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Organizational Behavior Improving Performance And Commitment In The Workplace 6th Edition LePine , Wesson , Colquitt - Solutions
1. Describe the diversity that’s present in Tiger’s top management team. Discuss how the team’s diversity likely affects its functioning and its effectiveness.
6. As you consider the broader challenges faced by the newspaper industry, what could Andrea do to maintain or restore the sense of meaning and significance that the Blaze staffers connect to their work?
5. How much voice and input would you recommend Andrea give to the staffers as the Blaze transitions to its “new normal”? What are the pluses of giving such input and what would be the dangers associated with it? How could those dangers be mitigated?
4. What advice would you give to Andrea in terms of her use of the bigger compensation budget? Would you give everyone a short-term “retention bonus” or a more permanent raise? Or would you leverage those funds to support the changes in the work structure, especially for those staffers with an
3. Assuming the staffers’ personnel files have data on the Big Five, how could those data be used to inform the decisions about combining areas? What would be the profile of someone who could take on a lot more versus someone who can take on only a little more?
2. How could job characteristics theory guide Andrea as she considers ways of combining areas for the staffers? Is there a way to give the new versions of their jobs a higher satisfaction potential than the pre-downsizing versions?
1. Drawing on discussions of informational justice, how should Andrea approach the morning briefing? Should she be honest and informative in explaining corporate actions in the downsizing, or should she be more guarded?
16.3 Class discussion (whether in groups or as a class) should center on the following topics: Do you like how your university’s culture is viewed, as represented in the group presentations?Why or why not? If you wanted to change the university’s culture to represent other sorts of values, what
16.2 Consider the sorts of values listed in Table 16-3. If you consider the symbols, physical structures, language, stories, rituals, and ceremonies identified in step 1, what core values seem to summarize your university’s culture? Using a transparency, laptop, or board, list the one value that
16.1 Using the following table, consider the observable artifacts that transmit the organizational culture of your university.
16.3 What will it take for United to overcome its culture that has been built up over such a long period of time?
16.2 What causes companies like Delta and United to become so different in regard to organizational culture?
16.1 Why is an organization’s culture perhaps the most evident during crisis situations?
16.5 Think about the last job you started. What are some unique things that companies might do to reduce the amount of reality shock that new employees encounter? Are these methods likely to be expensive?
16.4 When you think of the U.S. Postal Service’s culture, what kinds of words come to mind?Where do these impressions come from? Do you think your impressions are accurate?What has the potential to make them inaccurate?
16.3 How can two companies with very different cultures that operate in the same industry both be successful? Shouldn’t one company’s culture automatically be a better fit for the environment?
16.2 Is it possible for an employee to have personal values that are inconsistent with the values of the organization? If so, how is this inconsistency likely to affect the employee’s behavior and attitudes while at work?
16.1 Have you or a family member worked for an organization that you would consider to have a strong culture? If so, what made the culture strong? Did you or they enjoy working there?What do you think led to that conclusion?
16.6 There are a number of practices organizations can utilize to improve the socialization of new employees, including realistic job previews, orientation programs, and mentoring.
16.5 Person–organization fit is the degree to which a person’s values and personality match the culture of the organization. Person–organization fit has a weak positive effect on job performance and a strong positive effect on organizational commitment.
16.4 Organizations maintain their cultures through attraction, selection, and attrition processes and socialization practices. Organizations change their cultures by changing their leadership or through mergers and acquisitions.
16.3 Strong cultures have the ability to influence employee behaviors and attitudes. Strong cultures exist when employees agree on the way things are supposed to happen and their behaviors are consistent with those expectations. Strong cultures are not necessarily good or bad. Generally, a
16.2 An organization’s culture can be described on dimensions such as solidarity and sociability to create four general culture types: networked, communal, fragmented, and mercenary.Organizations often strive to create a more specific cultural emphasis, as in customer service cultures, safety
16.1 Organizational culture is the shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees. There are three components of organizational culture: observable artifacts, espoused values, and basic underlying
16.6 What steps can organizations take to make sure that newcomers will fit with their culture?
16.5 What is person–organization fit, and how does it affect job performance and organizational commitment?
16.4 How do organizations maintain their culture and how do they change it?
16.3 What makes a culture strong, and is it always good for an organization to have a strong culture?
16.2 What general and specific types can be used to describe an organization’s culture?
16.1 What is organizational culture, and what are its components?
15.3 How might Apple change their structure in a way that allows them to have the best of both worlds?
15.2 What are the outside forces that might make Apple change their organizational structure in the future?
15.1 Why do you think Apple’s functional structure has been so important for their products?
15.5 If you worked in a matrix organization, what would be some of the career development challenges that you might face? Does the idea of working in a matrix structure appeal to you? Why or why not?
