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organizational behaviour concepts
Organizational Behavior Managing People And Organizations 13 Edition Ricky W. Griffin, Jean M. Phillips, Stanley M. Gully - Solutions
4. Identify an individual who could serve as an example of a transformational leader. How successful or unsuccessful has this person been?
3. Which of the three traditional situational theories discussed in this chapter is most similar to the leader–member exchange model? To the Hersey and Blanchard model?
2. Are you now or have you ever been a member of an in-group? An out-group?If so, in what ways did your experiences differ?
1. Compare and contrast the leader–member exchange and the Hersey and Blanchard models of leadership.
4 Describe the changing nature of leadership and emerging leadership issues.
3 Identify and describe alternatives to leadership.
2 Discuss leadership through the eyes of followers.
1 Identify and describe contemporary situational theories of leadership.
4. Share all group lists with the entire class, and see if the class can agree on a final list for managers and a final list for leaders. What, if anything, do the final two lists have in common? Do any characteristics appear on both the manager list and the leader list?
3. Have your group compile one list of ten characteristics of managers and one list of ten characteristics of leaders.
2. Share your lists with other students in small groups and discuss the following:(A) Which manager characteristics, if any, appear on different students’lists?(B) Which leader characteristics, if any, appear on different students’ lists?(C) Which characteristics, if any, do students put on
1. Make a list of ten characteristics of successful managers and a list of ten different characteristics of successful leaders.
10. How realistic do you think it is for managers to attempt to use Vroom’s decision tree approach as prescribed? Explain.
9. Of the three major leadership theories—the LPC theory, the path–goal theory, and Vroom’s decision tree approach—which is the most comprehensive?Which is the narrowest? Which has the most practical value?
8. Compare and contrast the LPC and path–goal theories of leadership. What are the strengths and weaknesses of each?
7. Do you agree or disagree with Fiedler’s assertion that leadership motivation is basically a personality trait? Why?
6. Critique Fiedler’s LPC theory. Are other elements of the situation important?Do you think Fiedler’s assertion about the inflexibility of leader behavior makes sense? Why or why not?
5. What other forms of leader behavior besides those cited in the chapter can you identify?
4. Recent evidence suggests that successful managers (defined by organizational rank and salary) may indeed have some of the same traits originally ascribed to effective leaders (such as an attractive appearance and relative height). How might this finding be explained?
3. What traits do you think characterize successful leaders? Do you think the trait approach has validity?
2. Cite examples of managers who are not leaders and of leaders who are not managers. What makes them one and not the other? Also, cite examples of both formal and informal leaders.
1. How would you define “leadership”? Compare and contrast your definition with the one given in this chapter.
4 Describe Vroom’s decision tree approach to leadership.
3 Discuss the emergence of situational theories and models of leadership including the LPC and path–goal theories.
2 Trace the early approaches to leadership.
1 Characterize the nature of leadership.
4. For ten successive rounds, each team will select either an “X” or a“Y” and submit their choice to the instructor on a small piece of paper with their team name on it. The “payoff ” for each round is determined by the patterns of choices made by the other teams as described
3. In hindsight, what might have been done to resolve the conflict before it escalated so far?
2. What did the two union leaders do to resolve their conflict?
1. What type of conflict(s) existed between the two leaders? Explain your answer.
9. What would have to happen for you to fully accept and cooperate with a mediator’s recommended settlement?
8. What could you do to minimize the potential for negative outcomes in cross-cultural negotiations?
7. If two of your subordinates were experiencing task conflict, what would you do to manage it? Why?
6. If two of your subordinates were experiencing relationship conflict, what would you do to manage it? Why?
5. Think about a current conflict you are experiencing with a coworker, friend, or family member. Which of Glasl’s conflict stages are you in? What can you do to keep the conflict from escalating to the next level?
4. Which of the conflict causes do you feel is most challenging to a manager?Why?
3. How can managers promote constructive conflict?
2. Have you ever experienced a dysfunctional conflict? What happened? Why was the conflict not resolved earlier?
1. Have you ever experienced a constructive conflict? What happened? How was the disagreement resolved?
4 Describe the differences between distributive and integrative negotiation and identify the three types of alternative dispute resolution.\
3 Describe some of the best and worst conflict resolution behaviors and discuss how to create constructive conflict.
2 Identify and discuss the five interpersonal conflict management strategies.
1 Describe the nature of conflict, discuss the conflict escalation process, and describe how conflict can be de-escalated.
10. Form groups of at least four people. Each group then selects one of the following workplace scenarios:____1. An employee asking for a raise ____2. A supervisor explaining a new vacation policy to an employee ____3. A new employee asking a coworker about the company’s culture ____4. Two new
9. What role, if any, do you feel the grapevine plays in organizations?
8. Which do you think is more important for organizations: formal or informal communication?
7. Which do you think is more important for organizations: downward communication or upward communication?
6. If you were about to be fired, how would you want to hear the news? Why?How would you least want to hear the news? Why?
5. If you had to tell your boss bad news, what communication media would you use?
4. Think of a time when you have been persuaded by someone to do something.Why was the other person able to change your attitude or behavior?
