Organization Theory And Design 3rd Canadian Edition Richard L. Daft, Ann Armstrong (Author) - Solutions

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5. Describe Matt’s attempts to make sense of his situation. What motivates Matt to stay with Elietl? What courses of action are open to Matt? What do you recommend that he do?
4. What form of organizational control does Elietl use?What are the strengths and limitations to this form of control?
3. With respect to organizational culture, identify the underlying values and beliefs at Elietl. What are the effects of this culture on employee morale?
2. How can people such as Matt “do their homework”far more effectively before they take on “expat”assignments around the world?
1. Describe the interview approach used by Elietl. How did Matt manage himself in the interview? How would you characterize Matt’s effectiveness in the interview? What questions could he (should he) have asked?
7. What can be learned from the Rwandan genocide that can help stop such a tragedy from happening again?
3. Identify the major stakeholders of UNAMIR’s goals and activities. Discuss the stakeholders’ varying and conflicting interests and how the lack of interest influenced the course of events leading to the genocide.
1. Who was responsible for the genocide in Rwanda?
2. Discuss what caused the conflict.
1. Describe a recent conflict that your team has experienced.
2. What factors could help him reach his objectives?How?
1. What are Goodenow’s goals and objectives?
2. What changes are necessary if the organization is to continue?
1. Why would a family business like Irving Oil generate such antipathy?
3. What is it about the conflict situation or strategy that tells you which strategy to use in dealing with a conflict situation?
2. How would your answers have differed if the other person was a friend, family member, or co-worker?
1. Which strategy do you find easiest to use? Most difficult? Which strategy do you use more often?
10. Which do you believe would have a greater long-term impact on changing employee attitudes toward increased collaboration—intergroup consultation or confrontation and negotiation? Discuss.
9. The engineering school at a major university brings in three times as many government research dollars as does the rest of the university combined. Engineering appears wealthy and has many professors on full-time research status. Yet, when internal research funds are allocated, engineering gets
8. A bookkeeper tried for several years to expose fraud in an organization’s accounting department, but couldn’t get anyone to pay attention to his claims. How would you evaluate this employee’s power? What might he have done to increase his power and call notice to the ethical and legal
7. What are some sources of power for university or college students? What are some sources of power for university professors and administrators? How might students increase their power?
6. In Exhibit 12.4, R&D has greater power in company B than in the other firms. Discuss possible strategic contingencies that give R&D greater power in this firm.
4. What is the difference between power and authority? Is it possible for a person to have formal authority but no real power? Discuss.
2. How might asset mapping work within an organization?
1. What is asset mapping?
3. If you were creating a business, would you consider this structure? Why?
2. What do you believe are the main advantages and disadvantages of organizational and ownership arrangements of The Big Carrot?
1. What do you think of the decision-making processes at The Big Carrot?
2. How can you know which approach is best?
1. How can a decision approach influence the outcome of the decision? What happens when the approach fits the decision? when it doesn’t fit?
10. Why are decision mistakes, usually accepted in organizations, penalized in university courses and exams that are designed to train managers?
8. Why would managers in high-velocity environments worry more about the present than the future? Discuss.
7. How would you make a decision to select a building site for a new waste-treatment plant in South Africa? Where would you start with this complex decision, and what steps would you take? Explain which decision model in the chapter best describes your approach.
6. An organization theorist once told his class, “Organizations never make big decisions.They make small decisions that eventually add up to a big decision.” Explain the logic behind this statement.
5. What are the three major phases in Mintzberg’s incremental decision process model?Why might an organization recycle through one or more phases of the model?
3. Do you think intuition is a valid way to make important business decisions? Why or why not?
2. A professional economist once told her class, “An individual decision maker should process all relevant information and select the economically rational alternative.” Do you agree? Why or why not?
2. How has the Osoyoos band changed the paradigm of development?
1. How does the Osoyoos band integrate its traditions with its businesses?
2. What is your assessment of the PPI?
1. What are the change challenges for DRDC Toronto?
3. Where would you rather work? Why?
2. How might productivity differ between a climate that supports innovation and a climate that does not?
1. What comparisons in terms of innovation climate can you make between these two organizations?
11. Review the seven stages for implementing change illustrated in Exhibit 10.9. What sort of resistance might you expect at stages 2,4 and 6? Explain.
10. The manager of R&D for a drug company said that only five percent of the company’s new products ever achieve market success. He also said the industry average is 10 percent and wondered how his organization might increase its success rate. If you were acting as a consultant, what advice would
9. How do the underlying values of organization development compare to the values underlying other types of change? Why do the values underlying OD make it particularly useful in shifting to a learning organization?
