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organizational behaviour key concepts
Organizational Behavior 9th Edition David Buchanan - Solutions
List the six dimensions of group structure.202-1
Identify the sources of power within a group.202-1
Distinguish between two common uses of the concept of status.202-1
Understand how emotional relationships within a group can be represented symbolically.202-1
Distinguish between communication network analysis, communication pattern analysis and Interaction Process Analysis (IPA).202-1
Distinguish between task, relationship and individual roles within a group.202-1
Differentiate between Belbin’s team roles.202-1
Give examples of three leadership styles identified by White and Lippitt.202-1
Distinguish between a task and a socio-emotional group leader.202-1
List the four key dimensions of a virtual team.202-1
Identify the benefits and problems associated with virtual teams.202-1
Companies want to hire applicants who are good team players. At your job interview, you claim to be one. What evidence would you provide to support your claim?202-1
Who gains from having stable power in a group and why?202-1
Who loses, how and why?202-1
Make the argument for having an unstable power structure in a group.202-1
Consider a group of which you are currently a member. What action could you take to change your status in this group and what impact would this have on your relationships and friendships?202-1
Look at the sociogram in Figure 202-1
1. Identify a ‘star’, an ‘isolate’, a ‘neglectee’, a‘rejectee’, a ‘mutual pair’ and a ‘mutual trio’.202-1
Think of an organization with which you are familiar. Identify two individuals with whom you would not like to work in a group. List the reasons for your reluctance.202-1
Belbin argued that a balanced team was one in which all nine of his roles were represented. What factors, inside or outside the organization, other than team role preferences, are likely to affect the success or failure of a team within an organization?202-1
Select any two groups with which you are familiar. Contrast them in terms of any group structure dimensions that are relevant – power, communication, liking, roles and leadership. Suggest possible reasons for the similarities and differences that you have highlighted.202-1
Describe situations in which a (i) team role analysis and (ii) a sociogram would be relevant to improve a group’s functioning. How would you apply these two techniques?How would you use the results?202-1
Critically assess the strengths and weaknesses of Belbin’s team role theory as a guide for the manager wishing to construct a team that will be effective.202-1
Identify some of the problems of virtual teamworking for (a) the companies which establish them, and (b) the individuals who work in them. How might these problems be overcome?202-1
Studies suggest that employees spend many hours each week in meetings. Get invited to a real meeting that will last at least 30 minutes. Consult the box ‘Analysing oral interactions in a group’ on page 359, making several copies of the oral interaction score sheet that you will find there. Read
What at criteria did you use to decide on the size of each person’s ‘contribution slice’to the tutorial class?202-1
Describe the way in which you divided up the pie.202-1
Which three people did you give the largest slices to?202-1
How did you evaluate yourself in relation to the others in your tutorial group?202-1
Identify up to three issues from this chapter that you found significant.202-1
Relate these to the competencies in the employability matrix.202-1
Explain the basic principles of social identity theory and social representation theory.202.-1
Distinguish between social facilitation and social loafing.202.-1
Understand how groups use norms to regulate the behaviour of their members.202.-1
Understand the process of group socialization of individuals.202.-1
Explain why individuals conform to the dictates of their group.202.-1
Distinguish between conformity and obedience, and between compliance and conversion.202.-1
What factors influence your level of identification with a group? How do you feel when someone says something negative about the group with which you strongly identify? How do you feel when a group with which you identify does something bad or good?202.-1
Have you had experience of social loafing or free riding in your educational or work context? What advice would you give to your instructor or manager to remove it?202.-1
Consider a group of which you are a member, and its norms and sanctions. Reflect on a situation in which a member (perhaps yourself) broke a norm and received a negative sanction.202.-1
Assess the positive and negative outcomes of this occurrence for the individual group member concerned and for the group as a whole.202.-1
Think about a group to which you belong and with which you identify. Write down what this group means to you, and list some of the things that you have said or done that show that you identify strongly with this group.202.-1
Now, think about a group to which you belong, but with which you do not identify.Again write down what the group means to you and this time give examples of your lack of identification with that group.202.-1
Is conformity by the individual within organizations a bad thing that should be eliminated or is it a good thing that should be encouraged?202.-1
Is social loafing an individual issue, varying according to an individual’s personality and values; or is it an organizational culture issue depending on company norms about over-manning, non-jobs and management’s acceptance of poor employee performance?202.-1
Is conformity by the individual within organizations a bad thing and should be eliminated or a good thing that should be encouraged?202.-1
Critically evaluate the research on individual conformity to group pressure.202.-1
Suggest how an individual might go about persuading a majority.202.-1
Choose an organization with which you are familiar, and interview some employees who work there. Ask each interviewee how their co-workers would react, if they, themselves:202.-1 1.. Were seen being rude or indifferent to a customer.2.. Criticized a co-worker who was not performing
