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Organizational Behavior Improving Performance And Commitment In The Workplace 6th Edition LePine , Wesson , Colquitt - Solutions
13.1 What is leadership, and what role does power play in leadership?
12.7 Class discussion (whether in groups or as a class) should center on the following questions:Did most groups tend to achieve process gain in terms of group scores that were better than the average individual scores? Were the group scores usually better than the best member’s score? Why not;
12.6 Fill in a “Yes” for the Process Gain row if the Group Score was lower than the Average Member Score. This score would reflect a circumstance in which the group discussion actually resulted in more accurate decisions—when “the whole” seemed to be more effective than “the sum of its
12.5 The instructor will create a table similar to the one that follows in an Excel file in the classroom or on the board. All groups should provide the instructor with their Average Member Score (the average of all of the Individual Scores for the group), the Group Score, their Best Member Score
12.4 The instructor will post the correct answers and provide the reasons for those rankings, according to two experts (Jeff Stemmerman and Ken Gieske of REI Outfitters, both of whom act as guides for many canoe trips in the Boundary Waters region). Put those expert rankings in Column D. At this
12.3 In your groups, come to a consensus about the ranking of the items. Put those consensus rankings in Column C. Group members should not merely vote or average rankings together. Instead, try to get everyone to more or less agree on the rankings. When someone disagrees, try to listen carefully.
12.1 Working individually, read the following scenario:You have gone on a Boundary Waters canoe trip with five friends to upper Minnesota and southern Ontario in the Quetico Provincial Park. Your group has been traveling Saganagons Lake to Kawnipi Lake, following through Canyon Falls and Kennebas
12.3 What are the advantages and disadvantages of the building redesign with respect to communication? What can be done to mitigate potential disadvantages?
12.2 Describe how the changes at Microsoft have likely influenced team states.
12.1 Describe how the building redesign is likely to influence process gain and process loss in the teams at Microsoft.
12.5 Which types of teamwork training would your student team benefit most from? What exactly would this training cover? What specific benefits would you expect? What would prevent a team from training itself on this material?
12.4 Describe the communication process in a student team of which you’ve been a member.Were there examples of “noise” that detracted from the team members’ ability to communicate with one another? What was the primary mode of communication among members? Did this mode of communication
12.3 Think about the team states described in this chapter. If you joined a new team, how long do you think it would take you to get a feel for those team states? Which states would you be able to gauge first? Which would take longer?
12.2 Think of a team you’ve worked in that performed poorly. Were any of the causes of the poor performance related to the forces that tend to create process loss? If so, which force was most problematic? What steps, if any, did your team take to deal with the problem?
12.1 Before reading this chapter, how did you define teamwork? How did this definition correspond to the definition outlined in this book?
12.6 What steps can organizations take to improve team processes?
12.5 How do team processes affect team performance and team commitment?
12.4 What are team states, and what are some examples of the states that fall into this process category?
12.3 What factors influence the communication process in teams?
12.2 What are teamwork processes, and what are some examples of team activities that fall into this process category?
12.1 What are taskwork processes, and what are some examples of team activities that fall into this process category?
12.1 Describe how the building redesign is likely to influence process gain and process loss in the teams at Microsoft.
12.2 Describe how the changes at Microsoft have likely influenced team states.
12.3 What are the advantages and disadvantages of the building redesign with respect to communication? What can be done to mitigate potential disadvantages?
12.1 Working individually, read the following scenario:You have gone on a Boundary Waters canoe trip with five friends to upper Minnesota and southern Ontario in the Quetico Provincial Park. Your group has been traveling Saganagons Lake to Kawnipi Lake, following through Canyon Falls and Kennebas
12.5 The instructor will create a table similar to the one that follows in an Excel file in the classroom or on the board. All groups should provide the instructor with their Average Member Score (the average of all of the Individual Scores for the group), the Group Score, their Best Member Score
13.1 What is leadership, and what role does power play in leadership?
13.2 What are the different types of power that leaders possess, and when can they use those types most effectively?
13.3 What behaviors do leaders exhibit when trying to influence others, and which of these is most effective?
13.4 What is organizational politics, and when is political behavior most likely to occur?
13.5 How do leaders use their power and influence to resolve conflicts in the workplace?
13.6 What are the ways in which leaders negotiate in the workplace?
13.7 How do power and influence affect job performance and organizational commitment?
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.
