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organizational behavior
Organizational Behavior 5th Edition Michael A. Hitt - Solutions
Could this Green Movement pass like a fad? If so, what then? If not, why not?
Al Gore’s claim is that there need not be any conflict between the environment and the economy. If not, why has there been nothing but in recent years? Could it be that our business managers do not agree with Gore? Could that be a sign of how they have been educated by institutions like ours?
What methods has Kimberly-Clarke implemented in order to alter their procurement policy?
What additional changes would you suggest for Kimberly-Clarke? Why?
When we think of the word “office,” what comes to mind? One person working in her or his office? Asked to come to “my office” do we expect to see this person sitting alone? Herman Miller designs offices for the many, not the one. Is this the office of our futures, or do we harbor the desire
Open offices, where everyone on the teams can see each other seem to be the design most conducive to effective teamwork. Why? What does this accessibility do that makes one more ready and able to do teamwork?
Herman Miller installs furnishings that allow team members to reconfigure the space according to the job at hand. They are highly profitable and a leader in the industry. This suggests that such furnishings and accessories are in general demand. What does this tell us about the state of
This makes the case that team performances are linking to company profits; thus, being in spaces equipped to foster and ease teamwork must enhance human performance. Here is the catch. Are our classrooms and similar training spaces that you have used designed and furnished to do this for our
This suggested exercise stems from the preceding question. Form teams to do an imaginary renovation of the space you currently occupy. It is called, “Hello, Herman Miller...” because you ask them to go online to the Herman Miller webpage to “shop” with an unlimited mental credit card to do
What are the characteristics of workplace aggression?
Explain the stereotypical portrait of workplace aggression?
Describe possible effects of workplace aggression.
List methods for avoiding or reducing workplace aggression.
What workplace aggression have you experienced and how did you deal with it?
If we assume the representative of the hiring company knows her or his power to bargain on salary, how does the candidate know that she or he has bargaining power in this negotiation?
Rob’s eagerness to have his “dream job” overrode his judgment and clouded his long-term view. Yet, could this be a rather common occurrence when one is that close to “The Job”?
If we can assume the person who hired Rob and who hired Jane knew that Rob had taken the same job for less, did it help or harm the company to leave this discrepancy to grow into a $14,700 cavern between two good associates?
Jane seemed to have known many of these points of advice and “did her homework.” What if this was her “dream job” too? What did she have to tell herself to risk losing the offer by standing her ground on the rate of pay that better matched the cost of living?
How is it to the ultimate benefit of a company to have associates follow this managerial advice and strike a deal that they know is good for themselves and the company?
Trudy is spending a great deal of money to turn around the Brooklyn Bluebirds. It started to look like a winning strategy, in that they came in second in the division during her first year. She went on buying high priced players in the second year, essentially putting a new layer of more expensive
Rumors of team unrest blossomed, then Russ Thompson, a veteran of the team, finally laid it on the line. He was feeling the pain of salary inequity that his interests were no longer being served. Trudy and Marty did not negotiate an agreement that satisfied Russ or themselves. Did Russ lose his
Marty asserted his legitimate power as manager to shake Russ and a million dollar player into making a better effort. He was “making his move.” It seems to be blowing up in his face, for they rebelled. Is facing a losing season putting more coercion into Marty’s power play than expert or
Trudy and Marty locked horns over his decision to bench the two lagging players. Was she blaming him for the team’s problems? Was she right in ordering him to give the fans the show they paid for? Was he right in asserting his right to manage the team his way?
Learners are asked to act as consultants to Trudy. Is it too late for a remedy? Is this situation of escalating conflict too far gone?
Give your learners a chance to address these last two questions in a quick action learning exercise called Steeerike what? a. Ask your learners to be plate umpires for a moment. Poll the class to see how close or far people think the Brooklyn Bluebirds are from striking out. If they strike
Does Trader Joe’s structure fit its environment, strategy, and tasks? How so?
Your learners will go through their scholastic and professional lives, succeeding more where they know there is a good fit between their personal values and beliefs and those that are played out in each of their organizational memberships. Most of what is presented in this chapter gives the learner
Can a few human minds at the core of the hub that is FedEx Corp really keep this massively global organization in constant focus as one company?