3. What are some of the most common sources of noise when others try to talk to you? What can you do to reduce their effects?
2. What are the implications of organizational diversity on the communication media the company should use?
1. What are your preferred methods of receiving information? Does your answer differ depending on the type of information being sent?
3. Can you think of other ways ethics and corporate social responsibility information could be communicated in an engaging way?
2. Would you enjoy this type of training program?Why or why not?
1. What are the advantages of Ethics Idol as an ethics training communication medium over in-person PowerPoint training?
4 Describe different forms of organizational communication.
3 Discuss communication media and describe the richness of each.
2 Identify and discuss the major communications skills used by managers.
1 Describe the communication process, explain the difference between one-way and twoway communication, and identify barriers to effective communication.
12. Each student should pick his or her favorite superhero. Now assume that a large earthquake just hit a populated island. How could your superhero assist the island? Take five minutes to write down your ideas.Now form groups of five to six students. Share which superhero you chose and the ideas
11. Select a personal decision that you are currently making or that you will need to make soon. It might be picking a major, buying a car, renting an apartment, choosing a job, or something else. Now apply the rational decision-making process to it by identifying criteria and goals, assigning
10. Do you consider yourself to be relatively more or less creative? Recall an instance in which you made a discovery using the four phases of the creative process.
9. How comfortable or uncomfortable are you in making risky decisions?
8. Describe a situation in which you experienced escalation of commitment to an ineffective course of action. What did you do about it? Do you wish you had handled it differently? Why or why not?
7. Can you think of a time when you satisficed when making a decision? Have you ever suboptimized?
6. Why does it make sense to discuss several different models of decision making?
5. How does the role of information in the rational model of decision making differ from the role of information in the behavioral model?
4. Describe at least three points in the decision-making process at which information plays an important role.
3. When your alarm goes off each morning, you have a decision to make—whether to get up and go to school or work or to stay in bed and sleep longer.Is this a programmed or nonprogrammed decision? Why?
2. What information did you use in deciding to enter the school you now attend?
1. Some have argued that people, not organizations, make decisions and that the study of “organizational” decision making is therefore pointless. Do you agree with this argument? Why or why not?
5 Discuss the nature of creativity and relate it to decision making and problem solving.
4 Discuss group decision making in organizations.
3 Identify and discuss the primary behavioral aspects of decision making.
2 Discuss the rational approach to decision making.
1 Describe the nature of decision making and distinguish it from problem solving.
2. Although the team scores in this exercise usually are higher than the average individual scores, under what conditions might individual averages exceed group scores?
1. Are there differences in the average individual scores and the team scores?What are the reasons for the differences, if any?
15. I like the group to be having a good timea. Very frequentlyb. Frequentlyc. Sometimesd. Rarelye. Never
14. I take responsibility for ensuring that tasks are completeda. Very frequentlyb. Frequentlyc. Sometimesd. Rarelye. Never
13. I try to help solve problemsa. Very frequentlyb. Frequentlyc. Sometimesd. Rarelye. Never
12. I try to observe what’s happening in the groupa. Very frequentlyb. Frequentlyc. Sometimesd. Rarelye. Never
11. I help to ensure that meeting times and places are arrangeda. Very frequentlyb. Frequentlyc. Sometimesd. Rarelye. Never
10. I talka. Very frequentlyb. Frequentlyc. Sometimesd. Rarelye. Never
9. I help relieve tensiona. Very frequentlyb. Frequentlyc. Sometimesd. Rarelye. Never
8. I compromisea. Very frequentlyb. Frequentlyc. Sometimesd. Rarelye. Never
7. I give positive feedback to other members of the groupa. Very frequentlyb. Frequentlyc. Sometimesd. Rarelye. Never
6. I listen activelya. Very frequentlyb. Frequentlyc. Sometimesd. Rarelye. Never
5. I suggest directions that the group can takea. Very frequentlyb. Frequentlyc. Sometimesd. Rarelye. Never
4. I start the group workinga. Very frequentlyb. Frequentlyc. Sometimesd. Rarelye. Never
3. When there’s a problem, I try to identify what’s happeninga. Very frequentlyb. Frequentlyc. Sometimesd. Rarelye. Never
2. I summarize what’s happening in the groupa. Very frequentlyb. Frequentlyc. Sometimesd. Rarelye. Never
1. I offer information and opinionsa. Very frequentlyb. Frequentlyc. Sometimesd. Rarelye. Never
8. Which do you feel is more important to team performance: informational diversity or demographic diversity? Why? Do multicultural teams increase this type of diversity? If so, how?
7. Do you think a team contract would improve the effectiveness of teams? Why or why not?
6. Some say that changing to a team-based arrangement “just makes sense” for organizations. What are the four primary reasons why this might be so?
5. Discuss the following statement: “Group cohesiveness is the good, warm feeling we get from working in groups and is something that all group leaders should strive to develop in the groups they lead.”
4. List two norms each for two of the groups to which you belong. How are these norms enforced?
3. Are any of the groups to which you belong too large or too small to get their work done? If so, what can the leader or the members do to alleviate the problem?
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