Finally, ask if there are things that any employee should do or not do if they wanted to get on well with their co-workers in the organization. Use the information obtained from your interviewees to determine:(a) on which topics there appear to be group norms;(b) which norms are pivotal and which
What are the sources of his information?202.-1
What does he learn from each source about the organization and how to behave in it?202.-1
In your current or last job, what did you learn? How?202.-1
Search YouTube for ‘Group pressure’ and ‘Elevator experiment.’ Find the original black-and-white video clip, and the more recent colour recreations of the elevator experiment. Find some friends to re-enact the experiment in one of your university buildings. See if you can make your subject
What motivates John?202.-1
What mistakes did the group make in trying to motivate John?202.-1
What suggestions would you make to help the group both achieve its goal and to motivate John?202.-1
Decide what actions you need to take to maintain and/or develop those competencies under each of the four headings of the employability matrix.202.-1
List the key characteristics of a group.202.22
Distinguish between different types of group tasks.202.22
Name the four research phases of the Hawthorne studies.202.22
Distinguish between a formal and an informal group.202.22
Outline Homans’ theory of group formation.202.22
Enumerate the five stages of Tuckman and Jensen’s model of group development.202.22
Summarize Katzenbach and Santamaria’s distinction between a team and a single-leader working group.202.22
Think of a group that you have joined voluntarily. Which of Maslow’s needs are you meeting through your membership of the group?202.22
Why would only one of the following be considered to be a group? In what circumstances could one of the other aggregates become a group?a. People riding on a busb. Blonde women between 20 and 30 years of agec. Members of a football teamd. Audience in a theatree. People outside an office building
What additional challenges do work groups face with the development of social media and other technology-based communication tools?202.22
Employees in the Bank Wiring Observation Room were subject to group-devised norms which were policed and enforced. Think of a group that you have known, e.g. at school, work, college or socially. What norms did that group have? How did it police and enforce those norms?202.22
How do you feel about the organization as your ‘psychological home’ in this respect?202.22
When managers say that they want you ‘to belong’ what do they really mean?202.22
Can you remember the informal student groupings at your school? To which informal group do you belong now at college or university?202.22
Can you remember the informal student groupings at your school? To which informal group do you belong now at college or university?202.22
How are other aspects of your institution’s structure, rules, procedures and policies blocking your satisfaction?202.22
How could your institution meet your social needs and those of your fellow students more effectively through different forms of group arrangement – and would these be consistent with good teaching and learning practice?202.22
Identify which stage of development it has reached.202.22
What advice would you give to this group based on your analysis of its development?202.22
Why have the results of the Hawthorne studies remained so important to this day? Of what value are they to those working in groups and those managing groups today?202.22
How do informal groups within an organization differ from formal ones? What function do informal groups perform and which members’ needs do they meet?202.22
Choose a group with which you are familiar, and analyse it using the four elements of Homans’ model of group formation.202.22
Under what circumstances should management form a group or a team to perform a task, and when should it arrange for individuals to work individually on their own?202.22
Select either a group featured in a television series or one of which you know well (e.g.sports team; scout/guide group; social club).(a) Is this a formal or informal group?(b) What stage is this group at, in terms of Tuckman and Jensen’s model of group development?(c) What is your group’s
A number of videos on YouTube summarize the findings of the Hawthorne studies: AT&T Archives:The year they discovered people (bonus edition); Hawthorne Studies; and Hawthorne Effect. They include original film of the company and the experiments themselves. These studies, now nearly 90 years old,
Identify up to three issues from this chapter that you found significant.202.22
Relate thes202.22e to the competencies in the employability matrix.
Decide what actions you need to take to maintain and/or develop those competencies under each of the four headings of the employability matrix.202.22
Understand why ‘team’ is a contested concept in the organizational literature.202-1
List the nine dimensions of team autonomy.202-1
Differentiate between four major types of teams and give an example of each.202-1
Discuss the types of obstacles to effectiveness experienced by each type of team.202-1
Contrast Western with Japanese concepts of teamworking.202-1
List the four main elements in the ecological framework for analysing work team effectiveness.202-1
Understand the continuing importance of teamworking.202-1
How did the interpersonal turmoil within the group help or hinder their work product?202-1
Identify the different types of conflict within the band.202-1
What were the effects of this conflict and how were they resolved?202-1
How did the compatibility of group members and a common goal, contribute to group cohesiveness?202-1
How was the group able to stay together during the making of the album?202-1
What common norms guided their behaviour?202-1
Naquin and Tynan (2003) found that when people seek to understand team performance they often give the team credit when it is successful, but blame its individual team members when it is not. Why, as a collective, are teams not held accountable for their failures?202-1
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