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business
organizational behaviour concepts
Organizational Behavior Managing People And Organizations 13 Edition Ricky W. Griffin, Jean M. Phillips, Stanley M. Gully - Solutions
2. Think about an effective team you have been on. What made it effective?Think about an underperforming team you have been on. Why was it underperforming?
1. Identify several different groups that you belong to and classify them as one of the group types discussed in this chapter.
5 Describe emerging team opportunities and challenges related to virtual teams and diversity and multicultural teams.
4 Identify the primary benefits and costs of teams, how managers can promote effective team performance, and important team competencies.
3 Discuss the stages of group and team development, other team performance factors, and the implementation process in the context of creating new teams.
2 Identify the five core group performance factors and relate them to groups and teams in organizations.
1 Define groups and teams and identify and describe several types of each.
3. What is the group’s opinion of Mr. Fixx’s approach to implementing participative management at the company? If you don’t regard his approach as the best way of implementing participative practices—or his email as the best means of introducing the subject—discuss some ways in which he
2. How has each individual manager responded to the email? Is your response consistent with that of most group members, or do you find yourself taking a stance that’s different, even if only slightly so? If you’ve taken a different stance, do you think it’s worthwhile trying to convince the
1. What are the chances that Mr. Fixx’s email will spur effective participative management at the company? Are the odds better or worse than 50/50?
3. In what ways did your assignment of raises reflect different views of motivation?
2. Did you notice differences in the types of information that you had available to make the raise decisions? How did you use the different sources of information?
1. Is there a clear difference between the highest and lowest performer? Why or why not?
9. As a student in this class, what “rewards” do you receive in exchange for your time and effort?
8. Can performance on some jobs simply not be measured? Why or why not?
7. In what ways is your performance as a student evaluated? How is the performance of your instructor measured? What are the limitations of this method?
6. Why are employees having their performance measured and evaluated all the time instead of simply being left alone to do their jobs?
5. Develop a framework whereby an instructor could use goal setting in running a class such as this one.
4. Which form of a flexible work schedule might you prefer? How do you think you would like telecommuting?
3. What motivational problems might result from an organization’s attempt to set up work teams?
2. What are the motivational consequences of increased employee involvement from the frame of reference of expectancy and equity theories?
1. What are the primary similarities and differences between job enrichment and the approach proposed by job characteristics theory?
5 Describe how organizations use various kinds of rewards to motivate employees.
4 Discuss performance management and its role in motivation.
3 Describe the goal-setting theory of motivation and discuss broader perspectives on goal setting.
2 Discuss employee participation, empowerment, and flexible work arrangements and identify how they can impact motivation.
1 Identify and describe different approaches to job design and relate each to motivation.
4. What challenges would you be on the lookout for? How would you proactively address these potential challenges to prevent them from happening?
3. What type of system would you set up to reward these behaviors?
2. What goals would you set for your sales staff, given your answer to question 1?
1. What behaviors would you want from your sales staff?
8. Identify the five forms of reinforcement that you receive most often (i.e., wages, grades, etc.). On what schedule do you receive each of them?
7. Think of occasions on which you experienced each of the four types of reinforcement.
6. Do the relationships between performance and satisfaction suggested by Porter and Lawler seem valid? Cite examples that both support and refute the model.
5. Do you think expectancy theory is too complex for direct use in organizational settings? Why or why not?
4. Which is likely to be a more serious problem—perceptions of being underrewarded or perceptions of being overrewarded?
3. Have you ever experienced inequity in a job or a class? How did it affect you?
2. Identify examples from your own experience that support, and others that refute, Maslow’s hierarchy of needs theory.
1. When has your level of performance been directly affected by your motivation?By your ability? By the environment?
4 Describe learning-based perspectives on motivation.
3 Identify and describe the major process-based perspectives on motivation.
2 Identify and describe the need-based perspectives on motivation.
1 Characterize the nature of motivation, including its importance and basic historical perspectives.
3. What could a leader do to effectively manage a team’s emotion? Is it worth trying?
2. Did any emotional contagion occur in your team? If so, was the positive(happy) or negative (grouchy) emotion more contagious? Why do you think this was so?
1. Did your emotion influence your own performance or behavior in your team?
10. Do you agree that a certain degree of stress is necessary to induce high energy and motivation?
9. What are the major stressors for a student? What consequences are students most likely to suffer as a result of too much stress?
