Organizational Theory Design And Change 7th Global Edition Gareth R. Jones - Solutions

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Show the influence of culture on the uses and perceptions of politics.
Apply impression management techniques.
Assess whether or not charismatic and transformational leadership generalize across cultures.
Compare and contrast charismatic and transformational leadership.
Define leadership and contrast leadership and management.
Contrast downward, upward, and lateral communication, and provide examples of each.
Describe the communication process and distinguish between formal and informal communication.
Show how our understanding of teams differs in a global context.
Compare and contrast four types of teams.
Contrast groups and teams and analyze the growing popularity of teams in organizations.
Demonstrate how norms and status exert influence on an individual’s behavior.
Identify the five stages of group development.
Define group and distinguish the different types of groups.
Check the System for Equity. Employees should perceive that experience, skills, abilities, effort, and other obvious inputs explain differences in performance and hence in pay, job assignments, and other obvious rewards.
Link Rewards to Performance. Rewards should be contingent on performance, and employees must perceive the link between the two. Regardless of how strong the relationship is, if individuals perceive it to be weak, the results will be low performance, a decrease in job satisfaction, and an increase
Allow Employees to Participate in Decisions That Affect Them. Employees can contribute to setting work goals, choosing their own benefits packages, and solving productivity and quality problems. Participation can increase employee productivity, commitment to work goals, motivation, and job
Use Goals and Feedback. Employees should have firm, specific goals, and they should get feedback on how well they are faring in pursuit of those goals.
Recognize Individual Differences. Managers should be sensitive to individual differences.For example, employees from Asian cultures prefer not to be singled out as special because it makes them uncomfortable. Spend the time necessary to understand what’s important to each employee. This allows
Give examples of employee involvement measures and show how they can motivate employees.
Compare and contrast the main ways jobs can be redesigned.
Describe the job characteristics model and evaluate the way it motivates by changing the work environment.
Apply the key tenets of expectancy theory to motivating employees.
Demonstrate how organizational justice is a refinement of equity theory.
Contrast goal-setting theory and management by objectives.
Identify early theories of motivation and evaluate their applicability today.
Finally, try to enhance your creativity. Actively look for novel solutions to problems, attempt to see problems in new ways, and use analogies. Try to remove work and organizational barriers that might impede your creativity.
Third, combine rational analysis with intuition. These are not conflicting approaches to decision making. By using both, you can actually improve your decision-making effectiveness. As you gain managerial experience, you should feel increasingly confident in imposing your intuitive processes on top
Second, be aware of biases. Then try to minimize their impact.
Analyze the situation. Adjust your decision-making approach to the national culture you’re operating in and to the criteria your organization evaluates and rewards.If you’re in a country that doesn’t value rationality, don’t feel compelled to follow the rational decision-making model or to
The employee’s conclusion that a job is good or bad is an interpretation. Managers must spend time understanding how each individual interprets reality and, when there is a significant difference between what someone sees and what exists, try to eliminate the distortions.
Absenteeism, turnover, and job satisfaction are also reactions to an individual’s perception. Dissatisfaction with working conditions and the belief that an organization lacks promotion opportunities are judgments based on attempts to create meaning in the job.
Employees judge issues such as fair pay, performance appraisals, and working conditions in very individual ways. To influence productivity, we need to assess how workers perceive their jobs.
Whether a manager successfully plans and organizes the work of employees and actually helps them to structure their work more efficiently and effectively is far less important than how employees perceive the manager’s efforts.
Define creativity and discuss the three-component model of creativity.
List and explain the common decision biases or errors.
Identify the shortcuts individuals use in making judgments about others.
Define values, demonstrate the importance of values, and contrast terminal and instrumental values.
Identify other personality traits relevant to OB.
Identify the key traits in the Big Five personality model and demonstrate how the Big Five traits predict behavior at work.
Describe the Myers-Briggs Type Indicator personality framework and assess its strengths and weaknesses.
Define personality, describe how it is measured, and explain the factors that determine an individual’s personality.
Contrast the experience, interpretation, and expression of emotions across cultures.
Differentiate emotions from moods and list the basic emotions and moods.
More than money. Although paying employees poorly will likely not attract high-quality employees to the organization or keep high performers, managers should realize that high pay alone is unlikely to create a satisfying work environment.
Job appeal. The most important thing managers can do to raise employee satisfaction is focus on the intrinsic parts of the job, such as making the work challenging and interesting.
Valid measurement. Managers will also want to measure job attitudes effectively so they can tell how employees are reacting to their work. As one review put it,“A sound measurement of overall job attitude is one of the most useful pieces of information an organization can have about its
Positivity. Satisfied and committed employees have lower rates of turnover, absenteeism, and withdrawal behaviors. They also perform better on the job. Given that managers want to keep resignations and absences down—especially among their most productive employees—they’ll want to do things
Neglect. The neglect response passively allows conditions to worsen and includes chronic absenteeism or lateness, reduced effort, and increased error rate.
Loyalty. The loyalty response means passively but optimistically waiting for conditions to improve, including speaking up for the organization in the face of external criticism and trusting the organization and its management to “do the right thing.”
Voice. The voice response includes actively and constructively attempting to improve conditions, including suggesting improvements, discussing problems with superiors, and undertaking some forms of union activity.
Or they can quit their job because the dissonance is too great.Exit. The exit response directs behavior toward leaving the organization, including looking for a new position as well as resigning.
They can accept the evidence and make cigarettes less dangerous or reduce their availability to more vulnerable groups, such as teenagers.
They can acknowledge the negative consequences of smoking but rationalize that people are going to smoke and that tobacco companies merely promote freedom of choice.
They can brainwash themselves by continually articulating the benefits of tobacco.
