Organizational Behavior 1st edition Mitchell Neubert, Bruno Dyck - Solutions

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In considering the case above, where does Valley Medical Center have strengths? Where do they have challenges?
What are the critical success factors for Valley Medical Center. As an OD practitioner. What recommendations would you make to support Robert in achieving his goals?
Valley Medical Center is experiencing a great deal of change. What is the best way for them to manage change at their facility? What recommendations would you make to help them more effectively handle the change they are experiencing?
How can VMC develop their leaders to meet the challenges they are experiencing?
"The contracting conversation is a time to explore some of the initial issues that have prompted the client to call, but also to clarify how the consulting process will work, from negotiating expectations to discussing roles and outcomes." Critically analyze the process Drs du Pont and Magema
Critically analyze the contract that Drs du Pont and Magema sent to their client, Annette Duval. Does the contract include all the necessary elements that are supposed to be included in a consulting contract? Explain. If you were the consultant what would you have done similarly or differently in
What possible ethical issues can you identify in this contracting phase, and how would you as consultant deal with the issues?
While the contracting phase does not include formal data gathering like interviews or surveys, a lot of data has already been gathered during contracting that can be instructive as the consultant approaches the data gathering process and the rest of the project. Based on the case information, give
What do these brief snippets during Dr. Michaels' visit tell you about each organization's culture?
Prepare an engagement letter for Mr. Main. Into how many phases would you divide the project and why? What deliverables would you suggest? Are there phases where the work would depend on the results of the previous phase? What data are you interested in gathering? Why? How would you propose
Evaluate the different data gathering strategies Dr. Michaels used. Design an employee survey. Create an analysis of each data set. Daily observation Company meeting Employee survey/interview Values exercise Customer survey What would you recommend for follow up action? How would you define and
When is it appropriate for an OD consultant to guide this type of discussion rather than being a fly on the wall, simply listening in?
How would you integrate the different perspectives that are apparent in the above discussion into your proposed contract for services?
What types of questions should Joe and Ian be asking at this point and who should they be talking to?
What potential problems or challenges do you see for the consultants and the client?
What important business details need to be addressed at this point?
What other steps can Ian and Joe take to facilitate the smooth flow of communication for this project?
What are some creative and empirically sound ways to conduct in-depth observations within the plant without causing too much reactance on the part of employees?
What would you look at in the job descriptions and training documentation to determine that they are properly aligned and up to date?
Karl described a sudden, major "scrap situation": the component-assembling machines had produced over a million dollars of useless memory modules within a few minutes. Shocked at his reason for requesting a strategic planning retreat, Barry asked, "Why would you want strategic planning when you
Diagnosis is a moving target: OD/Action Research Process does not always unfold neatly.
Mistakes can become positive interventions if monitored and handled responsively.
Encouraging the client to lead can be centrally important.
Focus of this consulting project was to design and implement a systematic communication and participation strategy. Thereby, it was important to consider the specifics of the decentralized university structure, the different addresses (students and academic staff), organizational values and the
Critique Vivian's approach to learning about what is going on in the organization. If you were in her shoes, what would you do differently? The same? Why?
Use the data from the case to assess the culture at RMC. What are the key issues?
What kinds of people should be on the Strategy Team?
To whom should the feedback be presented?
Stakeholder ownership of the process is at least as important as the quality of data.
What are risks and advantages in asking Strategy Team to critique the questions and meeting agenda?
Who is the change agent in this case? What are the potential challenges the change agent is likely to encounter at MedDev Inc.?
If you were the change agent at MedDev Inc., what process would you suggest to ensure success of the ERP project?
Are surveys or focus groups used in the process of organizational development the same as research? When conducting a survey within an organization, are employees the same as research participants? What rights are participants guaranteed in a research setting? Should organizations administering
When consulting with another organization, are you obligated to follow their organizational value structure since you are being paid to facilitate their organizational development?
How would this situation have been different if the consulting firm was larger or more prestigious?
What are some ways that this consulting firm could have avoided the conflicts in expectations that arose through the processing of the contractual obligations?
Is Arthur's staff a team? Why or why not? What are the elements of an effective team, in your view? Which of these are present on Arthur's team, and which are missing? Would your answers be the same if you focused on the acquisitions team and the production team independently?
If you were consulting with Arthur on the problems or opportunities for organization development interventions in this company, how would you describe and prioritize the main problems?
How would you work with the client to structure an interteam intervention? Are there other interventions you would recommend? If so, which one(s)?
How will you respond to Tim's question?
How do you think Tim and Chuck will respond to your response?
Did the company plan the merger integration activities effectively? What data do you have to support your answer?
Are the employees sufficiently ready to be interviewed by the JRK consultants?
What can management do to facilitate the employees' transition or is it too late?
What are the key issues of resistance to change behaviors in this case (what they are and what led to their occurring).
Have students develop a content plan and an execution plan to deal with the resistance to change issues.
How do you evaluate the change efforts in terms of being transactional or transformational?
Why might the employees show no resistance to change in the company?
1. What were some of the challenges Newton faced with the prospect of change? 2. As a consultant, what would you do differently if you were in charge of the changes at Newton? 3. How would you handle resistance to change?