15.4 Which of the organizational forms described in this chapter do you think leads to the highest levels of motivation among workers? Why?
15.3 Which is more important for an organization: the ability to be efficient or the ability to adapt to its environment? What does this say about how an organization’s structure should be set up?
15.2 Why do the elements of structure, such as work specialization, formalization, span of control, chain of command, and centralization, have a tendency to change together? Which of the five do you feel is the most important?
15.1 Is it possible to be a great leader of employees in a highly mechanistic organization? What special talents or abilities might be required?
15.6 To reduce the negative effects of restructuring, organizations should focus on managing the stress levels of the employees who remain after the restructuring. Providing employees with a sense of control can help them learn to navigate their new work environment.
15.5 Organizational restructuring efforts have a weak negative effect on job performance. They have a more significant negative effect on organizational commitment, because employees tend to feel less emotional attachment to organizations that are restructuring.
15.4 There are literally thousands of organizational forms. The most common is the simple structure, which is used by most small companies. Larger companies adopt a more bureaucratic structure. This structure may be functional in nature, such that employees are grouped by job tasks, or
15.3 Organizational design is the process of creating, selecting, or changing the structure of an organization. Factors to be considered in organizational design include a company’s business environment, its strategy, its technology, and its size.
15.2 There are five major elements to an organization’s structure: work specialization, chain of command, span of control, centralization of decision making, and formalization. These elements can be organized in such a way as to make an organization more mechanistic in nature, which allows it to
15.1 An organization’s structure formally dictates how jobs and tasks are divided and coordinated between individuals and groups within the organization. This structure, partially illustrated through the use of organizational charts, provides the foundation for organizing jobs, controlling
15.6 What steps can organizations take to reduce the negative effects of restructuring efforts?
15.5 When an organization makes changes to its structure, how does that restructuring affect job performance and organizational commitment?
15.4 What are some of the more common organizational forms that an organization might adopt for its structure?
15.3 What is organizational design, and what factors does the organizational design process depend on?
15.2 What are the major elements of an organizational structure?
15.1 What is an organization’s structure, and what does it consist of?
14.7 Class discussion (whether in groups or as a class) should center on whether the theories described in the chapter discuss some of the leadership universals identified by the groups.Are there theories that also include some of the situational challenges uncovered? Which leadership theory seems
14.6 Elect a group member to write the group’s four universals and four challenges on the board.
14.5 Now consider the situational challenges faced by the types of leaders you discussed, including challenges rooted in the task, their followers, or the surrounding work context. For example, the fact that the coach has little direct impact on the game is a situational challenge. Do other leader
14.4 Once all these thoughts about the various types of leaders have been shared, think about whether there are certain traits, styles, or behaviors that are universal across all the types.For example, maybe all of the types have some kind of organizing quality to them (e.g., leaders need to be
14.3 Share the thoughts you’ve jotted down in your groups, going from member to member, with each person describing what “leadership” means for the given types of leaders.
14.2 Individually, jot down some thoughts that highlight for the alien what is truly distinctive about “leadership” for this type of leader. For example, if you were showing the alien a coach, you might call attention to how coaches cannot control the game itself very much but instead must make
14.1 Imagine that a space alien descended down to Earth and actually uttered the famous line,“Take me to your leader!” Having read a bit about leadership, your group knows that leaders come in a number of shapes and sizes. Instead of showing the alien just one leader, your group decides it
14.3 Given GM’s history, why does Barra put a premium on her executives’ leadership behaviors?
14.2 Would you consider Mary Barra to be the prototypical transformational leader? In what ways does she fit or not fit that model?
14.1 Do you think GM can outduel the technology companies for safe autonomous driving vehicles?
14.5 Can you think of any potential “dark sides” to transformational leadership? What would they be?
14.4 Consider the four dimensions of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Which of those dimensions would you respond to most favorably? Why?
14.3 The time-sensitive and life cycle models of leadership both potentially suggest that leaders should use different styles and behaviors for different followers. Can you think of any negative consequences of that advice? How could those negative consequences be managed?
14.2 The time-sensitive model of leadership argues that leaders aren’t just concerned about the accuracy of their decisions when deciding among autocratic, consultative, facilitative, and delegative styles; they’re also concerned about the efficient use of time. What other considerations could
14.1 Before reading this chapter, which statement did you feel was more accurate: “Leaders are born” or “Leaders are made”? How do you feel now, and why do you feel that way?
