ISE Organizational Behavior Emerging Knowledge Global Reality 10th Edition Mary Ann Von Glinow Steven McShane - Solutions

Discover comprehensive solutions for "ISE Organizational Behavior: Emerging Knowledge, Global Reality, 10th Edition" by Mary Ann Von Glinow and Steven McShane. Access our online answers key and solutions PDF for detailed guidance. Our expert team provides step-by-step answers to solved problems, ensuring clarity and understanding of complex concepts. Explore our extensive test bank and instructor manual for in-depth chapter solutions. With our textbook resources, find questions and answers tailored to your learning needs. Enjoy the convenience of a free download to enhance your study experience and excel in your coursework.

Task identity: The degree to which the job requires completion of a whole and identi- fiable piece of work? LO.1
Task significance: The degree to which the job has a substantial impact on the lives or work of other people? LO.1
Autonomy: The degree to which the job provides substantial freedom, independence, and discretion to the individual in scheduling the work and in determining the pro- cedures to be used in carrying it out? LO.1
Feedback: The degree to which carrying out the work activities required by the job results in the individual's obtaining direct and clear information about the effective- ness of his or her performance? LO.1
Establish chent relationships. The client is the user of the product or service that the employee works on (and may be an internal customer as well as someone outside the organization). Wherever possible, managers should try to establish direct relation- ships between workers and their clients to
Expand jobs vertically. Vertical expansion gives employees responsibilities and control that were formerly reserved for management. It seeks to partially close the gap between the "doing" and the "controlling" aspects of the job, and it increases employee autonomy? LO.1
Open feedback channels. Feedback lets employees know not only how well they are per- forming their jobs but also whether their performance is improving, deteriorating, or remaining at a constant level. Ideally, feedback about performance should be received directly as the employee does the job,
List the advantages of performance-simulation tests over written tests? LO.1
Identify four types of employee training? LO.1
Identify the advantages of using behaviors rather than traits in appraising performance? LO.1
Explain the most popular performance appraisal criteria? LO.1
Identify who, in addition to a boss, can do performance appraisals? LO.1
Explain actions that can improve the performance appraisal process? LO.1
Describe approaches for managing workforce diversity? LO.1
Tie the team's results to the organization's goals. It's important to find measurements that apply to important goals that the team is supposed to accomplish? LO.1
Begin with the team's customers and the work process the team follows to satisfy their needs. The final product the customer receives can be evaluated in terms of the customer's requirements. The transactions between teams can be evaluated on the basis of delivery and quality. And the process steps
Measure both team and individual performance. Define the roles of each team member in terms of accomplishments that support the team's work process. Then assess each member's contribution and the team's overall performance? LO.1
Train the team to create its own measures. Having the team define its objectives and those of each member ensures that everyone understands his or her role on the team and helps the team develop into a more cohesive unit? LO.1
Define the common characteristics that make up organizational culture? LO.1
Contrast strong and weak cultures? LO.1
Identify the functional and dysfunctional effects of organizational culture on people? LO.1
List the factors that maintain an organization's culture? LO.1
Clarify how culture is transmitted to employees? LO.1
Describe spirituality and characteristics of a spiritual culture? LO.1
Contrast organizational culture with national culture? LO.1
Explain the paradox of diversity? LO.1
Innovation and risk taking-The degree to which employees are encouraged to be innovative and take risks? LO.1
Attention to detail-The degree to which employees are expected to exhibit precision, analysis, and attention to detail? LO.1
Outcome orientation-The degree to which management focuses on results or out- comes rather than on the techniques and processes used to achieve those outcomes? LO.1
People orientation-The degree to which management decisions take into considera- tion the effect of outcomes on people within the organization? LO.1
Team orientation-The degree to which work activities are organized around teams rather than individuals? LO.1
Aggressiveness-The degree to which people are aggressive and competitive rather than easygoing? LO.1
Stability The degree to which organizational activities emphasize maintaining the status quo in contrast to growth? LO.1
Describe forces that act as stimulants to change? LO.1
Define planned change? LO.1
Summarize Lewin's three-step change model? LO.1
Explain sources of resistance to change? LO.1
Describe techniques for overcoming resistance to change? LO.1
Explain the values underlying most organizational development (OD) efforts? LO.1
Describe a learning organization? LO.1
Identify symptoms of work stress? LO.1
