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business
essentials organizational behavior
Organizational Behavior 9th International Edition Robert Kreitner - Solutions
8 Identify four of the seven general ethical principles, and explain how to improve an organization’s ethical climate.
7 Describe Carroll’s global corporate social responsibility pyramid, and discuss the problem of moral erosion.
6 Characterize 21st-century managers.
5 Define the term management, and identify at least five of the eleven managerial skills in Wilson’s profile of effective managers.
4 Contrast human and social capital, and explain why we need to build both.
3 Define the term e-business, and specify at least three OB-related issues raised by e-leadership.
2 Identify the four principles of total quality management (TQM).
1 Define the term organizational behavior, and contrast McGregor’s Theory X and Theory Y assumptions about employees.
How can organizations manage diversity effectively?
What are the relevant points of intellectual and physical abilities to organizational behavior?
How do other differentiating characteristics factor into OB?
How are the key biographical characteristics relevant to OB?
How does workplace discrimination undermine organizational effectiveness?
What are the two major forms of workplace diversity?
Describe how organizations manage diversity effectively.
Demonstrate the relevance of intellectual and physical abilities to OB.
Explain how other differentiating characteristics factor into OB.
Describe how the key biographical characteristics are relevant to OB.
Demonstrate how workplace discrimination undermines organizational effectiveness.
Describe the two major forms of workplace diversity.
Describe the leadership role of HR in organizations.
I am not sure that there is an optimum approach.It is impossible to balance the short-term goal of reducing costs while maintaining a positive work environment in which people are doing the type of work they are passionate about. T-789
It sounds like the criticisms are being leveled by people who don’t like their new assignments. They should quit complaining and be happy that they are still employed. T-789
Downsizing solely by the numbers is bad. Management should have accommodated employees’passions and interests when restructuring, even if it resulted in less cuts than desired. In the long run, this will lead to higher employee satisfaction and performance. T-789
Intel’s approach sounds logical to me. Revenues are up, and the company just unveiled a new processing chip that Time called the best invention of the year.You can’t make everyone happy when you let go more than 10,000 people. T-789
What did this case teach you about organizational change? Discuss. T-789
Would you expect Ms. Peppard to encounter resistance to change? Why? What might be done to reduce this resistance? Explain. T-789
Which of the target elements of change within the systems model of change were affected by the changes at Wyeth? T-789
To what extent did Denise Peppard follow the change models proposed by Lewin and Kotter?Explain. T-789
What were the external and internal forces for change at Wyeth? T-789
Discuss employee assistance programs (EAPs) and a holistic approach toward stress reduction. Employee assistance programs help employees to resolve personal problems that affect their productivity. EAPs are typically funded by organizations or in combination with unions. A holistic approach toward
Discuss the stress moderators of social support, hardiness, and Type A behavior. People use each of these moderators to help reduce the impact of stressors that are appraised as harmful, threatening, or challenging. Social support represents the amount of perceived helpfulness derived from social
Define the term stress and describe the model of occupational stress. Stress is an adaptive reaction to environmental demands or stressors that triggers a fight-or-flight response. This response creates hormonal changes that mobilize the body for extraordinary demands. According to the occupational
Identify alternative strategies for overcoming resistance to change. The first step is to use the dynamic model of resistance to diagnose the causes of employee resistance. The second is to consider characteristics in the work environment that may represent obstacles to change. These obstacles then
Discuss the key recipient and change agent characteristics that cause resistance to change. There are six key recipient characteristics. They are (1) an individual’s predispostion toward change, (2) surprise and fear of the unknown, (3) fear of failure, (4) loss of status and/or job security, (5)
Explain the dynamic model of resistance to change.The model contradicts the traditional assumption that resistance to change is caused by irrational and self-serving recipients. Rather, resistance is viewed as being caused by the dynamic interactions among three key sources of resistance. They are
Define organization development (OD), and explain the OD process. Organization development is a set of tools or techniques that are used to implement planned organizational change. OD is broader in focus and has a diagnostic focus. OD is guided by a four-step process. The steps are (1)
Discuss Kotter’s eight steps for leading organizational change. John Kotter believes that organizational change fails for one or more of eight common errors.He proposed eight steps that organizations should follow to overcome these errors. The eight steps are(1) establish a sense of urgency, (2)
Describe Lewin’s change model and the systems model of change. Lewin developed a three-stage model of planned change that explained how to initiate, manage, and stabilize the change process. The three stages were unfreezing, which entails creating the motivation to change; changing; and
Discuss the external and internal forces that create the need for organizational change. Organizations encounter both external and internal forces for change.There are five key external forces for change: demographic characteristics, technological advancements, customer and market changes, social
Discuss employee assistance programs (EAPS) and a holistic approach toward stress reduction. T-789
Discuss the stress moderators of social support, hardiness, and Type A behavior. T-789
Define the term stress, and describe the model of occupational stress. T-789
Identify alternative strategies for overcoming resistance to change. T-789
Discuss the key recipient and change agent characteristics that cause resistance to change. T-789
Explain the dynamic model of resistance to change. T-789
Define organization development (OD), and explain the OD process. T-789
Discuss Kotter's eight steps for leading organizational change. T-789
Describe Lewin's change model and the systems model of change. T-789
Discuss the external and internal forces that create the need for organizational change. T-789
Invent other interpretations or options. Discuss. T-789
No amount of electronic performance monitoring can make up for poor hiring decisions, inadequate training, a weak performance-reward system, and inept supervision. Explain. T-789