8. Of the seven elements required for successful change, which element do you think managers are most likely to overlook? Discuss.
7. A noted organization theorist said, “Pressure for change originates in the environment;pressure for stability originates within the organization.” Do you agree? Discuss.
6. “Bureaucracies are not innovative.” Discuss.
5. Why do organizations experience resistance to change? What steps can managers take to overcome this resistance?
4. How might organizations manage the dilemma of needing both stability and change?
4. What two or three new initiatives would be of the highest priority?
3. What governmental/non-governmental organizations might your corporation include in a coalition?
2. How would a coalition of interested firms be pulled together for each potential practice?
1. What practices that are desired by customers/employees/shareholders/stakeholders would require collective action among firms in the industry to make them happen?
3. What two or three initiatives would be of the highest priority?
2. How could we develop a business case to overcome the impediment to undertaking such new practices?
1. What are activities that your corporation’s customers, employees, shareholders, or suppliers want that you could provide if you chose?
4. What two or three initiatives would be most important to improve adherence to customs and norms?
3. What are our aspirations for leading in adherence to customs and norms?
2. To what extent are we currently a leader or a laggard in adopting the norms?
1. What are the key norms and customs in the industry?
3. What are the two or three priorities, if any, for overcoming compliance issues?
2. And if so, how do we ensure, demonstrate and communicate that we meet all laws and regulations?
1. To what extent do we seek to be in full compliance with the key laws and regulations to which we are subject?
3. Does returning the gift establish some sort of precedent?
2. Should Queen’s have returned the gift? Why?
1. What are the most important ethical issues in the case?
3. Would you like to work there? Why?
2. What is the CEO’s role in creating and sustaining the culture?
1. How would you characterize the culture at Closing the Gap Healthcare Group?
3. Which store was more pleasant to be in? How does that relate to the mission of the store?
2. What effect does employees’ behaviour have on customers?
1. How does the culture seem to influence employee behaviour in each store?
11. In the recent global economic meltdown, many senior executives made money while many lost their jobs and their houses. What ethical issues does this situation raise?How do you think this affects the social capital of these organizations?
9. How do external stakeholders influence ethical decision making in an organization?Discuss how globalization has contributed to more complex ethical issues related to external stakeholders.
1. Describe observable symbols, ceremonies, dress, or other aspects of culture and the underlyinsg values they represent for an organization where you have worked.
8. Management style is characterized by security and predictability. _________
7. Management style is characterized by high performance demands and achievement. _________
6. Management style is characterized by innovation and risk-taking. _________
5. Management style is characterized by teamwork and participation. _________
4. The organization is stable and structured, with clarity and established procedures. _________
3. The organization is achievement oriented, with the focus on competition and getting jobs done. _________
2. The organization is dynamic and changing, where people take risks. _________
1. The organization is very personal, much like an extended family. _________
2. Razor Suleman comments that his company could be a billion-dollar company in five to ten years. What are some challenges he may face then?
1. What risks does I Love Rewards Inc. face as it expands?
2. What are future challenges the organization should anticipate?
1. How well do you think that The Daily Grind defines its distinctive niche?
4. How do the control mechanisms of your team mates compare to those of other students?
10. Do you think a “no growth” philosophy of management should be taught in business schools? Why?
9. Refer to the Air Canada case at the beginning of Chapter 1 and discuss how Air Canada illustrates the various stages of the organizational life cycle. In what stage of the life cycle does Air Canada seem to be today?
8. The incident command system has been used primarily by organizations that regularly deal with crisis situations. Discuss whether this approach seems workable for a large media company that wants to reduce bureaucracy. How about for a manufacturer of cell phones?
7. Government organizations often seem more bureaucratic than for-profit organizations.Could this partly be the result of the type of control used in government organizations?Explain.
6. In writing about types of control, William Ouchi said, “The Market is like the trout and the Clan like the salmon, each a beautiful highly specialized species which requires uncommon conditions for its survival. In comparison, the bureaucratic method of control is the Catfish—clumsy, ugly,
5. Describe the three bases of authority identified by Weber. Is it possible for each of these types of authority to function at the same time within an organization?
4. Apply the concept of life cycle to an organization with which you are familiar, such as a university or college, or a local business. What stage is the organization in now?How did the organization handle or pass through its life-cycle crises?
3. If you were managing a department of university or college professors, how might you structure the department differently than if you were managing a department of bookkeepers? Why?
2. At what point in the process is variability likely to occur? How will that affect the performance of the process and the customer experience?

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Organization Theory And Design 3rd Canadian Edition Richard L. Daft, Ann Armstrong (Author) - Solutions

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