The conventional approach to OB has been the dominant approach for well over a century. Max Weber argued that is it not sustainable in the long term. Do you agree with Weber? Explain.
Define the term organizational behavior and describe the three key reasons to study organizational behavior?
Discuss effective organizational behavior from the two approaches of Conventional OB and Sustainable OB.
How does Max Weber, Adam Smith and Aristotle view Conventional and Sustainable OB?
Compare and contrast the key priorities associated with Conventional and Sustainable OB.
Discuss the emphasis of Conventional and Sustainable OB and further discuss the implications of the two perspectives.
Distinguish between Organizational Behavior and Management and discuss the four functions of management in relation to Conventional OB and Sustainable OB.
List the "moon shots" that have been identified as being applicable to OB 2.0. Do you agree or disagree with each moon shot? What other "moon shots" do you think are needed for organizations to effectively operate in today's environment? How can an organization that the students are familiar with,
History can teach us lessons about how to act in the present. Is there a specific lesson or era in OB history that seems particularly important to your current understanding of OB?
The conventional and sustainable approaches to stakeholders differ in a number of ways. Describe how the approaches are different.
Name and describe a brief history of organizational behavior over the last eleven decades.
What is the distinction between OB research from the Conventional and the Sustainable OB perspectives?
Define what is meant by a stakeholder and name five stakeholders and describe their expectations from the organization.
What are the assumptions about responsibility to stakeholders from the conventional and the Sustainable OB perspectives?
Name and describe the five options to manage the natural environment
Name and describe the dimensions from Hofstede's Five Dimensions of National Culture.Overview of Hofstede's Five Dimensions of National Culture
Provide a list of reasons that organizations should devote time and energy to understanding diversity issues. Which are the most compelling for you personally, and which might be most compelling as a manager?
Discuss the issue of valuing diversity for an organization from the perspectives of Conventional OB and Sustainable OB.
What are the benefits and challenges of having diversity in an organization?
Define the terms ability, cognitive ability and physical ability. How do the latter two terms differ in their focus for an employee?
Name and define the elements of the Big 5 Personality scale and discuss how each of the elements can be used in predicting certain work behaviors.
Name and define the elements of the Big 5 Personality scale and discuss each of the elements from two perspectives - Conventional OB and Sustainable OB.
Define what is meant by core self-evaluations and describe their importance to organizations?
Distinguish between a Theory X, Theory Y and Theory Z perspectives on workers. How would Conventional versus Sustainable OB view each type of worker?
Distinguish between instrumental and terminal values, provide 5 examples of each category of values and discuss each category in terms of Conventional versus Sustainable OB.
Name and define the cultural values mentioned in the chapter and describe why values are important to an organization?
Failing to articulate your own moral point of view leaves you vulnerable to wrongly believing that how you behave in organizations has nothing to do with your nature as a moral person. Can you describe the main components of your moral point of view? To whom or what do you attribute your moral
What have been the most common perceptual errors or biases you have experienced? What were the consequences of these biases or errors?
Displaying emotions can be harmful or helpful in a work context. From your experience describe examples showing when it was helpful or harmful for a person to share emotions in a work context. Why was it so?
Discuss the organizational characteristics affecting ethical behavior.
Describe ethics from the Conventional OB and Sustainable OB perspectives.
Name and describe the three levels of moral development.
Define and contrast job satisfaction, job involvement and organizational commitment and discuss each concept from the sustainable perspective.
Name, define and provide a personal experience example of six perceptual errors and biases.
Name and describe five ways to detoxify negative emotions and decide which you believe will be most effective.
Name and describe each of the elements of emotional intelligence. Discuss the impact of emotional intelligence in organizations. Which of the elements do you think would be most effective for managers? Employees?
Discuss why two people with similar abilities might have very different expectancies for performing at a high level. What can you do as a manager to increase workers' expectancies?
Compare and contrast sustainable and conventional views on the need for fairness. How is equity different from justice?
Explain how conventional and sustainable perspectives on affiliation differ. Is one necessarily better than the other?
Define the term motivation and explain why a study of motivation is important?
Look at each of the needs in the Maslow's Hierarchy of needs theory and provide at least one example of each category of needs.
How does Alderfer's needs theory of motivation differs from Maslow's hierarchy of needs theory.
Describe the basis of goal setting theory and name and describe the characteristics of SMART goals and SMART2 goals. Which of the two set of goals are more applicable in today's organizations?
Name and describe clearly the elements of Expectancy theory and review each of these elements from a Conventional OB and a Sustainable OB perspective.
What are the assumptions of equity theory and what actions can individuals engage in if they believe they are being over-rewarded or under-rewarded?
Discuss the desire for affiliation from the Conventional and the Sustainable OB perspectives.
Name, define and provide examples of each of the types of power that can occur in organizations.
Identify and briefly describe each of the four steps in the decision-making process.
Describe clearly the four steps in the decision making process and apply the steps to a problem you would like to solve.
Name and define the terms programmed and non programmed decisions and provide three examples of each type of decision. What are the advantages of each type of decisions?
Describe the sustainable approach to developing alternatives in the decision making process.

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