Summarize sources of innovation? LO.1
Define knowledge management and explain its importance1. There exists a shared vision which everyone agrees on? LO.1
People discard their old ways of thinking and the standard routines they use for solving prob- lems or doing their jobs? LO.1
Members think of all organizational processes, activities, functions and interactions with the environment as part of a system of interrelationships? LO.1
People openly communicate with each other (across vertical and horizontal boundaries) with- out fear of criticism or punishment? LO.1
People sublimate their personal self-interest and fragmented departmental interests to work together to achieve the organization's shared vision1. Respect for people. Individuals are perceived as being responsible, conscientious, and caring. They should be treated with dignity and respect? LO.1
Trust and support. The effective and healthy organization is characterized by trust, authenticity, openness, and a supportive climate? LO.1
Power equalization. Effective organizations deemphasize hierarchical authority and control? LO.1
Confrontation. Problems shouldn't be swept under the rug. They should be openly confronted? LO.1
Define organizational behavior (OB) LO.1
Identify the primary behavioral disciplines contributing to OB LO.1
Describe the three goals of OB LO.1
List the major challenges and opportunities for managers to use OB concepts LO.1
Discuss why workforce diversity has become an important issue in management LO.1
Explain how managers and organizations are responding to the problem of employee ethical dilemmas LO.1
Discuss how a knowledge of OB can help managers stimulate organizational innovation and change LO.1
Intense focus on the customer. The customer includes not only outsiders who buy the organization's products or services but also internal customers (such as shipping or accounts payable personnel) who interact with and serve others in the organization. LO.1
Concern for continual improvement. Quality management is a commitment to never be satisfied. "Very good" is not good enough. Quality can always be improved. LO.1
Improvement in the quality of everything the organization does. The term quality applies not only to the final product but also to how the organization handles deliveries, how rapidly it responds to complaints, how politely the phones are answered, and the like. LO.1
Accurate measurement. Quality management uses statistical techniques to measure every critical performance variable in the organization's operations. These perfor- mance variables are then compared against standards or benchmarks to identify prob- lems, the problems are traced to their roots, and
Empowerment of employees. Quality management involves the people on the line in the improvement process. Teams are widely used as empowerment vehicles for finding and solving problems. LO.1
Define conflict and debate its positive and negative consequences in the workplace.AppendixLO1
Distinguish task conflict from relationship conflict and describe three strategies to minimize relationship conflict during task conflict episodes.AppendixLO1
Diagram the conflict process model and describe six structural sources of conflict in organizations.AppendixLO1
Outline the five conflict-handling styles and discuss the circumstances in which each would be most appropriate.AppendixLO1
Apply the six structural approaches to conflict management and describe the three types of third-party dispute resolution.AppendixLO1
Discuss activities in the negotiation preparation, process, and setting that improve negotiation effectiveness.AppendixLO1
Distinguish task conflict from relationship conflict, and explain how to maintain some degree of task conflict while minimizing relationship conflict.AppendixLO1
The chief executive officer of Creative Toys, Inc. read about cooperation in Japanese companies and vowed to bring this same philosophy to the company. The goal is to avoid all conflict, so that employees would work cooperatively and be happier at Creative Toys. Discuss the merits and limitations
Conflict among managers emerged soon after a French company acquired a Swedish firm. The Swedes perceived the French management as hierarchical and arrogant, whereas the French thought the Swedes were naive, cautious, and lacking an achievement orientation. Identify the source(s) of conflict that
You are a special assistant to the commander-in-chief of a peacekeeping mission to a war-torn part of the world.The unit consists of a few thousand peacekeeping troops from the United States, France, India, and four other countries. The troops will work together for approximately one year. What
The chief operating officer (COO) has noticed that production employees in the company’s Mexican manufacturing operations are unhappy with some of the production engineering decisions made by engineers in the company’s headquarters in Chicago. At the same time, the engineers complain that
Describe the inquisitional approach to resolve disputes between employees or work units. Discuss its appropriateness in organizational settings, including the suitability of its use with a multigenerational workforce.AppendixLO1
Jane has just been appointed as purchasing manager of Tacoma Technologies, Inc. The previous purchasing manager, who recently retired, was known for his “winnertake-all” approach to suppliers. He continually fought for more discounts and was skeptical about any special deals that suppliers