Electronic surveillance is unnecessary if properly trained and equipped employees are held accountable for meeting challenging but fair performance goals. Explain your rationale. T-789
This sort of “snoopervision” creates a cat-andmouse game in which “beating the system” becomes more important than productivity. Explain. T-789
Employers sign the paychecks and own the equipment, so they have the right to make sure they are getting their money’s worth and their equipment is being used properly. Explain. T-789
Electronic surveillance signals a distrust in employees, erodes morale, and ultimately hampers productivity. Explain your rationale. T-789
What is your most important takeaway from this case? T-789
How important is the role of information technology to the success of Irdeto’s organizational redesign? Explain. T-789
Why are employees in Amsterdam resisting the organizational redesign? T-789
Based on the contingency approach to designing organizations, which of the seven designs do you think is most appropriate for Irdeto? Discuss your rationale. T-789
Is Irdeto moving to a more mechanistic or organic structure? How can you tell? T-789
Which of the seven organizational designs is Irdeto using? Explain your rationale. T-789
Explain the model of innovation. T-789
Review the myths about innovation. T-789
Discuss the difference between innovation, invention, creativity, and integration. T-789
Explain how managers can prevent organizational decline. T-789
Describe the four generic organizational effectiveness criteria. T-789
Identify when each of the seven organization structures is the right fit. T-789
Discuss Burns and Stalker's findings regarding mechanistic and organic organizations. T-789
Describe seven basic ways organizations are structured. T-789
Define the term learning organization. T-789
Describe the four characteristics common to all organizations, and explain the difference between closed and open systems. T-789
PURCHASES AND PURCHASES RETURNS. On November 6, Lubin Products purchased on credit 350 parts kits from Michaels Electronics for $38 per kit. Michaels paid $320 to have the kits shipped to Lubin. Lubin paid for the kits on December 1.On December 15, Lubin discovered that 4 kits were defective and
Which of Schwartz’s 10 values are driving the behavior of managers at Bain & Co., Home Depot, and Best Buy? Provide examples to support your conclusions.
How would you describe Steve Ellis’s affective, cognitive, and behavioral components of his attitude toward managing in a recession? Be specific.
How are Home Depot and Best Buy trying to increase employee involvement?
Use Ajzen’s theory of planned behavior (Figure 6–3) to analyze how managers can increase employee performance during a recession. Be sure to explain what managers can do to affect each a spect of the theory.
Based on what you learned in this chapter, what advice would you give to managers trying increase employees’ organizational commitment and job satisfaction in a recession? Be specific.
Explain Schwartz’s value theory, and describe three types of value conflict. Schwartz proposed that 10 core values guide our behavior across contexts and time (see Table 6–1). Each value possesses motivational mechanisms that drive behavior. Figure 6–1 further shows the relationships among
Describe the values model of work/family conflict, and specify at least three practical lessons from work/family conflict research. General life values determine one’s values about family and work. Work/ family conflict can occur when there is a lack of value similarity with family members.
Identify the three components of attitudes and discuss cognitive dissonance. The three components of attitudes are affective, cognitive, and behavioral. The affective component represents the feelings or emotions one has about a given object or situation. The cognitive component reflects the
Explain how attitudes affect behavior in terms of Ajzen’s theory of planned behavior. Intentions are the key link between attitudes and behavior in Ajzen’s model. Three determinants of the strength of an intention are one’s attitude toward the behavior, subjective norm (social expectations
Describe the model of organizational commitment.Organizational commitment reflects how strongly a person identifies with an organization and is committed to its goals. Organizational commitment is composed of three related components: affective commitment, continuance commitment, and normative
Define the work attitudes of job involvement/employee engagement and job satisfaction. Job involvement is the extent to which a person is preoccupied with, immersed in, and concerned with his/her job. Employee engagement is similar to job involvement and represents an individual’s satisfaction,
Identify and briefly describe five alternative causes of job satisfaction. They are need fulfillment (the degree to which one’s own needs are met), discrepancies( satisfaction depends on the extent to which one’s expectations are met), value attainment (satisfaction depends on the degree to
Identify eight important correlates/consequences of job satisfaction, and summarize how each one relates to job satisfaction. Eight major correlates/ consequences of job satisfaction are motivation (moderate positive relationship), job involvement (moderate positive), organizational citizenship
Identify the causes of counterproductive work behaviors and the measures used to prevent them. Counterproductive work behaviors (CWBs) may result from personal characteristics coupled with a lack of autonomy and job satisfaction. CWBs are more likely in situations where supervisors are abusive and
Prosecute the cheaters. They are causing Belgian companies to be inefficient, thereby increasing costs.
Push for national legislation aimed at reducing the amount of sick days that people are allowed to take.
There is nothing you can do because people just find other ways to cheat.
Continue the doctor-inspectors, and do not pay people found to be lying about being sick.
Invent other options.
Which of the perceptual errors listed in Table 7–2 are affecting recruiters’ perceptions in this case?Discuss.
What negative stereotypes are fueling recruiters’perceptions?
To what extent do the Pygmalion effect, the Galatea effect, and the Golem effect play a role in this case?Explain.
What lessons about perception did you learn from this case? Explain.
How would you answer the “weakness” question?Explain how it might be perceived by recruiters. Absolutely not! Ralph Nader is right; it’s wrong to use medical equipment for marketing.
Why not? People participate voluntarily in these studies and they get paid for the experience.
Ad campaigns are expensive, and it is good business sense to test their effectiveness with brain scans.
Using medical equipment in this way is a good way to share the costs of an expensive MRI. In the end, reducing the costs of medical equipment is good for society at large.
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