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business
organizational behaviour concepts
Organizational Behaviour 1st Edition Mitchell J. Neubert, Bruno Dyck, Mary Waller, Thomas Medcof - Solutions
Do you think there are certain environments or industries in which politics are more or less likely to occur?
How do layoffs destroy trust?
How do you restore the trust of employees who remain?
Are there cases were you can lay off employees and maintain trust?
Have you been in a situation where the outcome for you-your amount of playing time on a team, your shot at a promotion, your grade on a project or paper-did not seem to match what you put into it? How did you react?
If you were put in the position of deciding the outcome, what would you have done differently?
What grade, on average, did you give yourself?
How did your actions relate to the negotiation outcomes?
What grade would you give the other party that was involved in the situation?
From what you've learned about the Tata Group, what characteristics might limit organizational politics?
How would you describe the quality of relationships Tata has with its stakeholders?
What specific behaviours contribute to the quality of those relationships?
How is Tata addressing those challenges?
Describe the three types of fairness discussed in the chapter.What are some examples of violations of each type that you have experienced?
What are the main components of successful integrative negotiation? How do these differ from the main components of a distributive bargaining approach?
Which deposits and withdrawals were mentioned most often?
Which deposits and withdrawals were surprising?
What is one deposit you intend to make in the future and one withdrawal you will try to avoid?
Describe the characteristics of the relationships in this case.
Which influence tactics might be most useful in Rick's negotiations with Carl, and which ones might be most useful in his negotiations with Ken?
What other examples of charismatic figures, either in your life or in the public eye, can you think of?
How have they impacted the people around them?
What are the keys or secrets to their leadership?
Can you think of any recent movies in which a main character demonstrates a similar example of socialized power orientation?
From your experience, what have been the power motives of leaders you have worked for?
In your experience, are behaviours that characterize successful male leaders the same as those that characterize successful female leaders?
Are there differences?
Do you act differently as a leader when surrounded by others of your same gender than when you are in the minority?
Do you think the characteristics of being hard-nosed, determined, and competitive conflict with being a servant leader? Why or why not?
Which ofRosenfeld's leadership behaviours seem to be sustainable leader behaviours?
Do you think replacing people is inconsistent with being a servant leader?
How might replacing people who don't fit with the organization's culture be an act of service?
In what ways does Yol i ng Sevi lla exh i bit the characteristics of susta i nable leadersh i p?
Sevi lla read i ly adm its that she is gu ided by a concern for stakeholders i nside and outside of her business. What are the advantages and disadva ntages of consi deri ng such diverse stakeholders in leadersh ip decisions?
Simi lar to most businesses , as Sevi l la 's busi ness grows , it needs i nvestments of capital to expa nd its operations. Would yo u be incli ned to i nvest in this business? Explain yo ur answer.
Consider the best boss for whom you have worked . Which characteristics define his or her leadersh ip style? Are these characteristics predom inantly tra its or behaviours?
Is it possible to be a servant leader in a for-profit organ ization?Why or why not?
What do you see as bei ng the main differences among the four conventional leadersh ip styles (d i recti ng, coaching, supporti ng, delegati ng) and the four sustai nable leadersh ip styles (enabling, eq uippi ng, engaging, em poweri ng)? As a follower or organ izational member, how would you
What are the main differences between the two poi nts of view?
Which arguments were most com pell i ng?
What other positions cou ld be argued about the sou rce of leadersh i p?
How m ight answers differ in a different culture?
How do the characteristics you identified compare across the three leaders-what is similar and what is different?
Are the characteristics primarily traits or behaviours?
How do the characteristics fit with the conventional and sustainable approaches discussed in the chapter?
Do the characteristics of outstanding leadership differ based on gender?
As a team member, what were the characteristics of your more effective team experiences?
What were the characteristics of your ineffective team experiences?
In future teams, which characteristics or behaviours could you model or promote to improve your chances of having an effective team experience?
Have you ever worked in a team that fell victim to the behaviours linked to groupthink? What was the end result?
What are some practical suggestions for combating these types of outcomes?
Which of these tools have you used? Have they facilitated the sharing of information?
Are there other techniques or tools that you have used in the past? Which have worked best?
Which reasons for poor teamwork have you observed in your own work experience?
The suggestions for improving teamwork here are primarily conventional suggestions. What suggestions can you offer from a sustainable perspective?
If you were asked to be one of the origi nal members of the Mindstorms team, what wou ld excite you about it? What wou ld keep you up at n ight as the team developed?
What were the benefits and drawbacks of including a variety of stakeholders in the Mindstorms team 's discussions?
What is a group? What is a team? Provide an example of each.
Reflect back on your experiences as part of a school team.In what ways did your team experience the developmental behaviours descri bed in th is chapter? In what ways did your experience d iffer?
