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business
essentials organizational behavior
Essentials Of Organizational Behavior 7th Edition Stephen P. Robbins - Solutions
Explain the growing popularity of teams in organizations? LO.1
Contrast teams with groups? LO.1
Identify four types of teams? LO.1
Describe the role of work design in making effective teams? LO.1
Explain composition variables that determine team effectiveness? LO.1
Identify resources and other contextual influences that make teams effective? LO.1
Describe process variables that affect team performance? LO.1
Explain how organizations can create team players? LO.1
Define communication and list its four functions? LO.1
Describe the communication process? LO.1
Contrast the three common types of small-group networks? LO.1
Identify factors affecting the use of the grapevine? LO.1
Describe common barriers to effective communication? LO.1
List four rules for improving cross-cultural communication? LO.1
Outline behaviors associated with providing effective feedback? LO.1
Identify the behaviors related to effective active listening ent from you? LO.1
Assume differences until similarity is proved. Most of us assume that others are more similar to us than they actually are. But people from different countries often are very different from us. Se you are far less likely to err if you assume that others are differ rather than assuming similarity
Emphasize description rather than interpretation or evaluation. Interpreting or evaluating what someone has said or done, in contrast to description, is based more on the observer's culture and background than on the observed situation. So delay judgment until you've had sufficient time to observe
Practice empathy. Before sending a message, put yourself in the receiver's shoes. What are his or her values, experiences, and frames of reference? What do you know about his or her education, upbringing, and background that can give you added insight? Try to see the other person as he or she
Treat your interpretation as a working hypothesis. Once you've developed an explanation for a new situation or think you empathize with someone from a foreign culture, treat your interpretation as a hypothesis that needs further testing rather than as a certainty. Carefully assess the feedback
Focus on specific behaviors. Feedback should be specific rather than general. For example, instead of saying, "You have a bad attitude." a manager might say, "Bob, I'm concerned with your attitude toward your work. You were a half-hour late to yesterday's staff meeting, and then you told me you
Keep feedback impersonal. Feedback should be job related. Never criticize someone personally because of an inappropriate action. Telling people they're "stupid," "incompetent," or the like is almost always counterproductive? LO.1
Keep feedback goal oriented. If a manager has to say something negative, he or she should make sure it's directed toward the recipient's goals. A manager should ask whom the feedback is sup- posed to help. If the answer is essentially that "I've got something I just want to get off my chest," then
Make feedback tell timed. Feedback is most meaningful to a recipient when there is a very short interval between his or her behavior and the receipt of feedback about that behavior. so the recipient clearly and fully understands the communication? Managers should consider having the recipient
Ensure understanding. Is the feedback concise and complete enough? LO.1
Direct negative feedback toward behavior that is controllable by the recipiem. There's little value in reminding a person of a shortcoming over which he or she has no control. Negative feedback, therefore, should be directed toward behavior the recipient can do something about.active listeners:?
Make eye contact. We listen with our cars, but people judge whether we're listening by looking at our eyes. Making eye contact with the speaker focuses one's attention, reduces the potential for distractions, and encourages the speaker.? LO.1
Exhibit affirmative head neds and appropriate facial expressions. The effective listener shows inter- est in what is being said through nonverbal signals. Affirmative head nods and appropriate facial expressions, when added to good eye contact, convey to the speaker that one is listening.
Avoid distracting actions or gestures. The other side of showing interest is avoiding actions that suggest that the manager's mind is somewhere else. Actions such as looking at one's watch, shuffling papers, or playing with a pencil make the speaker feel the listener is bored or uninterested.
Ask testions. The critical listener analyzes what he or she hears and asks questions. Questioning provides clarification, ensures understanding, and assures the speaker one is listening. or "Do? LO.1
Paraphrase. The effective listener uses phrases such as "What I hear yon saying is.. you mean?" Paraphrasing acts as an excellent control device to check on whether one is lis tening carefully. It is also a control for accuracy? LO.1
Avoid interrupting the speaker Let the speaker complete his or her thought hefore responding. Don't try to guess where the speaker's thoughts are going.
