Essentials Of Organizational Behavior 13th Global Edition Timothy A. Judge Stephen P. Robbins - Solutions

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3. Relate the concept of span of control to that of organizational hierarchy.
4. Identify line, staff and functional relationships on an organization chart.
5. Distinguish between the formal, informal and semi-formal organization of a company.
6. Understand the nature and impact of sexuality on organizational behaviour.
1. Distinguish between charismatic, traditional and legitimate forms of authority.
2. State the main characteristics of a bureaucratic organization structure as specified by Max Weber.
3. Distinguish Fayol’s six managerial activities and the main ideas of the classical management school.
4. Distinguish Mintzberg’s ten management roles.
5. Identify the writers who comprise the early contingency approach and state their main individual contributions.
6. Discuss the strengths and weaknesses of early ideas on the design of organization structure and the practice of management.
7. Identify the influence of early organization design ideas on contemporary organizations.
1. Commentators argue that both too much and too little bureaucracy in an organization demotivates employees and causes them stress. How can this be?
1. Appreciate the reason for chief executives’ need to design and redesign their organization’s structure.
2. Distinguish three eras of organizational design and what factors stimulated each.
3. Distinguish between functional, divisional, matrix and team-based organization structures.
4. Distinguish between an outsourcing relationship and hollow, modular and virtual organization structures.
5. Understand the trend towards companies’ collaborative relationships with competitors and customers, and their involvement in virtual communities.
2. Suggest how changes in organization structuring over the last 50 years have affected what workers and managers do, and how they do it.
1. Explain the apparent difference between the concepts of leadership and management.
2. Understand the relationships between personality traits and effective leadership.
3. Understand the challenges facing women who aspire to leadership roles, and the social and business cases for ‘boardroom diversity’.
4. Understand why effective leaders either adapt their style to fit the organizational and cultural context in which they operate, or find contexts which fit their personal style.
5. Explain contemporary trends in this field concerning new leadership, distributed leadership, and the argument that leaders are unnecessary.
1. Explain why effective change management is important, to organizations and to individuals.
2. Identify the main external and internal triggers of organizational change.
3. Explain the issues that management must take into account to ensure that change is successful.
4. Understand the typical characteristics of human responses to change.
5. Understand the nature of resistance to change and approaches to overcoming it.
6. Explain the advantages and limitations of participative methods of change management.
7. Understand the significance of innovation, and the distinction between sustaining, disruptive and operational innovations.
8. Explain the organizational properties that stimulate and stifle innovation respectively.
9. Recognize the challenges facing innovative change leaders.
1. Distinguish between prescriptive, descriptive and explanatory models of decision making and provide an example of each.
2. Distinguish different decision conditions on the basis of risk and programmability.
3. Consider the advantages and disadvantages of group decision making.
4. Identify the factors used to decide whether to adopt individual or group decision making.
5. Match organizational conditions with the decision-making processes that favour them.
1. Distinguish between the four major frames of reference on conflict.
2. Distinguish between functional and dysfunctional conflict.
3. Explain the relationship between organizing, coordinating and conflict.
4. List the causes of conflict in organizations.
5. Distinguish different organizational coordination devices.
6. Explain the conditions in which conflict is resolved and stimulated.
7. List Thomas’ five conflict resolution approaches.
8. Distinguish between distributive and integrative bargaining.
9. Contrast the different conflict expression styles.
10. Understand the different forms that emotional labour can take.
3. Discuss some of the ways in which employees can resist management actions and deal with an unsatisfying work environment.
1. Appreciate the importance of power and politics in organizations.
2. Compare and contrast different perspectives on power.
3. Distinguish different bases of power.
4. Identify organizational factors which enhance the power of departments.
5. Differentiate between influencing techniques and the tactics of organization politics.
6. Identify the characteristics of individuals most likely to engage in political behaviour.
7. Explain how women use and are affected by organization politics.
Identify the potential sources and consequences of stress, and describe techniques for managing stress.
Demonstrate two ways of creating a culture for change.
Identify forces that act as stimulants to change.
Show how national culture can affect the way organizational culture is interpreted.
Describe a positive organizational culture.
Demonstrate how an ethical culture can be created.
Demonstrate how organizational structures differ, and contrast mechanistic and organic structural models.
Describe the characteristics of the virtual organization, the boundaryless organization, and leaner organizations.
Identify the characteristics of the three most common organizational designs.
Identify the six elements of an organization’s structure.
Differentiate between the traditional and interactionist views of conflict.
Describe the political mapping process and its advantages.
Determine whether a political action is ethical.
Identify the causes and consequences of political behavior.
Define organizational politics and describe why politics exist in organizations.
Determine how power affects people.
Describe the five bases of power.
Describe how organizations can find or create effective leaders..1. Define power.
Address challenges to the effectiveness of leadership.
Demonstrate the role mentoring plays in our understanding of leadership.
Describe the roles of ethics and trust in authentic leadership.
Contrast charismatic and transformational leadership.
Assess contingency theories of leadership by their level of support.
Contrast leadership and management.
Compare the effectiveness of interacting, brainstorming, and the nominal group technique.
Explain the implications of diversity for group effectiveness.
Contrast the benefits and disadvantages of cohesive groups.
Show how group size affects group performance.
Discuss the dynamics of status in group behavior.
Define group, and identify the five stages of group development.
Show the value to OB of systematic study.
Identify the challenges and opportunities managers have in applying OB concepts.
Describe the two major forms of workforce diversity and give examples of how workplace discrimination undermines diversity effectiveness.
Identify the key biographical characteristics and describe how they are relevant to OB.
Define intellectual ability and demonstrate its relevance to OB.
Contrast intellectual and physical ability.
Compare and contrast the major job attitudes.
Define job satisfaction and show how we can measure it.
Identify four employee responses to dissatisfaction.
Discuss whether emotions are rational and what functions they serve.
Describe the validity of potential sources of emotions and moods.
Show the impact emotional labor has on employees.
Describe affective events theory and its applications.
Contrast the evidence for and against the existence of emotional intelligence.
Identify strategies for emotion regulation and their likely effects.

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Essentials Of Organizational Behavior 13th Global Edition Timothy A. Judge Stephen P. Robbins - Solutions

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