Questions and Answers of Organizational Behaviour And Management

Outline labour process theory and explain how it could inform an understanding of the concept of conflict within an organizational context.
Describe some of the tactics used in negotiation. How do you think that you could counter some of the aggressive tactics described?
Can negotiation be seen as group dynamics in a particular situation? Justify your answer.
‘Negotiation between managers and employees is nothing more than a power struggle between two unequal parties.’ Discuss this statement.
‘Because customers will only pay a certain price for any product or service and competitors are always seeking to steal business, the only practical approach to negotiating within an organization
“All organizations, just like people, go through life-cycle phases and ultimately die.” To what extent is this true, justify your views?
Outline the matrix organizational form. Discuss the relative advantages and disadvantages of it?
To what extent might the view that theatre can be used as a metaphor for organization offer any value in understanding structural issues?
‘Organizations with fewer layers of management will face significant problems in the future as their managers will not have the opportunity to be involved in taking big decisions before they have
Describe bureaucracy and its various forms. In what ways and to what extent does bureaucracy have a part to play in modern organization design?
“Organization structure has no bearing on success. It is people who create success (or failure) as a result of their decisions, actions and performance.” Discuss this statement.
“Mintzberg identifies a much more effective basis for thinking about organizing work activity than is offered through the literature on structure.” Discuss this statement.
Describe the contingency approach to designing an organization. How does it differ from the traditional views on structure?
Structure reflects nothing more than the means through which power and control over employees can be exercised by managers. Discuss this statement, justifying your views.
The metaphor of a machine is often used to describe an organization. is this a useful metaphor? Why or why not? Can you identify and justify a better metaphor to describe a bank?
Describe what the terms prospective and reactive control mean in relation to control within an organization.
Can compliance as an employee response to management attempts to achieve high levels of control ever form a basis for the creation of an effective organization? Justify your answer.
‘The trick in management is to find ways of control that are socially acceptable.’ Discuss this statement.
Why should managers be concerned with job design?
‘We as individuals want jobs that are satisfying, challenging and pay high wages; yet we all want to pay as little as possible for the goods and services that we buy. That means that job
Why might a satisfied employee not be the most productive? What does your answer to the first part of this question imply about control and job design?
Technology is best thought of in engineering, computer and communications terms. To consider technology to incorporate social technologies confuses the issues and debate and so should not be taken
Does technology manage managers or do managers manage technology? Justify your answer.
‘Managers are as much victims of technology as those employees with skills that are superseded by technology.’ Comment on this statement.
The main reason for managers to seek to utilize technology is to increase their control over the processes for which they are responsible. Technology is, therefore, a political tool in the service of
‘Human beings are their own worst enemy as they demand high quality products and services at very low prices whilst at the same time demanding high quality jobs and high wages. These demands are
Describe the McKinsey 7-S framework and explain how it could be used to inform a change management programme.
Outline the links between power, politics and change and explain why they are necessary to the management of a change programme.
Provide a brief explanation complexity and how it influences change.
Distinguish between planned and unplanned change, adaptive and fracturing change. What are the consequences of these distinctions?
Discuss how BPR and TQM could be used separately and in an integrated way to support change processes.
Describe the contingency approach to organizational change and distinguish it from the OD approach.
Outline what is meant by the "Butterfly Effect" and explain how it relates to chaos theory and complexity in an organizational context?
‘The true skill in management is to keep change happening so that everyone has to pay attention to what they are doing and they do not have any spare time to cause trouble for managers.’ Discuss

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