Understanding Organizational Change 1st Edition Jean Helms-Mills, Kelly Dye, Albert J Mills - Solutions

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7.2 As a manager, what steps should Alex take to reduce employee theft? Come up with a list of three ideas. Elect a group member to write the group’s three ideas on the board or on a transparency. 7.3 Now read the following scenario: When Alex arrived for his first day of work in his new store,
7.1 Read the following scenario: Alex Grant recently graduated from college and is excited to be starting his first job as a store manager for The Grocery Cart, a large supermarket chain. The company has a very good management training program, and it is one of the fastest growing chains in the
7.3 When reflecting on Apple’s position atop Fortune ’s “Most Admired Companies” list, how much of an impact does its corporate social responsibility have on that positioning? Do you think that impact will rise over time or stay stagnant?
7.2 Is Apple ethically obligated to more aggressively share its “lessons learned” with its competitors in the computer, tablet, and smartphone industries?
7.1 Should a company like Apple require suppliers to exceed—not just match—the prevailing standards for wages and working conditions in their home countries?
7.5 Assume you were applying for a job at a company known for its corporate social responsibility. How important would that be to you when deciding whether to accept a job offer?
7.4 Which component of ethical decision making do you believe best explains student cheating: moral awareness, moral judgment, or moral intent? Why do you feel that way?
7.2 Consider the three dimensions of trustworthiness (ability, benevolence, and integrity). Which of those dimensions would be most important when deciding whether to trust your boss? What about when deciding whether to trust a friend? If your two answers differ, why do they?
7.1 Which would be more damaging in organizational life—being too trusting or not being trusting enough? Why do you feel that way?
6.5 Class discussion (whether in groups or as a class) should center on which theories seem most relevant to the potential reasons for the pay differences between Chris and Pat. Are there some potential reasons that don’t seem relevant to any of the four theories? Do those reasons tend to be
6.4 Elect a group member to write the group’s 10 reasons on the board. Then indicate which theories are relevant to the various reasons by writing one or more of the following abbreviations next to a given reason: EX for expectancy theory, GS for goal setting theory, EQ for equity theory, and PE
6.3 Consider whether the theories discussed in the chapter—expectancy theory, goal setting theory, equity theory, and psychological empowerment—are relevant to the list of reasons you’ve generated. Maybe one of the theories supports the wisdom of a given reason. For example, maybe Pat’s job
6.2 Going around the group from member to member, generate a list of 10 conceivable reasons why Pat may be earning more than Chris. Remember, the reasons can be legal or illegal, wise or unwise.
6.1 Read the following scenario: Chris Clements and Pat Palmer are both computer programmers working for the same Fortune 500 company. One day they found out that Chris earns $60,820 per year, while Pat earns $72,890. Chris was surprised and said, “I can’t think of any reason why we should be
6.3 When it comes to complex work—like Netflix engineers analyzing data on customer viewing habits—will intrinsic or extrinsic motivators prove more effective? Why?
6.2 Which theories seem relevant to customers’ motivations (to pick certain titles), not just employees’ motivations (to perform their tasks well)?
6.1 To what extent do employees look to their CEOs for motivational signals? Do you think Netflix employees grow to be motivated by the same things that engage Hastings?
6.5 Think about a job that you’ve held in which you felt very low levels of psychological empowerment. What could the organization have done to increase empowerment levels?
6.3 Consider the five strategies for fostering goal commitment (rewards, publicity, support, participation, and resources). Which of those strategies do you think is most effective? Can you picture any of them having potential drawbacks?
6.2 Assume that you were working on a group project and that one of your teammates was nervous about speaking in front of the class during the presentation. Drawing on Figure 6-3 , what exactly could you do to make your classmate feel more confident?
6.1 Which of the outcomes in Table 6-2 are most appealing to you? Are you more attracted to extrinsic outcomes or intrinsic outcomes? Do you think that your preferences will change as you get older?
5.4 Class discussion (whether in groups or as a class) should center on two issues. First, many of the stress-managing factors, especially in steps 2 and 3, take up precious time. Does this make them an ineffective strategy for managing stress? Why or why not? Second, consider your Type A score in
5.3 A third method of managing stress is improving hardiness —a sort of mental and physical health that can act as a buffer, preventing stress from resulting in strain. The table below lists a number of questions that can help diagnose your hardiness. Discuss your answers for each question, then
5.2 Another method of managing stress is to improve work–life balance. The circle below represents how “waking hours” are divided among five types of activities: school, work, personal relaxation, time with friends, and time with family. Draw two versions of your own circle: your waking hours
5.1 One method of managing stress is finding a way to reduce the hindrance stressors encountered on the job. In your group, describe the hindrance stressors that you currently are experiencing. Each student should describe the two to three most important stressors following the chart below. Other
5.3 What could Best Buy do to manage employee stress during the organization’s transformation?
5.2 What do the comments of the Best Buy CEO and company spokesperson reveal about their beliefs regarding employee stress and the effect it has on employee and organizational outcomes? In what ways are their beliefs justified and unjustified?
