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organizational behavior science
Organizational Behavior 1st Edition OpenStax - Solutions
6. What are some advantages and disadvantages of functional structures?
5. Which organization would you work best in, an organically or mechanistically structured one, and why?
4. What are some major differences between organic and mechanistic organizational structures and systems?
3. What are a few industries and/or organizations that are fitting well with their current environments?What are a few that are not? Why?
2. What are ways to classify and describe how industries and organizations fit and do not fit with their external environments?
1. Explain how several current environmental forces are affecting and will affect organizations and organizational structures’ effectiveness and efficiency in the near future?
Identify environmental trends, demands, and opportunities facing organizations.
Identify the fit between organizational cultures and the external environment.
Explain how organizations organize to meet external market threats and opportunities.
Identify different types of organizational structures and their strengths and weaknesses.
Identify contemporary external forces pressuring organizations.
Define the external environment of organizations.
2. What could have Janice done better to get a better outcome for her salary?
1. What key points of Janice’s negotiation led to her success?
8. How can cultural differences affect bargaining behavior? If you were negotiating with a Japanese firm, what might you do differently than if you were facing an American firm? Explain.
7. What is the difference between distributive and integrative bargaining? When would each be most appropriate?
6. Of the various strategies for resolving and preventing conflicts that are presented in this chapter, which ones do you feel will generally be most effective? least effective? Why?
5. Review the basic conflict model discussed in this chapter. What lessons for management follow from this model?
4. How does intergroup conflict affect behavior within a work group? behavior between two or more groups?
3. Identify some reasons for the prevalence of intergroup conflict in organizations.
2. How can conflict be good for an organization?
1. Identify the types of conflict commonly found in organizations, and provide examples of each.
How do you recognize and respond to cultural differences in negotiation and bargaining strategies?
When and how do you negotiate, and how do you achieve a mutually advantageous agreement?
How does conflict arise in organizations?
How do you recognize and resolve short- and long-term conflicts among group members and among groups?
3. What steps should Janey take do to counteract the power struggle that is occurring with her new manager?
2. What negative consequences are apparent in this situation and other situations where power is not balanced in the workplace?
1. What type of power did Janey’s boss employ to get her to do the things that he wanted her to do?
9. Why is it important that the exercise of power and politics be handled in an ethical fashion? What might happen if employees felt that managers were using power in an unethical fashion?
8. Identify several specific power tactics in organizations, and provide an example of each.
7. Compare and contrast the resource dependence model of power and politics with the strategic contingency model.
6. Define politics. How does politics differ from power?
5. Why is it important to understand political behavior in organizations?
4. What is counterpower? Provide an example of counterpower from your own experience.
3. Discuss the concept of power dependencies. What is the relationship between power dependencies and bases of power?
2. Identify five bases of power, and provide an example of each. Which base (or bases) of power do you feel would be most commonly found in organizations?
1. Compare and contrast power, authority, and leadership.
How do you recognize and limit inappropriate or unethical political behavior where it occurs?
How do managers cope effectively with organizational politics?
How do you recognize and account for the exercise of counterpower and make appropriate use of strategic contingencies in interunit or interorganizational relations?
How do power bases work in organizational life?
3. How did the other airlines or the industry respond to the United Airlines incident?
2. How much was in United Airlines’s control, and how much was actually outside their control? What social or company factors caused a seemingly common practice to escalate to this level?
1. How have other airlines handled similar situations?
3. You are at a meeting, and during the meeting someone on the team addresses their manager and points out a crucial mistake that could doom the project. The person says that their manager should have caught it and because of that should resign. As a leader of the group, how would you deal with the
2. You have just taken a leadership position where 40 percent of the workforce telecommutes. You want to encourage teamwork and want to ensure that telecommuting is not hurting teamwork. What is your plan to discover how things are working and how to communicate your desire to have effective
1. Identify a charismatic leader and a leader with little charisma. What are the traits and skills that allow them to succeed in their roles? How can you incorporate the traits that allow them to be successful in their roles into the skills you will need to have in a leadership position?
11. What are the distinguishing features of the transformational and the charismatic leader?
10. What are substitutes for leadership? What are neutralizers? Give an example of each.
9. Discuss the differences between the internal and external leadership roles surrounding self-managed work teams.
8. What are the four leadership behaviors in the path-goal theory of leadership?
7. Identify and describe the three situational variables presented in Fiedler’s contingency theory of leadership.
6. Blake and Mouton’s work with the Leadership Grid® identified several leadership types. What are they, and how does this leadership model look from the perspective of situation theories of leadership?
5. Both the Ohio State University and University of Michigan leadership studies identified central leader behaviors. What are these behaviors, and how are they different from one another?