As a team leader, what a pproaches wou ld you take to i mprove team task cohesion and soc ial cohesion?
Suppose you are asked to head up a problem-solving team.Identify and explain i nformation-shari ng techniq ues that would red uce the likeli hood of the behaviours associated with groupthink and that wou ld i mprove the team 's dec ision maki ng.
You have strayed from your party in trackless timber. You have no special signalling equipment. The best way to contact your friends is to:a. Call "help" loudly but in a low register.b. Yell or scream as loudly as you can.c. Whistle loudly and shrilly.Your answer ____ Group answer ___ _
You are in snake country. Your best action to avoid snakes is to:a. Make a lot of noise with your feet.b. Walk softly and quietly.c. Travel at night.Your answer ____ Group answer ___ _
You are hungry and lost in wild country. The best rule for determining which plants are safe to eat (among those you do not recognize) is to:a. Try anything you see the birds eat.b. Eat anything except plants with bright red berries.c. Put a bit of the plant on your lower lip for five minutes; if
The day becomes dry and hot. You have a fu 11 bottle of water(about two pints) with you. You should:a. Ration it-about a cupful a day.b. Not drink till you stop for the night; then drink what you think you need.c. Drink as much as you think you need when you need it.Your answer ____ Group answer
Your water is gone. You finally come to a dried-up watercourse.Your best chance to find water is to:a. Dig anywhere on the stream bed.b. Dig up plant and tree roots near the bank.c. Dig in the stream bed at the outside of a bend.Your answer ____ Group answer ___ _
You decide to walk out of the wild country by following a series of ravines where a water supply is available. Night is coming on. The best place to make camp is:a. Next to the water supply in the ravine.b. High on a ridge.c. Midway up the slope.Your answer ____ Group answer�----
Your flashlight glows dimly as you are about to make your way back to the campsite after a brief trip looking for food.Darkness comes quickly in the woods and the surroundings are unfamiliar. You should:a. Head back at once, keeping the light on, hoping the light will last long enough.b. Put the
An early snow confines you to your small tent. You doze with your small stove going. There is danger if the flame is:a. Yellowb. Bluec. Red Your answer ____ Group answer ___ _
You must cross a river that has a strong current, large rocks, and some white water. After carefully selecting your crossing spot, you should:a. Leave your boots and pack on.b. Take your boots and pack off.c. Take off your pack but leave your boots on.Your answer ____ Group answer ___ _
Unarmed and unsuspecting, you surprise a large bear prowling around your campsite. As the bear rears up about 10 yards away, you should:a. Run.b. Climb the nearest tree.c. Freeze, but be ready to back away slowly.Your answer ____ Group answer ___ _
How many individuals had more correct answers than their group?
What might explain the superior performance of those individuals?
How many individuals had fewer correct answers than their group? What explains the group's superior performance?
This is a task that involves choosing the best option out of more than one possible right answer. Groups can be faced with tasks that are more complex, when the right answers are not always as clear. What conclusions can you draw about the use of groups in certain types of tasks?
Using team development techniques and your own experience in teams, provide suggestions for actions you can take in student teams to avoid these dysfunctions.
Describe how your suggestions address one or more dysfunctions.
The conventional approach to OB has been the dominant approach for well over a century. People like Max Weber and Gary Hamel have argued that is it not sustainable in the long term. Do you agree? Explain.
How wou ld you have acted if you were a guard?
What if you were a prisoner?
How do you explain the experiment's findings?
Are there places (e.g., c lassrooms, places of worship, sports stad iums) in which you act d ifferently than you m ight at home?
What is it about certain places that make you act differently?
Identify a set of stakeholders for a particular organ ization and discuss the relative i mportance of addressing the needs of each.
How does this information explain your experiences in the country you visited?
How might these cultural values affect how you would do business in the country you visited?
What do you think is necessary to form and maintain these relationships?
What problems might arise in these collaborative relationships?
Do you know of any other organizations that might work together to reap mutual benefits?
Organizational behaviour research shows how the personality that someone is born with is related to different aspects of job performance. This information can be used by managers and human resources professionals to make hiring decisions. Is this ethical? How would you answer this question as a
What thoughts do you have about younger or older workers?
How might your perceptions about different age groups or generations influence your motivation to work?
How might the findings above, if present in your workplace, create problems or opportunities?
What do you think about organizations using a test like TAIS in evaluating job applicants?
Does your opinion about these tests change if you are the owner or part of the management team?
Are there cognitive abilities not easily measured on a paper and pencil test that may be important for new hires?
What are the benefits for organizations using tests like TAIS to aid in selection?
What are the drawbacks for organizations using these tests?
To whom might you give credit for your success on a selection test?
What do you think about using locus of control to make hiring decisions?
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