14.7 Leaders can be trained to be effective. In fact, such training can be used to increase transformational leadership behaviors, despite the fact that charisma is somewhat dependent on personality and genetic factors.
14.6 Transformational leadership has a moderate positive relationship with job performance and a strong positive relationship with organizational commitment. It has stronger effects on these outcomes than other leadership behaviors.
14.5 Transactional leadership emphasizes “carrot-and-stick” approaches to motivating employees, whereas transformational leadership fundamentally changes the way employees view their work. More specifically, transformational leadership inspires employees to commit to a shared vision or goal
14.4 Most of the day-to-day leadership behaviors that leaders engage in are examples of either initiating structure or consideration. Initiating structure behaviors include initiation, organization, and production sorts of duties. Consideration behaviors include membership, integration,
14.3 Leaders can use a number of styles to make decisions. Beginning with high leader control and moving to high follower control, they include autocratic, consultative, facilitative, and delegative styles. According to the time-driven model of leadership, the appropriateness of these styles
14.2 Leader emergence has been linked to a number of traits, including conscientiousness, disagreeableness, openness, extraversion, general cognitive ability, energy level, stress tolerance, and self-confidence. Of that set, the last six traits also predict leader effectiveness.
14.1 Leadership is defined as the use of power and influence to direct the activities of followers toward goal achievement. An “effective leader” improves the performance and well-being of his or her overall unit, as judged by profit margins, productivity, costs, absenteeism, retention,
14.7 Can leaders be trained to be more effective?
14.6 How does leadership affect job performance and organizational commitment?
14.5 How does transformational leadership differ from transactional leadership, and which behaviors set it apart?
14.4 What two dimensions capture most of the day-to-day leadership behaviors in which leaders engage?
14.3 What four styles can leaders use to make decisions, and what factors combine to make these styles more effective in a given situation?
14.2 What traits and characteristics are related to leader emergence and leader effectiveness?
14.1 What is leadership and what does it mean for a leader to be “effective”?
13.3 Do you think leadership skills would be more or less important at Zappos under holocracy? How so?
13.2 What types of influence would become more important under holocracy at Zappos?
13.1 Can an organization run effectively without leaders having some form of organizational power?
13.5 Think of a situation in which you negotiated an agreement. Which approach did you take?Was it the appropriate one? How might the negotiation process have gone more smoothly?
13.4 Think about the last serious conflict you had with a coworker or group member. How was that conflict resolved? Which approach did you take to resolve it?
13.3 What would it take to have a “politically free” environment? Is that possible?
13.2 Who is the most influential leader you have come in contact with personally? What forms of power did they have, and which types of influence did they use to accomplish objectives?
13.1 Which forms of power do you consider to be the strongest? Which types of power do you currently have? How could you go about obtaining higher levels of the forms that you’re lacking?
13.7 Power and influence have moderate positive relationships with job performance and organizational commitment. However, for these beneficial effects to be realized, leaders must wield their power effectively and rely on effective influence tactics in negotiating outcomes.
13.6 Leaders use both distributive and integrative bargaining strategies to negotiate outcomes.The process of negotiating effectively includes four steps: preparation, exchanging information, bargaining, and closing and commitment.
13.5 Leaders use power and influence to resolve conflicts through five conflict resolution styles: avoidance, competing, accommodating, collaborating, and compromising. The most effective, and most difficult, tactic is collaboration.
13.4 Organizational politics are individual actions that are directed toward the goal of furthering a person’s own self-interests. Political behavior is most likely to occur in organizational situations in which individual outcomes are uncertain.
13.3 Leaders can use at least 10 different influence tactics to achieve their objectives. The most effective are rational persuasion, consultation, inspirational appeals, and collaboration.The least effective are pressure and the forming of coalitions. Tactics with moderate levels of effectiveness
13.2 Leaders have five major types of power. There are three organizational forms of power:Legitimate power is based on authority or position, reward power is based on the distribution of resources or benefits, and coercive power is based on the handing out of punishments. There are two personal
13.1 Leadership is the use of power and influence to direct the activities of followers toward goal achievement. Power is the ability to influence the behavior of others and resist unwanted influence in return. Power is necessary, in that it gives leaders the ability to influence others.
13.7 How do power and influence affect job performance and organizational commitment?
13.6 What are the ways in which leaders negotiate in the workplace?
13.5 How do leaders use their power and influence to resolve conflicts in the workplace?
13.4 What is organizational politics, and when is political behavior most likely to occur?
13.3 What behaviors do leaders exhibit when trying to influence others, and which of these is most effective?
13.2 What are the different types of power that leaders possess, and when can they use those types most effectively?
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