13.4 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.
13.7 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.
13.1 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?
13.2 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?
13.3 What would it take to have a “politically free” environment? Is that possible?
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?
13.5 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?
13.1 Can an organization run effectively without leaders having some form of organizational power?
13.2 What types of influence would become more important under holocracy at Zappos?
13.3 Do you think leadership skills would be more or less important at Zappos under holocracy? How so?
14.1 What is leadership and what does it mean for a leader to be “effective”?
14.2 What traits and characteristics are related to leader emergence and leader effectiveness?
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?
14.4 What two dimensions capture most of the day-to-day leadership behaviors in which leaders engage?
14.5 How does transformational leadership differ from transactional leadership, and which behaviors set it apart?
14.6 How does leadership affect job performance and organizational commitment?
14.7 Can leaders be trained to be more effective?
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.
14.4 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,
14.1 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?
14.5 Can you think of any potential “dark sides” to transformational leadership? What would they be?
14.1 Do you think GM can outduel the technology companies for safe autonomous driving vehicles?
14.2 Would you consider Mary Barra to be the prototypical transformational leader? In what ways does she fit or not fit that model?
14.3 Given GM’s history, why does Barra put a premium on her executives’ leadership behaviors?
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.
14.6 Elect a group member to write the group’s four universals and four challenges on the board.
15.1 What is an organization’s structure, and what does it consist of?
15.2 What are the major elements of an organizational structure?
15.3 What is organizational design, and what factors does the organizational design process depend on?
15.4 What are some of the more common organizational forms that an organization might adopt for its structure?
15.5 When an organization makes changes to its structure, how does that restructuring affect job performance and organizational commitment?
15.6 What steps can organizations take to reduce the negative effects of restructuring efforts?
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.
15.5 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.
15.6 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.
15.1 Is it possible to be a great leader of employees in a highly mechanistic organization? What special talents or abilities might be required?
15.4 Which of the organizational forms described in this chapter do you think leads to the highest levels of motivation among workers? Why?
15.1 Why do you think Apple’s functional structure has been so important for their products?
15.2 What are the outside forces that might make Apple change their organizational structure in the future?
15.3 How might Apple change their structure in a way that allows them to have the best of both worlds?
16.1 What is organizational culture, and what are its components?
16.2 What general and specific types can be used to describe an organization’s culture?
16.3 What makes a culture strong, and is it always good for an organization to have a strong culture?
16.4 How do organizations maintain their culture and how do they change it?
16.5 What is person–organization fit, and how does it affect job performance and organizational commitment?
16.6 What steps can organizations take to make sure that newcomers will fit with their culture?
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.
16.5 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.
16.6 There are a number of practices organizations can utilize to improve the socialization of new employees, including realistic job previews, orientation programs, and mentoring.
16.1 Why is an organization’s culture perhaps the most evident during crisis situations?
16.2 What causes companies like Delta and United to become so different in regard to organizational culture?
16.3 What will it take for United to overcome its culture that has been built up over such a long period of time?
16.1 Using the following table, consider the observable artifacts that transmit the organizational culture of your university.
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
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?
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?
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?
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
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?
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?
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.
2. Describe signs that groupthink is present in Tiger’s top management team. In what ways is this groupthink problematic? What can be done to overcome these problems?
3. Describe the primary sources of stress the creative associates are experiencing. Explain how some of these stressors have led to Tiger’s problems while others have led to its success.
4. What is the underlying general premise that senior client managers seem to have regarding the stressful demands at Tiger, and in what ways is this premise problematic?
5. Why are the perceptions of the managers and creative associates so different with respect to the nature of Tiger’s management practices and policies? What role could emotional intelligence play in ameliorating some of these differences?
6. Based on your analysis of Tiger, does the company need a minor “tune-up” in regard to its practices and policies, or is a major overhaul in order? What three recommendations would most likely resolve Tiger’s problems with organizational commitment and potential future litigation?
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