Organizational Behavior 1st Edition OpenStax - Solutions

Unlock the full potential of your learning experience with our comprehensive resource for "Organizational Behavior 1st Edition OpenStax". Access a treasure trove of online answers key and solutions pdf, designed to aid your understanding of complex concepts. Our solution manual offers step-by-step answers, providing clarity on solved problems and chapter solutions. Delve into our test bank for a variety of questions and answers, tailored to enhance your study sessions. Benefit from the instructor manual for deeper insights into the textbook, and enjoy the flexibility of a free download to support your educational journey.

12. How do ethics impact decision-making with small-business owners?
11. How is entrepreneurial diversity impacting small business and the economy?
10. What significant trends are occurring in the small-business arena?
9. Describe the financial and management assistance programs offered by the SBA.
8. What are the benefits to small firms of doing business internationally, and what steps can small businesses take to explore their options?
7. How do the small-business owner’s and entrepreneur’s roles change over time?
6. What financing options do small-business owners have? What risks do they face?
5. Why is it important to develop a business plan? What should such a plan include?
4. How can potential business owners find new business ideas?
3. What are some major factors that motivate entrepreneurs to start businesses?
2. What differentiates an entrepreneur from a small-business owner?
1. What are the differences between classic entrepreneurs, multipreneurs (entrepreneurs with many start ups), and intrapreneurs (Entrepreneurs in traditional businesses)?
How can government support entrepreneurship?
How can entrepreneurs leverage design thinking to solve complex problems and navigate uncertain environments?
How do entrepreneurs finance their new business ideas?
How can the business model canvas help us to describe and assess a business model?
What characteristics lead individuals to become entrepreneurs?
What are some different types of entrepreneurship?
2. A company culture that supports stress reduction is key to the success of any program within the company. What are some obstacles that can arise when handling stress within a workplace? What are some methods that you would employ as manager to counteract these obstacles and implement
1. Google is one of the leading tech companies in the world. What do you think of their approach to handling stress within the workplace? Do you think that this approach will be effective? Why or why not?
11. In organizations with which you are familiar, which of the many suggestions for coping with stress would be most applicable? Are the strategies you selected individual or organizational strategies?
10. Of what utility is the rate-of-life-change concept?
9. How should a manager deal with a subordinate who is clearly a Type A personality? How should a manager who is a Type A personality handle her own stress?
8. How does a manager achieve a useful balance in a person-job fit so neither role overload nor role underutilization occurs?
7. Compare and contrast role conflict and role ambiguity.
6. In the chapter, the plight of assembly-line workers was discussed. What realistic suggestions would you make to relieve the tension and stress of this job?
5. Identify the major categories of variables that have been found to influence stress. What role does social support play in the process? What role does hardiness play?
4. Contrast frustration with anxiety.
3. Describe the general adaptation syndrome.
2. Define stress. How does it differ from strain?
1. Discuss the five types of problems related to employee work adjustment.
What are the remedies for job-related stress, and how can managers motivate employees to participate actively in health promotion efforts for the benefit of all concerned?
How do managers and organizations minimize the dysfunctional consequences of stressful behavior?
What are the underlying causes of stress in a particular situation?
How do you recognize the symptoms of stress in yourself and in others?
2. Do you think that a Holacracy can be compared to a consulting company? How are they similar,s and how are they different? Can you think of work areas or industries in which Holacracy would be very difficult to implement?
1. What are some of the human resource management processes that might be enhanced by a Holacracy?What processes will be challenged?
5. You are the VP of a line of business at an international manufacturing company. You and several of your long-time colleagues will be retiring over the next few years, and you need to start thinking about talent and succession planning. You are going into a talent review discussion next week, and
4. You are the director of an engineering organization and have been fighting the “war for talent” for a while. It seems that whenever you have a role vacancy, you let HR know but it takes forever to find someone—and the candidate often turns down the job. What are some ways to better partner
3. Your company has recently implemented a pay-for-performance model for compensation. This worries you because you know that your employees will be even more upset with their performance ratings if they know that they are tied to compensation. What actions can you take to start to prepare for this
2. Your company has decided to drop their formal, annual performance management process and move to a system based on ongoing feedback and communication with employees. You are concerned because you have always been careful to differentiate your employees by performance level, and you’re worried
1. You have been hired as a new Finance VP, and you oversee a team of almost 30 people. Your HR manager has recently informed you that there have been several employee relations in your group in the recent past, and you are concerned about the level of knowledge that your management team has around
5. What are the benefits of having talent review calibration processes? What is the downside of the process?Should an organization let employees know what their talent review “rating” is? Why or why not?
