Organizational Behavior 8th Edition Andrzej A. Huczynski, David A. Buchanan - Solutions

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Using Schein and Hatch’s concepts outlined in the chapter, describe the complex nature of organizational culture.
By any standards the demise of Eastman Kodak from its once mighty position to the day where it filed for bankruptcy constitutes a huge fall from grace. There have been many explanations proposed for this and it is unrealistic and overly simplistic to blame it on a single cause. From the viewpoint
Contrast the view of culture as something an organization has, with that of something an organization is.
What are the problems associated with establishing a link between culture and performance?
Explain how interpretation of successful actions become ‘reference criteria for action’ (Gagliardi).
What are the differences between the ‘unitary’ and ‘divisions’ perspective of culture?
With regard to organizational culture, what are some of the problems associated with attempting to impose change programmes?
It is widely evident that the period since the mid-1980s has been marked by changes in the world economy that have led to profound developments in the international operations, strategies and structures of MNCs and many other organizations worldwide. Among other things, such changes consisted of
To what extent might a synthesis of creativity, innovation, organizational learning and the management of knowledge, such as that presented in this chapter, overcome competing perspectives? For example, consider knowledge as possession versus practice or the building metaphor of organizational
What are your views on the so-called knowledge society? What is the evidence in the country where you live?
Scientific management (Taylor) limited the knowledge of workers. Similarly, Fordism was literally concerned with hired hands. This raises important issues around knowledge as power and influence and of possession versus practice. Discuss fully the issue already raised of whether 21st-century
Does the use of IT as a knowledge management system always indicate an objectivist perspective? Is tacit knowledge necessary to make sense of these systems?
The critical and dialogical discourses raise the idea that knowledge management initiatives may not always be in the best interests of all. To what extent do knowledge management initiatives create conflict of interest between senior managers and workers? Give examples based on your own experience.
Have quality and flexibility requirements in modern organizations rendered Fordism redundant?
Why might Max Weber and Henri Fayol be surprised by developments in contemporary organizational design arrangements?
This chapter reported Warner and Witzel’s (2004) view that every organization possessed a mixture of virtual and tangible elements. They identified six dimensions along which organizations can choose to organize their activities on a virtual or a tangible basis: • Nature of product • Nature
Think of an example of a change to the structure of an organization with which you are familiar. How has this changed the way that you and others do your work?
Suggest how changes in organization structuring over the last fifty years have affected what workers and managers do, and how they do it.
Back in 1997, arch-rivals Microsoft and Apple entered into a five-year strategic alliance to develop Mackintosh-compatible versions of Microsoft® Office 98, Internet Explorer 4, and Java technologies. The latest edition of Office for Mac was recently released. What benefits do you think each of
In the literature, inter-organizational collaboration is presented as the way forward. Consider the potential negative consequences of this arrangement for the companies involved and their employees and managers.
Are user contribution systems a good way of providing the public with the opportunity to participate and share their expertise with companies whose products and services they use? Or have companies cynically managed to persuade gullible, emotionally challenged online users to contribute their time,
Why are network and virtual structures preferred by managers seeking to encourage entrepreneurship and innovation?
How accurate have Victor and Stephens’ predictions been? What evidence from your reading, or your experience of work organizations, can you provide that either confirms or contradicts their nine fears?
What are the basic rules of change implementation? Although these appear to be simple, the failure rate of organizational changes is high. Why is it so difficult to put these basic rules into practice effectively?
Choose an organization that has experienced major change. Arrange to interview two managers who were involved in implementing this change. Using John Kotter’s guide to corporate transformation, find out how the changes were managed. For each of the following steps, find out what was involved, how
Force-field analysis is a method for assessing the issues supporting and blocking movement towards a given set of desirable outcomes, called the ‘target situation’. The forces can be scored, say from 1 (weak) to 10 (strong), to calculate (approximately) the balance of forces. If the driving
Due to a combination of space constraints and financial issues, your department or school has been told by senior management to relocate to another building seven kilometres from your existing site within the next three months. Your management have in turn been asked to draw up a plan for managing
What are the main sources of resistance to organizational change, and how should resistance be managed?
