking company with regional headquarters offices in the Southeast, Midwest, and West. Regional managers control all operations aspects of the business.
How did it feel when others perceived you differently than you perceived yourself?
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