While you may subscribe to the philosophy that all humans are innately creative, life has innumerable ways to condition your learners to believe or not believe they are creative persons. This assessment will tap into that self-image. The results will give them one more way to gauge how they may fit
What do Trader Joe’s core values say about its culture?
The evolving FedEx structure offers significant independence to divisions and businesses that reach customers. What about its corporate culture must be there to support high levels of freedom?
It is said that FedEx acquired only those companies with “positive service-oriented spirit[s].” What could happen to the whole company if future acquisitions reprioritized this value and promoted such factors as geographical reach or price?
It all comes down to the FedEx associate who is delivering or picking up an order. Could this person feel as significant to her or his company today as one of tens of thousands now working under this banner as did predecessors working in the 70’s and 80’s when they were one of a few thousand?
The point of an IDEO intervention is to develop products or services acutely attuned to how their client firms’ current or targeted customers really want to use them. It is customers who differentiate the IDEO client firm with their enthusiastic buying behavior. How does this intervention
IDEO’s process relies on the “simple concept” of empathy. They use time-tested research practices to fathom customer behavior that have to do with putting themselves into the customer’s frame of mind. It is said that business students roll their eyes when they hear about empathy. Why? Are
IDEO teams make observations of customers in their “real world” habitats, brainstorm deeply to get past the easy answers to the best reasons to change or replace a product, and they do rapid prototyping of ideas that seem most powerful in concept. This speedy process, the outcome of which is to
The IDEO method is that diverse client/IDEO teams will stay with the process until it is implemented—no hand offs and hands off, which may still be the convention in many companies. What are the human capital dividends that can be paid when an associate or manager gets to see an IDEO-generated
“IDEO has become so popular many firms send their managers there simply to observe the organic structure and to be trained in innovative thinking and action. These managers use what they have learned to enhance the strategies and structures of their own firms.” Manager-ships are created and
My, what pointy hair you have is a suggested enhancement exercise to put this last question to test and have some fun with it. It is quite likely that all of your learners know Scott Adam’s cartoon series Dilbert and his “Pointy-haired Manager.” The running joke with him
What will it mean when, one day, a Google associate is not allowed to talk directly with the top managers? Is it inevitable, as Google adds more people?
What is Google other that its talent? Buildings, computers, server farms—all of its tangible assets combined could not make it one of the world’s most valuable companies.
Hierarchy elevates a few over the many. Google’s founders, thus far, have kept the corporate ladder step-ladder height. Are they on to something that other corporations ought to emulate?
Culture is communicated by all manner of symbols of what matters to strategic success. What are the physical and social attributes of the Googleplex and human resource programs like paid maternity/paternity leaves “saying” to the person who can take her talent to a competitor?
Google’s next products and services are just ideas forming today in the minds of one or a few associates. How do their teams of three with revolving leadership work to capture these ideas and bring them to life?
Each of us has one life ahead around which to wrap a career. Knowing the Google ways of furnishing a career with such opportunity to make a positive difference every day, are we willing, or just resolved, to accept less from the companies that employ us? Is our talent less valuable?
What am I? Chopped liver! Here is a moment that you can structure to give your learners time to ponder the preceding question—Is our talent less valuable? Life as a Google partner does seem sweet indeed. Then, there is the organizational life which lies ahead for the rest of us in the world
Fox News is an environment offering news and reports from all walks of life. How did the culture take the News out of Fox News and made it acceptable for managers to engage in sexual harrassment?
As long as the managers are making numbers and anchors are stars, does it make it okay to tolerate such behaviors? What is the responsibility of the HR department and how can it be enforced?
Is the Board of Directors bear any responsibility here? What is their role and how can it be enforced?
Do you believe the suggestions offered in the case would work? Why or why not?
What other companies/individuals in the news do you hear about having similar issues or sexual harassment (Ex: Harvey Wienstein)? Should there be stricter or different regulations to protect women or individuals being harassed? Explain.
