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organizational behaviour key concepts
Organizational Behavior Human Behavior At Work 12th Edition John Newstrom - Solutions
Identify five specific things you will do to create an effective committee the next time you are a leader or member of one. lop5
Divide a sheet of notebook paper into five columns. In the first column, under the heading “Strengths,” list all the strengths that any of the types of group structures might have (e.g., “generates many solutions”). Write the four types of structured approaches as headings for the remaining
What does consensus mean to you, from your experience? Has your understanding of it changed since reading this chapter? What other interpretations do you think the term has for other people? lop5
The chapter mentions five major weaknesses of decision-making groups. Prepare a counterargument that powerfully describes some of the benefits of using groups. lop5
A manager complained recently that “meetings are not as much fun anymore since we started using structured approaches to group problem solving.” Explain why this might be so. In addition to “fun,” what criteria should the manager be using to judge group success? lop5
How is the informal organization involved in this case? Discuss. lop5
As a manager of the department, what would you do about each of the practices? Discuss. lop5
If the organization that you are currently studying at or working in were a person, would it be male or female? How old would it be? Where would it live? What car would it drive?
Think about an organization of which you have personal experience. Provide examples of as many of the 15 surface manifestations of organizational culture as you can.
The film Steve Jobs (2015, director Danny Boyle) is a biographical drama based on the life of the co-founder of Apple Inc. It depicts the launches of three iconic company products – Macintosh (1984), Next (1998) and the iMac (1998). As you watch the film, look out for examples of Jobs’ values
Understand how organizational structure and processes affect organizational culture.
Speculate how the organizational culture might affect your views and behaviours as an employee.
Decide what ‘message’ each one sends to employees about the organization’s culture.
Speculate on the reactions and behaviours it might encourage or discourage among employees.
Before taking any significant actions that might influence employee behaviors, carefully weigh the degree to which those actions have a high degree of legitimacy. op4
Familiarize yourself with the organization’s policies on employee rights to privacy and the reasons for those policies. op4
When unacceptable employee behaviors are likely to occur, focus first on preventive discipline and then, only if necessary, invoke corrective discipline. op4
Assess, through the eyes of employees, the level of quality of work life that they perceive to exist.Make appropriate changes and follow up to determine the impact. op4
Involve employees in efforts to redesign their jobs to incorporate higher degrees of skill variety, task identity, task significance, autonomy, or feedback, where appropriate. op4
Engage employees in regular discussions about their side of the psychological contract—their responsibility to act ethically, sustain trust, demonstrate good citizenship at work, and their obligation to blow the whistle if all else fails. op4
Explore ways in which you can add either breadth or depth (or both) to employee jobs. op4
Do not rely on your own perceptions of a job’s degree of enrichment; seek out the perceptions of current job holders. op4
Help new employees recognize that rewards and group acceptance won’t come easily, but only through the process of dues-paying. op4
Search for ways to build mutual trust between management and employees at all times. op4
Explain the basic model of legitimacy of organizational influence. Does it seem to be a reasonable one within which you could work? Provide personal examples for each of the four cells. op4
Think of a job you have had or now have. Did you feel that the employer invaded your right to privacy in any way? Discuss. Did the employer have a policy, explicit or implicit, with regard to right of privacy? op4
Assume that you are going to interview for a job as a teller with a bank and heard in advance that one of the forms of honesty tests discussed in the chapter would be used to explore your history and probability of honesty. Describe how you would feel about each type of test, and explain why you
Form small groups and visit a company to discuss its program for the treatment of alcoholism and hard-drug abuse. What other behaviors is the company concerned about from a health standpoint? Report the highlights of the program to your class, and give your appraisal of its probable effectiveness.
