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organizational behaviour concepts
Organizational Behaviour 1st Edition Mitchell J. Neubert, Bruno Dyck, Mary Waller, Thomas Medcof - Solutions
Have you ever had a job that you felt that anyone, no matter how unskilled, could do? How satisfied were you with that job?What changes would have been necessary to make the job more satisfying for you?
What have been some of the main reasons you decided to stay in a particular job in the past? Was it based solely on pay, your co-workers, or any other factors?
Do you have an example of making an initial judgment about a person that was proven inaccurate?
What contributed to your first impression?
When are first impressions harmful to an organization or its members?
How might first impressions be helpful to an organization or its members?
How have emotions influenced your relationships with other students, friends, or co-workers?
In what tasks or jobs has managing your emotions been the most important to your success?
How does this case demonstrate states of ethics? What do you think are the ethics of the various people in this case? Use concepts from this chapter to defend your answers.
What are some of the important perceptions in the case?Which, if any, changed and how?
There had been many peacemaking attempts in Liberia before WIPNET was created. Why was WIPNET so influential?
What was the role of emotions in this case? Which expressions of emotion were appropriate, and which were inappropriate?How did you decide?
Do you enjoy getting your hands dirty wh ile doing a task? What is satisfying about the kind of work that requires jeans instead of a suit and often resu lts in getting dirty7
What have been the most common perceptual errors or biases you have experienced? What were the conseq uences of these errors or biases?
Displayi ng emotions can be harmfu l or helpfu l in a work context. Drawing from your own experience, descri be examples showing when it was hel pful or harmfu l for a person to share emotions in a work context. Why was it so?
Were there common types of eth ical challenges?
Which videos captured your attention? Why? Who was the best actor?
Do you th ink operating such factories is eth ical? Explain.
Reflect on the forms of affective, normative, and contin uance organ izational comm itment that were mentioned in the chapter. How m ight the workers in the factory differ across these forms?
What emotions surfaced when you read this case?
Strong emotions can i nfl uence behaviour, but what prevents your emotional reaction from turn i ng i nto action?
What was your first impression of this class?
If your course follows a traditional format, by the time you reach this chapter you are well into the course. What has been your experience so far?
What are the basic assumptions or core values influencing the behaviour of class members?
Do any specific events or experiences stand out in your mind?
Have you told any stories about this class to others?
How does the culture of the class contribute to your performance and/ or learning?
Do you have any suggestions for how to improve the culture? Be specific. Your instructor may want to know.
Have you ever been part of an organization that was "the right place for you"? What was it about the culture that suited you?
What symbols or rituals does your school have? What messages do those things send about the school's culture?
Do you think there is a downside to improved efficiency at Starbucks?
Will increasing standardization in baristas' movements and actions change the culture?
How might these changes affect a customer's experience at Starbucks?
What factors contributed to your decision to purchase the shoes you're wearing?
Were you concerned with who made the shoes and where they were made?
Are you among the increasing number of consumers who consider the social responsibi lity practices of companies in their purchasing decisions?
How are each of the four fundamental issues in organizing evident at Specialisterne?
Describe the informal culture at Specialisterne, using but also going beyond the two basic dimensions of culture(predictabi lity versus adaptabi lity, and internal versus external focus).
Describe the four fundamentals of organizational structure.Which do you think is the most important, and which is the least important? Explain your answers.
If you treat others with dignity, will that change the amount of power you have? If so, how? Do you think that any change in power would depend, in part, on your position in the organizational hierarchy? What effect would it have on organizational culture? Explain.
Consider Semco, the company described in the opening case. Should employees be trusted to set their own salaries, choose their own hours, and choose their own managers? Identify the risks and benefits from the perspective of employees, managers, and owners. Would this degree of freedom be more
Based on your ratings, do you think the organizational structure makes sense?
Do the different structural elements fit together?
Should any of the components be changed? If so, why?
Compare your analysis with those of your classmates and identify any d ifferences between large and small organizations and between for-profit and non-profit organizations. Why do you think these differences, if any, exist?
What are the pros and cons of organizations adding a CSO?
How would adding a CSO influence the specific cultural and structural elements described in this chapter? Explain.
Have you ever thought about the sorts of cultural "signals"your boss (or teacher) may be sending with his or her actions?
Do you think these signals are being sent without much thought, or with considerable deliberation and purpose (as in Pads case)?
What additional challenges do organizations that rely on volunteers face when trying to change their culture or structure?
What assumptions and values are embedded in the structures and systems in your workplace (or school)?
Use the Competing Values Framework to describe the organizational culture at your current or past job. What key factors do you think influenced the culture?