Sharon Lawson’s question is how to measure the effectiveness of the Hillwood Medical Center. One of the several meanings of the word effectiveness is prepared for use or action. As chief administrative officer, Sharon must see that Hillwood is prepared for use by the primary caregivers—doctors,
Hillwood, the institution, is an instrument of medical and nursing practice. It provides the means by which complex treatments and healing practices can be enacted, when no other setting will do. This rightfully places the medical and clinical staff higher in the hierarchy, so high, that there is a
Hillwood must remain financially solvent to be truly prepared to support patient care at a level that earns the respect of those who make the choice of hospitals for care that Hillwood is qualified to deliver. There is pressure from the clinical and the administrative floors to spend unbudgeted
The malpractice suit against a doctor who had been “sheltered” in the clinical sub-culture presents the possibility of a missing value. They do not seem to see why they must care for the organization upon which they rely to produce the kinds and levels of care they would have to go elsewhere to
Here is a suggested quick-to-use device for your learners to picture Sharon Lawson’s quandary called The Political Cartoon.a. Clip several political cartoons from the editorial pages of your newspapers. Pass them around the class, or project them on a screen, so that learners have a fresh idea of
All this acquiring that constantly changes the shape and substance of FedEx has led to growth. Customers are the source of this growth. What if the integration that gives customers access to a “powerful portfolio of services” was to break down under the weight of so many elements?
Boundaries. Chains of command. Who is allowed to speak to whom? Mickey Dexler broke boundaries, chains, and lines of reporting and J. Crew started to thrive again. Hierarchies, roles, and formal communications channels serve their functions, but what does his insistence on setting these aside to
Mickey Dexler, like many CEO’s, could learn how his company is performing from written reports and by talking with an inner circle of fellow executives. In fact, he can still learn much from these traditional sources; however, he insists on seeing and hearing people first hand as his primary
If you were to search the Web for information about yourself, as might a recruiter, what do you think would turn up? Or, do you think they have more sophisticated search tools and services that would find what a normal search engine does not?
On March 27, 1977, two Boeing 747 passenger jets collided on the runway at Los Rodeos Airport in the Canary Islands. One of the planes, piloted by a seasoned veteran of KLM Royal Dutch Airlines, had proceeded down the main runway in order to take off . The e other plane, owned and operated by the
Which approaches to interpersonal communication are likely to be most useful at Trader Joe’s?
Much has been said about the message and how it is communicated. With the increasing global economy, not only is it what is said but how it is said as well. The digital supplement below directs students to consider not only the verbal message but other facets of delivery of a message in
The term “higher ups” leaps out from this account of J. Crew’s turnaround. Surveyed associates complain about a lack of face to face contact and not being asked their opinion. Here is Mickey Dexler removing the “up” and joining the work and conversation on the front lines of J. Crew.
Trader Joe’s shares a great deal of information with its associates. Would this degree of transparency work well in other organizations? Why or why not?
Speaking of being face to face with Mickey Dexler, one who is the other face is experiencing something of the gamut of emotions that it is said he exhibits as he moves from conversation to conversation. Again, associates with conventional CEO’s may never see the person in person, let alone be
Identifying and proposing how to lower communication barriers in your institution is a particular learning strength of this team exercise. Learners may draw upon their first-hand knowledge of how they feel “communicated,” to reprise the first Teaching Point. Rather than perform an exercise
Look at the Tee Shirt Tables: Here is a suggested role-playing exercise to engage learners in addressing the preceding question. How does Mickey’s unorthodox CEO communicating style translate into more goods sold at a profit?
On one side of your whiteboard draw a table customarily found in retail clothing stores upon which tee shirts are stacked in neat piles by color and size. Draw another that looks much like the first table with similar stacks of tee shirts. Under this picture write “J. Crew”. Under the other
Split the class into two teams, one for each business. Tell them that their membership is a representative cross-section of all who work at business. Have them select one person in their group to be CEO (Mickey in the J. Crew side and make up a name for the CEO on the competing side. Also
Set the scene. The CEO of the losing company points to the table of shirts and says to only her or his one direct report, “Tee shirt sales are down again this week. Our competitive intelligence report tells me that J. Crew can’t keep their tables stocked the shirts are being sold so fast. I
The J. Crew side is just going about business at the store whose table is depicted on the board when Mickey Dexler himself walks in along with a group from his headquarters and a manger from another store. They have come to show appreciation for burgeoning sales and learn how to manage it
Hopefully, the losing side will soon have one or all of their members (except the CEO) go and visit a J. Crew store that happens to be the one where Mickey and the others are having a happy conversation about booming tee shirt sales.