Assume that one of your employees has recently tested positive for the AIDS virus. Although he is still fully capable of performing his job duties, another employee has come to you and objected to working closely with him. How would you respond? op4
Form discussion groups of four to five people, and develop a list of the top six QWL items that your group wants in a job. Present your group report, along with your reasons, to other class members. Then discuss similarities and differences among group responses. op4
Think of the job you now have or a job that you formerly had. Discuss both the favorable and unfavorable QWL characteristics contained in it. op4
Debate this issue in class: “Job breadth is more important than job depth in motivating workers.” op4
Think of a job you have had or now have. Were there any ways in which you did not act responsibly toward the organization or took unfair advantage of it? Discuss. op4
Consider your own role as a possible whistle-blower. Under what conditions would you publicly criticize your employer or another employee? op4
What issues are raised by these events? Discuss. op4
What disciplinary action, either preventive or corrective, do you recommend for each of the two women? Why? op4
Is Lopez’s failure to blow the whistle an issue? op4
Make only necessary and useful changes that have compelling support, or employees will get overwhelmed. Where possible, make evolutionary, not revolutionary, changes. lop5
Alert your employees to expect an increasing pace of change and the consequent need to develop new skills throughout their careers. lop5
Get a few highly visible role players on your side to lead (champions) and have them model the change for others. lop5
Recognize the possibility of resistance to change, and develop appropriate strategies for confronting each source. lop5
Involve and empower employees throughout the change process to diminish or prevent resistance. lop5
Make sure that employees see, and obtain, some of the benefits from change. lop5
View organizational change as an extended process with likely setbacks, and pay particular attention to the unfreezing and refreezing stages. lop5
Use a systematic approach to change such as the OD model, and be willing to embrace the efforts of others (change agents) to assist you. lop5
Before initiating any change process, build your credibility by establishing your trustworthiness, authenticity, and competence. lop5
Use an appreciative inquiry approach to get employees immersed in change to concentrate on the positive aspects of their work environment. lop5
Think of an organizational change that you have experienced. Was there resistance to the change? Discuss. What could have been done to prevent or diminish resistance? lop5
Consider again the change mentioned in question 1; list both the costs and benefits under the three headings of “logical,” “psychological,” and “sociological.” Were the benefits greater than the costs for the employees? For the employer? Discuss. lop5
Continue the analysis of this change. How did management alter the restraining and supporting forces for it? Was this approach successful? lop5
Resistance to change is often viewed negatively. Discuss some possible benefits of resistance to change in an organization. lop5
The chapter implies that a proactive role is preferable to a reactive one. Is that always true? Explain. lop5
Discuss the pros and cons of Charles Darwin’s (adapted) statement: “It’s not the strongest [organization] that survives, but the ones most responsive to change.” lop5
Argue against the necessity of having vision, charisma, and an emphasis on doubleloop learning for a transformational leader to bring about change in an organization.Are these elements really needed? lop5
Numerous methods for building support for change are introduced. What is one risk associated with each method that could make it backfire? lop5
Review Figure 14.9, and identify the three most significant benefits and the three most important limitations of OD. Do you think the benefits outweigh the costs? Report your choices, giving reasons for your selections. lop5
Comment on the sales manager’s analysis. lop5
What alternative approaches to this situation do you recommend? Give reasons. lop5
What major motivational model(s) did Phil use with Sue, John, and Linda? lop2
What other approaches might have worked better? lop2
What are the major lessons you can derive from this exercise? lop2
Seek to establish accurate measures of performance, and make the connection between performance and rewards clear to all. lop2
Provide rewards that people value; if you don’t know what they value, ask them. lop2
Make it clear to employees how the organization’s monetary rewards relate to their various needs and drives. lop2
Make sure that employees believe their goals are attainable if they perform well. lop2
If you are trying to promote teamwork, provide team-based, not individual, rewards. lop2
Be aware of the unintended consequences that are associated with any reward system, and try to minimize these. lop2
Utilize the advantages of 360-degree feedback systems for providing employees with a broad and rich source of performance feedback. lop2
Monitor your own behavior, and that of your employees, for signs of inappropriate attributions of behavior during performance appraisals. lop2
Remember that providing performance feedback to some employees can be threatening; provide opportunities for them to save face. lop2
Encourage employees to become feedback seekers;this will help open up productive and ongoing dialogue with them. lop2
Explain how money can be both an economic and a social medium of exchange. As a student, how do you use money as a social medium of exchange? lop2
Think of a job that you formerly had or now have.a. Discuss specifically how the expectancy model applied (applies) to your pay.b. Discuss how you felt (feel) about the equity of your pay and why you felt (feel) that way.c. Develop and explain a cost–reward comparison chart for your pay and
Think of a time when you assessed, either formally or informally, someone else’s level of performance and found it deficient by your standards. To what did you attribute the reasons for the inadequate performance? Were you engaging in any attributional tendencies? How could you avoid doing so?