8. Do you consider yourself a Type A or a Type B person? Why? Do you think a person who is a Type A can change to become more like a Type B? If so, how?
7. Recall a situation in which you made attributions and describe them using the framework supplied in Figure 4.5.
6. How does perception affect behavior? What stereotypes do you form about people? Are they good or bad?
5. Think of a person you know who seems to have positive affectivity. Think of another who has more negative affectivity. How constant are they in their expressions of mood and attitude?
4. Do terminal or instrumental values have a larger influence on your behavior at work? Explain.
3. What are the components of an individual’s attitude? Relate each component to an attitude you currently have about something.
2. Do you think that it would be easy to influence a subordinate’s attitudes, values, or emotions? Why? Which would have the largest influence on the employee’s behavior? Why?
1. If your boss was not sure it would be worth the investment to change the company’s hiring practices to include an evaluation of applicants’ attitudes, what would you tell him or her?
4 Discuss the nature of stress, identify the basic causes and consequences of stress, and describe how stress can be managed.
3 Describe basic perceptual processes and how perception affects fairness, justice, and trust in organizations.
2 Describe the role and importance of values and emotions in organizational behavior.
1 Discuss how attitudes are formed, describe the meaning of cognitive dissonance, and identify and describe three important work-related attitudes.
3. If you were a manager, how might you interact with employees differently if you were using strengths-based development rather than deficit-based development?
2. Why would strengths-based development increase employee engagement?
1. Do you think it is better to focus on assessing and developing employees’weaknesses or to focus on their strengths? Why?
4. What might you do in the next year to make your work locus of control consistent with your answer to question 3?
3. What do you think is the ideal locus of control in a work setting and why?
2. How do you think the work locus of control might influence your effectiveness as a manager?
1. Do you think that your score accurately reflects your locus of control at work?Why or why not?
7. If you were a manager, what individual differences would be important to you in hiring an assistant? Why?
6. Do you think emotional intelligence is important to managers? How would you assess emotional intelligence in deciding who to promote to a managerial position?
5. Which of Gardner’s multiple intelligences do you feel are most important for managers?
4. If your supervisor exhibited bullying behaviors, what would you do?
3. If you were denied a job because of your score on a personality test, what would be your reaction?
2. What individual differences do you feel are most important to organizations?Why?
1. What is a psychological contract? Why is it important? What psychological contracts do you currently have?
5 Describe different learning styles that influence how people process information and that affect behavior in organizations.
4 Discuss different kinds of intelligence that affect behavior in organizations.
3 Identify and discuss other important personality traits that affect behavior in organizations.
2 Define personality and describe general personality frameworks and attributes that affect behavior in organizations.
1 Explain the nature of individual differences, the concept of fit, and the role of realistic job previews.
4. What does your list suggest that managers wanting to promote a multicultural workplace might do?
3. What categories are the least important to teams working in organizations?
2. What categories are the most important to teams working in organizations?
1. How might multiculturalism create a competitive advantage for an organization?
3. What multicultural experiences can you seek out to enhance your global perspective?
2. What did you do well, and what could you have done better in these interactions?
1. Do you think that you were equally able to think and act locally as you interacted with people from other cultures?
8. What are your personal opinions about international outsourcing in the garment industry? Do you think that lower prices are worth sending U.S. jobs to other countries? Explain your answer.
7. Do you think that concerns regarding ethics will become more or less important in business? Why?
6. What roles do changing technologies play in your daily activities?
5. Identify at least three ways in which the globalization of business affects businesses in your community.
4. What can leaders do to be effective when team members are from different cultures and have different expectations about how the leader should behave?
3. If a subordinate came to you and said that he or she felt the company’s new diversity hiring initiative was unfair and would compromise his or her well-deserved opportunities for advancement, how would you respond?
2. How can diversity create a competitive advantage for a firm?
1. Which do you think is more important to team performance: surface-level or deep-level diversity? Why?
6 Discuss the key issues in new employment relationships.
5 Describe emerging perspectives on ethics and corporate governance.
4 Discuss the changing nature of technology and its impact on business.
3 Discuss the emergence of globalization and cross-cultural differences and similarities.
2 Describe the different types of diversity and barriers to inclusion that exist in the workplace.
1 Describe the nature of diversity in organizations.
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