Let the role-players stage this give and take (in itself a way to practice spontaneous practice) with the understanding that, indeed, Mickey welcomes the inquisitors and asks his people to tell them anything they want to know (except for proprietary financials).
Call for the visiting group to return to their side of the room and debrief what they learned. Their task is to tell their go-between what to tell their CEO can be done to sell more tee shirts according to what they learned at J. Crew. The J. Crew side continues talking with Mickey about how to go
Have the whole class convene to listen to the losing CEO respond to what his “people” tell his “person” to tell him.
Discuss the two CEO communication styles in light of the results on each table. Ask them if it is plausible that the more distant associates who stock and sell from that table feel they are from the top of their company, the less they will put themselves into the work sending satisfied customers
What is cited as the chief cause of errors within an operating room? Are these causes common at other organizations/departments?
What can be done to combat communication problems in operating rooms? Are these strategies applicable universally? Explain.
According to Steve Harden, a former airline pilot who now works as a safety consultant, what advice can be given specifically to surgeons using his experiences with flight crews?
What individual and organizational barriers are evident in such operating room errors?
Now we have an “electronic image” that can harm or help our chances to be hired. Are you surprised by the findings reported in this Managerial Advice? Why? Why not?
Accepting the claim that we each do have an electronic image, how and why shall we manage it? Or, is it unmanageable?
Private life. Is this a myth now that technology can search out nearly every trace of what can be found via the Web? If so, whose life is it?
Relatively large percentages of acts of cheating and lying on job applications and in interviews were found by CareerBuilder. Knowing they are now more likely to be found out, will people be more inclined to tell the truth? Would you want to hire those who might otherwise cheat?
Fair is fair. Companies considering you for a job now have your electronic image in their sights. You, on the other hand, can search out and compose an electronic image of the company. What might you learn doing this that would influence your own decision to remain an applicant or withdraw?
This is a nifty case to “crack.” It places the learners in the roles of movie detectives. Only in this instance, the movie is the victim and they must detect who is doing it in. Going North is going south. This movie production is falling apart. Studio executives are desperate for solutions.
Going North has a winning story, celebrated producer, director, promising leading actor, and most likely is past the point of no return for replacing Helen, Tom, or both. The movie as an organization, the studio, and ultimately the outlets and viewers who are the company’s customers all should
Helen screamed in her loudest, shrillest voice. Is this a clue?
Tom fires back with a personal attack at a two-time Academy Award winning director. Is this a clue?
Helen fires back with a facetious remark about the “mechanical lover.” Is this a clue?
Set-design and wardrobe staffs are clashing, as are their costumes and sets. Is this a clue?
Makeup staff has wildcatted and are back with a grudge. Is this a clue?
A clue is something that serves to guide or direct in the solution of a problem or mystery. This is indeed a mystery, for while it may be easy for learners to pin the rap on Helen Reardon, there may be other responsible parties. The suggestion here is to engage learners in using their fresh
The Case of the Poisoned Culturea. Famous detectives like Sherlock Holmes and Monk work with partners. Pair the learners for this experience.b. The “crime” is that a person (or persons) is poisoning the communication culture of this movie company, and no one is likely to admit it, or even
What methods did Billy Beane use to determine talent in baseball players and exploit inefficiencies in the baseball labor market?
The five different decision dilemmas posted in this chapter’s Thinking about Ethics tend to address the decision maker. For example, “You are senior vice president with responsibility for a major business division….” Learners ought not to excuse themselves from thinking, “so their heads
Which decision styles fit Trader Joe’s the best? Why?
What sets Oakland Athletics coach Billy Beane apart from other coaches and scouts in baseball?
Understanding how they gather information and evaluate alternatives can help learners become better decision makers. They will see if the scoring tells them, they lean toward being a sensing-feeling, sensing-thinking, intuitive-feeling, or intuitive-thinking decision maker. They will feel most able
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