Was it the personality or values of your boss, of your peers, or of the organization's founders?
Was it the size of the organization?
How much difference does it make if you are in a service job versus a manufacturing job, or if you interact directly with customers versus working behind the scenes?
Does the physical layout of the organization affect the culture?Compare your observations with those of your classmates.
What sorts of factors influence the effect that the international flow of ideas and capital have on organizational structures overseas?
Do you ever consider the sort of working conditions associated with the products and services you purchase?Should you? Why or why not?
B corporations are pushing the boundaries of organizational design and embracing new understandings of inward and outward-facing organizational structure. What sort of organizations do you want to work in?
What sort of culture will you help to create? Give examples.
Do you know of other organizations who willingly shared secrets of their success with their competitors?
Under what conditions might it be in the long-term interests of a firm to share its secrets, and when might it be inadvisable?Consider the views of various stakeholders, including employees and shareholders.
Use the Competing Values Framework to describe the culture at I nterface. What do you think have been key chal lenges in creating and maintaining this culture?
Describe how the culture at Interface fits with its structure, technology, and strategy. What do you think wil l be key challenges for Interface in the future?
Interface is a global leader in its initiative to minimize its impact on the natural environment, seeking to reclaim more resources than it uses (Anderson called this " climbing h igher than Mount Everest"). Why don't more organizations fol low Interface's lead?
What generic elements in organizational design are important from both a conventional and a sustainable approach?
How are the four fundamental aspects of organizational structure related to one another? Why might it be difficult to change one fundamental without also changing the others?
Which do you think is easier to change, an organization's structure or its underlying values? Explain your reasoning.
Considering each of the factors in the organizational design process, what would you suggest changing?
Which changes might be relatively easy to make, and which might be difficult to make?
Which changes would students prefer, and which might your instructors prefer? Why?
Draw on concepts from this and earl ier chapters to descri be the culture Nancy is envisioning. How wi ll this culture be established and maintained?
What would you suggest as an organizational design for Nancy's d ignity-model soup kitchen?
Describe each of the four fundamentals of organizing as well as how your design fits with strategy and technology.
What sorts of things do you do to keep your brain in top decision-making shape?
What can organizations do to help with this?
Do you think that loving relationships, large helpings of fettuccine alfredo, and good role models would make the world a more altruistic place? Perhaps it's worth a try.-
Would you be willing to take this oath?
Do you think all managers should take such an oath? Why or why not?
Which of these promises do you think would be the most difficult to keep?
Who are your personal "go to' people when considering what would be the ethical choice of action?
Have you ever feared being punished for doing the right thing?If so, when and why?
Do you agree that seeking to out-perform others can increase the likelihood ofunethical behaviour?
Describe some new "scripts" you learned when you started a new job or a new· school, or when you lived in a different culture.
When is it good to learn new scripts, and when might it be dysfunctional?
How mindful are you about the scripts you learn at work, school, or in society at large?
What step or steps in the decision-making process are problematic in this case?
How might framing theory help to explain what happened at Societe Generale?
Does escalation of commitment help explain what happened?How?
In light of your analysis, what advice about employee decision making would you give to Societe Genera le?
Which of the four steps do you think is the most chal lengi ng for decision makers? Why do you th ink so?
What advice do you have for students in your class who, like Dennis Gioia in the chapter open i ng case, aspi re to bri ng corporate social ly responsi ble decision making to an orga n ization that does not have a reputation for making such decisions?
From what you know of the major you have chosen (e.g. , marketi ng, accounti ng, fi nance), what are the most common criteria used in decision making by practitioners in this field?Can you i magi ne some uni ntended negative conseq uences of using these criteria excl usively in decisions?
What criteria did Aaron Feu rerstein use in his decision maki ng?
Was Feuerstein an effective decision maker?
Refer back to the discussion about mora l poi nts of views found in chapter 4, and explain whether you th ink Feuerstein's decis ions were eth ical in terms of (a) conseq uential uti l itarianism and (bl virtue theory. Would it have been more ethical for him to decide to relocate to the South?
Do you think, in hindsight, he has regrets a bout not deciding to relocate to the South?
What decision-making criteria wou ld each of Malden Mil ls's key stakeholders (employees, customers, suppl iers, competitors, and neigh bou rs) have preferred?
Discuss each possible action with a small group of classmates and provide a group answer. Defend your answer by referring to relevant research in the chapter. Suggested answers wi ll be provided in the I nstructor's Manual.
Have you experienced political behaviour? Do you think that political behaviour is common at your university or college?
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