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organizational behaviour key concepts
Organizational Behavior Human Behavior At Work 12th Edition John Newstrom - Solutions
Which person do you predict will experience the greatest amount of cultural shock upon moving to a new country, the expatriate or that person’s spouse? Why? lop5
Offer several suggestions for preventing or at least minimizing the problem of crosscultural reentry (reverse cultural shock). lop5
Why is the concept of a results orientation (emphasis on productivity) difficult to grasp for some host-country employees? Would it be easier to explain its necessity in an oilrich country or in one with very limited natural resources? Explain. lop5
Theory Z adapts selected Japanese management practices to the U.S. environment.Speculate on the reasons some U.S. employees working for a Theory Z firm might still resist those practices. Now try to create a Theory ZZ approach, in which American practices would be adapted to the Japanese
Analyze the results shown, and give your interpretation of the kinds of problems that exist. Offer possible explanations for them. lop5
Prepare a set of recommendations for resolving or diminishing the problems that you identified. lop5
Speculate about what the results might look like if the nonsupervisory employees in each country had been surveyed. What is the basis for your conclusions? lop5
How important is technical quality with regard to the decision being made? lop5
How important is subordinate commitment to the decision (employee acceptance)? lop5
Do you already have sufficient information to make a high-quality decision? lop5
Is the problem well structured? lop5
If you made the decision, would the subordinates be likely to accept it? lop5
Do subordinates share the goals to be attained in solving the problem? lop5
Is there likely to be conflict among subordinates over alternative solutions? lop5
Do subordinates have sufficient information to allow them to reach a high-quality solution? lop5
Build upon your positive leadership traits (both primary and secondary), while seeking to turn your weaknesses into strengths and eliminate any semblance of dysfunctional narcissism. lop5
Recognize that there are many leadership models and many different dimensions as a foundation for them; accept their lessons while seeking ways to integrate them. lop5
Embrace the contingency nature of leadership, recognizing that strong analytical skills are a prerequisite to effective application of most leadership models. lop5
Remain appropriately wary of simplistic leadership models, especially those for which there is little available research support. lop5
Recognize the need to flexibly vary your leadership style according to situational demands while also demonstrating some degree of consistency from day to day. lop5
Accept the importance of your role as a coach, whose greatest assets include experience, empathy, objectivity, questioning skills, and listening capabilities. lop5
Strive to become a superleader, whose major goal is to develop self-leadership capabilities in others. lop5
Recognize when leadership is not necessary (due to substitutes) or not likely to be effective, and conserve your efforts. lop5
Become the most ethical leader you can be, by continually searching for and confronting the ethical dimensions surrounding the issues you face. lop5
Prepare yourself for inevitable crises by anticipating future events and training yourself to be a decisive, action-oriented problem solver who is sensitive to the needs of your employees. lop5
Explain the difference between management and leadership. Discuss why conceptual leadership skills become more important, and technical skills less important, at higher organizational levels. lop5
A manager once told a subordinate, “To be a good leader, you must first become a good follower.” Discuss what it means to be a good follower, whether you agree with the statement, and why or why not. lop5
Think of the best leader you ever worked with on a job, in sports, or in any other activity. Then think of the worst leader. Discuss the contrasting styles and skills used by the two. How did you respond to each? What could they have done differently? lop5
Explain how Theory X and Theory Y relate to leadership styles, especially the contingency approaches and superleadership. Comment on the statement “management philosophy controls practice.” lop5
Think of situations in which you were a leader. What leadership style did you use?Using hindsight and the material in this chapter, what would you have done differently? lop5
The contingency models are all more complex than the earlier trait or “one best style”approaches. Discuss the likelihood that practicing managers will understand, accept, and use each of the contingency models. lop5
Consider the various substitutes for leadership and enhancers. Identify the three that you think have the greatest potential for positive impact, and explain why. lop5
Vroom’s decision-making model assumes that managers have the flexibility to shift from one style to another, whereas Fiedler’s model does not. Debate the feasibility of these models. lop5