If you want a high-flying, fast track career, you are unlikely to get far if you focus your energies on shallow changes. Shallow changes do not contribute much to organizational performance, and will not improve your visibility or reputation. You would be advised to work on deep changes, as long as
Organizations are advised to change rapidly in order to compete to survive. What dangers come with this advice?
Faced with resistance to a desirable change, would you ever recommend manipulation and threat, or would you regard these methods as unprofessional or unethical in all circumstances?
What are the main types of innovation, and how can an organization develop a climate that encourages individuals to be more creative?
Dictatorial transformation? Coercion? Surely these methods are more likely to generate hostility and resistance, reducing organization performance? In what circumstances – if any – do you think it is appropriate to exclude others from participating in change that affects them?
Do current economic conditions encourage or discourage the use of OD, and why?
Identify three to five sustaining innovations that have affected you over the past year. Identify three to five disruptive innovations that have affected you. Did you welcome these innovations because they were beneficial, or did you have cause to complain?
Think of an organization with which you are familiar, perhaps one where you are currently employed, or one where you have worked recently. Assess that organization’s climate on Ekvall’s ten dimensions, in terms of how it promotes or inhibits innovation. Where the organization inhibits
Are leadership and management different roles, or do they overlap? Look at this list of activities. Are these leadership activities, or management activities, or could they fall into both categories? Use the activities matrix (based on Gillen, 2004) to locate each of those activities depending on
What is the difference between leadership and management, and why is it difficult to separate these concepts in practice?
Choose one of the massively multiplayer online role-playing games (MMORPGs). Examples include World of Warcraft, Eve Online, EverQuest, Lineage, and Star Wars Galaxies. What leadership skills are likely to be developed by players of these games? How are those skills relevant to the way that
Consider those who you would call leaders, in business, politics, sport, music, the arts.What characteristics, skills, abilities, and personality traits do they have in common?Which of those leaders had a positive impact, and which had a negative impact? Do those whose impact was negative deserve
Why is trait-spotting such a popular theme in leadership research? What has traitspotting told us about the personality markers of successful leaders? What are the problems with this perspective?
Mintzberg asks: Would you like to be managed by someone who can’t lead? Would you like to be led by someone who can’t manage?How would you respond to those two questions?
Leaders are, traditionally, men with special qualities. Why are women now more likely to be considered as effective leaders?
What other steps might women take in order to strengthen their organizational positions and achieve promotion to more senior managerial positions?
The concept of transformational leadership is popular. What advantages and drawbacks come with this leadership style?
Leadership theory seems to be consistent in arguing that a considerate, employeecentred, participative, and democratic style is more effective. In what context would an inconsiderate, goal-centred, impersonal, and autocratic leadership style be effective?
Would you describe the task of writing an essay for your organizational behaviour instructor as a structured or as an unstructured task? Would you prefer this task to be more or less structured, and how would you advise your instructor to achieve this?
The chapter defined and distinguished between routine, adaptive, and innovative types of decisions. This exercise gives you the opportunity to identify and deal with each of the three types. 1. Class divides into groups. Each group represents the executive committee of a small manufacturing
Considering business and political leaders with whom you are familiar, directly or through the media, which come closest to these definitions of new leader, superleader, and transformational leader? The new, super, transformational leader looks like a ‘one best way’ approach. Does this
Familiarize yourself with Cialdini’s (2009) seven weapons of influence through extended reading. (a) Develop a set of interview questions to determine the nature of their use. (b) Interview a few managers, co-workers or friends. Explain each of the weapons, and ask them for examples of weapons
You are a manufacturing manager in a large electronics plant. The company’s management has recently installed new machines and put in a new, simplified work system. To everyone’s surprise, the expected rise in productivity has not occurred. In fact, production has begun to drop off, quality has
Think of some personal or organizational decisions that you have recently made. How many of the steps and assumptions from the rational model featured in your consideration?