You are a new program manager with responsibility for significant funding and external relations, and because of downsizing issues in your area, you have lost two valuable employees (actually 1.5, because the second person is on half time now; she used to be your manager and was the person under
Laura is about to renegotiate her job role with her new manager. She has heard through the grapevine that he is a tough negotiator, highly competitive, and unwilling to take others’ needs into consideration. She has also heard that even if he gives concessions in the negotiation, he often fails
Sales manager Roger Todd was fuming. Thanks to, as he put it, “those nearsighted addleheads in service,” he had nearly lost one of his top accounts. When told of Todd’s complaint, senior serviceperson Ned Rosen retorted, “That figures. Anytime Mr. Todd senses even the remotest possibility
Discord Investments didn’t expect so much conflict when the regional brokerage firm brought in a global information technology (IT) consulting firm to implement a new client/server network. Discord had no plans to outsource its information systems activities, yet the investment firm’s own IT
Describe three types of coordination in organizational structures.AppendixLO1
Discuss the role and effects of span of control, centralization, and formalization, and relate these elements to organic and mechanistic organizational structures.AppendixLO1
Identify and evaluate six types of departmentalization.AppendixLO1
Explain how the external environment, organizational size, technology, and strategy are relevant when designing an organizational structure.AppendixLO1
Twitter, Inc.’s organizational structure was described at the beginning of this chapter. What coordinating mechanism is likely most common in this organization?Describe the extent and form in which the other two types of coordination might be apparent at Twitter.AppendixLO1
Think about the business school or other organizational unit whose classes you are currently attending. What is the dominant coordinating mechanism used to guide or control the instructor? Why is this coordinating mechanism used the most here?AppendixLO1
Administrative theorists concluded many decades ago that the most effective organizations have a narrow span of control. Yet today’s top-performing manufacturing firms have a wide span of control. Why is this possible?Under what circumstances, if any, should manufacturing firms have a narrow span
Leaders of large organizations struggle to identify the best level and types of centralization and decentralization.What should companies consider when determining the degree of decentralization?AppendixLO1
Mechanistic and organic structures are two organizational forms. How do the three types of coordination mechanisms operate through these forms?AppendixLO1
While preparing for a final examination in organizational behavior, you and a student in another class review the important information regarding organizational structure and design. During the conversation, the other student suggests that just about everything you need to know about organizational
From an employee perspective, what are the advantages and disadvantages of working in a matrix structure?AppendixLO1
Suppose you have been hired as a consultant to diagnose the environmental characteristics of your college or university. Referring to the four external environment contingency dimensions described in the final section of this chapter, is the school’s existing structure appropriate for its
Sloan & Wu, Inc., wants to get closer to its customers. Over the past six years, the large chain of department stores had acquired three major regional department store businesses that enjoyed loyal customers and solid profits. But sales volumes slipped as each of these organizations was converted
Describe the elements of organizational culture and discuss the importance of organizational subcultures.AppendixLO1
Describe four categories of artifacts through which corporate culture is deciphered.AppendixLO1
Discuss the importance of organizational culture and the conditions under which organizational culture strength improves organizational performance.AppendixLO1
Compare and contrast four strategies for merging organizational cultures.AppendixLO1
Describe five strategies for changing and strengthening an organization’s culture, including the application of attraction–selection–attrition theory.AppendixLO1
Describe the organizational socialization process and identify strategies to improve that process.AppendixLO1
Superb Consultants has submitted a proposal to analyze your organization’s culture. The proposal states that Superb has developed a revolutionary new survey to tap the company’s true culture. The survey takes just 10 minutes to complete, and the consultants say results can be based on a small
All members of the executive team at Claybuild, a national manufacturer of bricks and related building materials, strongly believe that quality control and efficiency are the two cornerstones of the company’s future success. Every Claybuild executive meeting begins by discussing ways to improve

Showing 1400 - 1500 of 2441

First
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
Last

ISE Organizational Behavior Emerging Knowledge Global Reality 10th Edition Mary Ann Von Glinow Steven McShane - Solutions

Step by Step Answers