Why would a typical manager attempt to create self-leading employees? Would this competition between manager and employees eventually result in the loss of the manager’s job if the attempt were fully successful? Why or why not? lop5
Review the idea of the leader as a coach. Which of the leadership models relates more closely with coaching? Explain. lop5
What leadership issues are raised by this incident? lop5
Discuss what action Pardini should take. Consider the path-goal model of leadership and the contingency approaches to leadership before making your decision. lop5
Let workers progress from involvement on simple issues to more complex ones. lop5
Provide employees with relevant training so that they understand broader organizational issues and financial statements. lop5
Communicate in advance their areas of decisional freedom and the associated boundaries. lop5
Don’t force workers to participate if they do not wish to do so. lop5
Provide counseling for supervisors so that they will know how to handle power sharing. lop5
Set realistic goals for the early stages of any participative process. lop5
Keep the guiding philosophy behind participation firmly in mind at all times. lop5
Never attempt to manipulate a decision under the guise of participation. lop5
Maintain a delicate balance between overparticipation and underparticipation. lop5
Monitor employee perceptions of the level of empowerment experienced? lop5
Explain what empowerment means to you. Give an illustration of a time when you truly felt empowered. lop5
Ask several persons outside of class what “participation” means. If their answers differ, explain why you think they do. lop5
How is it possible for participation to increase the power and influence of both manager and employee? lop5
Discuss the prerequisites for effective participation. Which of these are more difficult to fulfill? Do the more-difficult prerequisites help explain why some managers are still relatively autocratic? lop5
Many employees desire a higher level of participation than they are currently allowed.Why is it that managers do not provide more opportunities for participation now? lop5
List the several benefits that can flow from participation. Compare the various programs on the basis of the degree to which they are likely to provide those benefits. lop5
Apply the leader–member exchange model to the professor–student relationship. What does each party have to give to the other? lop5
What was the area of freedom in your last job? Was it adequate for your needs? What groups or institutions restricted this freedom? In what ways was it too large an area? lop5
Consider the use of self-managing teams. What possible negative consequences can you predict once they are begun? lop5
Consider your instructor’s use of the stewardship role. In what ways does she or he demonstrate partnership building, service, and empowerment? lop5
Recommend a course of action for Adams. lop5
Would any ideas from the following be helpful in this case: McGregor, Herzberg, McClelland, Fiedler, models of organizational behavior, prerequisites for participation, area of job freedom, and programs for participation? lop5
Pay attention to employee attitudes; where possible, hire new staff who exhibit positive affectivity. lop4
Remember the work-life satisfaction spillover effect; take time to explore and monitor employees’nonwork environment. lop4
Consider your role as a manager of performance, and recognize how dramatically the administration of rewards affects employee attitudes. lop4
View employee attitudes as multidimensional;differentiate among satisfaction, involvement, commitment, and work mood when discussing them. lop4
Create different programs and actions to impact turnover, absenteeism, tardiness, theft, and citizenship behaviors. lop4
Commit yourself to a regular and systematic process of measuring employee satisfaction; promptly follow through to make changes based on the results. lop4
Involve employees in the purpose, design, administration, and interpretation of survey results. lop4
Recognize that attitudes can be changed, including your own. Substantial time, effort, and persistence may be required to do so. lop4
Monitor both absenteeism and presenteeism phenomena; take actions to ensure that neither one is too high. lop4
Search for ways to reduce both employee theft and actions that bend the rules for personal gain; educate employees on the direct and indirect effects of these actions. lop4
Explain, in your own words, why you feel that employee attitudes are important. Do you think that today’s managers overemphasize or underemphasize attitudes?Why? lop4
Assume that a survey of the 20 employees in your department found that 90 percent of them were basically satisfied with their jobs. What are the implications for you as a manager? lop4
“A happy employee is a productive employee.” Discuss this statement. lop4
Think of a job you have held. List the areas of your job in which you were most satisfied and those which satisfied you least. Note in each case the degree to which management had some control over the item mentioned. What could the managers have done to improve your satisfaction? lop4