Don't overtalk. Most of us would rather voice our own ideas than listen to what someone else says. Too many of us listen only because it's the price we have to pay to ger people to let us talk. Talking may be more fun and silence may be uncomfortable, but it's impossible to talk and lis- ten at the
Summarize the conclusions of trait theories? LO.1
Identify the limitations of behavioral theories? LO.1
Describe Fiedler's contingency model? LO.1
Summarize the path-goal theory? LO.1
List the contingency variables in the leader-participation model? LO.1
Explain gender differences in leadership styles? LO.1
Differentiate transformational from transactional leadership? LO.1
Identify the skills that visionary leaders exhibit? LO.1
Describe the four specific roles of effective team leaders? LO.1
Summarize how leaders can build trust? LO.1
Leader-member relations. The degree of confidence, trust, and respect subor- dinates have in their leader? LO.1
Task structure: The degree to which the job assignments of subordinates are structured or unstructured? LO.1
Position power: The degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases? LO.1
Importance of the decision? LO.1
Importance of obtaining subordinate commitment to the decision? LO.1
Whether the leader has sufficient information to make a good decision? LO.1
How well structured the problem is? LO.1
Whether an autocratic decision would receive subordinate commitment? LO.1
Whether subordinates "buy into" the organization's goals? LO.1
Whether there is likely to be conflier among subordinates over solution alternatives? LO.1
Whether subordinates have the necessary information to make a good decision? LO.1
Time constraints on the leader that may limit subordinate involvement? LO.1
Whether costs of bringing geographically dispersed subordinates together are justified? LO.1
Importance to the leader of minimizing the time it takes to make the decision? LO.1
Importance of using participation as a tool for developing subordinate decision skills? LO.1
Describe the five bases of power? LO.1
Explain what creates dependency in power relationships? LO.1
Describe how power is central to understanding sexual harassment? LO.1
Define political behavior? LO.1
Describe the importance of a political perspective? LO.1
Explain the factors contributing to political behavior in organizations? LO.1
Identify seven techniques for managing the impression you make on others? LO.1
Differentiate between the traditional, human relations, and interactionist views of conflict? LO.1
Contrast functional and dysfunctional conflict? LO.1
Outline the conflict process? LO.1
Describe the five conflict-handling orientations? LO.1
Contrast distributive and integrative bargaining? LO.1
Identify decision biases that hinder effective negotiation? LO.1
Explain ways for individuals to improve their negotiating skills? LO.1
The mythical fixed pir. Bargainers assume that their gain must come at the expense of the other party. As noted with integrative bargaining, that needn't be the case. There are often win-win solutions. By assuming a zero-sum game, you preclude opportuni ties to find options that can allow multiple
Anchoring and adjustments. People often have a tendency to anchor their judgments on irrelevant information, such as an initial offer. Many factors influence the initial positions people take when entering a negotiation. They are often meaningless. Effective negotiators don't let an initial anchor
Framing negotiations. People tend to be overly affected by the way information is pre- sented to them. For instance, in a labor-management contract negotiation, assume that your employees are currently making $15 an hour but the union is seeking a $4 raise. You are prepared to go to $17. The
Availability of information. Negotiators often rely too much on readily available infor- mation while ignoring more relevant data. Things or events that people have often encountered are usually easy to remember-they're "available" in their memory. It's also easy to remember or imagine vivid
Identify the six key elements that define an organization's structure? LO.1
Describe a simple structure? LO.1
Explain the characteristics of a bureaucracy? LO.1
Describe a matrix organization? LO.1
Explain the characteristics of a "virtual" organization? LO.1
Summarize why managers want to create boundaryless organizations? LO.1
List the factors that favor different organization structures? LO.1
Explain the behavioral implications of different organization structures? LO.1
To what degree are tasks subdivided into separate jobs?
On what basis will jobs be grouped together?
To whom do individuals and groups report?
How many individuals can a manager efficiently and effectively direct?
Where does decision-making authority lie?
To what degree will there be rules and regulations to direct employees and managers?
Explain the three key elements in process reengineering? LO.1
Contrast mass production and mass customization? LO.1
Identify the challenges to motivating employees in e-organizations? LO.1
Explain how e-organizations are rewriting the rules of communication? LO.1
Describe the job characteristics model? LO.1
Contrast the social information-processing model with the job characteristics model? LO.1
Describe how a job can be enriched? LO.1
Compare the advantages and disadvantages of flextime? LO.1
Describe why telecommuting has grown in popularity? LO.1
Skill variety: The degree to which the job requires a variety of different activities so the worker can use a number of different skills and talent? LO.1
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