What are the strengths and weakness of the Vroom-Jago time-driven decision-making model?
When you chose your current partner – girlfriend, boyfriend, wife, or husband – did you maximize or satisfice? Is this distinction a useful way of explaining the decision-making process?
How does a ‘satisficing’ decision differ from a ‘maximizing’ one? Provide examples of each from your own experience. In what circumstances would one be preferable to the other?
‘No decision that is ever made by a manager is truly rational’. Do you agree or disagree with this statement? Support your view with arguments and examples
Identify three separate events in your university career or work life involving certainty, risk, and uncertainty. Consider each situation and think how it could change, or did actually change, from one condition to one of the other two. Certainty• From certainty to risk• From certainty to
Should decision-making by groups be avoided or encouraged by organizations?
Think of three very different decisions that you have recently made. How well did they fit into this routine/adaptive/innovative decision framework? What additional decision-type categories would you add?
Do you think that group decision-making is superior to individual decision-making? Why?
Briefly describe each of Thomas’s five conflict resolution approaches and give an example of an organizational situation in which each would be most appropriate.
Noon and Blyton (2007) and Krischer et al. (2010) describe a range of employee survival strategies and counterproductive work behaviours to be found in organizations. Familiarize yourself with examples of each of these. Reflect on your own work experience and talk to friends and relations who work
1. Make a list of employee misbehaviours that you have engaged in yourself while at work, have observed others engaging in, or have read about. 2. Form into groups and discuss: (a) What are the causes of such organizational misbehaviour? (b) What options do employees have who engage in
Can you provide examples from your own work experience where conflict has led to positive or negative outcomes?
‘Since every unit and department in an organization has its own goals and interests, conflict will always be a feature of organizational life.’ Consider the costs and benefits of conflict for the various organization stakeholders. Give your reasons and illustrate your points with examples.
How complete is this list of conflict causes – goal orientation, self-image, interdependencies, time frame, overlapping authority, and scarce resources? Think of a conflict situation with which you have been involved in an organization. Do these causes satisfactorily account for the conflict or
Discuss some of the ways in which employees resist management actions and deal with an unsatisfying work environment.
Some individuals resolve conflict in one fixed way in different situations. Others change their approach to suit the circumstances. Think of a specific domestic, friendship, or organizational context that involved conflict. How did you deal with it? Did you compete, avoid, compromise, accommodate,
Is emotional labour as great a problem as some of the literature suggests? What defensive mechanisms can employees use to cope with the emotional labour demands of their jobs?
Which of Noon and Blyton’s employee survival strategies – making out, fiddling, joking, sabotage, escaping – have you personally engaged in at work? Have you observed other employees engaging in any of these behaviours?
Has the importance of emotional labour been overstated? Is it even a valid concept to study? We all engage in impression management all the time . We can ‘put on a smile’ without necessarily being happy. At what point does normal impression management become emotional labour?
1. Form groups and nominate a spokesperson. Read the description Your organization. 2. Read each of the Five environmental change scenarios in order. For each one, decide: (a) Which environment change driver is affecting your organization in this scenario? (b) What types of activities are likely
How can someone low in the organizational hierarchy obtain more power?
Read the literature on the difference between rational and political decision-making. Interview three managers from the same or different organizations, ideally at junior, middle, and senior manager levels. First, ask each one to give you a specific example of ‘workplace politics in action’.
1. Individually, using the worksheet, rank each of the eleven organizational decisions (a to k) in terms of the extent to which you think politics play a part. Rank the most political decision as ‘1’ and the least political as ‘11’. Enter your ranking in the first column on your worksheet
Given what you know about structural sources of power, can you explain why accountants tend to be more powerful and influential than human resource managers?
