Work Psychology Understanding Human Behaviour In The Workplace 4th Edition Joanne Silvester, Fiona Patterson, Ivan Robertson, Cary L. Cooper, Bernard Burnes - Solutions

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In what ways can the framework for change, shown in Fig. 15.1, be used to increase managerial choice?
What are the main constraints on organisations when deciding on which approach to change to adopt?
Describe and discuss the Planned and Emergent Approaches’ view of the role of managers.
Discuss the proposition that the Emergent Approach is nothing more than an attempt to provide an intellectual justification for allowing managers to adopt an ad hoc approach to change.
To what extent can it be said that, in today’s rapidly changing world, the Planned Approach to change is no longer relevant?
In what ways might an organisation influence its environment?
What are the practical benefits of the framework for change shown in Fig.15.1?
What are the main disadvantages of the Emergent Approach?
What are the main advantages of the Emergent Approach?
How does the Emergent Approach view the role of organisational culture?
What are the key components of the Emergent Approach?
What are the main disadvantages of the Planned Approach?
What are the main advantages of the Planned Approach?
How does Bullock and Batten’s phases of change model differ from Lewin’s three-step model?
What was Kurt Lewin’s main contribution to the development of organisational change?
Does the GK case study represent an example of Emergent change, or of ad hoc and reactive management?
To what extent can the changes in how the management team operates be seen as the beginning of a cultural change or merely an adaptation within an existing culture?
Use the Framework for Change shown in Fig. 15.1 to analyse and identify the form of change or changes described in the GK case study.
Using examples, examine the likely impact of career management interventions in organisations.
What, if anything, can career/life stage theories contribute to effective career management?
In what ways, if any, does the transition cycle help us to understand and manage job change?
Examine the extent to which John Holland’s theory has improved our understanding of careers.
Discuss how the various definitions of career can influence how career success is construed.
Critically examine the extent to which labour market changes are affecting the careers that people experience.
Describe two key research findings that show how women are at a disadvantage relative to men in their careers.
What three stages can be identified in a counselling relationship?
Define mentoring and outline its potential benefits.
Define eight techniques that can be used in organisations to manage careers.
According to Schein, what is a career anchor? List at least six of the anchors Schein proposed.
What is a ‘realistic job preview’?
Describe the transition cycle and for each stage suggest one problem that might arise for a person experiencing a work-role transition.
What phases of adult life were identified by Daniel Levinson, and what are the main characteristics of each stage?
In what ways is self-efficacy significant in career decision-making?
List three limitations of Holland’s theory.
What vocational personality types have been identified by John Holland, and how are they related to each other?
List some of the available criteria for assessing objective and subjective career success.
Describe the reasons why careers are more difficult to manage than they used to be.
To what extent do you think ISS is achieving competitive advantage through its career management? What other career management techniques, if any, might it use to its advantage?
In what ways do careers in ISS reflect the bureaucratic form, and in what ways do they reflect other forms?
What ideas from the literature on psychological contracts can be applied to this case study?
In what ways does ISS reflect recent changes in labour markets, and in what ways does it contradict them?
Discuss the proposition that theories of leadership pay too much attention to specific aspects of the leader’s behaviour, and not enough to his or her overall strategy.
Do theories of leadership concentrate too much on the leader as an individual?
Discuss how and why leaders need to adjust their behaviour to different cultures.
Examine the implications for leadership of research which views leadership as a socially constructed phenomenon.
Examine the extent to which different contingency theories of leadership share the same key ideas.
Discuss the proposition that all of the aspects of leadership style identified in research essentially amount to person-orientation and task-orientation.
List the main cultural groupings of European countries in terms of perceptions of leadership.
List the leadership styles and problem-situation features identified in Vroom and Jago’s theory of leadership.
Outline the main features of Fiedler’s cognitive resource theory.
Outline the main features of Fiedler’s contingency theory. Suggest two strengths and two weaknesses of the theory.
Briefly describe three possible weaknesses or limitations of the notion of transformational leadership.
Name and define four aspects of transformational leadership and two aspects of transactional leadership.
Describe the key features of democratic leadership.
Define consideration and structure.
Briefly, what factors other than the leader’s personality traits influence his or her effectiveness?
What are the major pressures facing corporate leaders in the early twenty-first century?
Describe the strengths and weaknesses of alternative measures of leader effectiveness.
Critically assess the proposition that compromise in negotiation is not the same as weakness.
What factors affect the occurrence of industrial action and how it is resolved?
To what extent has teamwork become a normal feature of working life?
Examine the potential benefits and problems of diversity in teams.
Discuss the proposition that Janis’s groupthink model adequately accounts for failures in group decision-making.
Examine the importance of the work of Tversky and Kahneman for understanding decision-making by individuals.
Briefly describe the topics within employee relations studied by psychologists.
Describe the main principles of interest-based negotiation.
Define power and politics in organisations.
Briefly outline three reasons why groups sometimes make poor decisions.
List the team roles identified by Belbin and explain why they are needed for team effectiveness.
What is group polarisation and why does it happen?
What strategies should minorities in groups use in order to maximise their chances of influencing a group decision?
Suggest three possible negative consequences of stereotypes in the workplace.
Describe the main features of social categorisation theory.
Define escalation of commitment to a decision and briefly describe the circumstances in which it is likely to occur.
Explain the distinction between satisficing and maximising in decisionmaking.
Why might stress management programmes be less effective than organisation-orientated interventions?
What is the impact of job loss on the individual, and why?
Is the concept of stress a useful one?
What are the major sources of stress at work? Why are they stressful?
Define the main features of a ‘healthy organisation’.'
What is a stress audit?
What are the range of organisation-directed strategies to reduce stress?
What is an EAP?
How can bosses be managed?
Define the following: role ambiguity, role conflict and Type A behaviour.
Which workplace stressor, in your view, is the most damaging to the individual employee? Why?
How does the Yerkes–Dodson law apply to workplace stress?
What are Hans Selye’s three stages of stress?
Consider what value and understanding the psychology of learning offers for a training manager.
Explain how you would review the training needs of an organisation and design relevant training programmes.
Why is it important to position training as a central HR function linking with other selection and performance management systems?
Give a brief critical explanation of two designs that might be used for an evaluation study.
How can we improve reaction level data?
Name and explain (briefly) Kirkpatrick’s four levels of evaluation data.
Explain how a consideration of individual differences in learning capabilities can help in training design.
Describe Anderson’s three stages of skill development.
Explain the function of learning outcomes in the design of training.
Why is training needs analysis important and what are the levels at which this can occur?
What are the three key phases in the training system?
To what extent do we know how to design work so that everyone benefits?

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Work Psychology Understanding Human Behaviour In The Workplace 4th Edition Joanne Silvester, Fiona Patterson, Ivan Robertson, Cary L. Cooper, Bernard Burnes - Solutions

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