4. How does the “war for talent” impact talent acquisition processes? How can HR be more successful working with the business to navigate the competitive talent landscape?
3. .Is it possible for an organization to reward people fairly without implementing a pay-for-performance process? Why or why not? Do you see any pitfalls to a pay-for-performance process?
2. Do you believe that a formal, annual performance management process is necessary to help an organization reach its goals? Why or why not? What are the minimum process requirements that must be met to successfully evaluate performance?
1. How has human resource management’s evolution over the years helped to make it a better partner to the business? In what way would you expect HRM to continue to evolve over the years?
10. How can you tell if a candidate has potential?
9. What is the difference between performance and potential?
8. Describe the steps of a talent review session.
7. What are some best practices for recruiting new leadership candidates?
6. What are the main process steps for implementing pay for performance?
5. Why are many companies interested in moving to a pay-for-performance strategy?
4. What are some of the performance management challenges that must be addressed, no matter what the system?
3. What are some of the unintended consequences of a forced ranking system?
2. What are some of the key regulations that human resources must manage compliance with?
1. What are the four “waves” of the human resource management evolution?
What are the benefits of talent development and succession planning?
What is talent acquisition, and how can it create a competitive advantage for a company?
How do companies use rewards strategies to influence employee performance and motivation?
How do performance management practices impact company performance?
How does the human resources compliance role of HR provide value to a company?
What has been the evolution of human resource management over the years, and what is the current value it provides to an organization?
3. What models are consistent with Meyer’s process for designing and implementing change?
2. What level(s) of change is Meyer aiming for in this case?
1. What type of change is this: transformational or incremental? Why?
9. What are the common models of OD and change management?
8. What questions may be used to guide OD and change management?
7. What are organizational development (OD) and change management?
6. What are the fundamental dimensions of change?
5. What is organizational change?
4. What concepts should guide decisions about how to design structures?
3. What is organizational design?
2. What are different types of organizational structures?
1. What is an organizational structure?
How do managers deal with change?
What are the fundamental dimensions of change?
What are mechanistic versus organic organizational structures?
5. Suggest some solution paths the company might consider, using knowledge from this chapter and your own thoughts/research, to avoid such a scandal from reoccurring.
4. . Identify and use relevant concepts from this chapter as well as your own thoughts and analysis to diagnose the scandal at Wells Fargo. How could such a scandal have occurred in the first place? Who and what was at fault?
3. How might the organizational structure of the company have been part of the problems that occurred?
2. What internal dimensions of the company were part of the problems that occurred?
1. What happened at Wells Fargo with regard to past activities that led to this major scandal?
5. As a new graduate, you have been hired to help a medium-sized company come into the 21st century.Products need revamping, people aren’t sharing information, and customers are gradually leaving. The firm has a traditional top-down managed, vertical hierarchy. It is believed that the firm has
4. You witness a senior executive at your firm engaging in overly aggressive methods of pressuring employees to increase their sales quotas beyond reasonable means. You are in a networked team structure that is partly a matrix. You are uncertain about whom to discuss this issue with. What would you
3. You have been selected to lead a team to decide on a different type of structure in your organization to better serve customers who are complaining about poor service that is slow, impersonal, and not meeting their needs to be heard. Presently, the functional structure isn’t working well.
2. You are a manager working in a networked team structured organization. A disgruntled employee is complaining about problems he is having in that structure. Outline a way you would find out more about his complaints with regard to his being in this type of structure and some ways to assist him.
1. You are a manager working in a functionally structured organization. A disgruntled employee is complaining about problems she is having in that structure. Outline a way you would find out more about her complaints with regard to her being in this type of structure and some ways to assist her.
18. How does Exhibit 15.16 facilitate an understanding of how the internal organization functions with external environments?
17. What purposes does an organization’s culture serve when considering the external environment?
16. What major trends discussed at the end of this chapter are different from previous external environments and the ways organizations were organized?
15. In what ways is a virtual organization and structure different from the other ones discussed in the chapter?
14. What are issues that working in a networked team structure present?
13. What advantages do geographic structures have compared to a functional structure?
12. What advantages do matrix structures have compared to functional structures?
11. What are some disadvantages in working in a matrix structure and why?
10. How is a product structure one type of a divisional structure? Explain.
9. What are some advantages and disadvantages of divisional structures?
8. Why have functional structures been criticized for not accommodating new changes in the environment?
7. Do you think it’s true that every organization has a hidden functional structure in it? Explain your answer.

Showing 1 - 100 of 2725

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Last

Organizational Behavior 1st Edition OpenStax - Solutions

Step by Step Answers