Discuss the costs and benefits to an organization of its employees engaging in political behaviour.
While each of these power bases can be useful in influencing others to do what you want them to do, they can have other consequences as well. For example, if your manager uses coercive power to get you to carry out a particular task, what longer-term effects might this have? If your team leader
‘Power is most potent when it appears to be absent.’ What does this statement mean? Do you agree with it? Give reasons and examples to support your view.
Consider your next organizational behaviour assignment. Have you been given a specified maximum word limit, a submission date, and a warning about plagiarism? How do those instructions influence your behaviour as a student?
Why are some departments, units, or groups in organizations more powerful than others?
Does the pursuit of power interfere with or contribute to an organization’s performance? Explain your answer.
How is bio-power influencing your behaviour? Which goals do you accept as your own, but which have actually been ‘given’ to you by your university and/or its staff? In your work, current or past, which procedures and instructions have you accepted without criticism, and to which have you
How are disciplinary practices affecting your behaviour? Identify examples of practices to which you have been subjected, either in your educational institution or at work, which have shaped your routine daily activities and social interactions. So what? Is this a problem (discuss)?
Think of a situation, at home, school, university, or work, when someone tried to influence you. Give examples of where your response was acceptance, compliance, and resistance.
Suggest reasons to account for the popularity of the rationalist view of organizations, among managers, management consultants, management academics, and politicians.
Suggest reasons that might account for the relative unpopularity of the political model of organization among managers, management consultants, management academics, and politicians. From your own experience of organizations of different kinds, which of these two models, rational or political,
‘One of the main problems with political behaviour in organizations is that most people lack the necessary skills to engage effectively.’ Do you agree or disagree, and why?
Identify examples of the ways in which advertisements creatively use stimulus factors to attract our attention in newspapers and magazines and on billboards and television.
What is the difference between selective attention and perceptual organization? What factors influence the latter process?
What are the factors influencing selective attention? How can a knowledge of these factors be exploited in commercial settings?
Here is a story from the computer company IBM (Carroll, 1994). How would an understanding of the concept of perceptual world have helped the manager Reiswig? The IBM programmers still found things heavy-handed at times, despite Reiswig’s attempts to lighten up. For instance, Reiswig at one point
It seems that we are ‘fed’ information in language which reinforces the management definition of reality and justifies decisions in order to make employees compliant. Find examples of managers or politicians using language in order to make what they have to say more acceptable to their audience.
Explore your own stereotypes by completing each of the following sentences with three terms that you think describe most or all members of the category concerned: University lecturers are . . . Artists are . . . Computer scientists are . . . Trainee nurses are . . . Airline pilots are . .
Most textbooks ignore needs 2 to 5 in Maslow’s framework, and concentrate instead on the other five needs. One explanation is that freedom of inquiry, transcendence, aesthetics, and the need to know are not relevant to work, organizations, or management. How valid is that explanation? How else
What is an extreme job? Why would anyone want to live and work like this? What are the benefits and costs of holding an extreme job?
Linn Products is mentioned in this chapter as a company that uses job enrichment successfully in the manufacture of its hi-fi products. Their website is www.LinnProducts.net. Linn also has its own record label: www.LinnRecords.com. Check out the company’s websites. How does Linn describe the
Chris Clements and Pat Palmer are both computer programmers. One day, they find out that Chris earns £31,750 a year while Pat earns £40,100. Chris is surprised and says ‘I can’t think of any reasons why we should be paid so differently’. Pat replies ‘I can think of at least 20 reasons.’
To measure the MPS for a given job, researchers developed the Job Diagnostic Survey (JDS). For this exercise, we will use a short version of the JDS, which allows job design problems to be diagnosed, and generates ideas for job redesign. Complete this analysis for a job in which you are currently
What actions would you take if you were earning just a little more than Annika in our example from the Stockholm restaurant? What actions would you take if you were earning very much more than Annika? To what extent do you think equity theory can make accurate predictions of your behaviour in

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