5.1 Consider Best Buy’s Results Only Work Environment. What are the major strengths of this program in regard to the management of employee stress? Are there weaknesses of the program in this regard? That is, how could the practice actually increase employee stress?
5.5 If you managed people in an organization in which there were lots of hindrance stressors, what actions would you take to help ensure that your employees coped with the stressors using a problem-focused (as opposed to emotion-focused) strategy?
5.4 How would you assess your ability to handle stress? Given the information provided in this chapter, what could you do to improve your effectiveness in this area?
5.3 If you had several job offers after graduating, to what degree would the level of challenge stressors in the different jobs influence your choice of which job to take? Why?
5.2 Describe your dream job and then provide a list of the types of stressors that you would expect to be present. How much of your salary, if any at all, would you give up to eliminate the most important hindrance stressors? Why?
5.1 Prior to reading this chapter, how did you define stress? Did your definition of stress reflect stressors, the stress process, strains, or some combination?
4.3 Class discussion (whether in groups or as a class) should center on two questions. First, is the job that scored the highest really the one that would be the most enjoyable on a day-in, day-out basis? Second, does that mean it would be the job that you would pick if you could snap your fingers
4.3 Do consumers deserve to know about the companies that make the products they buy? Would such knowledge affect your purchasing decisions? In what way?
4.2 If you worked in a company that valued and required privacy, would it affect your job satisfaction? What about your life satisfaction?
4.1 In what ways might being privately held benefit the job satisfaction of employees? In what ways might being publicly traded benefit satisfaction?
4.3 Consider the five core job characteristics (variety, identity, significance, autonomy, and feedback). Do you think that any one of those characteristics is more important than the other four? Is it possible to have too much of some job characteristics?
4.2 What steps can organizations take to improve promotion satisfaction, supervision satisfaction, and coworker satisfaction?
3.3 Class discussion (whether in groups or as a class) should center on where the likely responses fit into the exit–voice–loyalty–neglect framework. What personal and situational factors would lead someone to one category of responses over another? Are there any responses that do not fit
3.2 In groups, compare and contrast your likely responses to the three scenarios. Come to a consensus on the two most likely responses for the group as a whole. Elect one group member to write the two likely responses to each of the three scenarios on the board or on a transparency.
3.1 Individually read the following three scenarios: the annoying boss, the boring job, and pay and seniority. For each scenario, write down two specific behaviors in which you would likely engage in response to that scenario. Write down what you would actually do, as opposed to what you wish you
3.3 If you were in charge of human resources at Costco, would you retain the philosophy of sending rank-and-file employees to school rather than hiring business school graduates? Why or why not?
3.2 What would a “perfect turnover rate” be for a company like Costco? Describe the consequences of a turnover rate that’s too low.
3.1 How exactly does Costco’s low turnover rate help it in its battle against Walmart? Will any of those factors also help against Amazon?
3.5 Can you think of reasons the increased diversity of the workforce might actually increase organizational commitment? Why? Which of the three types of commitment might explain that sort of result?
3.4 Can organizations use a combination of monitoring and punishment procedures to reduce psychological and physical withdrawal? How might such programs work from a practical perspective? Do you think they would be effective?
3.3 Consider times when you’ve reacted to a negative event with exit, voice, loyalty, or neglect. What was it about the situation that caused you to respond the way you did? Do you usually respond to negative events in the same way, or does your response vary across the four options?
3.2 Describe other ways that organizations can improve affective, continuance, and normative commitment, other than the strategies suggested in this chapter. How expensive are those strategies?
3.1 Which type of organizational commitment (affective, continuance, or normative) do you think is most important to the majority of employees? Which do you think is most important to you?
2.3 Take another look at your list. Did you come up with any behaviors that would be described as “counterproductive behaviors”? If you didn’t include any, does that mean that counterproductive behavior isn’t an important concern in a restaurant setting? If your group includes someone who
2.2 Take a look at the resulting list. Did you come up with any behaviors that would be described as “citizenship behaviors”? If you didn’t include any in your list, does that mean that citizenship behavior isn’t important in a restaurant setting? If your group includes someone who has
2.1 Conduct a job analysis for a restaurant server. Begin by drawing a circle like the one below. Use that circle to summarize the major job dimensions of a restaurant server. For example, one job dimension might be “Taking Orders.” Divide the circle up with four additional job dimensions. Now
2.3 Describe the potential advantages and disadvantages associated with rotating engineers through the racing teams. Explain how the experience on the racing teams could be used to develop GM employees who have other types of jobs.
2.2 Which dimensions of job performance do you think General Motors is emphasizing now? How might the change in emphasis improve the likelihood that GM can compete effectively?
2.1 Which dimensions of job performance do you think General Motors emphasized prior to its revitalization effort? What are the advantages and disadvantages of this emphasis? How did this emphasis likely contribute to the company’s problems?
1.4 Now compare the theory diagram you created with the diagrams in the textbook (Figure 4-7 for Job Satisfaction, Figure 5-3 for Strain, Figure 6-7 for Motivation, and Figure 7-7 for Trust in Supervisor). How does your diagram compare to the textbook’s diagrams (search the boldfaced key terms
1.3 Each group should present its theory diagram to the class. Do the predicted relationships make sense? Should anything be dropped? Should anything be added?
