Organizational Behavior Standalone Book 17th Edition Stephen Robbins, Timothy Judge - Solutions

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As a top-level manager, what information technology policies would you put in place? What would you do to enforce those policies?
What is your personal stance on “Technology Populism”? What are the implications of your position for organizations?
What evidence of Net Gen norms (see Table 14–6)can you find in this case? Are they potentially positive or disruptive to organizational success? Explain.
How can Unilever’s Wendy Wilkes give employees more digital freedom without endangering the company? Explain in terms of specific tools such as Skype, Webcam videoconferencing, iPods, Facebook, and Twitter.
When employees are on company time they are fully accountable for their whereabouts. Geo-tracking is acceptable, with or without their knowledge.
Geo-tracking your employees is acceptable if they are fully informed about the technology.
If employees will be geo-tracked by their employer, then the employees need to fully participate in formulating standards and limits of use. What standards and limits do you recommend?
Hello, Big Brother. Geo-tracking employees is an unacceptable infringement of personal privacy rights.
Explain the concept of mutuality of interest. Q-758
Name at least three "soft" and two "hard" influence tactics, and summarize the practical lessons from influence research. Q-758
Identify and briefly describe French and Raven's five bases of power, and discuss the responsible use of power. Q-758
Define the term empowerment, and explain why it is a matter of degree. Q-758
Explain why delegation is the highest form of empowerment, and discuss the connections among delegation, trust, and personal initiative. Q-758
Define organizational politics, and explain what triggers it. Q-758
Distinguish between favorable and unfavorable impression management tactics. Q-758
Explain how to manage organizational politics. Q-758
What influence tactics and power bases are evident in this case? Explain. Q-758
Where would you plot J.A. Counter’s ROWE program on the empowerment grid in Figure 15–2?Explain. Q-758
Has employee empowerment been taken too far in this case? Explain. Q-758
What impact do you expect the ROWE program to have on organizational politics at J.A. Counter?Explain. Q-758
What are your own feelings about the ROWE concept? Would you like to work in such an unstructured situation? Explain why or why not. Q-758
Never. A lie is a lie and it is immoral to deceive others, especially those for whom you are responsible. Q-758
Harmless “white lies” are okay when used to protect people’s feelings. “Say, how do you like my new haircut?” “Do I look like I’ve gained some weight?” Q-758
True, it’s wrong to lie. But life isn’t perfect, so the truth needs to be bent a little bit sometimes. (When, and in what situations, exactly?) Q-758
Get real. Everyone lies one time or another. The trick is to do it skillfully and not overdo it. Q-758
A harmless white lie now and then is okay, but care needs to be taken because any sort of lying damages a manager’s credibility. Q-758
Invent other options. Discuss. Q-758
Define the term leadership, and explain the difference between leading and managing. Q-758
Review trait theory research and the takeaways from this theoretical perspective. Q-758
Explain behavioral styles theory and its takeaways. Q-758
Explain, according to Fiedler's contingency model, how leadership style interacts with situational control, and discuss the takeaways from this model. Q-758
Discuss House's revised path-goal theory and its practical takeaways. Q-758
Describe the difference between laissez-faire, transactional, and transformational leadership. Q-758
Discuss how transformational leadership transforms followers and work groups. Q-758
Explain the leader-member exchange model of leadership. Q-758
Review the concept of shared leadership and the principles of servant- leadership. Q-758
Describe the follower's role in the leadership process. Q-758
Use Table 16–2 to evaluate the extent to which Indra Nooyi displayed the characteristics associated with being a good leader and good manager. Q-758
Which different positive and negative leadership traits and styles were displayed by Ms. Nooyi?Cite examples. Q-758
To what extent does Indra display situational approaches toward leadership. Explain. Q-758
Which of the four types of transformational leadership behavior were displayed by Ms. Nooyi? Q-758
Would you like to work for Indra Nooyi? Explain why or why not. Q-758
What did you learn about leadership from this case? Q-758
Tell the mortgage company your friend is still employed by the company. Your friend needs a break, and you are confident that he’ll find a job in the near future. Q-758
Refuse to lie. It is unethical to falsify information regarding employment. Q-758
Simply avoid the mortgage company’s phone call. Q-758
Invent other options. Discuss. Q-758
Do you have what it takes to work for someone like Stephen Schwarzman? Explain in terms of the concepts in this chapter.
If someone was under the impression that modern information and communication technology would significantly reduce the need for foreign business travel, how would you explain the real-life situation to them, based on what you just read?
Based on what you just read, are you more or less interested in getting a foreign assignment someday?Explain.
If 3M doesn’t like the way things are done in Russia, it shouldn't do business there. Explain your rationale.
3M should do business in Russia but not meddle in Russian culture. “When in Russia, do things the Russian way.” Explain your rationale.
3M has a basic moral responsibility to improve the ethical climate in foreign countries where it does business. Explain your rationale.
3M should find a practical middle ground between the American and Russian ways of doing business.How should that happen?
Using Table 5–5 as a guide, how important are the various emotional intelligence competencies for making good investment decisions? Explain.
Relative to the concepts you have just read about, what traits and characteristics would describe the“ideal” Blackstone job candidate? Explain your rationale for selecting each characteristic.
How would you describe Stephen Schwarzman’s personality?
Ranked 1 = most important to 8 = least important, which of Gardner’s eight multiple intelligences are most critical to being successful at a major investment company like Blackstone? Explain your ranking.
Which of the cross-cultural competencies listed in Table 4–3 are evident in this case study? Explain.
Is face-to-face communication more important in high-context or low-context cultures? Explain.
What are some strategies for emotion regulation?
What is emotional intelligence?
What is affective events theory?
What impact does emotional labor have on employees?
What are the sources of emotions and moods?
How are emotions different from moods?
Apply concepts about emotions and moods to specific OB issues.
Identify strategies for emotion regulation.
Describe emotional intelligence.
Describe affective events theory.
Show the impact emotional labor has on employees.
Identify the sources of emotions and moods.
Differentiate between emotions and moods.
What are the parts of the three-stage model of creativity?
What are the three ethical decision criteria, and how do they differ?
How do individual differences and organizational constraints influence decision making?
How is the rational model of decision making different from bounded rationality and intuition?
What is the link between perception and decision making?
What is attribution theory?
What are the factors that influence our perception?
Describe the three-stage model of creativity.
Contrast the three ethical decision criteria.
Explain how individual differences and organizational constraints affect decision making.
Contrast the rational model of decision making with bounded rationality and intuition.
Explain the link between perception and decision making.
Describe attribution theory.
Explain the factors that influence perception.
How does the job characteristics model motivate individuals?
What are the causes, consequences, and ethics of political behavior?
How do politics work in organizations?
What are the causes and consequences of abuse of power?
What are the most often identified power or influence tactics and their contingencies?
What is the role of dependence in power relationships?
What are the similarities and differences among the five bases of power?
How is leadership different from power?
Identify the causes, consequences, and ethics of political behavior.
Describe how politics work in organizations.
Identify the causes and consequences of abuse of power.
Identify power or influence tactics and their contingencies.
Explain the role of dependence in power relationships.

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Organizational Behavior Standalone Book 17th Edition Stephen Robbins, Timothy Judge - Solutions

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