Assume that, in the first six months of your first job, your manager asks you to participate in filling out a feedback form describing his or her strengths and weaknesses.How comfortable will you feel in doing this? Now assume that your manager asks you to engage in the same process, seeking
What are the major measures used to link pay with production? Which ones, if any, were used in the last job you had? Discuss the effectiveness of the measure or measures used. lop2
Would you use profit sharing, gain sharing, skill-based pay, or wage incentives in any of the following jobs? Discuss your choice in each instance.a. Employee in a small, fast-growing computer companyb. Teacher in a public schoolc. Clerk processing insurance claims in an insurance officed.
Divide into small groups, each led by a member who has worked for a sales commission. Discuss how the commission related to both equity theory and expectancy theory, and report highlights of your discussion to your entire classroom group. lop2
Have you ever participated in restriction of output in a job or in an academic course?If so, discuss why you did it and what its consequences were. lop2
“Skill-based pay is a waste of company money, because we are paying for potential performance instead of actual performance.” Discuss this statement. lop2
Rate your level of performance in this class relative to all others. What percentage of classmates do you think are below you? Now seek that information from your instructor and match it with your own. If the two figures do not match, provide several explanations for it. lop2
Which of the major economic incentive systems discussed in this chapter has the best chance of working for Brad? lop2
Can two or more incentive systems be combined, with an even greater likelihood of success? What might be gained through a combination, and what would be the costs (for both Plaza Grocery and the employees)? lop2
In your recommendation, which motivational theories are you most specifically using? lop2
Evaluate team management at TRW’s Lawrence plant. What organizational behavior system is it most similar to? Does it reflect Theory X or Theory Y assumptions? lop5
Examine the results from team management at Lawrence. Do they support a“satisfaction causes productivity” or a “productivity causes satisfaction” relationship?Explain. lop5
Assume the role of Bill Russell at the end of the case. Prepare your announcement regarding the layoffs to the cable division’s employees. What do you expect their reactions will be, and how will you respond to them? lop5
Can participative and team management approaches work equally well during times of organizational crisis and during normal times? Explain. lop5
Has the Patterson operation been successful? To the degree that it can be judged a success, what factors have contributed to it? lop5
Identify the leadership styles of Fred Hammond and May Allison. Apply several of the leadership models to the case, such as Fiedler’s contingency model and the HerseyBlanchard situational model. lop5
Comment on the informal organization at Patterson. In what ways did the employees create their own “company”? lop5
Review Herzberg’s two-factor model. Why didn’t the change in physical working conditions (a deterioration of a hygiene factor) have a negative effect on productivity?What did cause the workers to be productive? lop5
Comment on White’s operational philosophy, from the standpoint ofa. The motivational impact of the six goals.b. The overall type of organizational culture that probably exists at Elite Electric. lop5
Assess the nature and quality of the communications that took place in the meeting conducted by Johnson, indicating the strengths and weaknesses that were illustrated there. Does anyone exhibit assertive communication? What interpersonal relations patterns are apparent? lop5
Examine some of the group dynamics present in Johnson’s meeting. What task and social leadership roles were used by participants? How could the meeting have been improved? lop5
Why do you think that Johnson concluded that it was a “good meeting”? Do you agree? Explain. lop5
If you were Simpson, what would you do now? What would you do later, if anything?What behavioral models and ideas are involved in your decisions? lop5
Should Simpson have permitted the supervisors to see him, since they now report directly to Rider? lop5
What kinds of changes are taking place in this case? What are the effects of these changes? What ideas about change would be helpful in dealing with this situation? lop5
Do the three stages in change (unfreezing, changing, refreezing) apply in this case?Discuss. lop5
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