1.2 Now build your own theory diagram about organizational behavior. In your groups, choose one of the following four topics to use as your dependent variable: • Job Satisfaction: The pleasurable emotions felt when performing job tasks. • Strain: The headaches, fatigue, or burnout resulting
1.1 Consider the theory diagram shown below. It explains why two “independent variables” (the quality of a movie’s script and the fame of its stars) affect a “dependent variable” (how much the movie makes at the box office).
1.3 Chouinard argues that “tedium is easier to take when it has meaning.” Which checklist ingredients seem most promising for creating meaning? Would you add any additional suggestions to increase meaning further?
1.2 Which checklist ingredients do you think are most uncommon in organizations? Do those ingredients seem to be promising avenues for creating sustained competitive advantage?
1.1 Which checklist ingredients would you value most as an employee? Which would you value least? Do some suggestions seem debatable?
1.5 Think of something that you “know” to be true based on the method of experience, the method of intuition, or the method of authority. Could you test your knowledge using the method of science? How would you do it?
1.4 Create a list of the most successful companies that you can think of. What do these companies have that others don’t? Are the things that those companies possess rare and inimitable (see Figure 1-2 )? What makes those things difficult to copy?
1.3 Which of the individual mechanisms in Figure 1-1 (job satisfaction; stress; motivation; trust, justice, and ethics; learning and decision making) seems to drive your performance and commitment the most? Do you think you’re unique in that regard, or do you think most people would answer that
1.2 Think again about the worst coworker you’ve ever had—the one who did some of the things listed in Table 1-1 . Think about what that coworker’s boss did (or didn’t do) to try to improve his or her behavior. What did the boss do well or poorly? What would you have done differently, and
1.1 Assuming you possessed the right technical skills, would a job at Patagonia be appealing to you? What would be the most important positives associated with the position, in your view? What would be the most important negatives?
Understand what is meant by management fads and fashionsAppendixLO1
Be familiar with the organizational change imperativeAppendixLO1
Be familiar with the notion of institutionalizationAppendixLO1
Understand what is meant by the various forms of isomorphismAppendixLO1
Be familiar with the concepts of discourse and organizational knowledgeAppendixLO1
Understand the relationships between sensemaking, institutionalizationand change managementAppendixLO1
Use an Internet and library search to find examples of two organizationsthat have adopted a strategy of avoidance; two that have adopteda strategy of prediction; and two that have adopted a strategy of alignment.That is six companies in total. Where possible, try to find companiesthat appear on the
Using the sensemaking framework (Table 1.1) in Chapter 1, write short notes, with examples, on how each company uses the eight sensemaking properties to develop, explain and/or present their strategy.
What similarities can you find in the way each strategy is made plausible?What can we learn from this?
What are some of the differences in the way each strategy is madeplausible? What can we learn from this?
Make notes on how key managers are presented in corporate accounts.What is the role of identity construction in these accounts both for the managers and for others? What can we learn from this?
What ‘pressures’ to change can you identify in each company case?What pressures, if any, are similar across all companies? What, if any, are different? What can we learn from this?
Be familiar with the scientific management approach AppendixLO1
Be familiar with the human relations approach AppendixLO1
Be familiar with socio-technical systems theory AppendixLO1
Be familiar with contingency theory AppendixLO1
Understand what is meant by the discourse of change AppendixLO1
Understand the types of change and levels of change AppendixLO1
Be familiar with different job design strategies AppendixLO1
Consider a fast food restaurant and discuss how they might be using scientific management principles to standardize the work.AppendixLO1
Think about your current place of employment. What types of job design strategies could be implemented to improve employee motivation?What, if any, have already been used?AppendixLO1
Describe the facets of your job that you consider to be motivating factors and those that you consider to be hygiene factors. What are some of the weaknesses of this model?AppendixLO1
Using Hackman and Oldham’s job characteristics model, describe some of the ways that the job of administrative assistant could be enriched.AppendixLO1
What might be some of the reasons that employees might not want their jobs enriched?AppendixLO1
Discuss the role of unions in job enlargement and job enrichment strategies.AppendixLO1
Using the Internet, find three companies that have undergone change and describe them in terms of levels and types of change they have used.Were they successful? Why or why not? What could they have done differently?AppendixLO1
Look at the business section of a recent newspaper and see how many references to change you can find. What are the similarities? What type and level of change are they offering?AppendixLO1
Using the Internet, find five management ‘gurus’ and see what, if any, characteristics they may have in common. What conclusions can you draw from this?AppendixLO1
What is the harm in changing for the sake of change? Give the pros and cons for your answer.AppendixLO1
Understand what is meant by organizational learning AppendixLO1
Understand the roots of organizational learning AppendixLO1
Understand what is meant by the learning organization AppendixLO1

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Understanding Organizational Change 1st Edition Jean Helms-Mills, Kelly Dye, Albert J Mills - Solutions

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