Assume that job satisfaction, job involvement, organizational commitment, and work mood are independent of one another such that any one may be present without the others. Describe a situation in which an employee might be committed but not satisfied or involved. What you would do with such an
How would you begin to assess whether presenteeism is a problem in your organization? If it is, what could you do to discourage employees from coming to work when they shouldn’t? lop4
Select an industry (e.g., financial institutions or hospitals), and contact three organizations within that industry to learn of their absenteeism and turnover rates. What have they done to reduce them? lop4
Construct a short questionnaire using objective questions, and survey the members of a small work team about their job satisfaction. Tabulate and analyze your results; include a list of recommendations for change. lop4
Prepare a plan for using the data from a job satisfaction survey in an insurance office to provide feedback to managers and employees. lop4
Contact a local fast-food restaurant, and ask the manager to estimate the proportion of turnover that can be attributed to effective employees leaving of their own choice.What suggestions could you make to reduce this voluntary turnover problem? lop4
Define organizational behavior in your own words. Ask a friend outside of class or work associate to do the same. Identify and explore the nature of any differences between the two definitions. kop5
Assume that a friend states, “Organizational behavior is selfish and manipulative, because it serves only the interests of management.” How would you respond?. kop5
As you begin to understand organizational behavior, why do you think it has become a popular field of interest?. kop5
Consider the statement “Organizations need people, and people need organizations.”Is this assertion true for all types of organizations? Give examples of where it is and where it probably isn’t true.. kop5
Review the fundamental concepts that form the basis of organizational behavior.Which concepts do you think are more important than the others? Explain.. kop5
Select one of your work associates or friends. Identify the qualities that make that person substantially different from you. In what ways are you basically similar? Which dominates, the differences or the similarities?. kop5
Discuss the major features of the social system in an organization where you have worked. In what ways did that social system affect you and your job performance, either positively or negatively?. kop5
Review the four approaches to organizational behavior. As you read this book, keep a list of the ways in which those themes are reflected in each major topic.. kop5
Examine the formulas leading to effective organizational productivity. Which factors do you think have the greatest potential for making a difference between organizations? What can be done to affect the other ones?. kop5
Are behavioral bias and diminishing returns from organizational behavior practices the same or different? Discuss.. kop5
Remind yourself to think about organizational behavior from a system perspective, envisioning how any one element of the system or action by yourself will likely impact other parts of the OB system. lop4
List, examine, and reevaluate your fact premises about people periodically to see if they need updating. Then create a separate list of your value premises and share these with a colleague or friend to see if they withstand open scrutiny. lop4
Show your employees the list of assumptions that underlie Theory X and Theory Y. Then ask them for illustrations that indicate you are using either of the two paradigms. Invite them to help you make your actions more consistent with Theory Y. lop4
Examine the five models of OB every so often.Search for ways in which you could be using features from the more advanced models (supportive, collegial, system). lop4
Report to a close friend the ways in which you have actively changed your underlying OB model in the past few years. Be ready to provide specific examples. lop4
Review the discussion on authenticity. Resolve to be more open, transparent, and ethical in your dealings with others at work. lop4
Read about spirituality and employees’ desire for the right to discuss such issues at work. Make a decision now as to how you might handle such a request should it arise. lop4
Make a conscious study of your language at work.Resolve to reduce or eliminate negative language while increasing your focus on positive terms. lop4
Make an inventory of the ways in which you (or others) exhibit micromanagement behaviors. Explore ways to reduce such close scrutiny and control. lop4
Often managers and employees differ in their perceptions of which OB model is in use. Set aside some time to investigate employee perceptions of the OB model that is dominant in your workplace. lop4
Interview some managers to identify their visions for their organizations. What are those visions? Where did they come from? How successfully have they been communicated to the employees, and how successfully have they been embraced by the employees? lop4
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