4. It has been observed that effective leaders have the “right stuff.” What traits are commonly associated with leader emergence and effective leaders?
3. Discuss the different forms of power available to leaders and the effects associated with each.
2. Discuss the processes associated with people coming to positions of leadership.
1. Define leadership and distinguish between leadership and management.
How do different approaches and styles of leadership impact what is needed now?
What are the characteristics of transactional, transformational, and charismatic leadership?
What does the concept “substitute for leadership” mean?
What are the situational perspectives on leadership?
What are the behavioral perspectives on leadership?
What are the trait perspectives on leadership?
How do leaders influence and move their followers to action?
What are the processes associated with people coming to leadership positions?
What is the nature of leadership and the leadership process?
5. Respond in writing to the issues presented in this case by preparing two documents: a communication strategy memo and a professional business letter to advertisers.
4. What processes or structures should Facebook establish to make sure it does not encounter these issues again?
3. How can Facebook balance the concerns of its users with the necessity of generating revenue through advertising?
2. Should the company promise to never again conduct a survey of this sort? Should it go even further and explicitly ban research intended to manipulate the responses of its users?
1. How should Facebook respond to the 2014 research situation? How could an earlier response have helped the company avoid the 2018 controversies and keep the trust of its users?
3. During a cross-functional meeting, one of the attendees who reports to a manager who is also at the meeting accuses one of your reports of not being fit for the position she is in. You disagree and feel that your report is a good fit for her role. How do you handle this?
2. Social media, such as Facebook, is now widespread. Place yourself as a manager that has just received a“friend” request from one of your direct reports. Do you accept, reject, or ignore the request? Why, and what additional communication would you have regarding this with the employee?
1. Ginni Rometty is the CEO of IBM. Shortly after taking on the role of CEO and being frustrated by the progress and sales performance, Rometty released a five-minute video to all 400,000 plus IBM employees criticizing the lack of securing deals to competitors and lashed out at the sales
9. How can barriers to effective communication be overcome by managers?
8. Identify barriers to effective communication.
7. Which communication roles are most important in facilitating managerial effectiveness?
6. How can managers better manage their effectiveness by managing e-mail communication?
5. Describe the various individual communication roles in organizations.
4. Compare and contrast the three primary forms of interpersonal communication.
3. What are some things that managers can do to reduce noise in communication?
2. Why is feedback a critical part of the communication process?
1. Describe the communication process.
2. Evaluate your own team at work. Is it a diverse team? How would you rate the quality of decisions generated from that group?
1. If you don’t have a diverse group of people on your team, how can you ensure that you will have robust discussions and decision-making? What techniques can you use to generate conversations from different perspectives?
5. You are the director of a multicultural team with employees across the globe. Your team rarely has the opportunity to meet in person, but you have been given the budget to bring everyone together for a week-long global team meeting and team building. How would you structure the time together?
4. You are the project manager of a cross-functional team project that was just approved. You have been given several good team members who are from different functions, but many of them think similarly and are unlikely to question each other on team decisions. You have the choice of keeping a
3. You are leading a team responsible for a very important strategic initiative at your company. You have launched the project, and your team is very motivated and excited to move forward. You have the sense, however, that your sponsor and some other stakeholders are not fully engaged. What do you
2. One of your direct reports on your team is very focused on his own personal development. He is a strong employee individually, but hasn’t had as much experience working in a team environment on a project.He wants to do well, but isn’t exactly sure how to work within this context. How would
1. You are a manager of a team that is taking a long time to move through the Storming stage. There are two individuals on the team that seem to be unproductive when dealing with conflict and are holding the team back. What would you do to help the team move through conflict management and begin
5. What is the difference between cultural intelligence and emotional intelligence? How can the cultural intelligence of a team improve performance? Have you ever been on a multicultural team that was high on cultural intelligence? How about a team that was low on cultural intelligence? What were
4. In your experience, have you ever been in a situation in which conflict became a negative thing for a team? How was the conflict handled? How can a team manager ensure that conflict is handled constructively?
3. Why do you think it is so important to manage a team’s boundaries? How can external stakeholders impact the function and performance of the team? Why is emotional intelligence such an important skill to have when managing a team?
2. Have you ever been part of a team that made it through all four stages of team development? In which stage did the team remain the longest? In which stage did the team remain the shortest amount of time?What did you learn?
1. Do you agree with Katzenbach and Smith’s key practices that make teams effective? Why or why not?Which of these practices have you personally experienced? Are there any additional practices that you would add?
10. What are the key sources of cultural intelligence?
9. What are some of the challenges that multicultural teams face?
8. Why do diverse teams utilize data more often than homogeneous teams?
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