They can deny any clear causation between smoking and cancer.
Policies to improve the climate for diversity can be effective, so long as they are designed to acknowledge all employees’ perspectives. One-shot diversity training sessions are less likely to be effective than comprehensive programs that address the climate for diversity at multiple levels.
Diversity management must be an ongoing commitment that crosses all levels of the organization.Group management, recruiting, hiring, retention, and development practices can all be designed to leverage diversity for the organization’s competitive advantage.
To accommodate employees with disabilities, managers can improve the fit by finetuning the job to better match an incumbent’s abilities. Often, modifications with no significant impact on the job’s basic activities, such as changing equipment or reorganizing tasks within a group, can better
Promotion and transfer decisions affecting individuals already in the organization’s employ should reflect candidates’ abilities. As with new employees, care should be taken to assess critical abilities incumbents will need in the job and match those with the organization’s human resources.
An effective selection process will improve the fit between employees and job requirements.A job analysis will provide information about jobs currently being done and the abilities individuals need to perform the jobs adequately. Applicants can then be tested, interviewed, and evaluated on the
We can readily observe biographical characteristics, but that doesn’t mean we should explicitly use them in management decisions. Most research shows fairly minimal effects of biographical characteristics on job performance. We also need to be aware of implicit biases we or other managers may
Recognize stereotypes and understand how they function in organizational settings.
Describe the two major forms of workforce diversity.
It helps managers to see the value of workforce diversity and practices that may need to be changed in different countries.
Organizational behavior offers specific insights to improve a manager’s people skills.
Because people are different, we need to look at OB in a contingency framework, using situational variables to explain cause-and-effect relationships.
Some generalizations provide valid insights into human behavior, but many are erroneous.Organizational behavior uses systematic study to improve predictions of behavior over intuition alone.
Work design4 OB’s goal is to understand and predict human behavior in organizations; the complexities of human behavior are not easy to predict, but neither are they random—certain fundamental consistencies underlie the behavior of all individuals.
Conflict and negotiation
Change processes
Attitude development and perception
Group structure and processes
Interpersonal communication
Leader behavior and power
Identify the three levels of analysis in OB.• Motivation
Think of a change you would like to make in your life. Using Figure 18.1 as a guide, prepare your own force field analysis for that change. How will you overcome the forces for the status quo? How will you make sure to “refreeze” following the change? Summarize your analysis in an action plan.
Write a memo classifying and describing the structural configuration of your university based on the five choices in Table 15.2. Do you need more information than you have to be comfortable with your classification and description? Where could you get the information?
Monty (Idris Elba), a hardworking automobile mechanic, loses custody of his three daughters to his evil ex-wife, Jennifer (Tasha Smith). He begins working as a chauffeur for Julia (Gabriele Union), an upper class attorney. Their relationship develops both romantically and professionally as she
Write a memo classifying and describing the structural configuration of your university based on the five choices in Table 15.2. Do you need more information than you have to be comfortable with your classification and description? Where could you get the information?
Meet Daphne Wilder (Diane Keaton)—your typical meddling, overprotective, and divorced mother of three daughters. Two of her three beautiful daughters have married. That leaves Millie (Mandy Moore) as the focus of Daphne’s undivided attention and compulsive need to find Millie a mate. Daphne
How do organizations create value? What is the role of entrepreneurship in this process?
Trader Joe’s, an upscale specialty supermarket chain, was founded in 1967 by Joe Coulombe, who then owned a few convenience stores that were fighting an uphill battle against the growing 7-11 chain. 7-11 offered customers a wider selection of lower-priced products and Coulombe could not compete.
What is the relationship among organizational theory, design, change, and organizational structure and culture?
What is organizational effectiveness? Discuss three approaches to evaluating effectiveness and the problems associated with each approach.
Draw up a list of effectiveness goals you would use to measure the performance of (a) a fast-food restaurant and (b) a school of business.
Give some examples of how the interests of different stakeholder groups may conflict.
What is the role of the top-management team?
What is the agency problem? What steps can be taken to solve it?
Why is it important for managers and organizations to behave ethically?
Ask a manager to describe both an instance of ethical behavior and an instance of unethical behavior that she or he observed. What caused these behaviors, and what were the outcomes?
Pick an organization, such as a local travel agency or supermarket. Describe its organizational domain, then draw a map of the forces in its general and specific environments that affect the way it operates.
IKEA is the largest furniture chain in the world, and in 2011 the Swedish company operated over 270 stores in 25 countries. In 2011 IKEA sales soared to over $35 billion, or over 20% of the global furniture market; but to its managers and employees this was just the tip of the iceberg. They
What are the major sources of uncertainty in an environment? Discuss how these sources of uncertainty affect a small biotechnology company and a large carmaker.
According to resource dependence theory, what motivates organizations to form interorganizational linkages? What is the advantage of strategic alliances as a way of exchanging resources?
According to transaction cost theory, what motivates organizations to form interorganizational linkages? Under what conditions would a company prefer a more formal linkage mechanism to a less formal one?
What interorganizational strategies might work most successfully as a company expands globally? Why?
Sony, the famous Japanese electronics maker, was renowned in the 1990s for using its engineering prowess to develop blockbuster new products such as the Walkman, Trinitron TV, and PlayStation. Its engineers churned out an average of four new product ideas every day, something attributed to its
Why does differentiation occur in an organization? Distinguish between vertical and horizontal differentiation.
Draw an organizational chart of the business school or college that you attend.Outline its major roles and functions. How differentiated is it? Do you think the distribution of authority and division of labor are appropriate?
When does an organization need to use complex integrating mechanisms? Why?

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Organizational Theory Design And Change 7th Global Edition Gareth R. Jones - Solutions

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